Greuel, who has been with the organization since Oct. 2018, will leave the company on July 31^st.

“Bill has demonstrated strong leadership to (the company) and has been instrumental in our success to date,” said board chair Tyler Groeneveld. “Under his leadership, the organization has grown from one employee to 26 and currently manages investments worth more than half a billion dollars.”

CTO Meghan Gervais is also leaving the company to join Federated Co-op (FCL) as the VP of health, safety and compliance. Her last day will be July 31^st.

Gervais has been with the company since spring 2019, serving as the CTO since May 2022, and previously as the manager of intellectual property.

Innofibre, a research centre specializing in the development of plant fibre-based products, produced pulp from post-consumer cartons obtained from a Quebec material recovery facility. The pulp was then used to manufacture moulded products using transfer moulding and thermoforming techniques.

Principal researcher, Eric Desnoes, said, “Tests confirmed that recycled carton fibre pulp has similar mechanical and physical properties to virgin kraft pulp (making it suitable for) manufacturing high-quality moulded products.”

The Carton Council of Canada, which aims to increase carton collection and recycling in Canada, commissioned the research. Data compiled by the council shows around 58,000 tonnes of post-consumer cartons per year are collected through the blue box and deposit-return programs in Canada.

Looking ahead, the council plans to collaborate with local recyclers and packaging manufacturers to explore further applications of recycled carton pulp. It anticipates a rise in carton recycling rates, positioning cartons as a valuable alternative raw material for packaging manufacturers invested in the circular economy.

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The acquisition is valued at US$235 million, payable at closing. An additional amount of up to US$45 million may be payable over the next three years if certain financial targets and conditions are met.

Based in Boardman, Ohio, Summer Garden employs approximately 200 people. It develops, manufactures, and markets a range of sauces and condiments, such as tomato and cream-based pasta sauces, BBQ sauces, dipping sauces, and salad dressings. Its product portfolio includes around 250 products sold at more than 20,000 locations under the Gia Russa, Little Italy in the Bronx, and G Hughes brands. Summer Garden also acts as a co-packer for other brands.

“The acquisition of Summer Garden supports our ambition to become a more diversified North American food and beverage company,” said Nathalie Lassonde, CEO and board vice-chair, Lassonde. “Growing our specialty food activities is one of Lassonde’s key strategic objectives and we are happy to have found the right company to help us achieve this objective.”

“This partnership ensures our legacy will continue to thrive,” said Thomas Zidian, president and CEO of Summer Garden. “We are confident it will benefit our customers through enhanced products and will offer our employees new opportunities for development and advancement.”

“It’s healthier and more savoury,” Mabilat said about Del Monte’s new Fruit Chunks in Fruit Puree snack cup. The snack cups feature soft pieces of two fruit flavours—pear or peach—in creamy fruit puree sweetened with concentrated grape juice. It won a DUX Grands Prix Gala award.

For Mabilat, a 43-year-old with a wealth of international marketing experience and a passion for creating innovative consumer products, the award was both a welcome recognition of the work done by her Del Monte team members and a new milestone in a remarkable personal and professional journey across several continents and industries.

Born in Bourges, a small city in central France, Mabilat’s father Daniel was a maintenance worker at a military equipment plant.

“My dad got me interested in travel,” said Mabilat, who enjoyed economics and sport climbing in school. “Every year we visited a new country.”

Global experience

After studying marketing and international trade at a business school in Paris, Mabilat did several months-long internships at home and abroad. After finishing an MBA in Paris, Mabilat landed her first full-time job in 2005 as an innovation project manager with French cosmetics packaging manufacturer Albea.

“It was a consumer-centric role that focused on the development of innovative packaging to address the challenges women face when using makeup,” said Mabilat.

Three years later, Mabilat joined Decathalon, the world’s largest sporting goods retailer, as product manager, woman footwear.

“I wanted to get more experience in brand and portfolio management,” said Mabilat.

Over the next five years she honed her skills building the women’s range for Newfeel, a brand of urban walking shoes.

“We really focused on end users to identify functional needs and consumer insights,” said Mabilat. “We observed and interviewed users from Beijing to Madrid and San Francisco,” said Mabilat.

The team also worked with designers and engineers to find the right balance between maximum sport shoe comfort and style.

In 2013, Mabilat transferred to Decathalon’s office in Singapore to join her husband Guillaume, who was working there.

A year later she joined Unilever’s global skin care brand Pond’s operations in Singapore as global brand manager merchandising and packaging.

In 2016, the couple moved to Palmdale, Calif. There, Mabilat started an online floral design shop from home while parenting two young children. She closed the business in 2020 when the couple moved to Montreal for Guillaume’s work. After a brief stint as e-commerce manager with apparel maker Lamour, Mabilat was hired as Del Monte brand manager in 2021.

“At first I was hesitant because it involved processed foods,” she said. “But then I saw it as a chance to have a positive impact by helping to create more nutritional products.”

In addition to the new fruit chunks in puree product, Mabilat said Del Monte has removed all artificial flavours from its products in Canada since her arrival.

“I love what I do,” she said. “And I love Montreal. It’s been an easy transition for us because we’re French. But it’s also an amazing place to raise a family.” 

This article was originally published in the April/May 2024 issue of Food in Canada.

Growing up, he remembers spending the summers working on his grandfather’s farm. Later on, he pursued a master’s degree in agricultural science from McGill University in Montreal. After graduating, he worked in the PEI Department of Agriculture and eventually he became the deputy minister for the department. And for the past seven years, he’s been the director of environmental sustainability operations at Cavendish Farms.

A changing industry

Over his many decades in the industry, MacQuarrie has seen agriculture change and evolve. One of the biggest changes, he says, is today’s focus on sustainability.

“Historically, we were focused on production,” he explains. “It was all about how much can we produce per square acre. But today, our customers want to know how the food was grown. They’re as concerned about sustainability as they are about the quality of the product.”

MacQuarrie says that the industry’s focus on sustainable food production is the reason he joined Cavendish Farms. In fact, he was hired to fill a newly created position dedicated to the environment and sustainability.

Cavendish Farms has customers all over the globe, and MacQuarrie says that a growing number of these customers are looking at the bigger picture.

“They want to know how we are engaging with farmers to help them farm more sustainably, what we’re doing to measure our own greenhouse gas emissions, and how we plan to reduce those emissions,” he says.

Two decades ago customers weren’t asking these questions. “Today they are, and that’s why Cavendish Farms needed to have someone who can stay focused on the matter,” MacQuarrie says.

ESG reports

Running a successful food production operation today is about more than simply offering the best price for a pound of produce. It’s also about explaining how that produce was grown and harvested.

“One of our challenges is simply keeping up with our customers’ demands for more and more information,” MacQuarrie explains. “Our ESG [environment social governance] reports cover all aspects of our business, and one of our goals is to package this information in an efficient manner that answers our customers’ questions and concerns.”

Economic benefits

Sustainability and economic benefits go hand-in-hand, MacQuarrie says, which is why he’s determined to help farmers see the economic benefits of managing their crops responsibly.

What’s good for farmers, is good for Cavendish Farms, and MacQuarrie argues that sustainability can benefit companies financially.

“When we use our resources, like water and fuel more responsibly, and we reduce greenhouse gas emissions, we see an economic benefit,” he adds.

One of the reasons MacQuarrie was first attracted to Cavendish Farms, he says, is that their commitment to the environment and to sustainability is real.

“Some workplaces talk a lot about  values,” he says, “but at Cavendish Farms, it’s more than just a poster on a wall. That’s why I feel so lucky to work for an organization like this.” 

This article was originally published in the April/May 2024 issue of Food in Canada.

“I’ve always been interested in the CPG industry—ever since I was a young kid,” she admits. “When I was nine years old, I sent ad campaign ideas and product recommendations to some of my favourite toys and treat companies, and luckily, they engaged and responded to me. I loved the idea of improving products to make them more enjoyable for me and my friends. At the time, I wasn’t thinking too much about it, but it was ultimately the foundation of my passion for consumers. So, it’s only natural that this enthusiasm led me to the CPG industry.”

Despite her enthusiasm for the industry, Thompson’s journey from nine-year-old corporate advisor to GM of Mars Wrigley Canada was anything but a straight line.

“I started my career in a completely different industry, but I could never replicate the excitement and enthusiasm that I found as a nine-year-old passionate about consumer products,” she says.

While she enjoys the diversity the CPG industry offers, she definitely has a favourite. “I’ve been with Mars for 13 years and have always felt passionate about my work, whether it’s ice cream, pet care or confectionery,” she explains. “But I must say, the great thing about coming back to confection is I get to be both a marketer and a consumer of what we produce. And personally, I love sharing the products with my kids and seeing their excitement for the brands.”

Understanding the consumer

In addition to a degree in general management and marketing, Thompson also has a degree in psychology, which she says has helped her better understand consumers.

“I’ve found that my psychology degree has helped immensely throughout my career,” she says. “In an industry where consumers have such personal memories and feelings tied to the products, it’s especially important to understand what drives them, what brings them joy, but also what turns them off.”

This understanding of human psychology, she adds, has also helped her better manage employees.

“True leadership is all about understanding people, figuring out what you can do to support them, helping them achieve their goals and ambitions, and taking care of the whole person,” she says. “And just as in marketing, understanding motivational triggers is very helpful in not only getting the best out of your team, but also in fostering and retaining your talent.”

Challenges and opportunities

Thompson is well aware of the pain today’s consumers experience when they see the price of groceries edging upwards, week after week.

“In our industry and beyond, affordability is top of mind for everyone,” she says. “We make every effort to minimize costs to provide a full range of delicious products while making sure we preserve both the value and quality of our iconic brands.”

While affordability will continue to be an issue with consumers, Thompson is committed to navigating the choppy waters ahead.

“My goal is for Mars to lead the pack and show the industry what’s possible when you lead with purpose, never compromise on quality and centre your decisions around consumer insights,” she concludes.

This article was originally published in the April/May 2024 issue of Food in Canada.

“I’ve been lucky to have had the opportunity to work on products that make people’s lives better and/or bring them moments of joy,” she says. “I am excited every day to work with the countless PFC brands that people know and love.”

Ferdinando has been president of PFC since 2022, a role that includes leadership of Frito Lay Canada and Quaker Canada. Previously, she was chief marketing officer of Frito-Lay North America. Prior to joining PepsiCo, she was VP and global sector leader for family care at Kimberly-Clark Corporation. Throughout her career, Ferdinando was able to work all over the world, giving her “a unique perspective as a leader,” while also “enriching my ability to connect with people anywhere I go.”

After becoming PFC president, Ferdinando connected with as many PFC employees as possible. She led a national listening tour, visiting all company regions and plants with a focus on hearing from frontline employees. This resulted in her creation of a new vision for PFC, along with more investment in expanding employee recognition and appreciation.

Last year, Ferdinando connected with every Frito Lay Canada plant team and region zone team across the nation.

“I was also fortunate to visit the impressive family farms where we source our ingredients,” she shares. “I’ve learned so much about the end-to-end journey of our products and the broader and very dynamic Canadian food system. Spending time with the hard-working people who make, move, and sell our products is one of the best parts of my job.”

Always a learner

Regarding those products, Ferdinando is very proud of her team’s commitment to consumer-centric innovation. “With the strong diversity that’s present in Canada, we’ve innovated products to meet the unique preferences of multicultural Canadians,” she says, “whether it’s through new, bold flavours or using successful flavours from other markets.”

Ferdinando explains that continuous learning is essential for her.

“I take the opportunity to learn from everyone I meet,” she says. “I also like to tap into my science training to break down complex problems and explore them in different ways. The more I learn, the more I can help others grow and succeed. Leadership as PFC president means uplifting those around me. I’m passionate about continuing to support the advancement of women and our inclusive culture at PFC, as well as efforts to enhance employee wellness, including clear boundaries between work and home life.”

Ferdinando is excited to continue realizing her company’s vision to inspire more joy for tomorrow’s food experiences, sustainably.

“Where we go is very much a team approach, grounded in our field-first culture,” she says. “We have strong plans in place to build on some of the incredible work we’ve already delivered and become bigger and better than ever before. My top goal is removing barriers for our valued frontline colleagues who make up about 90 per cent of our employees. I want to ensure PFC is a great place to work for everyone, especially the frontline, and I will continue to listen and engage with those colleagues going forward.”

This article was originally published in the April/May 2024 issue of Food in Canada.

Like many of his peers, Cator started working at the family business as a young teen and then studied business.

“All I knew is that I didn’t want to be bored,” he says, “and I never have been. There are so many intricacies involved in producing meat products, and I love the close relationships with our customers, as well as leading our outstanding team.”

Cator learned how to innovate from Ralph (who almost single-handedly made the concept of the burger mainstream in Canada decades ago, and for that and more, was inducted into the Meat Industry Hall of Fame). About 30 years ago, Ralph was supposed to retire, but “he was determined to develop a cooked rib product in my mother’s sauce,” says Cator, “and if we didn’t do it, he was going to do it with someone else.”

This push resulted in one of Cardinal’s biggest achievements, where Cator led the creation of their now-famous Safe Sous Vide cooking process by collaborating with scientists from two universities over three years. The team adapted the sous vide cooking method used by chefs into a patented large-scale industrial process that has been a phenomenal success (and also led to changes in regulatory law). The products, which Cator says are cost-effective, consistent, food-safe, and delicious, are from underutilized cuts and have been in hot demand since the start from both home cooks and restaurants.

“We made cooked ribs, of course, but also many other products like shredded pork, chicken breasts in lemon-pepper sauce, bone-in half chicken, and meat loaf,” says Cator.

The art of forming burgers

The success of Safe Sous Vide prompted Cator to further innovate. He brought in biological food safety testing, and with VP of operations John Vatri, discovered a method that meat processing plants could use to make ground meat safer.

“Again, we advanced food safety regulations in Canada and the U.S.,” says Cator.

Further innovation followed. Cardinal was the first to use Tender-Form fill to create burger patties. The company’s philosophy of ‘once innovated, innovate again’ led to also commercializing their burgers made using a unique Natural Texture Formed forming technology. In total, so far, Cardinal Meats holds three patents.

Just in the last year, the Cardinal product line grew by leaps and bounds, and Cator anticipates more expansion, especially in the Safe Sous Vide line.

“It’s as fresh as if a chef just made it,” says Cator. “Its popularity is really growing right now, with restaurants needing to save labour and more people eating at home but wanting a special experience.”

Cator wants to explore using Safe Sous Vide in starchy dishes, but says, “I’d like to spend more time researching technologies from around the world to add to the business. I love the customer intimacy, I love the speed of this industry, [and] I love the challenges. I want to hear what our customers wish they could get, and then find how we can do that. I love my team. I’m very proud of our company culture. Our staff is very engaged and like me, they believe there is always a better way.”

This article was originally published in the April/May 2024 issue of Food in Canada.

“I was drawn to Gay Lea Foods for many reasons,” she says, “one of which is the fact that’s it’s a co-operative, and that’s something that really appealed to me, having worked in big multinationals for over two decades.”

Dalrymple’s previous experience with a private company, as well as a large public company, helped her see the difference a co-operative like Gay Lea Foods can make.

“Gay Lea measures success not only by the value that we create, but also the value that we give back,” she says. “We’re really committed to finding the right balance between delivering performance, developing our people, and doing right by our community. That was really appealing as I was thinking about my next move.”

Gay Lea Foods’ rich history was also appealing to Dalrymple.

“I feel really privileged to be working for a business that was started in 1958 by a group of dairy farmers, who for generations, through hard work and determination have built Gay Lea into a sizeable and meaningful business that’s really committed to furthering the dairy industry.”

Dalrymple is well aware of the bigger picture that defines what Gay Lea Foods values as an organization.

“It’s a great opportunity and a great responsibility,” she explains. “I don’t know if I feel more or less pressure working for a group of dairy farmers, but it’s all about how we stay true to our values, and how we make smart decisions that will ultimately lead to a better tomorrow, so that we can have a home for our members’ milk and build a sustainable and growing dairy industry.”

Walking the talk

According to Dalrymple, as a co-operative, Gay Lea Foods is focused on more than just the next quarter. “It’s really rooted in the values of balancing profits, the people, and the planet,” she says. “I think a lot of companies nowadays talk that way, but Gay Lea has been committed [to this philosophy] for generations, and Gay Lea really does make a difference, does think about long-term sustainable growth and the impact on communities, in almost equal measure.”

Like any other segment of the economy, the dairy industry is facing several challenges, including trade issues and the need for innovation. These issues, however, don’t intimidate Dalrymple. Rather, she feels energized, excited and is eager to tackle them head-on.

“I’m in year one of our five-year strategic plan,” she says. “I’ve got a lot of heavy lifting to deliver the next five years, and I’m doing it with a great team. So that’s my focus. It’s still early days, and I’m excited about what we’ve been able to accomplish in a short period of time. It’s been great working with both the board of directors, as well as the management team and all the employees. I’m excited about seeing all this through.”

This article was originally published in the April/May 2024 issue of Food in Canada.

The program is designed to find 100 researchers at various stages in their academic lives to deliver AI technology-driven business solutions.

The researchers will work on the following four main projects:
• inventory and demand forecasting;
• supply-chain solutions;
• graph machine-learning in business; and
• generative AI applications.

Gary Bogdani, Unilever’s head of Horizon3 AI Labs, said the organization currently uses AI in hundreds of applications across disciplines.

“Through our partnership with Mitacs, we are looking forward to working with distinguished academic researchers in Canada to continue our technology innovation journey,” he added.

Last year, Unilever opened its global Horizon3 AI Labs in Toronto. Unilever is investing up to $4 million in this program. Mitacs will match that investment at 100 per cent, over the next two years.

The B.C. Food and Beverage (BCFB) association recently conducted a study to evaluate the current state of the F&B manufacturing industry in B.C. The study revealed that the province’s food manufacturing sector is facing several critical issues, including increased pressure on margins from retailers.

Tight margins

According to the study, over the past five years, revenue growth, if any, has primarily come from business expansion and new product launches rather than price increases, which have been difficult to achieve with grocery retailers. This has eroded gross margins, particularly for small to medium-sized manufacturers.

James Donaldson

In an exclusive interview with Food in Canada, James Donaldson, CEO of BCFB, explained that in retail, retailers won’t accept new products and prioritize their own inventory during blackout periods. He further explained small companies struggle because they “don’t have strong cash flow” to navigate difficulties as well as lack negotiating power to set better pricing on inputs like ingredients and packaging. Small suppliers “pretty much just have to take whatever” is given. They can’t pass on rising prices and must accept them, which is unsustainable in the long term.

Although inflation is stabilizing, Donaldson cautioned “it couldn’t just change again,” and with low margins, small companies “can’t get outside lending,” thus having no money to reinvest in their business, which makes growth impossible.

The other issues highlighted in the State of the Industry Report are the rising cost of:

• inputs;
• skilled labour required to operate equipment/support production; and
• acquiring or renting appropriate manufacturing facilities/buildings or suitable land to build these facilities.

Statistics Canada data shows that while end retailers enjoy modest profit margins, small to medium-sized manufacturers are facing average profit margins of -9.3 per cent. This contrast shows the financial strain on smaller businesses in the industry.

An infographic explaining the challenges facing B.C. F&B manufacturers. Image © BCFC

Solutions

To address these challenges, the study offers five recommendations.

1. Support the development of a comprehensive competitiveness strategy
BCFB suggests collaborating with the B.C. government to build a detailed plan aimed at improving the overall competitiveness of the food and beverage industry. This strategy will focus on industry-wide challenges such as high input costs and limited commercial space availability. By outlining specific steps and actions, the partnership can fortify the industry’s long-term sustainability and fight economic fluctuations.

2. Improve access to affordable commercial and industrial space
Due to a shortage of industrial land, BCFB advises conducting a thorough assessment of agricultural land reserve (ALR) lands to identify areas suitable for food and beverage manufacturing. Further, incentivizing landowners to prioritize leasing to this sector can help alleviate the scarcity of suitable production space.

3. Facilitate additional investments
By reinforcing existing funding programs or introducing new ones, the government can assist manufacturers in enhancing their operational capabilities and expanding their businesses. This investment in infrastructure will enable productivity gains and foster industry growth.

4. Support programs to attract skilled labour
BCFB has recommended tailored funding initiatives to address specific workforce challenges. This includes programs designed to facilitate upskilling opportunities for existing employees and incentivize the recruitment of skilled workers. By investing in the industry’s human capital, the government can strengthen the workforce and promote long-term industry sustainability, the report said.

5. Provide support to address the imbalance between grocery retail and the F&B manufacturing industry
BCFB calls for measures to fix the imbalance of power between grocery retailers and food and beverage manufacturers. This includes advocating for the implementation of the Grocery Code of Conduct to promote fairer business practices and pricing structures. Additionally, supporting initiatives to introduce more competition into the grocery retail sector can help mitigate the undue influence exerted by major retailers, thereby promoting a more equitable business environment for manufacturers.

The challenges faced by B.C. F&B manufacturers have led them to relocate to nearby regions such as Alberta and Washington state. For instance, Sunrise Foods and Susgrainable shifted their operations to Alberta. Similarly, Conagra Canada, Golden Boy Foods, Aspire Bakeries, and Gizella Pastry have also closed their operations in B.C. and relocated their production to other jurisdictions.

Donaldson stressed the urgency of the matter saying, “We’ve seen businesses close their doors, with each closure representing a loss of at least 200 employees.”

He further said if food production moves out of the province, it is not coming back. “We need a strategy and blueprint now because the longer we wait, the more difficult it will be to recover. It’s already happening…we can’t wait another five years…we need to be having these conversations now.”

The study reviewed the historical and current state of B.C. F&B manufacturing operations and identified current challenges to propose potential actions. It included secondary research using publicly available sources, an online survey of 47 B.C. F&B companies of different sizes and sub-industries, telephone interviews with 10 companies, and a facilitated roundtable with 10 industry executives.

For the full report, click here.

Sally Abbott, managing director of Weetabix, will transition to a strategic advisor role on Oct. 1, 2024, before retiring on March 31, 2025. Colm O’Dwyer, commercial director for Weetabix, will succeed her.

“Sally has been an exceptional leader, helping to successfully integrate Weetabix into Post and building on the success of this iconic company,” said Post’s president and CEO, Robert V. Vitale.

Abbott joined Weetabix in 2008 as marketing director. She led Weetabix through various challenges and oversaw the acquisitions of Lacka Foods in 2022 and Deeside Cereals in 2023.

O’Dwyer joined Weetabix in 2016 from Coca-Cola in the U.K. and eventually became general manager of its On-The-Go business. In 2018, he became its commercial director and took on the added responsibility of Weetabix’s international business in 2022.

“We congratulate Colm…his…experience across innovation, brand management, revenue growth and customer relationships makes him exceptionally qualified to lead Weetabix,” Vitale said.

Weetabix is searching for a new commercial director to replace O’Dwyer.

Mike McCoy

Mark Delahanty, president and CEO of Post Refrigerated Retail, will become a strategic advisor on Dec. 1, 2024, and retire on May 31, 2025. Mike McCoy, executive VP and CFO, will succeed Delahanty on Oct. 1, 2024.

“Mark’s leadership has significantly contributed to Post’s success through the years, first integrating our cereal businesses and then leading our Refrigerated Retail business,” Vitale said.

Delahanty joined Post Holdings in 2016 when the company acquired Mom Brands, where he served as senior VP and general manager. In 2018, he was promoted to COO of Post’s Consumer Brands division.

McCoy has been executive VP and CFO of Post’s Refrigerated Retail business since 2019. He started his career at EY and Deloitte and joined Post in 2014 as the VP of internal audit. Following Post’s acquisition of Bob Evans Farms in 2018, he became executive VP and CAO of Bob Evans Farms.

“We…are excited to transition leadership of the business to Mike [who] has grown his career through a variety of critical business areas within Post and will bring valuable leadership experience and enthusiasm to Refrigerated Retail,” Vitale said.

Adam Gonsiorowski, VP of finance at Bob Evans Farms, will become the CFO of Post Refrigerated Retail on Oct. 1, 2024.

Over two dozen jurors selected the winners out of 105 finalists this year, highlighting exceptional quality and innovation in products introduced in 2023. These entries came from different businesses including established retailers, suppliers, boutique shops, and family-owned enterprises from across Canada.

The winners reflected shifting consumer preferences and industry dynamics, trends such as high-protein and vegetarian snacking alternatives, sustainable packaging solutions, and diverse multi-cultural flavours.

In the food section, 12 awards were presented to brands in different categories: baking needs and dried bakery; fruit, vegetable and produce (fresh/refrigerated or frozen); meat, egg and seafood fresh/refrigerated or frozen; beverages; confectionery and shelf stable desserts; desserts, fresh/refrigerated or frozen; condiments and sauces; baby care; snacks (sweet and savoury); dairy (milk, yogurt, cheese and spreadables); and frozen or refrigerated prepared foods and entrees.

In the non-food section, Nestle Purina bagged two awards in the pet needs category and Thermacell Repellents earned an award for general merchandise.

In the private label food section, 13 awards were presented to brands in different categories: beverages; deli meats and cheeses; frozen or refrigerated prepared foods and entrees; snacks (sweet and savoury); desserts, fresh/refrigerated or frozen; bakery fresh (par-baked); dairy (milk, yogurt, cheese and spreadables); fruit, vegetable and produce (fresh/refrigerated or frozen); meat, egg and seafood fresh/refrigerated or frozen; baking needs and dried bakery; condiments and sauces; and confectionery and shelf stable desserts.

In the private label non-food section, five awards were presented to brands in different categories: baby care; health care – over the counter; personal care; pet needs; and general merchandise.

Additionally, special awards were presented to five brands. Demetres received an All-Canadian trophy for its ice creams. Sobeys was recognized with the Excellence in Ethnic Products award for its Chalo Signature Basmati Rice. Big Mountain Foods earned the Innovation and Originality award for their Soy Free Tofu. Balzac’s Coffee Roasters was honoured with the Innovative Packaging for their anniversary blend. Finally, Federated Co-operatives claimed the Overall Consumer Value Award for their Co-op Gold Feta Cheese.

Several companies received multiple awards across different categories, including Saputo Dairy Products Canada, Metro, Pattison Food Group, Big Mountain Foods, Demetres, and Federated Co-operatives.

RCC also presented Michael Medline, president and CEO of Empire Company and Sobeys, with the Trailblazer Award. Dino Bianco, CEO of Kruger Products, was honoured with the Lifetime Achievement Award. These special awards of distinction marked the contributions of these two to the retail industry and their communities.

For the full list of winners, visit https://rccgrandprix.ca/winners.

The awards gala was sadly interrupted by a heckler, who wanted Burnbrae Farms, Canada’s largest egg producer, to go cage-free. The heckler was swiftly taken off stage. It’s important to note that earlier this year, Mercy for Animals launched a campaign to urge Burnbrae Farms to commit to 100 per cent cage-free housing for its hens.

Margaret Hudson, president and CEO, Burnbrae Farms, addressed the heckling when she accepted a Grand Prix New Products Award in the Meat, Egg & Seafood Fresh/Refrigerated or Frozen category for the company’s Naturegg Solar product.

“I would like to thank the RCC for this award, our 15^th Grand Prix. It takes an amazing team to drive this innovation and our family could not be more proud of everyone at Burnbrae. I would also like to thank our retail partners who support us every day and of course the Canadian consumers that enjoy our eggs. Our family has been leaders in innovation in the egg category and in the Canadian food industry for decades. Our 15^th Grand Prix award tonight is a testament to that.

“We launched cage free, or free run, eggs over 26 years ago. We work hard to provide Canadians with choice in the type of eggs that fit their lifestyles, budget and values. We sponsored a professorship in poultry welfare and have an animal welfare specialist on staff – both affiliated with the University of Guelph. They work with our colleagues to ensure that the hens we raise receive the best possible care in all housing systems.

“As a sixth-generation Canadian family business, we are proud of the legacy we have created. We are proud to provide choice to Canadians. And we plan to keep innovating and ensuring that Canadians continue to have access to nutritious, safe, affordable eggs for generations to come,” she said.

After six months of negotiations, Loblaw president and CEO Per Bank said the retailer is now ready to sign as long as other industry players do too. “The code now is fair, and it will not lead to higher prices,” he said in an interview.

The code has been developed by leaders in the food industry to create a more level playing field for suppliers and smaller retailers. But it appeared to come to a halt last December when Loblaw and Walmart Canada said they wouldn’t sign the voluntary code because they were concerned it would raise prices for shoppers.

Nick Henn, Loblaw’s chief legal officer, said the underlying principles of the code haven’t changed. “We felt that the words weren’t clear in lots of areas, and so we’ve spent some time with the working committee and the interim board, fixing those areas, improving the code and providing the clarity that we thought it lacked the last time around,” he said in an interview.

One important example was regarding the dispute resolution process, Henn said. Loblaw wanted to make clear when it would be appropriate for issues to go to an adjudicator, and when it wouldn’t — such as in the case of price negotiations between suppliers and retailers. “That was a big concern for us. And so with that no longer being an issue under the draft code, we’re much less concerned about the code leading to higher prices,” Henn said.

June 1, 2025, is the target date for the code to take effect, he said.

“We’ve worked very hard to get to where we are,” said Michael Graydon, CEO of the Food, Health & Consumer Products of Canada Association and chairman of the interim board for the code.

Work can now continue establishing the office of the grocery code, said Graydon, adding he hopes it can begin “sooner rather than later.”

“We now have all the major grocers with the exception of one, and so some work needs to be done in regards to bringing them into the fold,” said Graydon, referring to Walmart. Costco has also had “some inquiries around certain aspects” of the code, he said, but he hopes they will also agree to participate.

Walmart Canada spokeswoman Sarah Kennedy said the company “just received the latest draft of the revised Grocery Code of Conduct, which was not previously shared with us.”

“We will review it and determine next steps,” she said in an emailed statement. “As we’ve said all along, we continue to be focused on our customers’ best interests.”

Over the past several months, calls to make the code mandatory have grown. In February, the House of Commons committee studying food prices told Loblaw and Walmart that if they wouldn’t agree to a voluntary code, the committee would recommend it be made law.

Federal agri-food minister Lawrence MacAulay and Quebec agriculture minister André Lamontagne issued a statement this week saying that with Loblaw now on board for the code, “we now call on the remaining large retailers to do what is in the best interests of Canadians and follow suit.”

In a post on X sharing the statement, MacAulay said until all the large retailers are on board, he’s still “looking at all available federal options.”

Bank recently said on an earnings conference call that he was “cautiously optimistic” an agreement could be reached.

The call on May 1 was the same day some Canadians said they were going to start boycotting all Loblaw-owned stores as frustration mounts over higher food prices and concentration in the grocery sector.

The boycott, organized by a Reddit group, is currently underway. The organizers posted several demands for their movement and the one at the top of the list was for Loblaw to sign the grocery code of conduct.

The negotiations over the code predated the boycott, said Bank, so the announcement “has nothing to do with their demands.” But he recently had a meeting with boycott organizer Emily Johnson, and said he’s sure she will be happy to hear that Loblaw has agreed to the code.

Though food inflation has been an industry-wide phenomenon, sparked by global pressures like the war in Ukraine, for many, Loblaw has become the poster child for food inflation in Canada.

The day after the boycott began, Bank and Loblaw chairman Galen Weston pushed back on what they called “misguided criticism” of the company.

“As a well-known company and Canada’s largest grocer, it is natural that Loblaw would be singled out as a focal point for media and government and of course consumer frustrations,” said Weston at the grocer’s annual meeting May 2.

Organized by Food in Canada, this ½-day event will equip F&B SMEs with the knowledge and tools they need to navigate the challenges and opportunities of growth.

Conference agenda includes:
• keynote presentation on business excellence;
• panel discussion on “The Great Canadian Efficiency Gap: Why We’re Falling Behind and How We Can Catch Up”;
• peer-led mini micro-mentoring sessions; and
• presentation on “From Idea to Packaged Goods: A Food Scientist’s Tools and Tips” by Lara Tiro, Principal of Rebel CPG.

The conference also offers a variety of networking opportunities. You’ll have the chance to meet and connect with other F&B business owners, industry experts, and potential partners.

Don’t miss this opportunity to learn from industry experts and connect with peers. For the full agenda and to register, visit www.i4s.foodincanada.com.

The investment will help the family-owned and operated company replace old equipment with a production line with triple the production capacity. In addition, the new manufacturing line and equipment will reduce production times, increase supply chain spending and create 10 skilled jobs.

Joe Vitale, the founder and president of Italpasta expressed his gratitude for the Canadian government and said, “The funding not only empowers us to address the escalating demand for our products across North America but also reaffirms our role as a beacon illuminating Canadian wheat farmers and championing locally crafted, premium-quality, affordable products that families can be proud to serve to their loved ones.”

Vitale further said that the investment will contribute to the local economy and help in creating more jobs for the people of Brampton.

Moreover, in a recent announcement Italpasta announce the acquisition of Grisspasta, including its Grisspasta and Giardino brands, along with the Longueuil plant in Quebec. The brand said this will allow them to increase production capacity.

Founded in 1989, Italpasta is the largest pasta manufacturer in Canada, employing approximately 200 staff. Its products are made in Canada with 100 per cent Canadian wheat and are sold to retail and food service clients across Canada and the U.S.

FedDev Ontario minister Filomena Tassi, parliamentary secretary Maninder Sidhu and member of parliament for Vaughan–Woodbridge Francesco Sorbara, announced the investment.

“This announcement is good news for both the Brampton region and Canada’s food manufacturing industry as it will support a leading business in our community while strengthening local supply chains and increasing production of made-in-Canada food products,” Sidhu said.

“These investments not only strengthen the competitiveness of Canadian companies, they also contribute to our long-term economic growth,” Tassi said.

The project will support clean growth outcomes by reducing the company’s energy consumption and carbon footprint by 20 per cent through its modernized storage silos and manufacturing processes.

Since 2015, FedDev Ontario has invested over $40 million in more than 100 projects in Brampton, estimated to have created and maintained over 1,300 jobs. Since 2015, the agency has invested over $75 million in more than 80 food manufacturing businesses.

This change, effective from the upcoming annual general meeting on August 9, 2024, will facilitate strategic oversight and drive value creation for the company.

In this transition, Carl Colizza, currently president and COO of North America, has been appointed as the new president and CEO of Saputo.

Since joining Saputo in 1998, Colizza has held key leadership positions in engineering, operations, business development and strategy. He was appointed president and COO of the Dairy Division (Canada) in 2015 before taking on the role of President and COO (North America) in 2019.

“As I will be transitioning to the position of Executive Chair, my role will shift into a new capacity more focused on strategic oversight, continuing to promote the Saputo vision and values, and supporting the leadership team. As the company’s largest shareholder, Jolina Capital is committed to Saputo for the long-term, and we fully support Carl’s nomination as president and CEO,” said Saputo.

Saputo further praised Colizza saying, “Carl is an extraordinary business leader who is well-respected across our industry and has a strong track record of leading global teams. He has deep roots within Saputo and has played a pivotal role in developing our strategy and improving our business.”

“I am honoured to lead Saputo and our talented team with Lino’s support, building upon the foundation we have established over the past seven decades. For over 25 years, I have had the privilege of working alongside Lino, whose commitment to Saputo’s culture, our people, and the communities we serve is truly extraordinary. I am excited to continue advancing Saputo’s business and delivering on the incredible opportunities we see ahead,” Colizza said.

Following the transition, Colizza will continue to execute the functions of president and COO North America) for the time being. Anthony Fata will continue to serve as independent lead director.

Through the Traceability Adoption Program (TAP), these businesses can get financial support to upgrade their tracking systems. Through the program, they can purchase and install software and hardware, such as databases, barcode readers, label printers and other devices that help make product tracing more efficient and reliable. They can also hire experts who can support their businesses to effectively implement traceability systems in their facilities.

For example, B.C. producers and food processors can use the funding to switch from manual to computer-generated labelling, which saves time and increases quality control.

B.C. ranchers and abattoirs can purchase and install approved radio frequency identification (known as RFID) tag readers that track the movement of animals and other food products wherever they may be in the supply chain to help reduce administrative burden and streamline livestock operations.

The funding is part of the Sustainable Canadian Agricultural Partnership, a $3.5-billion investment over five years (April 1, 2023, until March 31, 2028) to strengthen the agriculture sector. This includes $1 billion in federal programs and activities and $2.5 billion in cost-shared programs and activities that are funded 60 per cent federally and 40 per cent provincially or territorially.

In B.C., up to $530,000 is available through TAP, with individual applicants eligible for up to $20,000. The program is managed by the Investment Agriculture Foundation of BC and is open for applications starting May 9, 2024.

“We are delighted to make a splash with the launch of Enjoy, which only further complements Lactalis Canada’s wide-ranging portfolio of now 20 iconic consumer brands and expands our plant-based offering to Canadian consumers by leveraging our expertise in this dairy-free category,” said Mark Taylor, president and CEO  of Lactalis Canada.

The plant-based brand offers 8 g of protein derived from peas per 250 ml. It features six SKUs: unsweetened oat, unsweetened oat vanilla, unsweetened almond, unsweetened almond vanilla, unsweetened hazelnut and unsweetened hazelnut & oat.

“As nutritious, high protein, unsweetened beverages, Enjoy responds to a growing consumer demand for plant-based options that taste great and have positive health impacts including non-GMO and gluten-free certification with no artificial colours, preservatives or flavours,” said Nathalie Cusson, general manager of Lactalis Canada’s Fluid Division.

“What sets Enjoy apart is its uniquely high protein content, which consumers are increasingly desiring in their daily diet,” Cusson added.

The company recently converted a 33,150 sf production facility in Sudbury, Ont., to a dedicated plant-based manufacturing plant.

Held on June 19, 2024, at the Storys Building in Toronto, Ingredients for Success aims to equip F&B SMEs with the tools and strategies they need to succeed in a competitive market.

The event will feature presentations and panel discussions on business excellence, ongoing issues with productivity, and product development. There’ll also be micro-mentoring sessions with peers on a range of issues like strategic planning, market understanding, financial management, operational efficiency, team building, and marketing.

Don’t miss this opportunity! Be empowered to make the right decisions for your business.

For more information and register, visit www.i4s.foodincanada.com.

The brand, first launched in 1949, has also added a new variety of microwaveable cups to the Minute Rice lineup – Mexican-style rice.

Photo © Meg Moon

“Minute Rice’s new campaign and refreshed packaging embody the timeless essence of the brand while embracing the contemporary needs of today’s consumers,” Garima Jain Patodia, senior brand manager of rice portfolio for Riviana said.

“The brand relaunch not only reflects our commitment to quality and convenience but also demonstrates our dedication to ensuring Canadians can enjoy reliable and fulfilling meals, whether they are cooking for themselves, their family or even hosting friends,” she added.

Patodia further said the brand recognizes that Canadians are changing, and they are focusing on the needs of the younger generation.

“Gen-Z and millennials are going into new life stages and have more purchasing power…our instant and microwavable cups fit right into their lifestyles,” she said.

Photo © Meg Moon

Minute Rice organized an intimate dinner at Patois in downtown Toronto to celebrate the brand’s relaunch. CTV’s Milk Masters’ judge Chef Craig Wong fused his signature Caribbean and Asian dishes with Minute Rice’s kitchen staples and created dishes Like Pearl Siu Mai Dumplings, Crispy Hoisin and Sesame Chicken Wings, Oxtail Gravy Glazed Spiced Ham Musubi, Honey And Maggi Beef Short Ribs, Juicy Jerk Chicken, Popcorn Shrimp Fried Rice, Jamaican Coleslaw and Yeast-Raised Beignets.

“Minute Rice is such a great product because you’re never going to end up with something overcooked or undercooked…all the hard part is done for you,” Wong said.

“I (am) proud of Ranger. He fused the rice into rum, and it had all the nuttiness from sesame and a bit of mango. You can do anything that you want with this product and it’s really fun to cook with at the same time,” he added.

Photo © Meg Moon

Michael Ranger, bartender at Patois, created ‘The Patois Minute’ cocktail made with Minute Rice-infused rum, sesame, coconut, mango and nutmeg. Other beverages in the drinks menu were Patois Rum Punch cocktail, Domaine Gayda Syrah-France red wine, Domaine Gayda Viogner-France white wine, Red Stripe beer and Fresh Jelly Coconut and Jamaican Soda in non-alcoholic drinks.

Credit: Ojasvini Parashar

This year’s ‘Level Up’ theme is aimed at supporting the industry, helping foodservice professionals, restaurants, cafes and bars discover new ways to push the boundaries of what’s possible in the industry while embracing innovation.

Kelly Higginson, president and CEO of Restaurants Canada, said in a press release that the show was for everyone including people aiming to expand a business, foster a winning team, boost efficiency, or enhance the overall quality of service.

Credit: Ojasvini Parashar

As expected, several beverage brands were displaying their wares. The Food in Canada team saw multiple non/low alcoholic brands, such as Partake Brewing and Libra, as well as a smattering of coffee/tea brands with sparkling teas, functional teas, cold-brew coffees, and canned lattes. With single-source Colombian coffee and a smooth, rich taste, Manic Brews’ ready-to-use cold brews caught our eye. Other innovative products on display included Bliss Dough’s straight-from-the-jar, ready-to-eat edible cookie dough and Nana Pops’ nutritionist-approved vegan ice creams that are literally a smoothie on a stick. Many of the exhibitors were offering products, such as gluten-free breads and vegan desserts that catered to a diverse clientele.

“This year we’ll be celebrating innovation, excellence, and the dynamic and deep-rooted essence of the Canadian hospitality sector. Our emphasis is to empower attendees to elevate their skills in this constantly evolving industry, challenge conventional limits, invest in people, and wholeheartedly embrace the spirit of innovation,” Higginson said.

The new and returning competitions for this year included the Garland Canada Culinary Competition, Restaurants Canada Pizza Competition, Fried Chicken Sandwich Competition, Beyond The Rail Cocktail Competition, John Bil Oyster Shucking Competition, and Coffee Competitions.

Credits: Ojasvini Parashar

The show also had a range of dynamic speakers such as co-owner and chef of Vij’s Restaurant Meeru Dhalwala; sommelier, winemaker, and designer André Hueston Mack; chief economist and vice president of research for Restaurants Canada Chris Elliott; foodservice analyst for Circana Vince Sgabellone; senior vice president and head of Syndicated Solutions at Ipsos Asad Amin; senior principal and head of strategic partnerships at Technomic David Henkes; and founder of Marler Clark, Bill Marler.

Trends

The driving trends that we noticed this year at the The RC Show are “eatertainment”, sustainability and AI-powered personalization.

• “Eatertainment” is driving innovation in the industry, with restaurants leveraging interactive elements and entertainment to create memorable experiences that generate positive word-of-mouth.
• The food service industry remains focused on sustainability with a growing emphasis on plant-based products and menus including the ever-increasing trend of plant-based seafood.
• AI-powered personalization is revolutionizing the food service industry by allowing establishments to tailor their offerings and interactions to individual customer preferences. New trending technological advancements are widespread, impacting how customers eat and drink out, including helping businesses customize menus, and create more personalized recommendations and event-targeted diner messaging.

There was a total of 11 pavilions this year like, Bar & Beverage Pavilion, Canada Pavilion, Coffee, Tea & Sweets Pavilion, Design Pavilion, Eco Pavilion, Indigenous Pavilion, Ontario Pavilion, Quebec Pavilion, Tech Pavilion, The Black Experience Pavilion, and the World Pavilion.

Burcon will be offering hemp protein isolate, sunflower protein isolate and sunflower protein concentrate. In partnership with Burcon, HPS will assess hemp crop varieties to determine which are best suited for the new ingredients, while also developing, commercializing and scaling the technology needed to process the hemp into above-mentioned ingredients. Further along the value chain, Puratos and Burcon will each focus on using the hemp and sunflower ingredients in new food and beverage products, particularly baking applications, beverages and meat alternatives.

“The development of new ingredients and food manufacturing is integral to growing and strengthening Canada’s agrifood sector. Increasing ingredient manufacturing can help diversify our agriculture sector and increase our productivity, creating new economic growth for Canada,” Protein Industries Canada CEO Bill Greuel said. “Together, Burcon, HPS and Puratos are developing a line of ingredients, food and beverage products that will do this, while also bringing new, diverse protein options to market.”

A total of $6.9 million has been committed to the project, with Protein Industries Canada committing $3 million and the partners together committing the remainder.

“By bolstering the cultivation and processing of fava beans for use in Canadian ingredients and food, this project will increase the selection of healthy and sustainable food options for Canadians,” said François-Philippe Champagne, innovation, science and industry minister. “Projects like these show how Protein Industries Canada and its partners’ innovative approaches to food will not only increase Canadians’ access to nutritious options, but also build stronger and more resilient supply chains in Canada and abroad.”

As a crop growing in both acreage and use in plant-based products, fava is an ideal option for innovative work in the ingredient and finished goods market. Prairie Fava is building on this by growing DL Seeds’ fava varieties and then utilizing them in their patented processing methods, testing them for functionality and feeding information back to DL Seeds in order to inform new variety development. They’ll then supply Three Farmers with fava ingredients for further functionality testing in Three Farmers’ line of snack foods.

“Prairie Fava, DL Seeds and Three Farmers have taken a full value chain approach to strengthening the fava bean supply chain and market in Canada—an approach that’s needed if we’re going to make Canada truly competitive in the global plant protein space,” said Protein Industries Canada CEO Bill Greuel. “By working together across the ecosystem, crop breeders, ingredient manufacturers and food processors can capture the growing global protein opportunity, while providing consumers with a variety of healthy, high-protein snack options.”

The development of each the new varieties, ingredients and finished products will strengthen the supply of fava beans in the Canadian market, helping meet the rising demand for new sources of sustainable protein. The project will also enable each company to scale its product offerings and operations, including at Three Farmers’ recently opened facility in Saskatoon. Together, the partners will create new jobs and new opportunities for Canadians.

A total of $13.2 million has been committed to the project, with Protein Industries Canada investing $5.4 million and the partners investing the remainder.

“Three Farmers is thrilled to embark on this journey with our new Protein Industries Canada consortium, dedicated to amplifying production and innovation in the realm of fava beans as a value-added food item. We remain committed to enhancing the agricultural landscape of the prairies, continuously adding value to crops and fostering growth for our communities,” said Three Farmers founder and CEO Natasha Vandenhurk.

The show provides a platform for dialogue and innovative ideas. Access to the conferences, previously subject to a fee, will now be free for all visitors with the purchase of a regular ticket. The new conference format includes 10 thematic forums each lasting 1:45 hours, with keynotes and expert panels on packaging, innovation, trends, technology, to-go service, retail, supply chain management, etc.

SIAL Canada is repositioning its “cheese section” by renaming it “SIAL Dairy,” highlighting its openness to all players in the dairy sector. The Show also introduces a new competition honouring the Best Canadian Cheesemonger, chaired by master cheesemaker Yannick Achim.

Visitor registration begins on Monday, March 4. Click here to register.

The Cluster seeks to enhance Canada’s position in the global pork sector by conducting strategic research initiatives that will advance sustainability, resilience and growth opportunities. Research activities are expected to:

• improve understanding of sector environmental and climate performance and strategies to reduce GHGs and environmental impacts;
• stimulate greater productivity and product quality through new insights and technologies;
• enhance animal welfare and respond to diseases;
• advance the fight against antimicrobial resistance; and
• enhance the competitiveness of Canadian pork producers and processors.

SIP has already delivered three Swine Clusters. Successes of the previous Clusters include feeding strategies to increase productivity, decreased antibiotic use and improved pork quality, new methods to advance biosecurity within the Canadian swine transport industry, and a tool to classify Canadian pork based on quality attributes.

In addition to the Swine Cluster, Marie-Claude Bibeau, national revenue minister, on behalf of Lawrence MacAulay, agriculture and agri-food minister, also announced $1 million through the Greening Government Fund (GGF) to Agriculture and Agri-Food Canada (AAFC) to replace the ventilation system and controls at the Sherbrooke Research and Development Centre’s swine barn with heat recovery fans capable of higher efficiency.

The Treasury Board of Canada Secretariat provides funding for projects under GGF, a component of the Greening Government Strategy, which outlines targets to reduce the GHG emissions from federal operations. AAFC has also received $835,000 from GGF to replace the current oil-based heating system in the Normandin Research Farm’s main building with a pellet biomass heating system to reduce reliance on fossil fuels.

“Focusing on research in the pork industry will enable our producers and processors across the country to improve productivity and quality. The investment announced today will ensure the sector’s competitiveness and the industry’s sustained growth, both nationally and internationally,” said Bibeau.

According to the report, the integration of AI in food processing represents a transformative shift towards efficiency, safety, and sustainability in the food industry. AI technologies, including machine learning, computer vision, and robotics, are being deployed across various stages of food processing to optimize production lines, enhance quality control, and minimize waste. For instance, AI-driven predictive maintenance can forecast equipment failures before they occur, reducing downtime and maintaining continuous production flows. In quality control, computer vision systems are used to inspect and sort products with a level of precision and speed that surpasses human capabilities.

The AI in food processing market is experiencing rapid growth, driven by the increasing demand for automation and precision in food production processes. The market’s expansion is fuelled by technological advancements, the need to comply with stringent food safety regulations, and the push for more sustainable production practices. As food processors seek to enhance efficiency, reduce costs, and improve product quality, the adoption of AI technologies is becoming a strategic imperative. This adoption is evident across small-scale specialty producers to large multinational corporations, highlighting the scalability and versatility of AI solutions. The market is characterized by a wide range of AI applications, from robotic sorting systems to AI-powered supply chain optimization tools.

North America leads the AI in food processing market by accounting for a major revenue share of 36.4 per cent.

As AI systems rely on vast amounts of data, there are concerns regarding data privacy and security. Food processing companies need to establish robust data protection measures to ensure the confidentiality and integrity of sensitive information. Addressing these concerns and complying with data privacy regulations is crucial for the successful adoption of AI in food processing.

We are continuing this discussion during our annual webinar series on Trends and Innovations in Food. On Thursday, April 11, 1-2 pm ET, we’ll be discussing this very issue on our webinar titled “AI’s Role in F&B Processing.” I hope you can join this conversation. To register, click here.

“We’re thrilled with Madrí Excepcional’s success in the U.K., Molson Coors’ most successful European innovation. In just three years, the brand became the second largest above-premium lager in on-premise locations and the third-largest World beer across all channels in the U.K.,” said Frederic Landtmeters, president of Molson Coors Canada. “Above premium world beers are growing in Canada, and Madrí Excepcional aims to establish itself as a standout player in the market through its distinct branding, great taste, and authentic Spanish appeal. We expect the beer’s distinctive Spanish vibe to connect with Canadian consumers, offering a refreshing choice for beer enthusiasts.”

In March 2024, Madrí Excepcional will be available on draught in on-premise venues and on shelves in key retail locations across Canada.

Annex Business Media’s manufacturing group is hosting the annual Advance: Women in Manufacturing virtual summit to facilitate conversations about breaking barriers, advancing women into positions of their choice and #InspireInclusion.

Join this critical conversation, taking place on March 6 at 1 pm ET. The half-day virtual event will explore strategies to help women power their journey in Canada’s manufacturing industry.

Advance: Women in Manufacturing event offers live panel discussions, a keynote presentation, a workshop and on-demand sessions. This event features influencers in the Canadian manufacturing sector, as well as women who have trailblazed in their careers.

CLICK HERE TO SEE THE FULL AGENDA!

Speakers will explore strategies for fostering inclusion in manufacturing, effective workplace policies such as mentorship programs and leadership development initiatives as well as how to create a supportive ecosystem and how women can proactively champion their own voices and cultivate strong alliances to foster career advancement.

The 14 manufacturing media brands coming together to host the event include: Manufacturing AUTOMATION, Canadian Manufacturing Online, PLANT, Canadian Packaging, Canadian Plastics, Design Engineering, EP&T, Frasers, Food in Canada, Fenestration Review, MRO,  Canadian Process Equipment & Control News,  PrintAction, and Glass Canada.

Don’t miss this opportunity to connect with industry experts and thought leaders whose shared goal is to promote gender equity, diversity, and inclusion in Canadian manufacturing.

The food and beverage wholesale distribution industry is an integral part of Ontario’s food system. Almost everything we purchase from a grocery store has passed through a wholesale food and beverage distributor before it appeared on the store shelf. They are the link between manufacturers and retail outlets. Without wholesalers, the food and drink products we have access to and the way we buy them would be very different.

(Photo: Getty Images)

Why wholesale distribution?

Considering how important the food and beverage wholesale distribution industry is to our daily lives, it was concerning to see that in 2022 it had a much higher lost-time injury (LTI) rate (1.22) than the general services sector (0.67). These numbers tell us that wholesale distribution workers were getting hurt more often than workers in the other sectors WSPS serves. Because of this, WSPS decided to apply the proven risk assessment and root-cause analysis methodology, introduced by the Ministry of Labor, Immigration, Training and Skills Development (MLITSD). “Food and beverage wholesale distribution was chosen for this initiative because it had the highest subsector risk rating in the service sector and the third highest across the three sectors WSPS serves, based on WSIB premiums and LTI rates,” said Rishma Brenner, Health and Safety Consultant with WSPS. Rishma co-facilitated the risk assessment workshop.

Risk assessment and root-cause analysis workshops are not new to Ontario. Since 2014, they have been conducted with several sectors, including healthcare, mining, transportation, construction, and agriculture. More recently, Ontario’s food manufacturing sector went through this process and uncovered its top risks and the root causes of inadequate lockout tag-out, which was identified as the primary risk during the risk assessment activity. “This process has proven to be a systematic way to rank industry-specific risks as identified by the workers, supervisors, and employers who are working with and have the most knowledge of these hazards,” said Jody Young, President and CEO of WSPS. “This process moves participants away from pinning responsibility for safety on one group or another within an organization to collectively identifying ‘what keeps everyone up at night’ regarding their safety in the workplace.” It leverages the collective experiences of all involved to identify risks, rather than relying on lagging indicators.

For food and beverage wholesale distribution, WSPS invited workers, supervisors, and employers from companies of various sizes to participate in the risk assessment. These representatives volunteered their time to identify, discuss, and analyze the leading risk factors in their industry. In advance of the workshop, they submitted their top health and safety concerns. “We asked the participants to think about what was hurting them or could potentially hurt people or make them ill,” explained Rishma. “In total, 51 hazards were identified before the workshop. Three more were added on the day of the workshop, and one more was added post-workshop. So, 55 hazards were ranked, assessed, and validated.”

(Photo: Getty Images)

The top ten identified

Musculoskeletal disorders related to manual material handling topped the list of risks ranked by the group, which aligns with injury data from 2020 and 2021. During those years, the most common LTI in this industry was due to overexertion, especially while lifting, pulling, and pushing. The second highest risk, as identified by the group, was low-risk perception. This refers to the idea that workers and employers either aren’t aware of or don’t fully understand the risks they may be encountering at work. Third on the list was slips, trips, and falls, followed by workers’ heads struck against racking. The remainder of list included pedestrian safety, fatigue and stress as a risk factor, the presence of temporary workers (i.e., workers from a third-party agency), motor vehicle incidents during the transportation of goods, moving pallets around, and powered material handling equipment collisions with fixed structures/objects.

(Photo: Getty Images)

Collaboration led to a positive experience for all 

“By using an open, transparent, and collaborative process, we ensure that different perspectives and viewpoints are heard,” said Rishma. Her comments were echoed by Monica Sohi, Health and Safety Manager for Metro Ontario Inc. “This method of risk assessment is effective because it considers the larger picture of the industry. It allows for group input and discussion,” said Monica. “As each company has different processes, products, and work environments, this approach gave us the opportunity for a thorough discussion and to share our knowledge.”

Cameron Melin, a worker representative from Gordon Foods, found the risk assessment workshop to be a productive event. “I enjoyed the collaboration among others within my industry and I was happy to put my experience to use,” he said. “A risk assessment can sometimes be very one-sided and may favour a desired viewpoint. Because we were such a varied group, it led to an unbiased result.” Overall, this seems to have been a valuable experience for everyone. “Sometimes it seems like the only interactions we have on these topics are negative,” said Cameron. “This exercise helped build positive relationships.”

The next step for the food and beverage wholesale distribution industry is to complete a root-cause analysis workshop. The group will come together again to drill down on the top identified risk—musculoskeletal disorders related to manual material handling—and will examine what is causing them.  Then, the results will be shared by WSPS, system partners, and other industry stakeholders and the information used to develop resources specifically targeting the hazards in this subsector.

To access complete study results, a downloadable infographic and resources to address the risks in your workplace, visit: https://wsps.news/food-bev-wholesale.

These charts track flavour adoption and evolution around the world and provide an in-depth analysis of the ingredients and trends that will shape innovation in the food and beverage sector over the year ahead. The charts are an online resource that can be mined by product and menu developers worldwide.

To illustrate today’s incredible pace of innovation, Kerry researchers also conducted a deep dive into the lifecycles of two long-popular heritage flavours — orange and chocolate — and examined how these mainstream ingredients are now exploding into all manner of inventive product offerings around the world. These two case studies illustrate clearly how many traditional tastes worldwide are now fusing into new, innovative applications as product creators around the globe source, combine and recombine flavours and spices from distant origins into exciting new taste experiences.

Soumya Nair, global consumer research and insights director at Kerry, commented on the 2024 taste charts: “The global exchange and dissemination of tastes and flavours through social media and travel is still in its infancy, and globalization in food, beverage and cuisine development make this a truly exciting time to be in the industry. Although rapidly changing times can present great challenges, they also provide an unparalleled opportunity for brands to catch an emerging trend on the rise. We are seeing many unique flavour intersections in foods and beverages.”

Examples of some of the insights noted in this year’s charts include the following:

• Increasingly inventive crossovers of international cuisines are being seen, such as the innovative blends of Filipino and American dishes happening in the U.S., with Halo-Halo inspired cocktails, ube burgers, and adobo chicken sandwiches appearing on menus.
• Spice – literal and figurative – is being added to a wide range of more everyday foods, providing a dash of excitement, and a new sensation. From the now common-place spicy cocktails, everything from spicy chocolate and spicy honey to spicy sparkling waters are also being seen; with products often utilizing new and interesting spice ingredients, such as arbol peppers, gochugaru, and tajin seasoning.
• Young consumers are craving bold and unusual flavour combinations, driven by social media’s influence and a desire for novelty. This opens opportunities for sweet-savoury pairings like bacon milkshakes, coffee infused with black garlic, and chocolate bars with wasabi.
• Some very familiar flavours, such as orange, are getting a new look, with varietal and floral twists. Health considerations spurred by the pandemic also provided this source of vitamin C with a renewed wave of consumer appreciation.
• As always, people remain open to new experiences. Fruits such as yuzu are gaining popularity across multiple markets and applications, with recent launches including Yuzu Gose Beers in South Africa, Yuzu and Pepper Mayonnaise in China, and Yuzu Low ABV wines and alcoholic beverages in the USA and Australia.

To access the 2024 Kerry Taste Charts for the region of your choice, please click here.