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The Sweetener ‘Toolbox’Solution 56Reducing calories and sugars withoutimpacting the taste experience is a ques-tion of finding the right mix of solutions,writes Mary Quinlan.

Engineering Growth 58David Hayes interviews Hilden PackagingMachines in Mumbai – one of India’s lead-ing drinks industry equipment suppliers.

Trick Or Treat 61Kelvin King explores the opportunitiesand challenges for Halloween themed softdrinks.

Bottling On Demand 62Krones introduces its futuristic ultra flexi-ble concept as demonstrated at the recentdrinktec trade show in Munich.

Soft Drinks International – October/November 2017 1ConTEnTS

Europe 4Africa 8Middle East 12Asia Pacific 16Americas 20

Ingredients 24

Juices & Juice Drinks 30Waters & Water Plus Drinks 34Carbonates 38Sports & Energy 42Functionals 44RTD Teas & Coffees 46Dairy & Alternatives 48

Processing 64Packaging 68Environment 72People 76Events Diary 77Event Previews 78

Asian Soft Drinks 50The importance of the region to the softdrinks industry has been steadily rising,despite annual growth slipping to around4%, reports Richard Corbett.

Juice Evolution 52The West European juice market hasendured a torrid decade. According toGlobalData juice consumption has fallenback by more than a fifth in the lastdecade, reports Richard Corbett.

Mocktail Cocktails 54Hotels and restaurants have been busydeveloping exceptional non-alcoholiccocktails, and these are now permeating tothe mainstream, with premium ready todrink cocktails appearing in cans, cartonsand bottles.

news

regularsComment 2BSDA 33 & 75Buyers’ Guide 82Classified 84

features

The leading English language magazine published in Europe, devoted exclusively to the manufacture, distribution and marketing of soft drinks, fruit juices and bottled water.

www.softdrinksinternational.comFront Cover: ©makistock (from bigstockphoto.com)

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2 Soft Drinks International – October/November 2017

Soft Drinks International (1997), formerly Soft Drinks Management International (1988),was originally founded as the Soft Drinks Trade Journal in 1947, incorporating The British &Colonial Mineral Water Trade Journal (1888) with the Soft Drinks & Allied Trade Review, formerly the Mineral Water & Allied Trade Review (1873).

The entire contents of Soft Drinks International are protected by copyright and no part may be reproduced without written permission of the publishers. Whilst every effort is made to ensure that the information contained in Soft Drinks International is accurate, the editor and publisher cannot accept responsibility for errors, and the views expressed do not necessarily represent thoseof the editor or publisher. The fact that product names are not identified as trademarks is not to be taken as an indication that suchnames are not registered trademarks.

CoMMEnT

Published byASAP Publishing Limited

EditorPhilip Tappenden

News Editor:Kelvin King

Correspondents:EuRoPEGerard o’DwyerASIA & PACIFICKelvin KingRovInGDavid Hayes

Market AnalystRichard Corbett

Scientific AdviserDr John Wilkinson

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Innovation has long been a catchphrase of the soft drinks industry, as in othersectors. Like unique and other such descriptors it is spurious sometimes. Butwhen it is accurate it can bring changes in market patterns and even lifestyles.

One could point to the creation of iconic brands such as Irn-Bru, Calpis,Orangina, Schweppes and Coca-Cola. And to the rethinking of the past decades aswe moved with initial hesitation but increasing enthusiasm into the realms ofhealthy beverage offerings, also reformulating existing product.

Innovation is not a ‘been there, done that’ absolute; there is always scope forboth improvement and the creation of something new…’revolutionary’ as we oncedubbed it, a cliché now out of favour.

Today’s innovators are more likely to be food scientists in a R&D facility or anintegrated team of sales, marketing and data specialists. But there’s still room forthe individual innovator, too.

So innovation is a keeper – it’s here for ever.Except that we might be calling it disruption.Disruption has been partnered with another buzzword that’s gaining traction in

the soft drinks sector globally: premiumisation.Awkward in terminology, premiumisation is easy enough to comprehend.

Products, services, brands, companies, associations look to ways they can enhancetheir deliveries by optimising the output.

Disruption reaches further in many respects. A Harvard Business School teamvisualised the concept way back in the mid-1990s. Professor Clayton Christensenand others have since developed the theory extensively with some acolytes takingit off in differing directions.

Christensen and his colleagues posited that disruption uproots and changeshow we think and do business. Extending this, how we go about daily life, learn,even in our relationships,

A disruption displaces an existing market, industry, technology or whatever andproduces something new, more efficient and potentially worthwhile. It has beendescribed as being simultaneously destructive and creative.

The mobile phone has been held up as an example of both innovation anddisruption. It something new and different but it also fundamentally changed ourlives, both in business and personal spheres.

In recent years some aficionados of disruption have begun to argue about thedifferences between disruption and innovation. Their thinking is that disruptorsare innovators but not all innovators are disruptors.

We need to learn how best to deal with disruption not only to service andsupport our clients effectively but also to look within ourselves as to whether wecan do things differently.

This is both a challenge and an opportunity.All in all it’s a far cry from when being disruptive was simply annoying

behaviour. The new iteration is, to use another old cliché, exciting.

Kelvin King

Disruptive is thenew innovative


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Lemonsoda sold toRoyal unibrewGRUPPo Campari is selling its Lemonsodabusiness to the Danish based beverage pro-ducer Royal Unibrew. The enterprise value is€ 80.0 million on a cash free/debt free basis.

The deal includes the Lemonsoda, oran-soda, Pelmosoda, Mojito soda and Freedeabrand names as well as the Crodo brandswith the exception of Crodino. Also in thesale is Lemonsoda manufacturing and bot-tling plant in Crodo, North Italy, its attachedwater springs and product inventories.

The total net sales relating to the brandssold represented approximately 2% ofGruppo Campari’s net sales in FY2016. Italyis the brands’ core market, accounting for84.3% of the overall net sales in FY2016. Theoverall deal consideration corresponds to amultiple of around 13 times the CAAP(Contribution after A&P), before allocatedcosts and depreciation, relating to thebrands sold.

The transaction is expected to be com-pleted by the end of 2017.

Gruppo Campari and Royal Unibrew willenter into a multi-year manufacturing agree-ment, under which Royal Unibrew will con-tinue to manufacture certain of GruppoCampari’s owned products which are cur-rently produced at the Crodo bottling facil-ity.

The entire business sold originally enteredGruppo Campari in 1995 via the group’sfirst acquisition. The range was part of alarger brand portfolio acquired including alsothe non-alcoholic apéritif Crodino, which isexcluded from the announced disposal andremains a key brand of Gruppo Campari.

since the beginning of 2017 GruppoCampari has divested several non-strategicassets for a total value of approximately €310 million.

Bob Kunze-Concewitz, Gruppo Campari’s

university tour forFentimansBRITIsh premium soft drink and mixerbrand Fentimans is targeting a new genera-tion of ginger beer consumers through anovel university sampling tour.

This kicked off at stAndrews on september17, with Durham, exeter,Cirencester and York tofollow.

Focused solely on Fen-timans Ginger Ale –which has notched up animpressive 29% YoY on-trade growth – the initia-tive has been structuredto stand out amongother campaigns for this

prime demographic by using a street theatrecompany rather than traditional samplingstands.

‘Gin Chronicles’ was a big hit at this year’sedinburgh Fringe. Its name has a certainappropriateness given Fentimans’ key posi-tioning as a premium mixer.

There is also an Instagram competition foreach university with a prize of ‘the poshestpre-drinks party’.

“Delivering an integrated campaignfocused on ginger beer with the aim ofrecruiting a younger consumer audience willact as a catalyst for our ambitious plans inthe months and years ahead,” said eldonRobson, owner of Fentimans.

Brand repositioning has also been acceler-ated through the use of brighter botanicalphotography by Daryll Jones.

Fentimans Botanically Brewed Beverages isa family owned and run business started in1905 by Thomas Fentiman.

Juice-driven com-munity carnivalPePsICo’s Tropicana and Naked juicebrands came up with an innovative market-ing ploy earlier this year : an opportunity forretailers to win a mini West Indian-style car-nival that would not only boost juice brandsbut highlight the store, delight nearby retailneighbours, draw extensive all-ages commu-nity involvement and score some effectiveregional media coverage.

Winner of the promotion was springvalestores and Post office in Winchester.

Its prize included a chilled juices fixturemakeover, tropical-themed photo booth, stiltwalkers, branded shopping bags, generoussampling and a pleasantly noisy steel drumband to help shoppers get into the spirit ofthings.

“It’s been a brilliant day having the Pep-siCo team with us,” said store owner JudeVarghese. “We were thrilled to win thecompetition and I know the community hasbeen excited in the lead up to the event, tovisit and see what we’re doing.

“The store takeover has been extraordi-nary and my customers have really enjoyedthe carnival inspired day, along with theadded Naked and Tropicana sampling - itreally does feel like a celebration!

“We’re really happy that we have beenable to unite our local community during theevent and the customer feedback has beenoverwhelming, with adults and children beingamazed by the entire carnival event.”

Winchester retailers welcome the carnival.

chief executive, explains “the sale of theLemonsoda and Crodo business marks a fur-ther key step in our strategy of streamliningour non-core activities. In particular, with thistransaction we exit the soft drinks business,while retaining our core Crodino brand, tofurther focus on our key apéritif business inItaly.

“We are very pleased to sign this transac-tion with Royal Unibrew, a focused playerand brand developer in the soft drinks andmineral water segments, and a perfect fit forthe Lemonsoda business. Moreover, we areglad to transfer the Crodo facility to a groupinvesting in the soft drinks segment withambitious growth plans for the manufactur-ing site.”


Soft Drinks International – October/November 2017

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Debrecen chosen for newKrones plantKRoNes AG is building a new plant in Debrecen, hungary, to copewith burgeoning demand for its equipment and systems in easterneurope and elsewhere.

Production is expected to begin early 2019 and upwards of 500new jobs will be created by the facility.

Krones explains the choice of Debrecen as a location was dictatedprimarily by the city’s good logistical links and relevant local infrastruc-ture, plus the highly qualified specialised staff available in the regionand the possibility of collaborating with the university there.

At the Debrecen facility Krones will be manufacturing machinecomponents and also assembling line parts. The total investmentinvolved is more than 40 million euros, with the project beingfinalised in 2020.

Debrecen is hungary’s second-largest city, the economic and edu-cational centre of eastern hungary. The city has significant ambitionsfor further growth, an attitude attractive to Krones and to the manyother major companies currently investing there.

The city has excellent road and rail connections throughouteurope as well as an international airport which is slowly building uplonger haul links including London, Moscow and Tel Aviv.

Debrecen University.

Celebrating dialects with asoft drinkThRoUGhoUT the world, many national languages are divided intoregional dialects, sometimes with substantial differences that can makethem a challenge for those not born or raised in their region.

Inevitably, some of these dialects are, while treasured by their com-munities, disappearing little by little in a digital world where the prin-cipal language carries most weight.

In sweden, where several distinctive dialects have survived despitethe pressure of changing lifestyles, Coca-Cola recently set up what itis claiming to be the world’s first dialect-controlled drinks dispenser.

Its aim is to celebrate the diversity of swedish, reflecting the coun-try’s renowned reputation for diversity in all its manifestations.

The unique machine was set up on stockholm’s lively stureplan.It challenges passers-by to mimic the various local dialects – from

Abisko to Ystad – from holiday destinations presented in Coke’s sum-mer campaign.

If the person passes the test the machine rewards them with afree bottle of Coke carrying the appropriate holiday destination label.

6 Soft Drinks International – October/November 2017EuRoPE

A.G. BARR’s Rubicon exotic juice brand hasbecome the official soft drink of the englandand Wales Cricket Board.

The three year deal involves partnershipswith england Men’s, england Women’s andengland Disability teams across Test, one-Day and T20 matches.

Adrian Troy, marketing director for A.G.Barr points out that the brand has a longtrack record in supporting cricket in englandand Wales. “We are delighted to take ourrelationship with the england teams and theeCB to a higher level.

“This is an incredibly exciting time to belinking with england Cricket and we look for-ward not only to bringing england Cricket tosoft drink consumers but also to addingvalue back to england Cricket through our

evian: Carbon-neutral plant withvisitor experienceDANoNe’s evian mineral water hasopened a ‘state of the art’ production facilityin Évian-les-Bains which combines greateroperational efficiency, new digital technology,enhanced operational systems and improvedconditions for employees.

employees in fact helped with the trans-formation via regular consultation. And sev-eral took par t in the ribbon-cuttingceremony with Danone executives.

The site – where all evian bottling isundertaken – is also now carbon-neutraland features an impressive new visitorexperience.

some €280 million is being spent on thevast transformation project which got underway in 2011 and will be completed by2020.

“We are in the midst of a genuine ali-mentation revolution,” said emmanuel Faber,Danone’s chief executive. “Brand relevance,integrity, and transparency are increasinglyimportant factors shaping our consumers’choices. At Danone, we have committedourselves fully to this revolution, aware that

in some cases ourdecision will put usahead of the curve.

“Faithful to itspioneering spirit andworking closely withall local stakeholdersin its natural watercycle upstream, itslabour pool and its logistics network down-stream, evian has transformed its bottlingsite, now certified as carbon neutral by theCarbon Trust.”

Faber noted that between 2008 and2016, the brand reduced its total industrialenergy consumption by 23% per litre whileincreasing the volume of bottles producedto meet rising consumer demand.

“Today, the bottling site is 100% poweredby renewable energy. This is part of aworldwide carbon reduction plan which ishelping achieve evian’s global ambition to becarbon-neutral by 2020. As part of thatsame journey, evian aims to use 100% recy-cled materials in its packaging, and is on anambitious journey to achieve this.”

evian is also expanding its use of moreeco-friendly multimodal transportation, witha particular focus on rail freight which has acarbon footprint around one-tenth that ofroad transport. Currently 60% of evian bot-

Véronique Penchienati.

Crown adds aluminium in SpainCRoWN holdings is to build a new alu-minium beverage can manufacturing plant inspain. The facility will be located at Parcsagunt, about 10km north of Valencia andwell placed both in terms of proximity tokey customers and access to excellentinfrastructure and transport links.

The company www.crowncork.com cur-rently operates two steel beverage plants inspain – in Agoncillo and seville – and isadding the aluminium facility to meet thestrong and increasing demand for these cansin the Iberian region.

Commissioning of the new plant isexpected to be in the fourth quarter of2018. Initial annual capacity will be some 900million units in multiple sizes but the planthas been designed for easy expansion asmore customers transition from steel to alu-minium.

“We are excited about the aluminiumbeverage can market growth in the Iberianregion,” said Ziya ozay, senior vice presidentfor Crown Bevcan europe and Middle east.

“our new plant will be ideally located tosupply the increasing requirements of a

number of key cus-tomers and supportour other facilitiesduring the conver-sion from steel toaluminium.”

tles are shipped by train from a station atthe bottling site – one of the largest privaterailway stations in France – and that figureis expected to rise.

The site’s new public visitors’ gallery isdesigned to share the evian story fromsource through production to distribution.

“The evian production site’s mission, farfrom simply bottling natural mineral water, isto continue preserving this miracle ofnature, this pure and everlasting resource forthe generations to come,” said VéroniquePenchienati, evian Volvic world president.

“It is also reinventing daily our jobbecause it is today that we prepare thefuture.

“This future lies where nature created it,here in Évian-les-Bains, where products andinnovations have been and will continue tobe developed to tackle the economic, socialand environmental challenges that lieahead.”

Rubicon hits a sixfor England

unique brand and personality.”sanjay Patel, the board’s commercial direc-

tor, said “we’re pleased to welcome Rubiconinto our commercial family once again,extending and enhancing a relationship withcricket which first began seven years ago.

“It’s great to see commercial partnersexcited about the successes of our nationalteams as well as eCB’s broader plans togrow the game at every level.”

Send your news [email protected]

www.crowncork.com

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Go Get It with malt drinkNIGeRIAN sales of Malta Guinness, thehugely popular non-alcoholic malt beverage,have been strengthened by a high budgetpromotional campaign which gives people achance to make their dreams come true.

one of the first winners produced avideo – described as ‘inspiring’ – of how hewould use his winnings to expand his sMebusiness and contribute towards sustainingfood security in Nigeria.

“We believe this will go a long way tofuel his dreams as Malta Guinness will beproviding a suitable mentor for him to guidehim on his path to greatness,” said brandmanager Ifeoma Agu, Guinness Nigeria.

The promotion is running for 90 days,with a total kitty of 100 million Nigeriannaira.

each week a major winner takes awayone million naira with three others receiving100,000 apiece. There is also a complemen-tary consumer pack-code campaign withcash prizes.

A similar Malta Guinness initiative is underway in Ghana.

Sustainable payments schemefor cocoa farmersA NeW era has dawned for cocoa farmersin Ghana who supply Cargill, thanks toimplementation of sustainable premium pay-ments made by electronic transfer.

Cargill Cocoa & Chocolate West Africa(CCCWA), in par tnership with its cus-tomers, has set up the system under itsCargill Cocoa Promise. This is a commit-ment to improving the livelihood of farmersand communities, aimed at securing a thriv-ing cocoa sector for years to come.

Cargill’s Licensed Buying Company (LBC),which began operating in November 2016,allows the company to directly source cocoafrom certified farmers in Ghana – puttingthe farmer at the heart of its business.

The buying process is fully e-moneyenabled, allowing Cargill to pay farmersdirectly by electronic transfer for the firsttime.

Cargill www.cargill.com already sourcesdirectly from farmers and farmer organisa-tions in other origin countries. Moving tothis model in Ghana means that the com-pany is now better positioned to implementsustainability activities under the CargillCocoa Promise on a wider scale, while alsobetter serving its customers.

Lionel soulard, CCCWA’s managingdirector, said the new approach, “combining

new high-tech purchasing with the LBCmodel of direct sourcing and collaborationwith farmers, is working well and we hopeto make many more such payments in thefuture”.

Farmers deliver their cocoa to commu-nity warehouses where their beans are digi-tally weighed and assigned a fully traceablebar code. Funds are then transferredstraight to the farmer’s phone or e-walletusing e-money through partnerships with e-Zwich, MTM mobile Money and Tigo MobilMoney.

Details of the cocoa beans are recordedin a standardised management systembefore they are transferred to central ware-houses. Through this bar code system Cargillcan now, for the first time in Ghana, traceeach individual bag of beans sourcedthrough the Cargill LBC to the individualfarmer, creating a fully traceable supplychain.

Cargill has been buying cocoa fromGhana for over 40 years and in 2008opened its state-of-the-art cocoa processingfacility in Tema. Today the company has over400 permanent and contracted employeesin the country processing cocoa productsto service customers locally and around theworld.

nampak launchesnew BotswanaplantA NeW joint venture can production facilityhas been inaugurated in the Botswana bor-der town of Lobatse. Nampak Div FoodBotswana is owned 74% by the southAfrica-based packaging giant and 26% by theBotswana Development Corporation (BDC).

Its full output will be exported to cus-tomers in south Africa and elsewhere onthe continent.

The facility was previously run by BDCunder the Can Manufacturers Botswana ban-ner.

Lobatse, which has a population ofaround 30,000, is on both a major regionaland rail line running into neighbouring southAfrica. Long rather sleepy it has recentlybegun to attract international investmentthanks to its strategic location and availabilityof educated workforce.

officiating at the launch of the new plantwas Vincent seretse, Botswana’s Minister ofInvestment, Trade and Industry.

In his welcome, BDC managing directorBashi Gaetsaloe said the JV evolved follow-ing a review of the Can ManufacturersBotswana operation.

Due to significant and prolonged chal-lenges faced by the business, there was needfor a turnaround strategy which wasachieved by introducing Nampak as a techni-cal partner.

“BDC identified Nampak as the best tech-nical partner for this project for various rea-sons including their technical expertise,

experience and regional reach with a strongmarket as well as business ethos includingcommitment to green technology.”

seretse said the government of Botswanawas “passionate” about industrialising thecountry and growing the economy.

“We will continue to seek such partner-ships, attract foreign direct investment andactively pursue a diversified and private sec-tor led economy.”

The minister commended Nampak for“having the appetite” to extend its opera-tions into Botswana.

Nampak senior executive ChristiaanBurmeister said it was hoped to expand theplant’s workforce eventually.

“It has been a tough journey to havearrived at this point. The organisation intendsto grow and thrive as it has done in someparts of the world and all that will dependon the staff in our Lobatse plant.

“The workers here are the ones who willmake or break the plant and we urge themto be committed. We have enjoyed greatsupport from the government and localleadership and we are positive that the sup-port will continue as we look to settle intoour new environment.”

Burmeister has been with Nampak since1990, filling a number of senior roles, includ-ing responsibility for research and develop-ment.

Nampak’s Christiaan Burmeister speaks at theBotswana plant opening ceremony.

www.cargill.com

(sAPIA), the outlookfor the south Africanfuel industry is strong,with the sector as awhole contributing inexcess of 6% to thecountry’s GDP andsupporting employ-ment of more than100,000 people

directly or indirectly. Freshstop director Joe Boyle says that “as

a growth sector for entrepreneurs, fuel retailcontinues to pay dividends. our stores’ year-on-year growth stands at 8%, compared tothe industry norm of 1% and the growth fig-ure jumps to 14% when new stores areincluded.

“We have invested more than R600 mil-lion over the last eight years and we haveseen this investment lead to the creation of

Soft Drinks International – October/November 2017 9AFRICAForecourt c-storetrade growth continuesWITh the forecourt convenience retailindustry sector being a key channel for softdrink sales in south Africa, it is significant forbeverage producers that a recent reportshows sector expansion is continuing.

In south Africa, this market is led byFreshstop at Caltex, the largest and fastestgrowing 24-hour convenience store retailbrand, which has opened 255 stores nation-wide, followed by Pick n Pay in associationwith BP, and Woolworths Foodstops atengen.

According to a report by the southAfrican Petroleum Industry Association

Joe Boyle, FreshStop.

Sick hoax rubbishedA MeDIA report alleging some Pepsi prod-ucts in Nigeria had been infected with thehIV virus has been dismissed as a “sickhoax”.

It originated from an equally fictitiousstory in a British newspaper which in itselfappears to have been based on an earlierscare raised on Indian social networkingsites.

There have been other versions, somecontained in email chains, dating back aslong ago as 2011.

They are all rubbish, not only becausebottles and cans have not been contami-nated with any virus but also hIV’s inabilityto survive for more than a few minutesoutside a human body.

The Nigerian and British hoax storiestook on apparent extra weight becausesome versions quoted the MetropolitanPolice. Needless to say, the police hadmade no such statement.

approximately 2500 direct jobs and reach anannual turnover of almost R2 billion in thatperiod. our focus has always been on con-venience, innovation and quality fresh prod-uct and we will continue with this strategy.”

A related study by Nielsen showed thatwhen selecting a supermarket, south Africanconsumers are influenced by convenience oflocation (71%), speed (61%), high-qualityfresh produce (71%) and product availability(68%), more so than price (56%) and pro-motions (56%).

Innovation and diversification of product isone way in which forecourt c-stores arecommanding the market.

“Another key trend is that consumerswant to lead healthier lives and healthinvolves eating healthily but also having theopportunity to have a healthy state-of-mind;so taking time out to relax, take a break andtreat yourself is important,” says Boyle.

Mega Coke bottler transitionof controlThe Coca-Cola Company is now the con-trolling shareholder of Coca-Cola Bever-ages Africa, the largest Coke bottler inAfrica. It will hold this position temporarilyuntil CCBA is refranchised.

CCBA was formed in 2016 through thecombination of the African non-alcoholicRTD bottling interests of sABMiller, TCCCand Gutsche Family Investments. AB InBevlater acquired sABMiller and reached anagreement to transition AB InBev’s 54%equity stake in CCBA to TCCC.

This transition has now been completed.As repor ted earlier, agreement was

reached with the south African governmentand competition authorities on several con-ditions. This includes ensuring CCBAremains incorporated and tax-resident insouth Africa and its head office will alsoremain that country.

SA bottled waterbuoyant, with challengessoUTh African B2B market research com-pany Insight survey has produced a detailedcoverage of the country’s bottled waterindustry.

The south African Bottled Water IndustryLandscape Report is described by its pro-ducers as providing ‘a dynamic synthesis ofindustry research’ which includes examiningthe entire south African value chain.

It is estimated that the increasing need toprovide drinking water to the growing pop-ulation in south Africa will drive the marketfor bottled water in this region until the endof 2020. In 2016, south Africa’s market sizefor bottled water was 500.4 million litrescompared with 457.5 million litres in 2015 –significant annual growth of more than 11%.

Insight survey www.insightsurvey.co.za notes, however, that the bottle water marketcontinues to face challenges that could con-

strain growth. “Bottled water is more expensive than

tap water ; given the difficult economic con-ditions and limited disposable income of themajority of the population only a small seg-ment can afford to purchase bottled wateron a regular basis.

“Bottled water manufacturers will thushave to continue to face these challenges inan ever-changing, economically and environ-mentally volatile country like south Africa inorder to provide the best possible productfor their customers while still remainingprofitable.”

The companies continue to work towardfinalising their conditional agreement inprinciple for TCCC to acquire AB InBev’sinterest in bottling operations in Zambia,Zimbabwe, Botswana, swaziland, Lesotho, elsalvador and honduras.

TCCC has reiterated that its process torefranchise CCBA is open to south Africanand prospective international partners ableto drive TCCC’s vision for CCBA. They willbe required to abide by the commitmentsmade by TCCC to the south African gov-ernment.

They will also be required to maintainsouth Africa as an anchor geography indriving development of CCBA throughoutthe continent ‘and have a positive impact insouth Africa and the rest of the continent’.

www.insightsurvey.co.za

10 Soft Drinks International – October/November 2017AFRICAnew scope for Arlain GhanaARLA has set up a new subsidiary – ArlaFoods Ltd – in Ghana. This is in line with thecompany’s Good Growth 2020 businessstrategy which involves developing new mar-kets for Arla products outside the eU toimprove the milk prices for the 11,200 farm-ers who own the company.

Aim is to triple revenue in sub-saharanAfrica by 2020.

“Ghana is a well-developed food market inWest-Africa, where Arla has a lot to offerconsumers,” said steen hadsbjerg, Arla’sregional vice president. “More families in thegrowing middle-class are increasingly demand-ing safe and affordable nutrition and WestAfrica currently faces a milk deficit, whichgives Arla an opportunity to provide dairyproducts that meet the consumers’ needs.”

The new subsidiary in Ghana will manage are-packaging facility in Tema Industrial Parkclose to Accra as well as sales and marketing

of the products. Distribution will be carriedout through local distributors.

“We are entering Ghana to build a long-term business and that requires strong, localpartners. We are therefore pleased to joinwith an experienced partner with a strongdistribution network in the country,” saidhadsbjerg.

Arla’s farmer-owners are in Denmark, swe-den, the UK, Germany, Belgium, Luxembourgand the Netherlands.

nigerian bottleraims to anchorretail prices7UP Bottling Co, the franchise bottler forPepsi and group brands in Nigeria, has intro-duced a price compliance campaign which isenthusing consumers and also most retailers.

The campaign aims at anchoring the retailprice of a 500ml Pepsi bottle at N100.

This is of major significance in an economywhere many consumers are pressed for cashand likely to either forgo purchase or opt fora cheaper product, sometimes inferior.

The bottler is determined to maintainbrand loyalty which has taken some time toestablish in an often volatile market.

At the same time, 7Up Bottling Co

www.sevenup.org is endeavouring to rein inthose retailers who have responded todemand by selling Pepsi, Mirinda, 7Up andother brands at prices above the N100mark.

The campaign embraces outdoor adver-tising on key routes in Lagos and Ibadan,tollgate free offers, bus advertising, socialmedia and celebrity ambassadors.

Ghana marketplace. Photo: Arla.

Sugar reductionsfor PioneerALoNG with producers around the globe,southern Africa’s Pioneer Foods is movingto reduce sugar and salt levels in its foodand beverage portfolio, including its manysoft drinks brands.

Pioneer Foods www.pioneerfoods.co.za ispart of the voluntary healthy Food optionsIndustry Initiative being coordinated by theConsumer Goods Council of south Africain an effort to mitigate against the rise ofnon-communicable diseases.

“While government, consumers andindustry bodies have an important role toplay in ensuring food safety and quality, it isthe food producers who are ultimatelyresponsible for implementing food controllegislation,” says Pioneer business executiveMartin Neethling.

“This requires significant investment inresources and continuous oversight of themanufacture and processing of foods fromraw materials to the finished product onthe retail shelves.”

Lipton’s Ice Tea has already introducedfour limited edition new variants to therange with a 30% sugar reduction, whilebrands such as Ceres Nectar and Ceressquash have introduced options with reduc-tions of between 40 and 60% in sugar.

The Ceres fruit juice brand recentlyintroduced a new product containing 60%fruit juice diluted with 40% water, brandedas Ceres swirl, to offer consumers both thehealth benefits of fresh fruit with less sugarper pack.

“our business has a vested interest insupporting a healthy productive society,”Neethling points out. “In addition to provid-ing health and nutrition,food forms an integral partof the culture and socialfabric of our communities.

“We believe in open andtransparent communicationand we will continue toengage with our consumersand advise them of anychanges to our products sothat they can make theirown informed decisions fora healthy lifestyle.” Ceres Swirl.

Famine relief in SahelThe Coca-Cola Company and its founda-tions have announced a combined donationof more than Us$10 million to supporthumanitarian relief efforts in the 10 coun-tries of Africa’s sahel region. ongoing assis-tance will also be given to future rebuildingand development.

This includes input to immediate reliefefforts, supporting organisations which haveformed the Global emergency ResponseCoalition to deliver aid to the sahel wheremore than 20 million people are at risk offamine.

While much of the input is in cash, TCCCand bottling partners are also providing

water and other beverages to those directlyaffected by the famine and drought.

The Coca-Cola Africa Foundation willdirect Replenish Africa Initiative (RAIN) pro-grammes to famine and drought relief in fiveAfrican countries. These include new pro-grammes in Chad, ethiopia, sudan and

Sahel region. Photo: TCCC.

Uganda, and an initiative already underway insomaliland.

In total, the five programmes will supportnearly 850,000 afflicted people in vulnerablecommunities and refugee populations withclean water, sanitation and training and pro-grammes designed to help empowerwomen and youth with economic opportu-nities.

It is anticipated the Coca-Cola AfricaFoundation’s investment in the programmewill be leveraged with more than $28m inadditional partner co-financing.

www.sevenup.orgwww.pioneerfoods.co.za

Soft Drinks International – October/November 2017 11AFRICA

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CoCA-CoLA sub-saharan Africa hasappointed Carat and the Dentsu Aegis Net-work to lead its media planning, strategy andmedia buying. Carat will be complementedby other entities within the Dentsu Aegisgroup.

“our team are eager to collaborate anddisrupt the media marketplace, to harnessunique opportunities, for the brand,” saidDawn Rowlands, chief executive of DentsuAegis Network sub-saharan Africa.

“We are committed to continuing toexpand upon our mobile, data first approachwith our unique ability to balance both globaland local consumer needs.”

Coca-Cola already has a close workingrelationship with Dentsu Aegis Network inJapan, China, spain, Turkey, the Nordic region,Ghana, Germany, Brazil and the Us.

The new contract covers a large swatheof Africa including Congo,DRC, Rwanda, Mauritius,Reunion, Madagascar,Comoros, Mayotte, sey-chelles, Ivory Coast,Cameroon, senegal, Maliand Burkina Faso, withthe regional hub in Kenya.

Bowler Metcalfemulls over SoftBevPLAsTICs packaging group Bowler Metcalfehas hinted it might sell its stake in softBevwhich – as we reported at the time – wasformed some two years ago by the mergerof Bowler’s Quality Beverages and softline.Bowler owns 43% of softBev.

softBev processes and markets brandssuch as Jive and Cooee.

While sales are fairly good, partly becauseof softBev’s distribution network and itsalignment with schools and other markets,the soft drinks operation is on the wrongside of the ledger and showing few signs ofshort-term improvement.

There have been some highlights such asthe growing popularity of the energy drinkReboost.

Bowler’s plastics packaging business isbuoyant which has helped smother the effect

of the softBev’s loss but the company is com-ing under some pressure to withdraw furtherfrom the soft drink side of its activities.

Chief executive Friedel sass says BowlerMetcalfe has been monitoring the softBevsituation but feels the soft drinks companyneeds more time to gain momentum in an“intensely competitive and sieged” market.

softBev has acquired a contract filling dealfor a national retail brand. It is also doingwell with its international brand franchises.

new agency forCoke Sub-Sahara

Dawn Rowlands.

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12 Soft Drinks International – October/November 2017InDuSTRY nEWS

Middle eastBig investment inAlmarai underlinesconfidencesAUDI Arabia’s Almarai has strengthened itsfinancial standing with a substantial invest-ment by the kingdom’s Public InvestmentFund, giving it a 16.32% stake in the group.

Almarai www.almarai.com is a majorplayer in the Middle east dairy sector, includ-ing a broad portfolio of juices. Under severalother brands it is also a major purveyor ofsnacks, cakes and chicken.

The PIF is saudi Arabia’s sovereign wealthfund which takes a conservative but cau-tiously entrepreneurial approach to invest-ment. one of its missions is to help saudiArabia move slowly away from its heavydependence on oil as national income.

Its big investment in Almarai, valued at

around Us$2.4 billion, is thus something of agovernment vote of confidence in thegroup’s likely growth and profitability.

The principal shareholder in Almarairemains the savola Group www.savola.comwith 34.5% even after selling down slightly inrecent times. Based in Jeddah, savola has astake in many FMCG brands across the Mid-dle east, North Africa, Turkey and elsewhereas well as extensive ownership in the gro-cery and restaurant sectors.

Further financial strengthening for Almaraihas come from a decision to increase sharecapital by 25% through a bonus sharescheme. This will be funded by capitalisationfrom retained earnings.

Prime reason for the move, the boardexplained, is to align share capital moreappropriately with its asset base.

Almarai has enjoyed a good year for

Arla aiming to be#1 in organic dairyARLA Foods has launched its first brandedorganic milk in the UAe. The region is thecompany’s biggest key strategic growth mar-ket so this move is seen as having major sig-nificance.

The farmer-owned Arla www.arla.com isaiming to become the top organic dairy sup-plier in the Middle east and North Africa by2020.

During 2018 it plans to extend distribu-tion into saudi Arabia and Kuwait.

The group already has a strong regionalpresence with non-organic dairy products.

Arla saw the buoyant UAe market as pro-viding a regional foundation for develop-ment, not only in achieving rapid cut-through– partly from existing brand awareness –but also in learning more about regionalconsumers and their attitudes to organicfood and beverages.

“We see a growing appetite for organicproducts in the Middle east, and we areresponding to this consumer demand withthe first of many organic product launches inthe region,” explained Rasmus MalmbakKjeldsen, Arla’s senior vice president opera-tions for the MeNA region.

“As the world’s leading producer oforganic dairy products, we look forward tointroducing more Middle eastern consumersto our organic range by adding Arla organicto our existing portfolio in the region.”

awards in 2017. one of the latest was win-ning both the ‘Culture of happiness’ and‘Best Learning Culture’ categories of theLinkedIn network’s MeNA awards.

hossam Al-Youssef, Almarai’s deputy chiefexecutive responsible for hR and supportservices, said the winning of these awardsstressed the excellence of the professionalenvironment provided by Almarai to its staffin all its business units and indicated the suc-cess of its current programmes and plans foron-the-job development and training of itsstaff.

Dubai continues togrow as F&B hubA CoMBINATIoN of key factors is ensur-ing that Dubai’s extraordinary growth as afood and beverage hub – in terms of logis-tics, marketing, consumption and tradeshows – is not likely to slow in the nextfew years and probably far beyond that.

The emirate’s calendar of food and bev-erage events now features several well

established international exhibitions, confer-ences, workshops and symposia whose sup-por t from buyers, sellers and otherparticipants strengthens the hub status.

Gulfood Manufacturing 2017 (oct 31-Nov 2) is expected to contribute further.

It will be held at the Dubai World TradeCentre (DWTC).

Trixie LohMirmand, DWTC’s sVP exhibi-tions and events management, says “Dubai’sgeographical location, political stability andworld-class infrastructure support the foodprocessing sector and food export trade.

“The continued growth of Gulfood Man-ufacturing is further evidence of how theworld’s leading food industry providersview the show as a must-attend and Dubaias a preferred destination to both houseand grow their global business.”

other factors in Dubai’s consolidation asan F&B hub include the region’s steadilyincreasing population with a commensurateboost in per capita disposable income. TheDubai and UAe governments’ attitude toeconomic investment and regulatory sup-port for international trade also contribute.

“Government and private sector invest-ment in the industry complement GulfoodManufacturing as all major stakeholderscontinue to work together in Dubai’s questto become the primary hub in the globalfood production value chain,” notedLohMirmand.

To advertise

email: [email protected]

or call+44 (0)1202 842222

www.almarai.comwww.savola.comwww.arla.com

Soft Drinks International – October/November 2017

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Always Classic! show a winnerin IsraelTeL Aviv has dealt with constant change from the earliest days ofrecorded history. A Coca-Cola initiative in Tel Aviv port also celebrateschange but only since the beginning of the 20th century.

Bannered as Always Classic! the event has been built around thesukkot holiday period – often translated as Feast of Tabernacles – inthe first half of october.

From the beginning the organisers stressed that pre-registered entrynumbers would be limited but pick-up by Israeli Coke drinkers was soenthusiastic that the Always Classic! season was extended and a lotmore people able to attend.

The exhibition takes visitors on a sort of journey through differentperiods, matching lifestyle changes and major happenings.

Features include a reconstructed street from the 1930s, an Americandiner experience of the 1950s and a glimpse beyond the planet asspace exploration captured the collective imagination.

This is achieved by a mix of interactive and static displays, live per-formances and audience involvement.

Always Classic! gained immediate positive reviews in Israeli media,triggering even more demand.

More success for TomoohSaad-Latif schemeThe 12th year of the remarkably successful Tomooh saad Abdul-Latifscholarships programme in Lebanon has ended, bringing its support forstudents to over 2800. 2018 will likely see the programme surpassing3000.

Tomooh saad Abdul-Latif is a partnership between PepsiCo andAjialouna, a charity organisation dedicated to furthering education, healthand social work in Lebanon and elsewhere.

It is structured to identify Lebanese youth with the willingness andenthusiasm to pursue educational goals but needing assistance to achievethis. This year 270 financial grants were distributed.

Nadim Nakfour, PepsiCo’s senior vice president for the MeNA region,said that while the success was due primarily to the PepsiCo/Ajialounapartnership, many others were involved and should be credited.

“The Tomooh saad Abdul-Latif programme is one of the several waysin which PepsiCo supports education development in Lebanon uponequal opportunities for all beneficiaries. Tomooh empowers determinedstudents to face financial challenges, achieve their ambitions despite allobstacles and become productive members of society.”

Lena Dada, president of the Ajialouna Association, reiterated the impor-tance of the Tomooh programme and its positive impact throughout theyears. she commended PepsiCo’s initiative to empower disadvantagedLebanese youths and urged other private companies to do the same.

14 Soft Drinks International – October/November 2017MIDDLE EAST

NoN-ALCohoLIC wines and malt drinkswere prominent at this year’s specialty FoodFestival in Dubai. They are also expected tobe promoted actively at Gulfood 2018 inFebruary, as they were at Gulfood 2017.

Among those offering sparkling fruit juicestyled as wine at the specialty Food Festivalwas the spanish producer Tarifa Varrilado,known generally as TAVAsA www.tavasa.es

A family company that has been in oper-ation for around 170 years, TAVAsA’s pro-duction facility is in the small town ofCasarrubios del Monte, roughly mid-waybetween Toledo and Madrid.

Its Zahara sparkling grape range wasdeveloped specifically for the Middle eastand North Africa. In addition to being non-alcoholic it is also halal.

Zahara is already available in Kuwait andhas some limited distribution in Dubai.TAVAsA is keen to broaden Zahara’s UAeavailability and spread into the Kingdom ofsaudi Arabia, India and North Africa as wellas elsewhere in the Middle east.

Drifting craze gainsspeedThe Red Bull Car Park Drift is again thisyear attracting widespread attention acrossthe Middle east and North Africa, especiallywith the young males who are a primedemographic for the energy drink brand.

The series www.redbullcarparkdrift.com made its Middle east debut in 2008, follow-ing ‘discovery’ of drifting by a Red Bull exec-utive in a hong Kong car park a couple ofyears earlier.

Drifting had been growing in popularityfor many years prior to that but partly as anopen road pursuit, often on winding moun-tain roads – its original territory in Japanback in the 1960s.

Lebanon hosted the first ever Red BullCar Park Drift event at the City Mall car

park making it possible for all undergrounddrifters to put their skills to test and placedthe spotlight on rally champion AbdoFeghali, making him a drifting legend. Thefirst-ever crowned King of Drift was MichelFeghali.

From then on, drifting grew infectious,according to the organisers. 2010 markedthe first regional competition series with 15qualifiers in 10 countries. The final event was

Red Bull Car Park Drift Bahrain.Photo: AbdullahMinhas.

Red Bull Car Park Drift Tunis. Photo: KhaledKaram.

held at Forum de Beirut dubbing Lebanesenational Firas Khaddaj the first regional Kingof Drift.

In 2011 Red Bull Car Park Drift evolvedfurther to establish itself in the Middle eastand North Africa with 19 qualifiers and 11participating countries. subsequent yearshave seen the series built up further.

spectators and media coverage have alsogrown exponentially across the region.

Talabat homedelivery link withCokeDeLIVeRY hero’s Talabat operationdescribes itself as the Middle east’s largestonline food delivery portal. It hopes to gainfurther impetus through a strategic partner-ship with The Coca-Cola Company.

Talabat www.talabat.com/uae has rec-orded rapid year on year growth, with anincreasing demand for drinks.

Now beverages from the Coca-Colaportfolio can be paired with deliveries fromTalabat’s multiple restaurant choices in theUAe.

“For several years we have successfullyworked with Coca-Cola in different key mar-kets such as Turkey and Greece,” com-mented Agron Rexhepi, global director ofsales for Delivery hero.

“We are now entering into a strategicpartnership to deepen our cooperation.This will create a clear win-win scenario forboth partners and our customers.”

Julie Bowerman, TCCC’s vice-presidentglobal omni-shopper and e-commerce,described Delivery hero as “making the livesof consumers better and easier by bringingthem food and beverages where they wantit, when they want it.

“This is an exciting opportunity for bothbusinesses to work together.”

The Delivery hero group is active inmore than 40 countries. Its headquarters arein Berlin.

France flew flaghigh at GulfhostThe French presence at the recent Gulfhostand specialty Food Festival events at theDubai World Trade Centre built successfullyon earlier involvement.

This year there were two French pavilionsand a host of new exhibitors complement-ing those who had returned for further pro-motion to a region which has proved amajor market for the French food and bev-erage sector.

exhibitors ranged from gourmet suppliersto equipment producers.

Also taking part was a Business Franceexport team, working to fur ther boostFrance’s share of food and beverage importsin MeNA countries and beyond.

While looking for all opportunities avail-able their prime targets included UAe, saudiArabia, Lebanon, egypt and sri Lanka.

More markets fornon-alc wine

Zahara non-alcoholic wine, Specialty FoodFestival.

www.tavasa.eswww.talabat.com/uaewww.talabat.com/uae

helps his people to succeed. he really is aninspiration to us all.

“Under Fatu’s guidance, health and safetyhave improved, his staff are communicatingmore effectively and lives have been turnedaround as he manages a group of highlyengaged people. Fatu is an extraordinary per-son who has lead an extraordinary pro-gramme and lives our values every day.”

The Aon hewitt Best employer accredita-tion, a respected award, was second time ina row for CCANZ.

To receive this accreditation Australian andNZ businesses are put through a stringentauditing process which involves an all-employee engagement survey, people prac-tices inventory and interviews with seniormanagement teams.

only businesses that excel at delivering anexceptionally positive and engaging work-place experience for employees can progressto the next stage and be considered for theaccreditation.

Litchfield said that “being named one ofthe best places to work in NZ doesn’t hap-pen by accident. We have had an uncompro-mising focus on doing what is best by ourpeople, who are at the heart of everythingwe do and who have helped us once againachieve this accreditation.”

And, he pointed out, “our people are notthe only ones who greatly contribute to ourcompany. our consumers and their commu-nities, along with our customers and otherpartners, are also major reasons why ourbusiness is as successful as it is.”

Patolo introduced the Aspire 2 Businessliteracy programme which teaches reading,writing and budgeting skills.

The results have been impressive butPatolo downplayed his initiative: “This awardbelongs to our team. I feel that our businessempowers us to do what is right by ourpeople and allows these development pro-grammes, so it’s our business, our leaders andultimately our people that graduated theprogramme that should receive the credit.

“I treat our people like my family andwant them to be the best they can be.sometimes all they need is some guidanceand belief, then they can reach greaterheights.”

CCANZ managing director Chris Litchfieldsaid he was “incredibly proud” of the workdone by Fatu Patolo.

“he really is one of our leaders who walksthe talk and the programme that he haschampioned in our business, Aspire 2 Busi-ness, is a great example of the way Fatu


Asia & PacificInDuSTRY nEWS

Battle of the redcansBReWING herbal tea is a Chinese traditionstretching back into pre-history but thebiggest brew-up of the past few years hasbeen the legal case pitting Jiaduobao Drink& Food Co against Guangzhou Pharmaceuti-cal Corporation.

The stoush centred on the rights to thetrade name and distinctive red can ofWanglaoji, a herbal tea which sells in hugequantities throughout the PRC and else-where in Asia. It can be found in Chinesegrocery outlets around the world.

It has all ended in relative happiness withthe supreme People’s Court ruling bothcompanies had contributed to the brand’ssuccess and the two could thus share thebrand and red can.

The cans do differ but this is only reallynoticeable when placed alongside eachother.

We’ve reported on this in the past sowe’ll skip all the back story which included aregulatory authority ruling the original licens-ing agreement involved bribes, ending of thefranchise, dual claims and ongoing courtappearances.

Meantime, both versions of Wanglaojihave kept on selling steadily.

Diversity, bestemployer accoladesFATU Patolo, manufacturing manager atCoca-Cola Amatil NZ, recently won the‘Walk the Talk Award’ at the 20th annualNew Zealand Diversity Awards. CC Amatilhas also again won ‘best employer’ accredita-tion.

The Coca-Cola Amatil group holds bot-tling rights for the Coke portfolio across avast territory including all of Australia,Indonesia, Papua New Guinea and Fiji as wellas NZ.

NZ’s national diversity awards acknowl-edge and reward organisations which cham-pion diversity and inclusion in the workplace.

Fatu Patolo.

Chris Litchfield.

new look for MauiSoda, HawaiiICoNIC hawaiian soft drinks producer Mauisoda & Ice Works www.mauisoda.com hasintroduced a new logo for its products, deliv-ery trucks and advertising.

It features a bright stylised hibiscus-typeflower and the proud tag of having beenestablished in 1884. It is intended to reflectMaui values including family commitment.

That foundation date was something of asurprise to the Nobriga family who haveowned Maui soda & Ice Works for four gen-erations. They had been brought up tobelieve it was founded by Gilbert French in1888.

It turns out whatwas originally calledMaui soda Worksgot under way in1884, owned byGibbens & Macauley

of whom almost nothing seems to be known.The Nobriga family came onto the scene

when Manuel Nobriga began working there.The family bought the business in 1946.

soft drink production began in 1924 andice cream in 1932. Its Roselani premium icecream made its debut in 1972 and is nowregarded as one of Maui’s best-known brands.

Maui soda & Ice Works is an independentCoca-Cola portfolio franchisee. It is a full-ser-vice provider for the Coca-Cola system,including fountain installation and mainte-nance.

www.mauisoda.com

Soft Drinks International – October/November 2017 17ASIA & PACIFIC

Healthy challengein SingaporesINGAPoRe’s F&N beverage group haspartnered with the health Promotion Board(hPB) to run a promotion aimed at under-lining the breadth of healthy beverageoptions offered in the F&N portfolio.

Advertising for the eat, Drink, shophealthy Challenge run by hPB has beenwidespread in singapore, cutting across sev-eral channels.

F&N has been involved in the challenge inprevious years and for 2017 is the platinumpartner.

F&N’s ‘healthier choice’ drink options aresugar-free, no sugar added and low-fat vari-ants of the 100PLUs, Ice Mountain, CocoL-ife, seasons, Nutrisoy, Nutriwell, Magnoliaand Fruit Free Fresh product ranges.

The challenge is primarily an educationalinitiative, encouraging more healthy lifestyles.

singaporeans buying F&N beverages inthe promotion can scan the QR code towin prizes such as vouchers and ‘staycations’.

Leaders LeavingLoudlyRoBBeRT Rietbroek, chief executive ofPepsiCo Australia and New Zealand,believes strongly in the ‘leaders leavingloudly’ philosophy to help drive work/lifebalance and ensure staff at all levels feelcomfortable and relaxed.

Flexible working hours are encouragedand after-hours work if not actively discour-aged then certainly signalled as being some-thing to keep in check.

“Leaders leaving loudly is something we

created to ensurethat when teamleaders leave,they feel com-fortable doing sobut also todeclare it to thebroader team,”said Rietbroek.

“so for inst-ance, if I occa-sionally go at

4pm to pick up my daughters, I will makesure I tell the people around me, 'I'm goingto pick up my children’. Because if it’s okayfor the boss, then it's okay for middle man-agement and new hires.”

Robbert Rietbroek.

The flexibility approach was introducedinitially to support the growing number ofwomen the company was recruiting.

“We obviously started on the flexibilityjourney focused on our female employees,but as we were introducing the policies ourmen were just as excited about them asour female leaders.

“What I've learned over 16 years as afather of two children is that it’s very diffi-cult to balance work and family commit-ments. We're supportive of fathers whowant to participate more fully in family life.

“I say to my team, ‘I’d like you to be ahero at work, but I want you to be a heroat home. If you're only a hero at work,you’re only doing half the job.’”

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18 Soft Drinks International – October/November 2017ASIA & PACIFIC

Cane juice phenomenon in FijiFIJI is a sugar producer – the crop has,despite market challenges from time to time,been both a key contributor to the econ-omy and part of everyday life. Canefield rail-ways are a common sight as is the smell ofharvesting and processing in season.

But while cane juice has been popular asa make-at-home craft drink since the sugarindustry began, few commercial ventureshave been built around the resource.

entrepreneur hikmat Parmar hopes tochange that. he is setting up Power healthPure Cane Juice stalls in retail locationsaround the country as well as temporaryestablishments during community events.

sales have been excellent, laying the foun-dation for ongoing expansion.

his New Farmers Group of Companieshas invested in its own sugar cane plantationand extraction equipment and is now look-ing to set up a bottling plant – hopefullywith some government financial support –to take the product a step further.

Goal is to have such a plant in operationby mid-2018.

While Parmar is operating independentlyof the dominant Fiji sugar Corporation hisinitiative has been widely praised in a coun-try where no-one wants sugar productionto be eroded by vulnerable overseas mar-kets.

Labasa sugar mill. Photo: Fiji Sugar Corp.

Tea museum builtaround RTD rangeA MUseUM based on Kirin Fresh Tea hasopened in the harajuku neighbourhood ofshibuya-ku, Tokyo. Until the end of the yearit will be open on saturdays, sundays andpublic holidays, continuing from January witha sunday-only opening.

harajuku is an inspired locale for amuseum devoted to encouraging purchaseof RTD teas while at the same time cele-brating Japan’s traditional love affair with teawhich is currently undergoing something ofa next-generation renaissance.

The neighbourhood is renowned for itsoffbeat fashion stores – especially those sell-ing old-style and cosplay outfits – alongsidethe more usual upmarket boutiques, barsand cafés. It is also home to the WaitariMuseum of Contemporary Art.

The tea museum – called Iroha byNamacha – is structured as a hands-onexperience. Lips-on, too, with tastings ofboth raw tea and its RTD end result. Theadmission price includes a 300ml bottle ofKirin Namacha or raw tea.

Kirin Beverage has sold Namacha in vari-ous editions for several years and in the past18 months has experienced acceleration inwhat were already buoyant sales.

The company’s market research alsoreported a growing interest by consumers –including young families and trendy teens/20s– in what tea was about, especially its vari-ous types and tastes.

hence the museum.

Tetra Pak’s Thai connectedconsumerThe Tetra Pak Index 2017 focuses on therise of the ‘connected consumer’ and what itmeans for brands in Thailand and south eastAsia to thrive in a digital, information-satu-rated world

With 67% internet penetration and 133%mobile penetration, Thailand’s rapidly increas-ing ‘connected consumers’ segment isredefining the new rules of engagement forbrands, reveals the Tetra Pak Index 2017.

With Thais leading the world on the num-ber of hours spent on internet via mobiledevices and Bangkok as the city with themost Facebook users, the report indicatesthat winning over today's empowered, con-nected consumers presents brands with anincreasingly complex environment – yet

novel opportunities.Themed around ‘The Connected Con-

sumer' the 10th edition of the Tetra PakIndex www.tetrapak.com/about/tetra-pak-index is based on 70,000 samples from 57markets. The index explores the evolvingworld of digital and online consumers, andhow they connect with food and beveragebrands.

Results show that effectively engaging withthis growing consumer group is critical forbusiness growth.

“Thailand is a strikingly digitally-connectedsociety with liberal use of social media, oftenat the top of the global spectrum,” saysRatanasiri Tilokskulchai, marketing director ofTetra Pak Thailand.

Soft drinks storefights for survivalA DUNeDIN company which describes itselfas ‘the oldest continuous manufacturer of cor-dials and soft drinks in New Zealand’ is mak-ing a further attempt to regain the liquorlicence it held until a year or so ago for itsfactory shop.

Wests www.wests.co.nz is a Dunedin insti-tution, famous for its unusual flavours and forits personable approach to production andsales. It was founded in the southern city in1876 and has been run for many years bythe Loretan family.

The company offered a limited range ofalcoholic beverages for customer convenienceand to make the factory shop profitable,especially with rising operational costs.

Liquor sales stopped after a lengthy battlewhen liquor licensing authorities agreed withthe medical officer of health and the localcouncil licensing inspector that, being primarilya soft drinks outlet, exposing liquor toyounger customers was not appropriate.

The decision was widely criticised, including

by the city’s mayor. There had been no prob-lems nor complaints and the issue revolvedon the technicality of what constituted a sep-arate retail area.

Now director Alf Loretan has offered tobuild full internal walls to separate the areasbut says a stand-alone store is beyond thecompany’s resources to build and operate,given Wests is primarily a soft drinks pro-ducer.

Wests was an early supplier of sugar-freevariants across carbonated soft drinks, milk-shake, soda syrup and cordial ranges. It has aloyal customer base, both individual andtrade, across New Zealand for the sugar-freedrinks.

Alf Loretan, Wests.

“In addition, the Internet allows con-sumers to provide instant feedback and pro-vides influence in an autonomous fashion.This means that the platforms that brandscan engage Thai people have tremendousopportunity. however, content diversificationis required to maintain the interest of thisnext group of power-spenders.”

The Index also demonstrates how thecustomer journey is shifting from a relativelylinear process to a complex network of mul-tiple touch points. Greater connectivity andthe proliferation of online platforms presenta challenge for brands, as consumers expecta consistent experience and messagingacross all the touchpoints where they inter-act especially on social media.

www.tetrapak.com/about/tetra-pak-indexwww.tetrapak.com/about/tetra-pak-indexwww.wests.co.nz

Soft Drinks International – October/November 2017 19ASIA & PACIFIC

new way of workingsUNToRY Food International’s Craft BossRTD coffee range, an extension of a brandwhich has grown exponentially since intro-duction in the early 1990s, was conceptu-alised around a young consumer of bothsexes who works long hours but with acertain flexibility and outside the squaremental approach.

Celebrating this concept in an appropri-ate way suntory has partnered with Diago-nal Run Tokyo, a shared working spaceprovider, to offer Craft Boss enthusiaststwo hours’ free use and product samplingfor a limited period.

The number of young Japanese whowork in different ways – in terms of loca-tion, breaks, length of working day, inter-relationships with co-workers and overalllifestyles – is very much on the rise,according to suntory.

Craft Boss has been positioned as astylish, individualistic RTD which can beenjoyed while working and recognised assuch by co-workers.

The two-hour slots are available from9am to 8pm.

‘Consumer centricity’ the key,says QuniceysPeAKING at an AseAN ‘town hall meeting’during a recent visit to Thailand, Coca-Colapresident and chief executive James Quinceysaid the soft drinks giant was on track tobecome a total beverage company.

This is a long-held corporate goal.Quincey re-emphasised the strategic

imperative of transforming the company byprogressing a quickly evolving portfolio whichmeets diverse and fast-changing consumerneeds.

While innovation and digitalisation areclearly key enablers, he said, consumer cen-tricity remains the most critical success factor.

“The world is changing and with our 131-year history, we see this as an opportunity asa business to continue our leadership and

evolve to meet the requirements of our con-sumers around the world today, includingThailand.

“Through this long-term, consumer-centric

James Quincey in Thailand.

strategy, Coca-Cola is offering more low-to-no-sugar products and increasing availabilityof smaller packages globally. We want to con-tinue to be part of our consumer's everydaylives by giving them new experiences.”

Quincey explained that in Thailand, Coca-Cola's business will continue to operateunder the very successful Coca-Cola systemwhere the company has long-term partner-ships with the two bottlers: ThaiNamthip andhaad Thip.

Both have state-of-the-art manufacturingfacilities, extensive distribution coverage andrelationships with customers to acceleratethe sustainable growth for this new and inno-vative ecosystem, he said.

“Not only for Coca-Cola, but for partnersand suppliers in its value chain.”


AmericasInDuSTRY nEWS


niagara Bottlingbuys First QualityoNTARIo, California-headquartered Nia-gara Bottling www.niagarawater.com hasacquired the bottled water business of FirstQuality Water & Beverage, based in Lockhaven, Pennsylvania.

First Quality handled a mix of privatelabel brands and its own Pureau brand.

“We've always considered First Quality astrong competitor with an excellent productoffering,” said Andy Peykoff, Niagara's presi-dent and chief executive.

Like Niagara, First Quality is privately held,family owned and family operated.

“similar to Niagara, they focus theirefforts on their customers, their employeesand the communities they serve. With Nia-gara acquiring the water and business seg-ment and integrating the customers andlines into our network, their customers willcontinue to receive great quality and servicefrom another family business,” explainedPeykoff.

All of the First Quality Water & Beverageemployees will be offered the opportunityto continue their careers at other FirstQuality Group companies, including at the

currently expanding tis-sue manufacturing oper-ation at the Lock havensite where First QualityWater & Beverage islocated.

Niagara produces avariety of beverages, including bottled water,sparkling water, tea, sports drinks and vita-min enhanced waters.

The company has in recent months beenrunning a ‘Mrs No-Nonsense’ social mediacampaign where the principal characterunderline’s Niagara’s simple strengths asopposed to sometimes oTT claims of otherwater bottlers. This has garnered a lot ofresponses and sharing.

The character has also appeared in ahandy hints series.

Better coffee for all: art with apurposeMAJoR cold brew coffee and producer Cal-ifia Farms, renowned for its disruptive strate-gies which have given it solid market sharein an intensely competitive sector, haslaunched a promotional campaign whichcentres on large-scale hand-painted muralsin san Francisco, the Williamsburg district ofBrooklyn NY and West hollywood, LosAngeles.

Califia www.califiafarms.com – its name isderived from the mythical queen from whichits home state takes its name (a good pubquiz question!) – is also a major almond

milks supplier.each hand-painted mural is a unique art

installation, inspired by the company’s Califor-nia roots, and offers a brightly-colouredinterpretation of Califia’s 'Better Coffee forAll' campaign.

Murals in Brooklyn and san Francisco areby graphic designer and illustrator Malloryheyer who has done work for many big-name publishers, TV companies and others.

All murals are 100% hand-drawn andhand-painted by outdoor creative agencyColossal Media using a team of experienced‘wall dogs’. All the paint is recycled.

“since inception, our brand has created aunique aesthetic to tell its story, helping todrive adoption of our delicious plant-basedbeverages through iconic, disruptive packag-ing and head-turning graphics,” said Gregsteltenpohl, Califia’s chief executive.

Califia Farm’s Brooklyn, New York, mural.

ARoL opensbigger northAmerican baseBUsINess is booming for ARoL NorthAmerica, a division of the Italian ARoL s,p.A.www.arol.com which is among world leadersin the design, production and distribution ofcapping and corking systems.

extension of the North America head-quarters gives the company more scope forworking with clients on specific needs aswell as enhanced training, servicing andother after-sales support.

The new facility includes a manufacturingplant focused on designing and producingmodels for the Us market: mechanical eleva-tors, waterfall sorters and change parts forall ARoL models.

A company statement issued at the open-ing of the new complex noted that ‘theenlargement of the North American head-quarters represents another step in thegrowth of the ARoL Group, which includesFT system, specialists in non-destructiveinspection and quality control both in lineand in laboratory, and UNIMAC-GheRRI,with over 30 years’ experience providing inline cappers for twist-off caps’.

Bigger AROL HQ supports clients.

Opening celebrations for new AROL facility.

www.softdrinksinternational.comwww.niagarawater.comwww.califiafarms.comwww.arol.com

Soft Drinks International – October/November 2017 21AMERICASGenerous supportfor hurricane reliefhURRICANe damage in the Caribbean inrecent months has – as always – evoked astrong response from the Us soft drinkindustry. Many producers supplied bottled orcanned water and other beverages, some ofthem in large quantities.

Water charities were also quick to react,again as always.

For instance, CannedWater4Kids www.cannedwater4kids.org was approached by theAmerican Red Cross for urgent assistance fol-lowing hurricane Maria which caused exten-sive damage including destruction of nearly95% of the island’s agriculture industry.

American Airlines swung into haul a big consignment ofcanned water.

“We are so grateful toCannedWater 4Kids andAmerican Airlines for theirsupport of our operationsthrough this in-kind donation,”said Don herring, Red Cross

chief development officer. “Generous dona-tions from our partners are essential to ourability to fulfil the mission of the Red Cross.”

CW4K’s purpose is to ensure all childrenhave access to clean, safe drinking water.CW4K funds its initiatives with cash dona-tions, grants and through the sale of premiumdrinking water in aluminium cans and bottles.95 cents of every dollar collected goes tosupport clean water programmes.

CoCo Taps is now supplying organic tappedcoconuts to The Juice standard raw juice barin the Cosmopolitan of Las Vegas resort.

The coconuts supplied by Coco Tapswww.cocotaps.com are free of packaging,have reusable taps and cn be compostedafter use.

Jamie stephenson and Marcella Williamslaunched The Juice standard www.juices-tandard.com in 2014 to offer fresh cold-pressed juices, nut milks and ‘chewables’ menuitems. The Juice standard has three locationsin Las Vegas, including its outlet at the Cos-mopolitan resort. The company's honeybeemascot symbolises a commitment to preserv-ing the environment through sourcing itsnutrient-rich juices from responsibly farmedand organic produce.

Vince Zaldivar, chief executive and founderof Coco Taps, says “it is essential for Las Vegasvisitors to stay hydrated as they go back andforth between air conditioned hotels and theoutside heat, especially if they are drinkingcocktails day and night.”

Known as ‘Coco Vinny’, Zaldivar set upCoco Taps in 2014.

“We've created the ultimate vacation bev-erage with fresh tapped coconuts by eliminat-ing wasteful packaging, reusing the taps andcomposting the coconuts.”

Coco Taps gainshigh profile outlet

www. cannedwater4kids.orgwww. cannedwater4kids.orgwww.cocotaps.comwww.juicestandard.comwww.juicestandard.com

22 Soft Drinks International – October/November 2017AMERICAS

nootropics drinkchanging handsCANADIAN company super NovaPetroleum, best known for its resource explo-ration work, is buying Koios, an emergingfunctional beverage brand which is rapidlyexpanding its retail outlets across the Unitedstates.

It is also very active online, notably viaAmazon.

Retail outlets range from sports nutritionstores to large natural grocery chains such asWhole Foods and sunflower. Kois is alsostocked by a growing number of gyms.

Koios uses a proprietary blend of nootrop-ics and natural organic compounds toenhance human productivity without usingharmful chemicals or stimulants.

The New orleans Pelicans have signed anagreement with Coca-Cola Bottling CoUnited Inc, naming Coca-Cola as ‘official softdrink partner’.

The Pelicans are a professional basketballteam competing in the National BasketballAssociation as a member club of theleague’s Western Conference southwestDivision.

home games are played in the smoothieKing Center, formerly known as the Neworleans Arena.

Pelicans president Dennis Lauscha saidthe team was “thrilled to partner withCoca-Cola and bring its products to thesmoothie King Center which will only fur-ther enhance the fan experience.”

Coca-Cola Bottling Co United has beenactive in partnering with local teams, organ-isations and institutions for more than 115years.

Coke signs withnBA’s new orleansPelicans

New Orleans Pelicans, home field.

Mega bottle cangrabs attentionNoAh’s spring Water is a familiar brand inCalifornia’s Central Valley, as well known asthe region’s many wineries such as the vastGallo operation. But the owners of theNoah’s brand are making sure everyonekeeps the brand front of mind as competi-tion ramps up.

Varni Brothers Corporation www.noahs7up.com has had a gigantic inflatable ‘can’ ofNoah’s spring Water made for use at thecounty fair and events the brand supports.

Thanks to its size – it’s a 30-footer in Usterms – and bright colours the mega-canhas not only done its job in enthusing peo-ple to buy but also showing up clearly in TVand other media coverage of events.

It replicates the group’s big-selling 24ozsealable ‘capcan’ introduced in 2015.

Varni Brothers dates back to 1933 whenit began bottling, labelling and deliveringwine from the region at its Modesto base –shared with a pasta factory – as well as set-ting up distribution networks. Three yearslater it began bottling 7-up, a relationship

that was renewed in 2007.The group produces a big range of soft

drinks both under franchise and using itsown brands like Noah’s.

Associated companies have kept the winepackaging and distribution work buoyant aswell as handling beer and other beveragedistribution.

Noah’s has itself expanded steadily, offer-ing flavoured variants, oxygenated springwater and a Noah’s sparkling Varni Almondspring Water, created to celebrate the Varnifamily’s farming ties.

several other ranges have been devel-oped, including Nella Bella Fizz.

The company remains family-owned.

The beverages are claimedto enhance focus, concentra-tion, mental capacity, memoryretention, cognitive function,alertness, brain capacity andcreates all day mental clarity.

says a marketing statement:‘our ingredients are specificallydesigned to target brain func-tion by increasing blood flow,oxygen levels and neural con-nections in the brain.’

Koios is one of a limited number of drinksin the world to infuse its products with MCToil. MCT oil is derived from coconuts andKoois claims it ‘has been shown to help thebody burn fat more effectively, creates lastingenergy from a natural food source, producesketones in the brain allowing for greater brainfunction and clarity, supports healthy hor-mone production and improves immunity’.

UNIVeRsAL Pure is the new name for Univer-sal Pasteurization and Universal Cold storage.The change is confined to branding only: thecompany will continue to provide hPP pro-cessing, cold storage and a variety of pre-hPPand post-hPP value-added services to clients.

The rebranding includes a new visual markand enhanced online presence at www.uni-versalpure.com

“hPP is more than another step along thecold chain, and we felt it was important thatour visual identity reflect our larger passion

Rebranding forHPP specialist

for healthier foods and bever-ages characterised by safety,integrity and sustainability,” saidchief executive Mark Duffy.

“The use of hPP is growing, yet a lack ofunderstanding around the technology contin-ues to be an opportunity to accelerate adop-tion,” he commented.

“At Universal Pure, we are taking a leader-ship role as a ready resource for the marketto learn more about when, where and howthe technology can best be utilised.”

headquartered in Villa Rica, Georgia, Uni-versal Pure is one of the largest third-partyhPP services in the United states. It hasthree other facilities, in Nebraska, Pennsylvaniaand Texas.

www.noahs 7up.comwww.noahs 7up.comwww.universalpure.comwww.universalpure.com

24 Soft Drinks International – October/November 2017DEvELoPMEnTS

Ingredients

Send your news [email protected]

SureProtein opportunitiesshowcased inBangkokNZMP – Fonterra’s dairy ingredients busi-ness – showcased its innovative sureProteinrange at Food Ingredients Asia in Bangkok.

This is a portfolio of high-protein, clean-label dairy beverage concepts.

hamish Gowans, Fonterra NZMP’s GMfor south and east Asia, said Asian con-sumers were increasingly seeking specificnutritional benefits to support their growinginterest in health and active living, whiledemanding greater convenience to fit urban,time-poor lifestyles.

“Protein is rapidly evolving from a ‘fitness’to a ‘health and wellness’ ingredient, asincomes rise and people become moreaware of its benefits. Although protein haslong been associated with body builders andelite athletes, protein-fortified food has nowexpanded into the mainstream.

“Protein boosts and maintains muscle,helps with weight management, improvesgrowth and development, and helps to keeppeople active as they age.

“Dairy in particular is an excellent sourceof high quality protein, and is a tremendousnutritional bundle. Protein from dairy isamongst the highest quality protein available,providing more digestible essential aminoacids per gram than other protein options,such as soy.”

Beverage solutions made with NZMPsureProteinTM ingredients on display atFood Ingredients Asia included a high pro-tein water to support hydration and nutri-tion and barista milk fortified with milkprotein concentrate 4424 to provide foam-ing performance and sensory characteristicsequal to pasteu

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