Fresh Produce Journal Magazine - Issue 5 2024 - Festival of Fresh Special by fruitnetmedia

It might look great on paper, but how much can the fresh produce industry really expect from Defra’s last-minute ‘blueprint’ for growing domestic horticulture?

Government timing is no coincidence

Forgive my scepticism, but at what point in the electoral cycle do government promises become a blatant attempt to win votes – especially when they come from a party trailing by 20 points in the polls? The government’s so-called ‘blueprint’ to grow the UK horticulture sector (p.18-20) looks promising on paper, and the industry is right to welcome the support. But how much of it will this ailing government have time to enact, and why is it only starting to listen to the industry’s needs now, at the 11th hour?

At the time of writing, most are predicting an autumn election, but the vote could well be called sooner. In either scenario, the industry will have to hope that Labour – if it wins the election as predicted –takes up the baton and makes good on the Tories’ last-minute pledges.

One promise that seems likely to stick is the extension of the seasonal worker scheme (p.6) – because without it, there can be no domestic production at all. The announcement that the scheme would be guaranteed until 2029 has come as a huge relief. But it remains frustrating that calls have not been heeded for visas to be extended to nine months, that there is no rolling five-year commitment, and that farms are unable to recruit workers directly themselves (p.28-31).

One sector in which these issues are highly relevant is soft fruit – the focus of this magazine (p.26-34). The past few years have been tough for berry producers. To put it simply, they have faced an unsustainable mismatch between their production costs and their returns. After years of growth and optimism in the category, runaway inflation has been a harsh reminder that supply chains are only sustainable if the producer is paid fairly. Angus Soft Fruits MD John Gray says some retailers are starting to listen and give better returns (p.26-27), partly due to availability concerns. But there is still a way to go.

On a more positive note, the success of that particular business can provide inspiration to others. The Scottish berry supplier celebrates its 30th anniversary this year, and its steady rise is evidence of how an entrepreneurial family business can grow to have a big impact on the trade. To some extent, they were in the right place at the right time, but this should not detract from the message that even in today’s tough climate, innovative and sustainably run businesses can succeed.

We hope you can join us at Festival of Fresh 2024 in Evesham to discuss these issues and many more (p.12-17). We can’t wait to unite the industry once again. fpj

Fred Searle, Editor

Chairman Lochy Porter (left) and MD John Gray speak to

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Best of the fest

FPJ rounds up the highlights at Festival of Fresh 2024, including heavyweight speakers, wideranging exhibitors, tours of the Nationwide Produce depot, and a penalty shootout for FareShare

Challenges persist around profitability in the soft-fruit sector, but British Berry Growers chairman Nick Marston believes exports are a big opportunity for UK producers going forward

Thirty not out

Ambition, innovation and collaboration have all been key to the Angus Soft Fruits journey. The Scottish berry specialist celebrates 30 years of supermarket supply success

Help for hort

With a general election on the horizon, the government has unveiled plans for a raft of measures to support UK growers and boost domestic fruit and vegetable production

Another way

James Lloyd-Jones, the determined boss of Jones Food Company, is succeeding where others have failed by prioritising price and thinking differently about vertical farming

Photo: Berry Gardens Growers

EDITORIAL

editor Fred Searle

+44 20 7501 0301 fred@fruitnet.com

contributing editor Michael Barker michael@fpj.co.uk

senior reporter

Luisa Cheshire +44 20 7501 3723 luisa@fruitnet.com

managing editor Maura Maxwell

+44 20 7501 3706 maura@fruitnet.com

staff writer

Carl Collen

+44 20 7501 3703 carl@fruitnet.com

staff writer

Tom Joyce

+44 20 7501 3704 tom@fruitnet.com

DESIGN & PRODUCTION

design manager

Simon Spreckley

+44 20 7501 3713 simon@fruitnet.com

senior graphic designer Mai Luong

+44 20 7501 3713 mai@fruitnet.com

graphic designer Asma Kapoor

+44 20 7501 3713 asma@fruitnet.com

ADMINISTRATION

finance director Elvan Gul

+44 20 7501 3711 elvan@fruitnet.com

accounts receivable

Tracey Haines

+44 20 7501 3717 tracey@fruitnet.com

finance manager

Günal Yildiz +44 20 7501 3714 gunal@fruitnet.com

subscriptions +44 20 7501 0311 subscriptions@fruitnet.com

ADVERTISING

advertising manager

Gulay Cetin +44 20 7501 0312 gulay@fpj.co.uk

account executive Lucy Kyriacou +44 20 7501 0308 lucy@fpj.co.uk

EVENTS & MARKETING

head of events and marketing Laura Martín Nuñez +44 20 7501 3720 laura@fruitnet.com

events executive Poppy Bowe +44 20 7501 3719 poppy@fruitnet.com

MANAGEMENT

managing director, fruitnet europe Mike Knowles +44 20 7501 3702 michael@fruitnet.com

commercial director Ulrike Niggemann +49 211 99 10 425 ulrike@fruitnet.com

managing director, fruitnet media international

Chris White +44 20 7501 3710 chris@fruitnet.com

CONTRIBUTORS

Martin Emmett nfu

Martin calls on the next government to help boost domestic production, since it is the best way to mitigate the effects of climate change on UK food supply opinion–p22

Andrew Morgan global 78

Global logistics expert and advisor Andrew reports on the progress and next steps of his in-depth report into postBrexit fresh produce logistics and their effects on UK trade report–p42-43

Louise Sutherland

british berry growers r&d

Louise takes stock of what has been achieved so far by the R&D board of industry body British Berry Growers as it tackles the mounting challenges facing producers report– p32-33

Luisa Cheshire fresh produce journal

UK foodservice suppliers are having to adapt their methods and tailor their range to help struggling hospitality businesses stay afloat, Luisa writes feature–p44-45

©2024 Market Intelligence Limited, part of Fruitnet Media International. All rights reserved. Neither this publication nor any part of it may be reproduced, stored or transmitted in any form, including photocopies and information retrieval systems, without the prior permission of Market Intelligence Limited.

Printed by Bishops Printers, Portsmouth (UK) Fruitnet Media International The Food Exchange, New Covent Garden Market London SW8 5E, United Kingdom tel +44 20 7501 3700 info@fruitnet.com fruitnet.com

The DIGEST

The government has committed to a five-year seasonal worker visa scheme in a major boost for UK growers.

Responding to John Shropshire’s Independent Review into Labour Shortages in the Food Supply Chain, Defra said it would implement a series of new measures to support the industry (see pages 18-20). The flagship item is the announcement that the seasonal worker visa route would be extended for five years until 2029 to give businesses time to plan effectively.

Some 43,000 visas will be available to the horticulture sector in 2025, with another 2,000 visas for poultry. Further details of the number of visas available for 2026 to 2029 will be set out later this year, Defra said. The measures include up to £50 million of further funding for new technology to support fully automated packhouses, with more support to follow to bring robotic crop pickers on a par with human pickers in three to five years. The government also aims to create a comprehensive strategy to enhance skills provision and attract domestic workers.

Environment secretary Steve Barclay said: “We have a world-class food and drink sector, and the measures announced today will strengthen this by boosting funding for the cutting-edge technology that will reduce reliance on migrant labour in the long term. Businesses do best when they can plan effectively for the future, which is why we’ve extended the seasonal worker visa route until 2029 to give farmers and growers the certainty they need to thrive.”

The NFU, which has campaigned for a long-term commitment from government on seasonal labour, welcomed the news. President Tom Bradshaw said Defra’s commitment to seasonal labour would be a “huge relief” for the horticulture sector.

ABOVE—NFU

president Tom Bradshaw welcomed Defra’s measures RIGHT—

Supermarkets defended their produce buying practices

OPPOSITE TOP—

BAPL data shows UK retailers are buying more British topfruit

OPPOSITE BELOW—

Waitrose unveiled plans to source its UK fruit and veg from regenerative farms

Photo: NFU

Retail executives deny exploiting UK growers

Supermarket senior executives defended their fresh produce buying practices and pledged their keen support of British growers when giving evidence to a cross-party parliamentary committee investigating fairness in the food supply chain.

Representatives from Tesco, Sainsbury’s, Asda, Lidl and Waitrose faced questions on food price inflation, profits and relationships with producers from the House of Commons Environment, Food and Rural Affairs (EFRA) Committee at Westminster on 30 April as part of EFRA’s ongoing inquiry.

In this fourth evidence session, MPs posed questions based on testimony given at a former hearing by BAPL’s Ali Capper and Riverford’s Guy Singh-Watson about supermarket buying behaviour.

Lidl GB chief commercial officer Richard Bourns said he did not recognise the allegation made by Capper that supermarkets had delisted topfruit producers based on inflationary price pressure. And Tesco commercial director for fresh food Dom Morrey countered claims made by Singh-Watson of supermarket bullying practices, stating that many British growers had been supplying Tesco for over 25 years.

Kris Comerford, chief commercial officer for food at Asda, said the retailer would take any allegation of bullying seriously. He added that supermarkets were prevented from bullying suppliers by the Groceries Code Adjudicator.

UK is ‘laughing stock of Europe’, says FPC boss

Briatin has become the “laughing stock of Europe” thanks to the government’s handling of the postBrexit border situation, Fresh Produce Consortium (FPC) chief executive Nigel Jenney has claimed.

In an extraordinary tirade against the government’s handling of the new border arrangements, Jenney lambasted the government for both “singlehandedly creating the world’s most inefficient and expensive border”, and “squandering” a “once-in-alifetime opportunity” that will have consequences for both businesses and consumers.

“The UK government has ignored our extensive advice on how to streamline border processes,” Jenney said. “Instead, they’ve created a strategy that is both incompetent and hugely expensive. This will drive up costs for our sector, which will ultimately be passed on to consumers already struggling with the rising cost of living. We have become the laughing stock of Europe.”

Farmer confidence ‘at an all-time low’

The confidence of English and Welsh farmers is at an all-time low, a troubling new NFU survey has indicated. The union’s Farmer Confidence Survey shows that short and mid-term confidence is at its lowest level since records began in 2010. Because of this lack of confidence, production intentions have also plummeted with all farming sectors expecting to decrease production next year.

Supermarkets buy more UK topfruit

Seven out of 10 leading supermarkets have increased the volume of British topfruit they buy compared to last year, new analysis indicates.

Trade body British Apples & Pears (BAPL) has been monitoring which supermarkets have surpassed last year’s performance

and which are lagging behind when it comes to supporting domestic growers.

The latest analysis, which takes in the first six months of the season, shows that the top performers were Sainsbury’s – which bought 2,737 more tonnes of British topfruit from BAPL growers than the previous year – and Lidl, which bought 2,597t more.

Waitrose backs regenerative suppliers

Waitrose plans to source all its British fruit and vegetables from farms using regenerative practices by 2035. In a major announcement under the banner of ‘Farming for Nature’, Waitrose outlined how it plans to work with its British suppliers to move towards nature-friendly farming practices.

The move builds on the retailer’s commitment to reach net zero across all its UK farms by 2035. fpj

Photo: Philip Panting

The Breakdown

Price inflation falls for 15th month

• Take-home grocery sales rose by 2.9% in the four weeks to 12 May.

• Grocery price inflation also fell for the 15th month in a row to 2.4%, the lowest level since October 2021.

• Inflation now sits only 0.8 percentage points higher than the 10-year average of 1.6% between 2012 and 2021. This was just before prices began to climb.

• Own-label lines are proving resilient and are still growing faster than brands, making up over half (52%) of total spending. Sales of premium own-label ranges continue to increase too, up by 9.9% compared with a year ago.

Retailer market share. Source: Kantar, 12 w/e 12 May 2024

Source: Kantar

Balanced fruit load augurs well for new Picota season

Spanish Picota cherry growers are looking forward to a positive and well-balanced season as the sector bounces back from devastating rainfall last year. Thanks to a combination of greater fruit availability and grading capacity, the sector anticipates an export volume of between 2,000 and 2,300 tonnes this year. Unseasonably heavy rain last June resulted in half of the Valle del Jerte

being lost.

• With the Euro 2024 football tournament and the Olympic Games on the horizon, the summer months could see sales increases for the retailers, particularly if they are paired with warmer temperatures.

• Ocado was again the fastest-growing grocer over the 12 weeks to 12 May, with sales up by 12.4%. This was well ahead of the total online market, which saw sales increase by 5.4%. The online-only retailer accounts for 1.8% of the grocery market, though this figure rises to 3% in London.

• Lidl reached a new record-high market share of 8.1%, fuelled in part by its bakery counters, as well as its loyalty scheme.

• Britain’s biggest grocer Tesco now takes 27.6% of the market – an increase of 0.5 percentage points since last year. This marks the retailer’s largest annual share gain since January 2022.

• Tesco’s 5.6% growth in sales was matched by Sainsbury’s, whose market share nudged up 0.3 percentage points to 15.1%.

Brakes has donated the equivalent of

meals in the decade of its partnership with FareShare

The balance between pricing and quality

As Easter unfolded, the grocery scene witnessed a captivating interplay between consumer behaviour and pricing tactics, particularly concerning fresh produce. Despite headlines heralding the 14th consecutive period of slowing inflation rates, it’s the delicate equilibrium between affordability and quality that truly commands our attention.

Retailers, acutely attuned to the appeal of traditional Easter fare, inundated consumers with promotions on essential vegetables like potatoes, carrots, and onions, slashing prices to attract even the most budget-conscious shoppers. This bold strategy not only drew crowds, but also raised a fundamental question: what is the true cost of affordability?

While staple Easter vegetables saw increased demand, non-staple categories witnessed a notable shift towards premium offerings. Interestingly, despite lower inflation rates, consumers displayed a steadfast appetite for premium produce, signalling a departure from conventional wisdom.

The allure of quality appears to transcend economic fluctuations, leading to significant volume growth in premium tiers. Items like easy peelers, oranges, and berries

Retail price continuum

Strawberries (600g)/ Tesco (London) +£1.25

JOE SHAW ROBERTS Strategic insight director Kantar

have all enjoyed newfound popularity. Yet, it’s not just the appeal of premium products that warrants attention, but also the strategic manoeuvres of discounters that underscore a changing retail landscape. With a substantial lead in produce volume growth, discounters have carved a niche by offering both affordability and quality – a delicate balance that traditional supermarkets must strive to match.

Historical data suggests that lower grocery inflation and price deflation could reshape consumer spending habits, necessitating agile strategies and a deep understanding of evolving preferences.

The Easter narrative serves as a microcosm of the intricate dance between affordability and quality – a balance retailers must master. Reflecting on the lessons learned, it is clear that success in produce pricing lies not just in bargains, but in the skilful fusion of value and quality. fpj

Deals, deals, deals

Source: BG Insights, 13 May 2024

Tomatoes (300g)/ Waitrose (east) +75p

Oranges (1kg)/ Spar (east) +74p

Apricots (320g)/ Tesco (London) -£1.10

Courgettes (x3)/ Tesco (London) -£1.39

Cherries (150g)/ Waitrose (east) -£1.50

Source: BG Insights, 13 May 2024

SPEAR

Sales@nationwideproduce.com

www.nationwideproduce.com

FESTIVAL OF FRESH 2024

Programme

Festival atmosphere

At Festival of Fresh in Evesham on 13 June, speakers on the Inspiration Stage will assess the state of play in the UK fruit and vegetable industry and discuss what it takes to thrive at a difficult time for the sector

PROGRAMME

08.30-09.20: Registration and welcome coffee

09.20-09.30: Welcome address

09.30-11.00: Production and trade

With a general election approaching, industry leaders, trade bodies, top CEOs, and logistics experts discuss the hot topics in production and trade – from inflation to border checks, labour, government support, and R&D. Expect lively debate and frank discussions.

- Martin Emmett, NFU

- Jack Ward, British Growers Association

- Nick Marston, British Berry Growers

- Nigel Jenney, FPC

- Tim O’Malley, Nationwide Produce

- John Gray, Angus Soft Fruits

- Dirk Hoffmann, DP World

11.00-11.30: Coffee break

11.30-12.45:

Retail, foodservice and marketing

Leading voices in retail supply, foodservice, marketing, and branding come together for a fascinating session on the latest trends, challenges, and opportunities in fresh produce. Expect insights, innovation, and inspiration.

- Ali Capper, British Apples & Pears

- Richard Walker, Sysco Fresh Direct

- Laura Fry, Kantar

- Lorraine Fountain, Coregeo

- Kyla Flynn, Coregeo

- John Heginbottom, Albert Bartlett

- Naomi Farmer, Brandbloom

Worcestershire

12.45-13.15: Festival of Fresh Awards

We announce the winners of the Festival of Fresh Awards, now in their second year, as selected by Fresh Produce Journal’s editorial team for outstanding achievement in the UK fruit and vegetable industry.

Awards will be presented in the following six categories:

- Retail Supplier of the Year

- Non-Retail Supplier of the Year

- Marketing Magic Award

- Sustainable Champion Award New category for 2024: - Innovation Award

13.15-14.15: Lunch

13.45-14.15: Penalty shootout in aid of FareShare

See page 17 for more info.

14.15-15.30: Sustainability

Key players in environmental agriculture, precision farming, organic production, and compliance discuss new ways to ensure the sustainability and success of the UK fresh produce sector. Expect innovation, progressive thinking, and big questions.

THIS PAGE AND OPPOSITE—Scenes from Festival of Fresh 2023, hosted by AMFRESH in Alconbury

Photos: Emily Saunders

- Jim Windle, Branston

- Kate Bannister, NFU

- Richard Bonn, Aethr Associates

- David Sanclement, The Summer Berry Company

- Ed Ayton, Abel & Cole

- Romy Wilkin, JFC

Plus, there is a handful of separate talks and showcases on exhibitors’ stands throughout the day. fpj

Festival of Fresh 2024 takes place on 13 June at Evesham United Football Club in Evesham, hosted by Nationwide Produce. Tickets cost just £190, with discounts for groups of two or more attendees. See fruitnet.com/festivaloffresh for details.

FESTIVAL OF FRESH 2024

Sponsors and exhibitors

MEET OUR sponsors and exhibitors

Spanning all aspects of the fruit and vegetable industry, these are the innovative companies and organisations sponsoring and exhibiting at Festival of Fresh in 2024

logistics via the auctions, and the personal service of the exporters, Flandria products arrive ultra-fresh to the British market.

PLATINUM SPONSORS

Nationwide Produce (also exhibiting) is one of the largest, longest-established, and most diverse produce companies in the UK. What do we do? Well, just about everything in fresh produce. We grow it, we grade it, we pack it, we trade it, we import, and we export. Nationwide Produce started life as Bernard O’Malley & Sons, in Lancashire, back in 1975. So, we’ve been in business for nearly 50 years and we’re still a family-run and family-owned business. Group turnover for the financial year 2022-23 was a record £177 million. Our customers are in every sector of the market: foodservice, catering, processing, wholesale, export, and retail – and they want to be able to buy a full range of vegetables, fruit and exotics from around the world every day. We provide this service to over 1,000 customers throughout Europe, every day of the year. Whether you’re a caterer or a processor, whether you require potatoes or pomegranates, we’re here to serve you.

Fresh from Flanders (also exhibiting) flies the flag for Belgian fresh produce. And the country offers a wide range if you wish to buy top quality. The favourable climate; the fertile soil; the craftsmanship of the growers; and the ultra-modern systems for production, sale and quality control undoubtedly have something to do with this. Add the suppliers’ personal service and Belgium’s central, easyto-access location, and it’s clear why Belgian fresh produce is loved the world over. Flandria is the Belgian quality label for fruit and vegetables and it is a sure bet on the shelves, both at home and abroad. The label guarantees environmentally friendly cultivation, quality, and freshness. Only top-quality products with a perfect taste and impeccable appearance deserve the Flandria label. Thanks to its close proximity of the production area, efficient

Asia Fruit Logistica is organised by Global Produce Events (HK), a joint venture company owned by Fruit Logistica organiser Messe Berlin and Fruitnet Media International. Asia Fruit Logistica is the leading continental trade show for Asia’s fresh produce business. The 17th edition of the show takes place on 4-6 September 2024 at AsiaWorldExpo in Hong Kong. It is co-located with Asiafruit Congress and Asiafruit Business Forum, which are organised by Asia Fruit Logistica’s knowledge partner Asiafruit Magazine. Asia Fruit Logistica covers the entire fresh produce industry value chain and its service support companies, as well as the latest, innovative products and ideas. There is no better opportunity to make an impact with your company’s message on top buyers from the leading Asian markets and around the world.

Fruit Logistica is the world’s biggest trade fair for the fresh produce industry and your access to the global market. At Fruit Logistica you can find the complete

range of products, services and technical solutions from every part of the value chain. In addition to the three main segments – fresh produce, machinery and technology, and logistics – important focal points at Fruit Logistica include smart agriculture, greenhouse production, and organics. Fruit Logistica connects you with the industry’s leading players. Exhibitors from over 90 countries gather in Berlin to meet trade visitors from 140 countries.

for category managers and agri-professionals to access anytime, anywhere. Our team of data collectors visits stores nationwide every week. They gather thousands of data points from 12 major retailers, including images and information that can only be discovered in store. It is produce data you can rely on.

NFU The NFU represents more than 46,000 farming and growing businesses across England and Wales. It champions British agriculture and horticulture, campaigns for a stable and sustainable future for British farmers and growers, and works to ensure the best possible deal for its members. The NFU recently helped secure significant commitments from government, including the extension of the seasonal workers scheme, a blueprint for growing UK horticulture, and the publication of a Food Security Index.

The Summer Berry Company is an international year-round berry grower with operations in England and Portugal. It supplies the best retailers in the UK and Europe and is proud to delight its customers with firstclass raspberries, strawberries, blueberries, and blackberries. The company is at the forefront of sustainability practices applied to modern agriculture.

EXHIBITORS

City Harvest rescues food, people, and planet by preventing food waste, providing life-changing food to London communities, and reducing GHG emissions from waste. We make food businesses sustainable and impactful by redistributing food that would otherwise be wasted. We deliver food to grassroots organisations feeding those most in need, making London a healthier and happier city.

B-hive Innovations is a leading agritech R&D company bringing innovative solutions to the fresh produce supply chain and wider agricultural industry. We fuse machine learning, engineering, data science, genetics, biology, and project management expertise to increase marketable yields, optimise produce quality, reduce waste, and enhance agricultural revenues.

Coregeo grows fresh produce into successful household brands. Working across the entire supply chain, from field to fork, our expert team offers a unique range of services to add real value to your fresh produce business, all backed by over 30 years of experience and industry knowledge.

Digipal provides services to the most prominent names in retail, specialising in the chilled and fresh produce sectors in the UK and Europe. With over 25 years of experience in pallet pooling and asset tracking, Digipal supplies retail-approved plastic recyclable pallets for all of your inbound and outbound requirements.

Planasa is a global leader in the agri-food sector, specialising in breeding the next generation of berry varieties across blueberries, raspberries, strawberries and blackberries. Aside from soft fruit, Planasa also has substantial experience and a longstanding tradition in other products such as garlic, asparagus, and avocados. »

British Growers Insights is the UK’s largest and most up-to-date source of fresh produce point-ofsale data. It provides high-quality, timely retail data on fresh produce and is all in one place,

FareShare is the UK’s biggest charity tackling food waste to support social good. We take good-to-eat surplus food from across the food industry, sort it in our regional warehouses across the UK, and pass it onto a network of over 8,500 charities and com-

munity groups. These include school clubs, community centres, older people’s lunch clubs, and hospices. FareShare distributes the equivalent of 128 million meals a year. That’s four meals every second.

Luis Vicente was born about 50 years ago from the entrepreneurial spirit of the Vicente family. It is a company with recognised merits in the fruit and vegetables sector. With a competent and experienced team of professionals, Luis Vicente is responsible for the commercialisation of more than 50,000 tonnes of fruit and vegetables all over the world. It is present both in origin and in destination. Besides Portugal, it operates in markets including Brazil, Costa Rica, Canada, Spain, the Netherlands, the UK, Russia, Morocco, Angola, Dubai, Singapore, Malaysia, and many others. Its headquarters are in Torres Vedras, Portugal. It has several production, logistics and commercial units both on the mainland and islands, with similar models in the US, Europe and Africa.

OAL helps food manufacturers automate. An innovative family business, based in Peterborough, the company provides automation and system integration services to food manufacturers. It’s a market leader for AI, digital transformation, label and date code verification, and robotic powder weighing.

Proseal are an innovative organisation within the tray-sealing industry. We take pride in their highquality, efficient tray-sealing and case-packing machines, and also in providing a service that surpasses customers’ expectations. With 25 years’ experience in the field, our business continues to go from strength to strength.

sustainable, recyclable and compostable eco-friendly packaging. Additionally, we continually innovate to ensure that customers’ automated packing lines are optimised to increase speed of product to market to give shelflife improvements.

Marco supplies world-beating ROI solutions to the food industry, significantly reducing all forms of cost and waste in the global food chain. Marco’s unique combination of software and high-quality hardware offers key advantages over competitors to deliver greater control and management insight.

Ravenwood Packaging is a global leader in linerless labelling, label verification, and pack inspection systems. Our linerless technology is rapidly emerging as a sustainable alternative to single-use plastic in the fresh produce industry. At Festival of Fresh 2024, we are showcasing two new linerless innovations alongside our established Nobac 5000L, designed for applying linerless ‘Fruit Lids’ to cartonboard and e-flute trays.

Redpack Packaging Machinery is the numberone solution provider in the flow wrap machine and product conveying business. We manufacture flow wrap machines in our factory on the outskirts of Norwich. We successfully serve a wide range of industries from fresh produce to cosmetics, bakery products, greeting cards, gifts, toys, household products, and many more. Many companies of all sizes, right up to blue chip, trust our combined 756 years of experience with their brands. We are constantly working with customers to develop new

Smurfit Kappa is a FTSE 100 company and one of the leading providers of paper-based packaging in the world, with operations in 22 European countries, 13 countries in the Americas, and one country in Africa. Our experience and expertise create new opportunities for our customers, and we are constantly updating our pack design and innovations to provide the optimum choice and packaging supplies. Almost all of the raw materials are sourced from our own paper mills, so consistency is always a key attribute of our products. Because those products are 100 per cent renewable and produced sustainably, we help our customers reduce their environmental footprint. Eighty per cent of our children are not eating enough vegetables, with a third eating less than one portion a day. Veg Power’s mission is to inspire kids to love vegetables and to share that joy with their parents today and their own children tomorrow. fpj

Smart Weighing Technology Experts

FESTIVAL OF FRESH 2024

Tours and penalty shootout

TAKE A TOUR, score a penalty

Book a tour of Nationwide’s revamped Evesham depot, and put on your shooting boots for the Festival of Fresh penalty shootout in aid of FareShare

Festival of Fresh 2024 host, Nationwide Produce, is offering conference delegates an exclusive glimpse behind the doors of its £3.5 million, 38,000 sq ft Evesham depot.

Nationwide Produce Evesham o ers an extensive fresh produce selection, from exotic fruits to root crops and salads, making it a onestop shop for Nationwide’s foodservice, catering and wholesale customers.

Festival of Fresh visitors can sign up for an exclusive 40-minute tour of the facility – which is located just ﬁve minutes’ drive from the festival venue at Evesham United Football Club.

Visitors will see some of the depot’s 300 produce lines, learn

13.06.24

about the logistics behind Nationwide Produce’s growing wholesale business, and understand the critical role of transportation in its operations.

The tour will also cover Nationwide’s procurement processes, and highlight the importance of strong partnerships in maintaining a consistent supply chain. Additionally, guests will gain insight into the company’s rich history as it approaches its 50th anniversary next year.

All delegates registered to attend Festival of Fresh 2024 will receive an email inviting them to sign up for a tour. If you want to join one, download the attached tour booking forms, ﬁll them out, and email them back to poppy@fruitnet.com.

Tours will leave at regular intervals from 10am to 3pm during the event on 13 June at Evesham United Football Club. To join a tour at your chosen time, make your way to the meeting point, which will be marked by a ﬂag.

Groups of eight delegates will be shuttled by minibus to Nationwide Evesham, where they will be greeted by members of the Nationwide Produce team. At the end of each tour, minibuses will bring delegates back to the festival.

Penalty shootout

Attendees are also invited to dust off their football boots at this year’s show. In a Festival of Fresh ﬁrst, FPJ is holding a charity penalty shootout in aid of FareShare. The organisation ﬁghts food waste and hunger across the UK by redistributing food to almost 11,000 frontline charities.

To mark the eve of the Euro 2024 football championship in Germany, delegates are invited to test their skills against an Evesham United academy goalkeeper.

To take part, simply make an online donation to FareShare here: shorturl.at/3rOFw. The suggested donation per kick-taker is £50, but participants are welcome to donate more.

Whoever triumphs in the shootout will win a free subscription to FPJ, a photo appearance in the publication, and a Euro 2024 replica football. fpj

Production PROMISES

The government has unveiled plans for a whole host of measures to support UK growers and increase domestic fruit and vegetable production. Fred Searle reports

With a general election approaching in the coming months, it’s high time for political pledges. And although the Conservative government could well be ousted later this year, it certainly can’t be accused of under-promising right now – particularly when it comes to the horticulture sector. The extent to which the government will have time to enact its purported vision remains to be seen.

On 14 May the government held its second Farm to Fork Summit at 10 Downing Street and marked the occasion with the announcement of a new blueprint to help grow the UK fruit

and vegetable sector and improve the country’s food security. It also published its first annual UK Food Security Index.

More than 70 businesses and producers attended the summit, including Berry Gardens Growers, various other major producers, Tesco and Aldi. They discussed the challenges facing the sector, including recent adverse weather conditions.

The Food Security Index will allow the government, industry and farmers to monitor the impacts of external factors, such as Russia’s invasion of Ukraine and extreme weather events.

It sets out how government will track UK-wide food security on an annual basis, by monitoring domestic food production, land use, input costs and farmer productivity.

This year’s report shows that the UK farming sector is at its most productive since records began. But it also highlights the UK’s heavy reliance on

imports, especially in fruit and vegetables.

Currently, the UK produces the equivalent of just 17 per cent of the fruit and 55 per cent of the vegetables that end up on British plates, significantly lagging behind meat, dairy and grains.

Boosting horticulture

In a bid to rectify this, the blueprint sets out a whole host of measures to boost domestic fruit and vegetable production.

As part of the government’s plans, a new Horticulture Resilience and Growth scheme is set to replace the retained EU Fruit and Vegetables Aid Scheme from 2026. Through this new scheme, the government said it will look to double the amount of funding given to horticulture businesses, taking it to £80 million per year.

Up to £10m will be made available to help English orchard growers access equipment, technology and infrastructure to support the growing of British fruit.

The PM will also launch a review into the barriers that horticulture growers face to upscale their businesses, including promising to cut red tape around the building of glasshouses.

A further £15m will be invested in Genetic Improvement Networks to boost access to more resilient crop varieties that require fewer inputs and therefore cut farmers’ costs.

The government said it would also support farmers to get a fair price for their products by laying new regulations on ‘reasonable and transparent contracts’ in Parliament for fresh produce, eggs and pigs. This follows similar action for the diary sector earlier this year.

A new supply chain adjudicator, Richard Thompson, will also be appointed, to help ensure fairness in the supply chain.

Fred Searle

Photo: Berry Gardens Growers

The message from government

Prime Minister Rishi Sunak said: “This package of support will help farmers produce more British food, delivers on our longterm plan to invest in our rural communities, and ensures the very best of our homegrown products end up on our plates.

“I know for many farmers, the impact of adverse weather in recent months has made working the land even harder, but my message is clear: our support for you is unwavering and we will be with you every step of the way.”

Environment secretary Steve Barclay added: “This announcement will turbocharge the growth of our horticultural sector, supporting the building of cuttingedge glasshouses and innovative

farming techniques to put British fruit and vegetables on our plates all year round.”

Industry reaction

Reacting to the government’s new blueprint, NFU horticulture and potatoes board chair Martin Emmett said: “It is great to see the UK horticulture sector so well recognised in the Prime Minister’s announcements.

“We welcome the commitment to legislate to improve contractual relationships, and I look forward to working on the detail of this to ensure we get the balance right for our sector.

“We are also pleased that the government has taken on board our calls for a bigger and more accessible replacement for the EU Fruit and Veg Aid Scheme.

However, we now need to see the detail of how the Horticulture Resilience and Growth offer will be made available to all growers and how this will promote growth in the sector, all at a time when so many are facing a crisis of confidence and facing serious cashflow issues.”

Meanwhile, Ali Capper, the executive chair of British Apples & Pears, said topfruit growers would be “absolutely delighted with this much-needed announcement” and “especially heartened by the announcement of up to £10m for English orchard growers to access equipment, technology and infrastructure”.

She also welcomed the doubling of funding for the new Horticulture Resilience and Growth scheme but said “we will need to look carefully at the detail to ensure it doesn’t add more red tape with any new structures”.

The government’s promises

Energy and water

• Explore how to encourage co-location of controlled environment horticulture (CEH) industries with waste heat, waste CO2 and existing heat networks, for example via industrial energy policies and the Strategic Spatial Energy Plan.

• Provide £75 million to support internal drainage boards (IDB), to accelerate recovery from the winter 2023 to 2024 storms. Provide opportunities to modernise and upgrade assets that benefit and support resilience for farms and rural communities.

Planning

• Review the outstanding planning barriers for the horticulture sector, including formally reviewing over summer the planning barriers that may be stopping CEH growers from building and expanding their glasshouses.

• Consult on a Permitted Development Right for small-scale, single on-farm wind turbines.

Food security

• Replace the retained EU Fruit and Vegetables Aid Scheme with a new Horticulture Resilience and Growth scheme from 2026 onwards.

• Defra will look to double the amount of funding given to horticulture businesses, taking it to £80m per year. The new offer will recognise the Producer Organisation model, while also bringing individual businesses within the scope

OPPOSITE—The PM met producers including Berry Gardens LEFT—Over 70 businesses attended the summit at Number 10 BELOW LEFT—The event also hosted CEOs and founders from three major vertical farms: JFC, GrowUp Farms and Fischer Farms »

Photo: Berry Gardens Growers

Photo: GrowUp Farms

• Up to £10m will be made available to help orchard growers access better equipment, technology and infrastructure. There will also be increased support for packhouse automation of up to £50m (more detail below).

Supply chain

• Progress the Supply Chain Review for fresh produce, publishing the responses to the consultation and drafting the forward timetable on legislating.

• Explore how to optimise long-term cold storage of crops so that more UK-grown produce can remain fresh for longer and be consumed out of season.

We now need to see the detail of how the Horticulture Resilience offer will be made available to growers and how this will promote growth

visa route for another five years from 2025 to 2029 (see page 6). The number of visas available to the horticulture sector in 2025 will be set at 43,000. Further detail of the quota levels from 2026 to 2029 will be set out later in 2024 following discussion with the sector.

• Turbocharge automation in horticulture to help boost productivity and transition away from low-skilled migrant labour. Increase existing support for packhouse automation to up to £50m. And support the purchase of robotic and automatic equipment through the Defra Farming Investment Fund (FIF) schemes.

• Accelerate the adoption of automation technology and foster greater collaboration between government, industry, and education providers.

• Communicate government’s commitment to supporting the horticulture sector directly to investors to help give them the confidence to invest.

fresh farm food from going to waste”.

Exports

• Deliver an export masterclass with the horticulture sector in 2024 to identify priority market access barriers and build sector knowledge and readiness for exporting around the world.

• Support UK CEH businesses to explore overseas export opportunities, in order to underpin high-skilled jobs and drive business growth.

• Continue ongoing work to tackle over 20 export barriers for UK fruit and vegetable products.

• Continue to challenge the EU’s ban on UK seed potato exports.

Skills and innovation

• Extend the seasonal worker for support.

• Invest an additional £15m in the Genetic Improvement Networks (GINs) and establish a new GIN on soft fruits to boost access to more resilient varieties that require fewer inputs and therefore cut farmers’ costs. Confirm the successful bidders for the research contracts from July 2024 to June 2029.

• Introduce secondary legislation to implement the Precision Breeding Act on gene editing, making it possible to develop new products in years instead of decades and bring them to market more easily. Commercial varieties could be grown and harvested by 2027.

• Continue to work closely with industry and the plant breeding sector to facilitate routes to market for precision-bred varieties, including through the precision breeding industry working group and through events to boost collaboration between genetic researchers and plant breeders. fpj

• Launch the £15m Farm Gate Food Waste Fund to “stop millions of tonnes of good, ABOVE—The seasonal worker scheme has been extended to 2029

government plans to facilitate glasshouse construction

More UK production is key to climate response

TMARTIN EMMETT Chairman NFU Horticulture & Potatoes Board

he fierce challenges of the last winter, as British vegetable growers tackled waterlogged soils, highlighted the challenges to national and global food security presented by the reality of climate change. Extreme weather events are being experienced in key production areas across the world; this season has already seen prevailing drought and excessive temperatures in southern Europe and devastating flooding in Kenya.

It is in this context that the importance of the British fresh produce sector was highlighted at the second Farm to Fork Summit in Downing Street on 14 May. This, and any future government, cannot ignore the likelihood of ongoing disruption to global fresh produce supply chains. The best way to mitigate these impacts is to expand and develop home production.

The public needs secure and a ordable food supplies. And growers need conﬁdence they will have a long-term commitment from the government, suppliers and customers, upon which they can base further investments.

While we welcome the attention gained at the summit, the reality is that it will take months for many of the details of the government’s commitments to emerge. In the meantime, the NFU will be focused both on addressing the immediate challenges and securing the promised outcomes.

Just ahead of the summit, we had the long-awaited Defra response to John Shropshire’s review of labour in the supply chain. The most signiﬁcant outcomes being a commitment to ensure seasonal workers can enter the country on time-limited visas over the next ﬁve years, and an allocation of 43,000 visas for the horticulture sector next year.

The NFU has committed a huge amount of

resource to securing this outcome, because it has been a critical factor limiting growth. While the mechanism for getting workers into the country might be addressed, we still need to ensure this remains an a ordable option. Historically, we know the visa scheme has served both employers and employees well, with high rates of returnees year on year. Going forwards, it is critical that the burden of costs and responsibilities associated with employing workers from overseas is balanced in a fair and reasonable way. It is not helpful to have arbitrary standards in assurance schemes, like Sedex, that relate to how travel and visa costs are covered ahead of the government-funded review on the sustainability of the ‘employer pays’ principle.

Although the ﬁnancial incen-

tives announced at the summit grabbed the headlines, some of the other more practical measures are also hugely important to the sector. Protected cropping will play an increasing role in maintaining resilient food supply, and the government has pledged to reduce red tape in the planning process. However, one of the biggest barriers to new developments is the application of biodiversity net gain requirements. A tax that was scaled against housing and commercial developments is completely inappropriate for the extensive areas covered by greenhouses, which also contribute to a net reduction in cropped area.

As always, the NFU maintains a constructive and clear dialogue with government to ensure our shared commitment to food security is realised. fpj Comment

ABOVE—NFU president Tom Bradshaw met the PM at the recent Farm to Fork Summit

Photo: NFU

CIV: YOUR PARTNER FOR FRUIT INNOVATION

Italian strawberry breeder CIV is responding to the needs of UK strawberry growers and consumers through its varietal innovation in everbearer and low-chill strawberries

The CIV (Consorzio Italiano Vivaisti) is a research centre committed to developing the best new varieties of strawberries. The aim is to meet the future challenges for agriculture and to improve fruit quality, plant productivity and environmental sustainability – by breeding new varieties with better natural resistance.

The key pillars of our breeding programme are to improve:

• Organoleptic quality

• Shelf life

• Productivity

• Tolerance to pathogens

Our goal is to promote projects that add value along the entire supply chain, from farmer to distribution – and deliver a great eating experience to the final consumer. CIV positions itself as a partner in varietal innovation, actively involving all major players in the fruit industry.

Everbearer strawberries

In the UK market, we are experts in everbearer strawberries, taking into account all of the supply chain’s needs. Our Murano variety is loved by growers, buyers and consumers for its quality and consistency throughout the whole season. Meanwhile, our premium variety Ania® is appreciated for its intense and unique wild strawberry flavour.

For farmers looking for high yields, we have Vivara, while Cantus® offers good productivity and excellent shelf life.

Low-chill selections

CIV is also working on developing new low-chill strawberries

suited to the Mediterranean climate. In this way, we can respond to the needs of the distribution chain by providing high-quality strawberries all year round.

Shayda® stands out for its early ripening and consistent production throughout the season. And it is an ideal choice for export thanks to its remarkable shelf life, as well as its fruit uniformity, impressive organoleptic qualities, and aromatic flavour.

The CIV R&D team is also working on new low-chill selections of strawberry suited to glasshouse cultivation in the UK. The aim is to produce 365 days a year, reaching high quality standards and productivity.

Together with our partner Idris Consulting, CIV is exhibiting at Fruit Focus on 10 July at NIAB in East Malling. Come and find us at stand 514. To book a meeting and learn about the latest innovation in the strawberry industry, send us an email at management@civ.it. fpj

LEFT—The Shayda® variety is well suited to export

ABOVE LEFT—Ania® is a premium variety with an intense wild strawberry flavour

FOCUS ON BERRIES

Thirty and THRIVING

The British berry sector is going through a tough time, but the entrepreneurial spirit of Scottish supplier Angus Soft Fruits stands it in good stead. Fred Searle explores the company’s past, present and future on its 30th anniversary

Fred Searle

Three decades is a long time in any business, but few could have predicted the scale of the UK berry sector’s transformation in that period. One business that has ridden the wave of consumption growth, varietal renaissance, and now squeezed margins is Angus Soft Fruits. And the Scottish berry producer is a great example of how a small family business can grow to make an outsized impact on the British fresh produce trade.

For Angus Soft fruits, the journey first began 70 years ago, in 1964,

when a man named Willie Porter hand-planted two acres of strawberries in the county of Angus on the east coast of Scotland. He drove them down to Manchester to sell at the city’s fruit market. And the strawberries were so popular that he trebled production over the next two years and started selling them at Covent Garden Market in London too.

Subsequently, in the 1970s, Porter’s cousin James Gray began growing raspberries and then strawberries, also in Angus, for sale at Manchester fruit market

and others in England. The two sides of the family would later join forces to create Angus Soft Fruits. But this didn’t happen until Willie Porter’s son Lochy – now company chairman – returned from working in New Zealand and rented East Seaton Farm in 1991. He later bought the farm in 1996 with Debbie, his wife.

At that time, they also farmed spring barley, winter wheat, potatoes, oilseed rape, and cattle. But Lochy decided to focus on berries due to rising supermarket demand, advances in growing techniques –and because that’s where his interest lay.

Seizing the moment

“In the early 1990s there was strong demand from the UK supermarkets, who were very keen to develop the soft-fruit sector,” Lochy recalls. “There was a great opportunity for us to supply Scottish strawberries, which in those days came after the English fruit was finished. This, and the fact that Scottish berries ripen more slowly than English, gave the Scottish fruit a point of difference which allowed us to speak to the retailers directly.”

In 1994, Angus Soft Fruits was born. And the business started selling its strawberries and raspberries directly to supermarkets – rather than through various large marketing desks, as they had previously.

“The other big development at that time was the change in the agronomy of soft-fruit production,” says Lochy. “You had the development of cold storage, trickle irrigation, raised bed production, and season extension. The timing was perfect, and we took advantage of all that.”

Expanding supply

The initial idea was for the company to grow and sell its own fruit. But in the 2000s that changed, and the company started packing and supplying the fruit of other Scottish berry growers too. These partnerships were forged when in 2001 Angus Soft Fruits agronomist David Griffiths developed a bespoke production system for strawberries and early raspberries, known as the Seaton System.

“It meant growers could buy all the production kit, build it to our specification, and plant the varieties our customers wanted,” Lochy explains. “That was a big change, and growers we’d never worked with before

were very interested to come on board.”

This allowed Angus Soft Fruits to grow its strawberry volume in the Scottish supply window (from late April to the start of October), but soon this was no longer enough. The major multiples started demanding year-round supply so they could simplify their sourc-

from some of its UK competitors was in the realm of varietal development. And in 2002 the company launched the Angus Soft Fruits Breeding Programme. This paved the way for the very first strawberry to be sold in a UK supermarket’s premium tier, namely the AVA variety in Tesco’s nascent Tesco Finest range.

ing arrangements. Along with other major berry suppliers, Angus Soft Fruits had to start sourcing counter-seasonal fruit. And investments in Morocco and Chile were complemented by supply relationships with external growers in Spain and Poland. From the early 2000s, the company’s production also expanded to include blackberries and blueberries.

Breeding success

Where Angus Soft Fruits stood out

The premiumisation of soft fruit is a trend that has only gathered pace in the 21 years since. But managing director John Gray (son of the aforementioned James) sees plenty of opportunity to grow the premium segment further, estimating that it still only accounts for around 10 per cent of the retail market. This could prove increasingly important as growers grapple with margin pressure and climaterelated availability challenges.

Since the success of that first

AVA variety, the company’s breeders have brought through a host of other AVA-branded cultivars – the latest additions being premium raspberry varieties AVA Monet and AVA Dali.

“Raspberry producers are under a huge amount of pressure at the moment,” says John. “We’ve seen plantings decrease due to rising labour and production costs, and stagnant retail prices. So, we wanted to bring through varieties that fetch a premium, deliver on yield, and minimise crop management and picking costs.”

Sustainable future

These challenges aren’t limited to raspberries of course, and John has been vocal in calling for more sustainable returns for growers. In 2024, he published his Nuffield paper on increasing producers’ share of the value chain.

“As berry growers, we’re caught in the unsustainable position of our costs accelerating faster than our returns,” he says. “Obviously, the retailers sell the product, but it’s not a blame game. They have their own pressures.

“There is a degree of overcomplication in the supply chain, so there are opportunities for us to streamline pack sizes and varieties, which would allow us to reduce costs a little. But fundamentally, it’s about working together with supermarkets to arrive at a sustainable position. Several are definitely starting to listen and give better returns, partly because of recent availability issues. There has been a reaction this year, but there’s still a way to go.”

Lochy believes it is important that retailers are helped to understand the true cost of production. He points to other industries, such as eggs, where supermarkets have “had a bit of a fright on supply”. This has forced them to “dig a bit deeper” and properly understand production costs. “In the egg sector, I think that shift has made it a better industry for everyone.”

The pair agree that closer and more collaborative relationships with retailers are crucial to the future success of both Angus Soft Fruits and the wider berry sector. But innovation and a thirst for improvement are also key.

“Never be too satisfied,” says Lochy. “Keep looking, keep asking questions, and make good decisions for the long term. We’ve been around for 30 years now, but we’re in it for the long haul.” fpj

OPPOSITE—Lochy Porter (left) and John Gray

ABOVE—L-r: Lochy Porter, Willie Porter and James Gray

TOP—AVA Monet minimises crop management and picking costs

FOCUS ON BERRIES

British Berry Growers

BERRIES’ BIG OPPORTUNITY

Soft-fruit producers have plenty of reasons for optimism despite some major challenges facing the sector. Michael Barker speaks to British Berry Growers chair Nick Marston

Michael Barker

After two decades of spectacular growth that has given strawberries, blueberries, raspberries and blackberries a combined retail sales might of over £1.8 billion, life has been anything but easy for soft-fruit growers over the past three seasons. Since 2021, swingeing input cost increases have put

MIDDLE—Nick Marston

BOTTOM—Growers want a fair price for their produce

extreme stress on growers’ margins at a time when chronic post-Brexit labour shortages have hit hard and retail price inﬂation has dampened volume sales. Several small and medium-sized producers have been unable to survive the storm and have ceased trading as a result.

And yet, despite a number of ongoing challenges, one senses the tide has turned. Unlike their cousins in the ﬁeld veg, salad and potato sectors, berries have withstood the vagaries of the British weather remarkably well, with crops looking good for the season ahead. The latest sales ﬁgures show around nine per cent year-on-year volume growth in the category,

and with good news ﬁnally coming on the seasonal worker front and a plan to grow domestic production and exports, there’s plenty to be excited about.

For Nick Marston, who has been chair of industry body British Berry Growers (BBG) since 2017, top of the list of priorities is ensuring growers get a fair price for their produce and the chance to take advantage of the seemingly insatiable appetite the British public has for homegrown fruit.

“I think growers are still very concerned about cost of production pressures,” he tells FPJ, citing 20 per cent increases in the past couple of years, and a further ﬁve per cent this year on the back of government wage increases.

“They’re also thinking about how we can square the circle with retailers’ short-term ambitions. We have been saying for two or three years that a more strategic approach has to be taken, and I think we are starting to see that now. I’m hearing from growers that retailers are more engaged, they are more understanding that there are serious issues out there, and that we’ve got to maintain the sustainability of the UK berry industry. It’s a job everybody has to attend to, not just growers.” »

Government support

There’s a push for retailers to commit to longer-term contracts that better reflect growers’ production cycles, but industry eyes are also expectantly awaiting the outcome of Defra’s review into fairness in the horticultural supply chain, which Marston believes offers a seminal opportunity. In particular, he wants to see ‘fair dealing’ clauses mandated for contracts, noting that while the Groceries Code Adjudicator has done sterling work in many areas, pricing is not in its remit.

So what would a fair dealing clause look like? Marston envisions that for the period of a contract a base price would be negotiated, and then on top of that, key inputs such as labour costs would be tracked. The total price would move accordingly, removing the volatility and ensuring profitability for suppliers. Such a system has already proven successful in sectors such as dairy and eggs. “We haven’t seen that sort of thing in horticulture yet, where it’s all been pretty short-termist and a price shootout,” he says.

There’s no question that profitability is still constrained in the berry sector, and it’s leading growers to make some difficult decisions about what crops to prioritise. While a reduction in the planted strawberry area in the UK

hasn’t led to a meaningful decline in volumes across the season, there has been a drop-off in the early months of the season due to the poor profitability of Junebearers.

“There’s a structural shift into everbearers, which means there will be enough fruit in the second week of July right the way through to late October, but May and June are shortening up,” Marston explains.

“Again, the retail industry has to get its head around the fact that if you want something, you have to pay the price it costs to produce, and you can’t pay the same price all the way through the season.”

For this summer, crops are looking in good shape, and there are high hopes that the months ahead will continue an upward trajectory for volume sales. Last year saw cool weather and steady production, with all the strawberry crop sold and lower volumes of packs sold on discount. But raspberries, which are most exposed to labour cost inflation, are suffering a reduction in total production.

BBG’s other asks of government have included a fit-for-purpose, long-term rolling replacement for the Producer Organisation (PO) scheme, which Marston notes has cost the government less than £40m a year. With a high proportion of berry producers in POs, it was important to get clarity, and

there has been progress on that front with the news that Defra is setting aside £80m for a new Horticulture Resilience and Growth Scheme to replace the retained EU Fruit and Vegetables Aid Scheme.

BBG would like to see a proportion of Environmental Land Management scheme funding directed to environmentally friendly techniques in intensive horticulture – such as winter water capture or photovoltaic panels – and for a national planning framework to take into account storage reservoirs, glasshouses and polytunnels.

And then there’s the long-standing issue of labour, but there has been a major breakthrough in that area with the government’s announcement earlier this month that it is committing to a five-year seasonal worker scheme, with 43,000 visas for horticulture, up until 2029.

BBG and other industry bodies have welcomed the move, but have reiterated their call for it to be a rolling five-year scheme, and for nine-month visas to be made available to better reflect the needs of growers and workers. “Extending the seasonal worker visa scheme until 2029 provides much-needed stability for berry growers, allowing us to plan effectively,” Marston says. “However, we urge the government to provide a rolling five-year commitment. This would avoid a return to the fraught uncertainty around labour which has threatened the sustainability of our industry.

“In addition to a longer visa, we also want to trial direct recruitment by farms, rather than going through scheme operators. This would lead to a shorter and more transparent chain, a more cost-effective system for growers and workers alike, and stronger relationships between farms and skilled seasonal workers.”

Growing exports

There’s no doubt there is strong demand from both British retailers and consumers for the nation’s crop, and that means taking advantage of constricted overseas supply to increase domestic production. For BBG, growing the industry also involves looking beyond these shores, which is not an area the UK soft-fruit industry has involved itself in to any meaningful extent.

Citing declining domestic production in major markets such as Germany – which still largely grows outdoors using traditional methods – and the cachet

LEFT & OPPOSITE—British Berry Growers, through its association with marketing agency Red Brick Road, continues to promote soft fruit to consumers in innovative ways

of British produce further afield in high-value markets such as the Middle East, Marston believes there are numerous markets to target.

“I think there’s a substantial opportunity for the UK to produce berries, and particularly strawberries, for export in future years,” he explains. “Our ambition is to continue to satisfy UK demand and also to produce a further 50 per cent for export over the next 10 years. In the past, we’ve tended to only export when we have a surplus, and if you have a surplus, the chances are everybody in Holland, Belgium and Germany does as well because it will be weatherdriven. But programmed exports are a huge future opportunity.”

With the effects of climate change making production more difficult in hotter countries, Britain could well play a bigger role in the global supply of berries – as long as the country focuses on proper management of water and water infrastructure, Marston believes.

It’s not just shortages overseas that are giving reason for optimism, but also the advanced nature of British production itself. Growers have made major strides in improving efficiency – growing on table tops, in coir, and backed by technology such as drip irriga-

tion. Trials with robotics, and photovoltaic coverings for polytunnels that both transmit light and generate electricity, offer a tantalising glimpse of the future.

The berry industry, like other sectors of fresh produce, has had to take its destiny into its own hands when it comes to research following the winding down of AHDB Horticulture. Every BBG member is now paying a new R&D levy, but that is significantly lower than previously – 0.08 per cent versus 0.5 per cent with the AHDB. That cash is funding crop protection applica-

tions through HCP, the new organisation managing the process on behalf of the industry.

For Marston personally, the job continues to be exciting and enjoyable despite the challenges. “I love the berry industry, and it’s really nice to be involved in the production of something that’s really healthy and in demand,” he says. It’s clear that working closely with growers and farmers is something that energises him, which is reflected by his other professional interests: Marston is a non-executive director at both vegetable supplier East of Scotland Growers and combinable crops business Openfield, as well as working with Kent-based egg producer Fridays.

It makes for a varied and interesting job. And with the berry sector never standing still, there will be no shortage of things to put his mind to. FPJ

FOCUS ON BERRIES

Berry R&D THRIVES IN YEAR 1

Last year, British Berry Growers formed its new R&D board to support the research needs of soft-fruit growers, funded by a voluntary levy. Chair Louise Sutherland reflects on what has been achieved so far

Our approach has been one of collaboration with other crop associations, researchers and industry partners – to deliver high-quality, relevant, and cost-effective researched solutions for our members. British Berry Growers (BBG) was in the vanguard of crop associations that worked with Jack Ward, John Chinn, AHDB, Defra and others across the industry to establish a new company, Horticulture Crop Protection Ltd (HCP), to ensure the legacy of EAMU (Extensions of Authorisation for Minor Use) work continued after the winddown of AHDB Horticulture.

BBG has also been working in partnership with the HCP team to ensure that the authorisation of soft-fruit crop protection products has continued seamlessly postAHDB. I would like to thank all at HCP – the EAMU team, CEO Simon Conway, chair Ali Capper and the HCP board – for all their hard work.

BBG has also been collaborating with research organisations such as NIAB, James Hutton Institute, Warwick Crop Centre, the University of Lincoln, and Plant Health Centre, Scotland, to tackle key sustainability and productivity challenges facing UK growers.

BBG’s R&D vision

BBG’s R&D board was established in January 2023 with a clear remit to set the R&D direction and strategy, as well as determine priorities and oversee activity. Importantly, the six members are all berry growers, thereby ensuring that BBG R&D is relevant to grower needs and challenges.

R&D board members represent different soft-fruit crops, regions and BBG member organisations, with a diverse range of interests, including breeding, integrated pest management (IPM) and biological controls, biodiversity, agri-technologies, and net zero. They are supported by specialist advisers in crop protection and biological control.

The BBG R&D board quickly established its vision: “a thriving British berry industry driving excellence through research” with a mission “to support soft-fruit growers with researched technical and environmental solutions for a sustainable future”.

BBG’s R&D strategy is informed by our soft-fruit risk register, which reflects the key pest, disease and weed threats to the industry. It is updated twice a year, with input from across the industry including producer and marketing organisations as well as independent agronomists. This ensures that it reflects both current challenges facing our growers, but also emerging threats and potential invasive pests and diseases.

BBG also supports horizon scanning for potential new pest, disease and weed threats and direct monitoring by collaborating with researchers, the Plant Health Centre in Scotland, and the industry working

group under the chairmanship of Harriet Duncalfe.

Delivering plant protection

Working with the HCP team, BBG uses the risk register ratings to identify gaps in current soft-fruit IPM approaches and then prioritise EAMUs for crop protection products, biological controls and biopesticides. This helps to address the shortfalls where no effective IPM solution is currently available. To date, we have collectively delivered three Emergency Authorisa-

tions (EAs) and ﬁve EAMUs with a further three EA applications submitted for the 2024 season.

BBG is taking a proactive approach to identifying new crop protection products, biological controls and biopesticides to support and extend IPM control strategies. For example, BBG has already commissioned eﬃcacy trials for thrips and whitefly this summer.

The BBG R&D strategy is underpinned by targeted research on key soft-fruit pests and diseases. This is done by identifying knowledge gaps and working with

researchers across the UK and overseas to develop researched technical and environmental solutions to address them.

Working with British Stone Fruit, BBG has commissioned year-round pest monitoring in 2023 and 2024 to provide growers with early warning and insight. In 2024, BBG started new research on new biological control approaches for our growers. We have also been supporting research on genetic improvement and resilient supply chains, as well as encouraging the uptake of IPM through UK and international collaboration.

Knowledge sharing

The final pillar of BBG’s R&D strategy is to disseminate and communicate our findings and outputs in a prompt and convenient format to help growers make timely decisions. In the first year, BBG members received a total of 47 updates on pest monitoring, crop protection products and research findings.

Finally, I would like to thank all our collaborators, especially BBG members and growers, for their ongoing input and support. Their contributions are vital in helping make our ﬁrst year of berry-focused R&D a success. We look forward to further developing our partnerships and collaborations in the coming years to deliver researched technical and environmental solutions for a sustainable future. FPJ

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LEFT & OPPOSITE—British Berry Growers has developed a comprehensive strategy around research and development

FOCUS ON BERRIES

BerryWorld drives SOFT FRUIT SUCCESS

Hannah Goss, senior insight manager at BerryWorld UK, explains to Luisa Cheshire how 30 years of varietal development has helped grow the UK berry category

How have berry sales evolved in Britain over the last 12 months?

We saw berry sales increase by 6.8 per cent year on year in 2023. This is a higher level than in previous years, when the ﬁgure was nearer two per cent, according to Kantar. In 2023, berries experienced 1.4 per cent growth, from shoppers buying them more frequently. And now, 84 per cent of the population buys berries throughout the year, 2023 ﬁgures from Kantar reveal.

Blueberries are increasingly popular with customers – sales are up 15 per cent so far this year, according to Kantar. Over the year to March 2024, we have seen new customers enter the blueberry category, adding an additional £2.5m in sales.

Meanwhile, at BerryWorld, we are celebrating 30 years of varietal development, testing over two million varieties and winning international accolades for ﬂavour across the full berry patch. This continuous investment in taste has helped improve category quality. This has driven repeat purchase rates and improved available market tonnage, which is up 4.7 per cent so far in 2024.

How has the cost-of-living crisis aﬀected shopping behaviour when it comes to berries?

Over the last year, the premium berry tier is the fastest-growing segment at 18.5 per cent, while the value tier has been in decline, down 5.7 per cent. So, despite customers feeling the pinch, they are investing in good-quality berries as an in-home treat.

What is exciting you in the softfruit category?

It is exciting to see more customers buying premium-tier berries. So far this year, more customers have traded up from the value tier, generating a rise in sales worth £1.2m. At the same time, existing premium shoppers spent more on top-quality berries, generating an extra £11.6m this year compared to last [Kantar].

It is great that shoppers are eating the best-quality fruit available on the market and having a positive eating experience, which

in turn is driving them to return to the category. Customers are also getting great value on the premium varieties, and we have seen retailers run premium-tier large-pack and multibuy o ers.

From a BerryWorld perspective, we are excited about working towards reducing our carbon footprint. We have designed a bespoke carbon calculator for soft fruit with the Farm Carbon Toolkit. Our carbon-reduction roadmap supports our farms to reduce carbon emissions and share improvements with one another. fpj

TOP—Retail promotions on large and extra-large berry packs is helping boost sales

ABOVE LEFT—BerryWorld’s senior insight manager Hannah Goss

ABOVE RIGHT—BerryWorld’s award-winning varieties are driving category growth

Luisa Cheshire

Vertical farming

Reaching HIGHER

Fred Searle travels to Jones Food Company’s new multi-million-pound vertical farm to meet its maverick CEO and founder James Lloyd-Jones

Fred Searle

It doesn’t take long to notice three things about James Lloyd-Jones, the 37-yearold boss of vertical farming business Jones Food Company (JFC). Firstly, he isn’t afraid to take risks and do things differently. Secondly, he backs himself – and his team. And thirdly, he’s an astute businessman who has his priorities straight.

The vertical farming sector has taken a battering in the past two years, with a raft of businesses collapsing in the UK and around the world – largely due to soaring energy prices. But JFC has bucked the trend and continues to go from strength to strength.

The producer of baby leaf salads and herbs is a vertical farming success story built on its founder’s clear-headed but ambitious approach. That and a tonne of investment from majority share-

holder Ocado – but more on that later.

Prioritising price

While many other vertical farms have floundered, JFC has expanded. And just eight months ago it opened a bigger second site in Lydney, Gloucestershire –known as JFC2 – to supersede its original facility in Scunthorpe, Lincolnshire. The total cost: an eye-watering £23m (partly due to inflation in steel prices). The ambition: to build nine more like it in the UK.

“We’ve always thought about vertical farming very differently,” he says. “We sell what we think is a premium product, with good shelf life and a nice taste profile. But it’s at a price that everyone can afford.

“At most of the vertical farms that have failed in the last couple of years, the business model was

very similar: premium product, premium price, high headcount, high overheads.

“They didn’t have enough headroom in their pricing or cost base. So, the minute their costs went up, it wiped out any margin. If you’re a commercial grower of any kind, you’ve got to deliver high-quality crop. But you’ve also got to do it as cheaply as possible, so you have a bit of a buffer.”

One way of keeping down costs and minimising cost volatility, Lloyd-Jones says, is to use renewable energy sources. And this is exactly what JFC does at both its sites. It has installed large PV systems on the roofs of the farms and works with renewable energy companies to supply the rest of its energy requirements from other renewable sources such as wind and battery storage. “We can fix our energy prices for 10-15 years,” he says. “And that means we’re very confident on our selling price for a long period of time.”

A supermarket’s best friend

JFC’s bagged salads at Asda are “£1, year-round”, and that’s something their CEO is “very proud of”. “Asda have been fantastic,” he says. “They believed in what we’re doing at Lydney before we even built the system. That takes some real belief and balls from a national retailer – especially given all the new technology we’re using here.”

In September last year, JFC launched its branded ‘Homegrown’ range at Asda. And this followed other 2023 listings for vertically farmed bagged salads, including Fresh Leaf Co. at Iceland and Unbeleafable at Tesco, both produced by Kentbased GrowUp Farms.

Getting fruit or vegetable brands on shelf at UK supermarkets is notoriously difficult, but the recent success of vertical farms in doing just that is perhaps

unsurprising when you consider two things. Firstly, that there is a sexy and novel story to tell with vertically farmed products. And secondly, that vertical farms may just have the leverage with retailers that many suppliers of conventional produce lack.

In products like herbs and salads, the likes of JFC and GrowUp are a godsend for supermarkets because they offer security of supply. Yes, there are clear sustainability benefits to vertical farming in terms of cutting water use, reducing labour requirements, and extending storage life. But the biggest win for the retailers is the controlled growing environment – the near guarantee that crops

OPPOSITE—JFC CEO and founder James Lloyd-Jones

ABOVE—Hannah Hobhouse is JFC’s deputy grower

TOP—JFC2 has almost three times as much tray space as JFC1

can be grown to spec 365 days a year, without worrying about increasingly extreme and volatile weather.

The Ocado factor

Against this backdrop, vertical farms make a lot of sense in certain crops (herbs, salads, strawberries and cut flowers, for example) – as long as they can make the sums add up and attract enough investment to get up and running. For JFC, that’s where Ocado comes in. The online retailer’s involvement began in 2019 when they bought out early investors who made the initial £5m investment in JFC through the government’s Enterprise Investment Scheme in 2017.

Since then, it is fair to say Ocado has pumped a lot of money into the business – roughly £25m in fact. And the retailer has been a big help in other ways: it has given JFC access to its ‘black book’ of engineering contacts, as well as providing the validation to potential customers that “if a multi-

billion-pound company owns a controlling stake, you should at least take a phone call with us”.

Nevertheless, Lloyd-Jones is clear that every listing it wins with Ocado “is commercial – they’re a supportive customer but they don’t do us favours”. This absence of favouritism is perhaps underlined by the fact that although Ocado came on board as the »

DISPLACING IMPORTS

JFC has calculated that 94 vertical farms the size of its new facility in Lydney (almost 14,500 square metres of tray space) would have enough capacity to displace all herb and salad imports to the UK.

“Most UK consumers are driven by price. And that’s why our competition is with produce imported from Spain, Portugal, Kenya and so on,” says Lloyd-Jones. “That’s who we’re going after, not other producers and vertical farms in the UK.”

LOCATION, LOCATION, LOCATION

The site in Lydney was mainly chosen for its proximity to various supermarket depots. JFC can deliver to distribution centres in Avonmouth, Bristol, Cardiff, Minehead and Birmingham in less than two hours. In under three hours its lorries can be in Chichester, where major customer Vitacress is based. Or in under four hours they can be in Dartford.

We’ve always thought about vertical farming very differently. We sell a premium product at a price that everyone can afford

majority shareholder in 2019, JFC did not start supplying them until February this year.

The JFC boss is clear that every pound in the business is accountable, and all unnecessary costs are eschewed. “We don’t have a flashy office, and I expect our staff to pick up pens and notepads when they visit suppliers, to help keep down our stationery budget,” he says, with veritable pride.

“We’ve never been subsidised. We’ve never had a grant. I think that is our superpower. Because we don’t have to compromise with people.”

Taking risks

Lloyd-Jones’s willingness to a) work tirelessly, b) forego luxuries, and c) forge his own path was apparent in the company’s early stages. He says he “worked hard, didn’t take a salary, and racked up a huge amount of credit card debt”. But more than anything, that initial period indicated his willingness to take risks in order to succeed.

“You don’t change the world by taking a big salary, and that’s why I decided to sell what I had, use some savings, and just go for it,” he says. “I think a lot of people are scared of taking risks and doing stuff these days, aren’t they?

“It’s very easy to say to people: ‘Shit, don’t do that. You’ll never make it happen.’ It’s very hard to be one of those people that go for it anyway. Being thick-skinned and not caring what people think really helps.”

SITE SPECIFICS

JFC2 in Lydney was opened to increase the company’s growing capacity following the success of its original vertical farm in Scunthorpe (over 5,100 square metres of tray space), which had no scope to expand.

The Lydney warehouse produces upwards of 10.5 tonnes of herbs and salad per week, while Scunthorpe does four tonnes.

JFC2 grows and packs salad mixes and basil – eight different leaves in total – for supply to a number of SKUs at Ocado and Asda.

The Scunthorpe site grows a number of herb lines (basil, parsley and coriander) for use in various herb sauces. These are sold in Ocado and independents under JFC’s Leaf brand, as well as going to certain white-label customers. The site also does tree propagation.

And one more point on stationery: Lloyd-Jones says his most powerful tool is the notebook. “Notebook after notebook after notebook. I keep them all. And with a bit of luck, if I’ve had an idea I haven’t completed, I return to it and say: ‘Ah, now it’ll work’.” fpj

TOP—The new facility in Lydney produces over 10.5 tonnes of herbs and salad a week MIDDLE—JFC supplies 30 per cent of the UK’s fresh-cut basil to major retailers BOTTOM—The producer launched its Homegrown range at Asda last year

Photo: Chris White

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LOGISTICS after Brexit

Andrew Morgan of Global 78 reports on the progress and next steps of his in-depth research into post-Brexit fresh produce logistics

Food supply systems – even domestic ones – are inherently complex. Further, the information required by businesses to plan and execute strategies for logistics resilience is often fragmented or inaccessible. This is never more so than when addressing the new trading and regulatory environments triggered for cross-border operations by Brexit.

Technology can give events rapid and wide impact. And experts observe that Brexit itself is anything but simple. Effective food supply management is therefore difficult.

With this in mind, in January Global 78 embarked upon an ambitious new research project to understand how fresh produce logistics is adapting to new trading environments and regulatory regimes postBrexit. The research programme will run throughout 2024 and into 2025.

PROGRAMME OVERVIEW

TRACK ONE: ‘POST-BREXIT LOGISTICS: FOOD SUPPLY NETWORKS’

• UK and Ireland

• Continental connections

• Export and import

• Multiple food product categories

• RoRo transport mode

TRACK TWO: ‘POST-BREXIT LOGISTICS: FRESH PRODUCE SECTOR’

• UK only

• Overseas connections

• Export and import

• Fresh produce category only: highly perishable products

• All transport modes

ever possible. This helps ensure that data analysis results retain a firm grasp on operational reality.

Track One, ‘Post-Brexit Logistics: Food Supply Networks’, examines how export and import food trade flows in the UK and Ireland that rely on roll-on rolloff ferry networks work in the post-Brexit world. Track Two, ‘Post-Brexit Logistics: Fresh Produce Sector’ – with FPJ as its media partner – focuses mainly on highly perishable fresh produce flows.

Food supply imperatives include responsible sourcing, authenticity, food safety, and adequate shelf life. Supply chains require multiple transfers of product and information. System integrity can be challenged by war, pandemics, seismic events, geopolitical tensions, economic or social pressures, security issues, water shortage, crop failures, extreme weather, and climate change.

Importantly, the project is independent, impartial, and politically neutral. Also, while focused principally on logistics resilience in the two selected arenas, it highlights related aspects, such as carbonreduction initiatives. Then, to provide meaningful information for business strategists and policymakers, outcomes published from mid-July onwards will illuminate the significant features, processes, issues, risks, and dependencies.

Evidence gathering involves public domain literature search, analysis of official statistics and reports, and review of conference papers, company reports, and marketing material. This is supplemented by interviews and site visits to “walk the process” wher-

Ferry routes scrutinised in Track One include the high-intensity routes of the Dover Corridor, those of the Northern Corridor across the North Sea and Irish Sea, and routes in the South-West Group, particularly those linking Ireland with the continent. Close attention is also paid to the status and deployment of the UK Border Target Operating Model.

Among other considerations, ports are assessed by throughput capacity, maritime and landside access, vessel discharge/ loading facilities, vehicle marshalLogistics

ling arrangements, and operating hours (including customs and port health). Route capacity between ports is also calculated based on vessel configurations and service frequency.

The result is a quantified description of the complete RoRo network with information about cycle times and logistics cost drivers. Meaningful trade flow analysis – segmenting import and export flows by mode of arrival/departure, vehicle or load type, temperature regime, and seasonality – then enables an understanding of how the fresh produce traffic flows sit within the overall (competing) traffic of a particular port or ferry service.

The highly perishable fresh produce sectors being researched in Track Two are baby leaf salad, lettuce, spinach, tomatoes, and berries. The programme considers both consumer demand patterns in final markets and how supply market locations change during the horticultural production year.

Some 100 stakeholders (companies, agencies, and individual experts) are being invited to participate. These include growers and packers, importers, exporters, ports, shipping lines, wholesalers, retailers, trade bodies, government regulators and enforcement agencies, and businesses in a host of other categories.

The invitations to date have generated a good level of interest, with 12 entities already hosting visits and submitting relevant material. It should be noted that non-disclosure agreements are in place whenever required.

Circulation of programme outcomes (reports planned for July 2024 and January 2025) will be restricted to participants. Further, because this work requires (modest amounts of) collective sponsorship rather than being client-funded, successful completion depends on receipt of adequate financial support. Sponsors will, however, benefit from exclusive webinars for in-depth discussion of outcomes.

IN-SCOPE RORO PORTS, FERRY OPERATORS, AND SERVICES

SOUTH-EAST GROUP

Harwich

Tilbury

Purﬂeet

Dover

Folkestone

Harwich

Tilbury

Purﬂeet

Dover

Folkestone

Rotterdam (NL)

Hoek van Holland (NL)

Zeebrugge (BE)

Dunkerque (FR)

Calais (FR)

Coquelles FR)

Dieppe (FR)

NORTHERN CORRIDOR

Irish Sea North Sea

Rotterdam (NL)

Hoek van Holland (NL)

Zeebrugge (BE)

Dunkerque (FR)

Calais (FR)

Coquelles FR)

Dieppe (FR)

Rosslare (IE)

Cork (IE)

Newcastle

Middlesbrough

Hull

North Killingholme

SOUTH-WEST GROUP

Fishguard Pembroke Dock Ports in northern Europe

Plymouth Poole

Portsmouth

Ports in Norway, Sweden, Denmark, and Germany

Santander (ES)

Bilbao (ES)

Roscoﬀ (FR)

St Malo (FR)

Cherbourg (FR)

Ouistreham (FR)

Le Havre (FR)

Freight ferry operators: Brittany Ferries (FR), CLdN (LU), DFDS (DK), Finnlines (FI), Irish Ferries (IE), P&O Ferries (AE), Seatruck (now CLdN), and Stena Line (NL) Potential in-scope services: number between 40 and 50 (ﬁnal selection pending)

For further information on the research, including participation and sponsorship opportunities, email Andrew Morgan, its director and programme lead, at enquiries@global78.co. Or visit the website at global78.co.

Andrew Morgan is a chartered member of the Chartered Institute of Logistics and Transport (UK). He has over 30 years’ advisory and research experience in global food logistics and supply chain management. FPJ

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Foodservice FIGHTS BACK

As UK hospitality businesses struggle to stay afloat, the firms supplying them are adapting their offer to meet restaurant, pub and hotel catering needs. Luisa Cheshire reports

The UK hospitality sector has been beset by crisis after crisis. First Brexit and Covid in 2020. Then, in the years that have followed, inflation has taken its toll on pub, restaurant and hotel businesses – as well as hit their clientele’s wallets.

trade body UKHospitality estimates that two years of rail strikes have cost the sector, adding up to £387 million in lost revenue this year alone.

These simultaneous factors have driven large numbers of UK eateries out of business, and continue to do so, albeit at a slower pace. Closures among Britain’s 98,745 hospitality venues (pubs, bars, restaurants, hotels and other forms of licensed premises) slowed from eight sites a day in 2023, to four a day in the ﬁrst quarter of 2024, according to Hospitality Market Monitor.

Recent reports estimate that there are still some 100,000 job vacancies in Britain’s hospitality sector post-Brexit. Meanwhile, for those hospitality businesses across the UK that do have staff, higher labour, food and energy costs have squeezed already tight margins. At the same time, the soaring cost of living has left many consumers unable to afford or justify the luxury of eating out. Added to that,

“Four hospitality venues closing a day is still four too many,” Kate Nicholls, chief executive of UKHospitality, said in response to these latest statistics. “These closures rob communities of all the beneﬁts hospitality serves up for Britain – the crucial job opportunities, local economic growth, and hubs for communities.”

So, what does this all mean for the country’s foodservice industry, whose role is to source, manufacture and supply food for this struggling sector?

“With market factors like inflation, the cost-of-living crisis, business costs, and staff shortages all continuing to impact our customers’ conﬁdence, our focus has been on trying to deliver value,” says Andy Pembroke, managing director of Sysco GB-owned

fresh produce foodservice wholesaler Fresh Direct.

In practice, this means working closely with its global fresh produce suppliers to maximise available products, Pembroke explains, as well as regularly communicating with hospitality customers so they can make informed menu choices – whether that’s notice on market changes, rising costs or availability.

“We work with customers to help them reduce costs, often supporting them to look for the best price on a product-by-product basis, switching to an alternative where it’s better for them,” he says.

“By continually listening to our customers, we’ve been able to provide support when and how they need it.

“We all recognise that we’re not out of the woods yet, with challenges around rising costs, market volatility and product availability set to continue throughout the rest of the year.”

With many operators struggling to attract skilled kitchen staff, Fresh Direct has seen demand for a much wider range of food products, including many that would previously have been made in-house. In response, the ﬁrm, in 2023, invested £2m in expanding its food-prep and meal-production facility, Fresh Kitchen, at its Bicester base. “Fresh Kitchen is ideally placed to help a wide range of foodservice operators create bespoke dishes that save them time and effort and mitigate the challenges of the current labour market,” says Pembroke.

“We are able to provide caterers with high-quality ﬁnished products of great consistency, and an escape from the headache of trying to ﬁnd and retain staff capable of making these products in-house.

“We’ve also taken the pain out of prep, providing customers with ready-prepared products, peeling, chopping and preparing products

Luisa Cheshire

to make them kitchen ready. This is a growing area as chefs seek to minimise the impact of the lack of available kitchen staff.”

With eating-out expenditures curbed due to inflationary pressures, consumers are demanding more value from pubs and restaurants when they can afford to go out, Pembroke notes. That doesn’t necessarily equate to price, he explains, but can mean a range of things, including culinary experience or food quality. This has had a knock-on effect on Fresh Direct, whose customers are increasingly looking for ‘premium’ products from their foodservice supplier.

“That could mean that they upgrade their menu choice or add a starter or dessert as the out-ofhome dining experience becomes less frequent,” says Pembroke.

“Working in partnership with our suppliers, it’s our role to make sure we provide the products that help customers meet demand for all occasions.”

On a daily basis, Fresh Kitchen’s team of chefs works with Fresh Direct customers to help them develop stand-out menus that appeal to their consumer demographic. “That can mean using more British produce, a better value mix of ingredients, or using the whole ingredient in the kitchen. Or perhaps including one

of our innovative new products, such as CauliShoots or mushroom meat,” Pembroke explains.

“This is also driving us to extend our range, not just with these innovative products, but with more prepped products that make backof-house service easier, such as our watermelon chutney, made from waste rind, or one of our Great Taste award-winning products such as Golden Beetroot Piccalilli or Beef Bourguignon.”

As well as expecting more ‘excitement’ from their dining-out experience, British punters are increasingly looking for an ethical approach from the hospitality venues they choose to give their hard-earned cash.

Demand for menus offering more homegrown produce, healthier ingredients, plant-based foods, and demonstrable sustainability is on the rise, says Pembroke. All of which Fresh Direct is striving to deliver.

OPPOSITE—On average, four UK hospitality venues were forced to close each day in Q1 ABOVE—UK consumers are demanding more from their dining-out experiences LEFT—Foodservice suppliers like Fresh Direct are offering more prepared dishes to help venues manage staff shortages

“We are seeing an increase in demand for British ingredients, which is an area we’ve been particularly active in promoting,” he says. “Our Best of British campaign brings the people behind our British produce to life with engaging content across social, printed, video, digital, website and PR. We’ve made this content accessible on venues’ menus via scannable QR codes, allowing their diners to see where their food comes from.

“It’s also about promoting the excellent sustainable farming initiatives our suppliers are championing, demonstrating the innovation of British farming. Through the campaign, we’ve improved customers’ awareness and education of seasonality and quality through our commitment to source British when best and in-season.”

The plant-based-food trend, too, continues to be important among UK diners. So having a menu that appeals to more than one demographic – whether that’s vegan, sustainably focused, or healthy eating – is helping drive restaurant success, says Pembroke.

“Sustainability also remains very important to our hospitality customers, who are increasingly looking to us to help them reduce their environmental impact,” he adds. “We’re working incredibly hard to remove packaging or make it more sustainable. For example, our berries packaging now uses around 90 per cent less plastic, and our avocados have moved to cardboard packaging.” fpj

Fresh Direct DELIVERS

UK foodservice supplier Fresh Direct has pledged to put British produce and sustainability at the top of its agenda. Luisa Cheshire finds out how from MD Andy Pembroke

When we last spoke in 2023, you expressed a goal to bring British fresh fruit and veg to life for the entire Sysco GB customer base. How have you put this into practice?

First o , we created an array of supporting ammunition to help start conversations with customers. Focused on a new ‘Best of British’ section on the website, we developed a series of supplier stories, showcasing the benefits of individual suppliers. Where possible, we visited the supplier, filming the operation, and providing a visual guide to the British supplier. We shared and promoted videos across social media channels including LinkedIn, X (formerly Twitter) and Facebook. It’s received a fantastic response, with our Isle of Wight Tomatoes video delivering 6,000 views within the first few days. Our development chefs have also been at work in the kitchen, collaborating with customers to demonstrate how British produce can improve the sustainability of menus. This has encouraged more consumers into their outlets. For example, a major pub group worked with our development chefs and procurement team to identify the British products

and recipes that could work well for their business. The result was an increase in the proportion of British produce on the menu –a formula that we’ve repeated across many customers.

As part of our British programme, we’ve increased the number of vertical growers we’re working with, meaning that we can provide year-round British options for products that previously needed to travel thousands of miles to get to the UK.

Sustainability has been high on the Fresh Direct and wider Sysco GB agenda over the last 12 months. Can you tell us more?

We are passionate about sustainability. Our mission is to improve sustainability at every stage of the supply chain, from the suppliers we work with, to the depots we use, and the vehicles we deliver with. We have an active sustainability team, focusing on opportunities to cut carbon and save resources – from investing in a more e cient fleet, to taking the lids o our delivery boxes, saving five tonnes of carboard annually, or making our lemon nets biodegradable – a foodservice industry first.

Our focus on Best of British is cutting food miles and encouraging a more sustainable and

secure supply chain. Added to that, we’ve announced a couple of really innovative products over the past year. Our watermelon chutney and our mushroom meat are both made from waste products that would previously have been thrown away. We will continue to see where we can be more sustainable in all areas of production.

We have longstanding relationships with suppliers, collaborating to protect the future of the planet and promoting a plantforward diet year-round, putting plants at the centre of the plate.

Is there work to do? Of course, lots of it. But we are fully committed to delivering our programme of sustainable development.

Fresh Direct sources produce from the UK and around the world. What is the secret to maintaining good grower relationships when margins are so tight?

As a business we’ve focused on trying to build long-term, sustainable relationships with suppliers, based on mutual respect and trust. We understand how dicult it’s been for growers over the past few years and it’s important that we make our conversations about so much more than price – we want to help them to grow their business alongside ours.

In Spain, for example, we have a native Spanish employee on the ground, constantly talking to growers to understand their issues and to help them understand ours. We want to let the growers do what they do best and grow the product. fpj

ABOVE—Fresh Direct MD Andy Pembroke

Luisa Cheshire

Peru collapse hits MANGO SUPPLY

Michael Barker

WSevere weather problems in South America have made mango supply treacherous, as Michael Barker reports hat is being described as the worst Peruvian mango season in recent memory is at the heart of a wretched time for the category.

El Niño-driven weather problems in South America have led buyers to dig deep across their global supply chains to meet demand. But a 70 per cent collapse in Peruvian mango production has led to shortages on the European market. This was compounded by issues in Ecuador – the main supplier to the US – piling pressure on buyers, who have sought product from previously unusual markets such as Brazil and South Africa, according to Blue Skies MD Hugh Pile. There remains a major shortage of mango, he explains. Newly arriving fruit is quickly snapped up, which leaves a deficit.

“We’ve just experienced the worst Peruvian season I can remember in the 26 years I’ve worked in the mango industry,” confirms Lewey Hook, technical director at SH Pratt Tropical. “The extreme weather conditions in South America last year meant Ecuador and Peru were hit particularly hard, which impacted on the season we’ve just experienced. This was because the freakish weather affected flowering and fruiting in Peru.”

Hook says SH Pratt Tropical navigates the world on a seasonal basis for its mango supplies, and is now moving into the more stable West African fruit season. Similarly, Blue Skies casts its net wide, taking advantage of its packhouse and own farms in the Ivory Coast, and two processing sites in Ghana and Benin.

The current situation has brought into sharp focus the need to be nimble and look at innovative solutions in the category, and that includes new varieties. “If the time, research and development is invested, this may result in new, different varieties emerging which could have a better flavour, size and

colour,” explains Hook. “Research and development are key and it is an area where money needs to go back into the industry.”

As mangoes usually grow in the developing world, historically there hasn’t been a lot of investment in varietal development. But perhaps the climate challenges being faced will drive more money into research to find solutions for the future.

“Now, most mangoes we see are monoembryonic, meaning that for every mango fruit seed you plant, the result is a brandnew variety. This can take years to develop and there are some exciting new varieties on the tip of commercialisation that tick boxes for flavour, shelf life, size and colour.”

Those possibilities are echoed by Pile, who urges retailers to adopt a wide range of varieties and specifications, including largely ignored local varieties such as Amelie, Haden, Pistole and Eldon.

The supply shortages haven’t helped the category at the UK retail shelf, and consumer penetration remains low. Whole fruit is regarded as needing consistent quality to grow the market, but prepared mango remains a success story, growing at nine per cent in the last year to £77m [Cir-

cana, 52 w/e 23 March]. It is also outperforming the market, with growth driven by average price, frequency of purchase and penetration [Kantar, 52 w/e 17 March 2024]. There is, undoubtedly, hope for a better future. fpj

BELOW—Mango supply issues this year have highlighted a need to invest in new varieties

Time for rethink in MANGO CATEGORY

Paul Tilbury, commercial manager at Wealmoor, explains how the company is investing in its mango supply chain in the face of a tough market

When Mark Twain opined that “politicians and diapers must be changed often, and for the same reason”, it could just as easily be applied to the world of mangoes. That’s in the context of a turbulent past six months and the need to redefine the norms on seasonality, values and sourcing in that time.

At the centre of this storm lies the latest El Niño event, which has been dramatic in its impact on the Peruvian mango sector. It has led to exports at less than 30 per cent of the previous campaign, and has gone hand-in-fist with pricing that was stratospheric, but still inadequate for such a high loss in yield. At times, this was compounded by indifferent quality. The situation contrasts with Peru’s historical position as the dominant and reliable source of Kent mango supply to Europe from December to mid-April.

Indeed, it has only been the very early recognition by Wealmoor that producers required exceptionally heavy investment in price and financing that has enabled the company to maintain high levels of availability and quality, supported by key customers. This saw Wealmoor source additional supplies from Brazil that are normally directed to the domestic market in this period.

The supply squeeze is reflected in the polarised retail performances of the latest 12-week Kantar data. It suggests that, overall, the UK mango market declined by 45 per cent in volume. This can be attributed to poor availability across the marketplace, leading to a lack of promotions and lower volume due to increased prices. Although the majority of higher costs have had to be absorbed through the supply chain, including by retailers.

A general apathy from growers towards the UK market – after several years of poor returns against what is now a truly global marketplace – has certainly not helped. When added to the risks associated with longer transit destinations (compared to, say, the US), it underlines the need for the UK industry to realign values somewhat closer to the true cost of

production and provide the financial security necessary for those producers still heavily investing in this crop. If mango is indeed destined to be the next avocado, then values need to move in the same direction.

A reset to a more sustainable future applies not just to Peru and Brazil, but is equally relevant to the upcoming Caribbean season. There, mangoes from the Dominican Republic and Puerto Rico are prominent, and come to market along with West Africa production, where suppliers include the Ivory Coast, Ghana, Mali, Senegal and Wealmoor’s wholly owned Gambian mango producer Radville Farms.

Uniquely, in addition to the Haden, Kent and Keitt varieties, Radville continues to grow small

quantities of the distinctive Maya variety, handled alongside high volumes of airfreighted Mexican Ataulfo and Indian Kesar. These are sold under Wealmoor’s own brand and have proved extremely successful with the demanding but high-usage ethnic consumer.

While 2023-24 has not been kind to the Peruvian produce sector, Wealmoor’s confidence remains high in its future development. This is demonstrated by its ownership of the country’s leading mango exporter, Sunshine SAC.

Bought in late 2018 following many years of close association, Wealmoor has prompted investment in a new state-of-the-art fresh mango handling and packing facility as part of its Tambogrande campus expansion. fpj

ABOVE— A Sunshine mango plantation in Tambogrande, Peru

Herbs

KINGS OF FLAVOUR

The herb sector has plenty of potential to grow, but there are a number of hurdles in the way, writes Michael Barker

Michael Barker

The herb sector is at something of a crossroads in 2024 as it looks to capitalise on market opportunities while grappling with the challenges of becoming a commoditised product.

Mathew Prestwich, managing director of R&G Herbs and chair of British Herbs, cites rising labour costs and other challenges such as energy costs as big inﬂuences, not only in herb supply but in food manufacturing in general. Climate change is also an increasing concern, with more frequent and extreme weather events

impacting quality and availability globally.

“My biggest fear is that we may see the quality of our products dip as pressure mounts across the sector,” Prestwich adds. “At R&G we monitor retailer reviews on herbs and associated products and can see that in some areas, quality is on the decline. We must not forget about the consumer. Herbs are not a commodity, and making sure the product quality is not only excellent, but the product is available, is of paramount importance.

“Herbs have a proﬁle whereby

there is no substitute, and if we disappoint the consumer, we are letting them and ourselves down. The idea is to increase market penetration by making herbs accessible and not to disappoint. Selling products cheaply but with high waste is a false economy.”

Some people have suggested that vertical farms could be the silver bullet that turbocharges UK herb production, but Prestwich urges caution. “We have seen some very high-proﬁle vertical farming companies fail and I hope that the vast investments being made across all elements of this emerging sector bear fruit,” he says. “The quality needs to be excellent, as does ﬂavour, shelf life, and most importantly, availability.”

In view of the challenges, the good news is that sales are proving remarkably resilient. David Walmsley, MD of Vitacress Herbs, describes the market as relatively steady. But a 4.7 per cent volume rise in cut herb packs is driving overall category growth [Kantar, 52 w/e 17 March]. Consumers are ﬁnding more opportunities to elevate their meals by using fresh ﬂavour, he explains, while the popularity of home mixology has boosted sales of mint.

Vitacress Herbs grows a broad selection of living herbs in its glasshouses in Runcton, West Sussex, as well as on its farms in the UK, Portugal and Spain. Its retail o er includes basil, coriander, parsley, rosemary and mint.

Walmsley believes there’s reason for optimism despite the issues. “Shoppers continue to cook from scratch and learn new recipes, so our goal is to encourage people to be more conﬁdent in their cooking and use healthy, fresh ﬂavours to enhance any meal,” he says. “Fresh herbs have a role to play as there is a product to suit most needs. Living herbs cut down on waste, provide a value-for-money solution and enable consumers to use them on-demand according to their meals.”

Prestwich adds that the way to increase penetration is to drive sales through intelligent marketing, recipe-driven strategies that make herb use inspirational and easy, and by making sure the product is of the best possible quality. fpj

ABOVE—Vitacress grows a wide selection of living herbs

Cherries

CHERRY challenges

Darren Matschull of JO Sims and James Miller of Chambers bring Fred Searle up to speed with the key obstacles and opportunities for British cherry growers as the season approaches

Fred Searle

How have growing conditions been for the season ahead?

DM: Despite the mild, wet winter, the critical growing conditions are in May and ahead. There hasn’t really been any frost to worry about during ﬂowering, but the bees (for pollination) don’t really like working in cold, wet weather.

When is the UK harvest likely to begin?

DM: It really depends on varieties, style of growing (closed tunnels or otherwise), and weather from now on. At the moment, the timing is about normal. We don’t work with any growers that

are trying to force an early crop, so my prediction would be a late June start with volume in July.

How is climate change aﬀecting cherry production in the UK?

JM: At Chambers we are very forward thinking in our approach to how changes to the average climate may a ect future production. For example, advances in growing structures, genetics, water capture/storage, and packing technologies are all managed with a changing climate in mind.

To what extent are declining bee numbers a concern for cherry growers in Britain?

JM: Declining populations of natural pollinators is of course a concern, and growers use various techniques to improve this situation. Most use native ﬂora to promote all pollinator activity. And Chambers have their own apiaries and beekeepers.

What challenges are you currently facing when it comes to seasonal labour?

JM: The industry has been asking government to make some changes to its seasonal labour scheme, which would improve the management of the labour system for seasonal workers in the UK. We continue to make our case to both political parties.

Has the increased cost and uncertainty of imports made domestic supply more attractive to retailers?

JM: I would say so, yes. The continuing challenges around all produce imports, made more di cult by government legislation, has increased the focus from all parties to improve our domestic food security. We grow world-class cherries in the UK, and since they are a very good source of nutrition, they should be promoted and allowed to thrive.

Have there been further eﬀorts to export?

DM: Exports of UK fruit have been around for a few years now. Less UK availability due to exports potentially helps keep the market tighter and the price higher. Additionally, some export markets are prepared to pay more for British fruit than UK retailers. Europe, the Middle East, South Africa and Asia have been the main markets for British cherries.

What obstacles are faced by UK cherry exporters?

JM: We have been meeting with the government to encourage them to support the British industry’s e orts to open up global export markets. ‘British’ is a desirable brand and we have world-class quality, yet market access is denied by lacklustre e orts to promote our industry abroad, as well as underfunded and complex export processes.

What are the biggest challenges and opportunities facing UK cherry growers in 2024?

DM: Crop uncertainty, labour for picking, and the cost of production. fpj

BELOW—The cherry sector is heavily dependent on labour

Category insight

PAIN OF RAIN HITS BRASSICAS

Opportunities to grow consumption are being stunted by persistently difficult weather conditions. Michael Barker reports

Michael Barker

It’s been a tough few months for brassica growers, with seemingly endless rainfall throughout the winter and early spring making production extremely challenging in the ﬁeld veg sector.

The rainfall has only exacerbated a longer-term issue of declining brassica production as more extreme weather impacts the UK’s self-su ciency. According to the latest available government ﬁgures, published in October 2023, the planted area of brassicas fell by 7.1 per cent to 24,000ha in 2022 after a dry spring and hot, dry summer reduced yields. Pests such as cabbage root ﬂy and storage aphids only compounded the problem.

Reduced crop availability has at least meant better prices for those growers who can get product out. Among the individual crops, broccoli production fell by 15 per cent in 2022, with the shortfall driving up market prices by 57 per cent as a result. Cauliﬂower production fell by 12 per cent, though prices only went up 3.1 per cent.

Those ﬁgures pre-date the latest troubled winter, but it’s been a similar story of weather-hit crops, shortages and higher prices as a result this year –a pattern that growers hope will not continually repeat itself in the face of climate change.

The UK cannot simply import to replace domestic shortages either, given the global nature of extreme weather in 2024. “We’ve seen the unpredictability of the elements in the last month here in the UK with incessant rain, and to an extreme extent in Kenya, where drastic ﬂooding hasn’t just destroyed crops, but homes and livelihoods too,” says a spokesperson for Tenderstem. “With these wildly ﬂuctuating weather conditions, it’s been a real challenge to ensure supply is both plentiful and of great quality.”

Tenderstem has been working hard to ensure growing demand for its product can be met in the face of the climate challenges, the spokesperson said. It is also pressing on with its marketing drive.

The brand is building on its ‘Broccoli but better’ message this year as it continues to present Tenderstem as a ‘trade up’ from regular broccoli.

“Despite the challenges, we saw 9.6 per cent volume growth between April 2023 and March 2024,” the spokesperson adds. “It’s clear that there is ample opportunity for Tenderstem to hit new heights in the UK, and we’re wellpositioned to meet those opportunities head on.”

For growers of all brassica crops, there remains the belief that there’s market share to be won from increasingly healthconscious consumers who are willing to eat more greens. The million-dollar question remains, however: will Mother Nature allow it to happen? fpj

ABOVE—Brassica production is at the mercy of unpredictable weather

BRASSICA CONFERENCE SET FOR RETURN

The biennial Brassica and Leafy Salad Conference is set to return on 30 January 2025, the Brassica Growers Association and British Leafy Salads Association have announced. The joint event will take place at the Leicester Tigers Conference Centre in Leicester, and feature a comprehensive conference programme during the day, followed by a gala dinner in the evening. Attendees can expect to hear the latest industry updates, discover emerging technologies, and learn about cutting-edge research, organisers said.

Category insight

Brassicas in numbers

+8.5% -0.6% Value Volume

Usage

Cauliﬂower drives consumption decline

• In the past year, there were 1.9bn brassica occasions (-1.7%). Cauliﬂower fell most (-10%).

Retirees are still the biggest consumers

• Brassicas are particularly popular among older consumers, though kale and broccoli also tend to attract younger demographics.

• As a result, most brassicas are predominantly consumed by retirees, while kale and broccoli also appeal to younger or pre-family groups.

Evening meal is overwhelming favourite

• Brassicas are mostly consumed at the evening meal, accounting for 74% of all occasions.

• Their popularity at evening meals has risen, with a 0.7-point growth in the past year.

/ Laura.Fry@kantar.com

52 w/e 14 April 2024

Global cabbage importers (percentage share)

Purchases

• Brassicas (broccoli, cauliﬂower, cabbage, kale and spring greens) have seen spend growth of 8.5% due to inﬂation, but volume sales have declined by 0.6%.

• Kale and cabbage are the only categories to enjoy volume growth, with all others seeing declines and spring greens struggling the most.

/ Laura.Fry@kantar.com

52 w/e 14 April 2024

Source: OEC (2022)

Source: BG Insights, week 20 2024

Retailer expenditure share (%)

Brassicas

Source: Kantar till roll data, 52 w/e 14 April 2024

Grocery

Total

Fresh Faces

Ed Ayton

Sustainability and ethics advisor at Abel & Cole

How did you get involved in the fresh produce industry?

I came back from travelling with nothing to my name but a tan and good stories, and I started a Christmas temp role with Abel & Cole. I quickly found that the closer you get to the industry, the better the food tastes. I also found myself, for the first time, working for a good business with a solid mission, selling something that everyone needs more of: fresh fruit and veg.

If you were Defra secretary, what one change would you make?

Better public sector uptake of agroecology. If more schools fed organic and deeply regeneratively grown fresh produce, there would be myriad benefits. It would improve nutrition, limit exposure to pesticide residues, and reduce intake of ultra-processed food at a critical stage of our lives. It would also give the sector much-needed endorsement and stability.

What do you love most about your job?

Being around farmers. They’re some of the strongest people I know, and I secretly hope some of their constitution rubs off on me, just by proximity.

What is the best decision you’ve made, and what is the worst?

One begets the other. Leaving my old job in the pet industry was a good decision, having compromised a few values by joining it in the first place.

If you could work in any other profession, what would it be?

I’d take it even further up the supply chain and become a mixed farmer. A day without my hands in good soil hasn’t been a good one. I miss working with animals, and I love growing things.

What is your best character trait, and what is your worst?

I can’t walk past unsolved problems, but there’s two sides to that coin. We all know someone like that. There’s a host of character improvements to work on, but my biggest challenge is an innate aversion to process. I prize selfsufficiency and independence, and I can get a bit fierce about it.

What are you proudest of achieving in your career to date?

The last few years with Abel & Cole are the proudest of my career. For example, a couple of years ago I introduced some products from a permaculture project in Eswatini (formerly Swaziland), and recently had an email from them detailing the improvements to their farmers’ lives that our customers have supported. That put a smile on my face.

What do you think is the biggest injustice in the fresh produce industry today?

The National Register of approved varieties, and the impact it’s had on our agrobiodiversity. I understand its necessity, but I lament the loss of 75 per cent of our varieties. There’s resilience in diversity, but once you lose genes, you never get them back.

Most underrated fruit or veg? Sprout tops. They’re the best of all worlds. fpj

New border checks in the UK are set to cost the Treasury a zillion pounds after someone “good at numbers” looked over the figures “one last time” before deciding whether to green-light one final act of self-sabotage.

Of course, the alternative to checks isn’t great, which is for no checks on EU produce to occur at the border. There is another option, but it would mean mentioning Brexit again, so that’s obviously completely out of the question.

Various Conservative governments of all shapes and sizes (Johnson – rotund, Truss – gaseous, Sunak – microscopic) have delayed the implementation of full controls five times since the UK officially left the EU in 2020. They all claimed to want Brexit, but none has been willing to inflict the real pain.

Probably the last of them for quite some time, Sunak, appears to be going through the motions as Prime Minister. When he speaks about “why we need a Conservative government”, it’s becoming increasingly difficult to take him seriously, or to ignore the wreckage over his shoulder, left behind by all his predecessors, including David Cameron (party balloon) and Theresa May (single woollen mitten) who were initially responsible for shifting all the UK’s gears into reverse.

Where to begin?

Now, presumably, it will be up to New New Labour’s Keir Starmer (no fixed shape) to spend the estimated €5.5bn that the National Audit Office (NAO) says is needed to implement a new approach to import goods.

“Late announcements about policy and uncertainty about the implementation of controls have also reduced the ability of businesses and ports to prepare for changes,” the NAO adds.

At least with Starmer, there’s no risk of uncertainty. He’s very clear about things. In fact, he’s so clear about things that he’s always saying how clear he is about things. Which is exactly what people who are clear about things have to do.

Of course, Labour have committed to a deal on aligning animal and plant regulations with the EU in order to ease border checks, but this will take time. And the next government, fearful of antagonising Leave voters, will take some persuading to make this a key priority. fpj

Bushel Box

Branston’s £10k helps build Ugandan farm skills

Branston has donated £10,000 to an agricultural training college in Alito, Uganda, as part of a new joint venture.

The college aims to teach farming skills to local people so they can grow their own Irish potatoes, which is a crop not pre-

viously grown at the college or widely in the region. After the first crop is grown, each student will be given five kilos of the Irish potato variety to take home when they graduate this summer.

Branston is providing both financial and agronomic support for the first planting at the college, and is aiming to dig 2,000 cubic metre water storage lagoons to allow for irrigation, which will be needed if the rains during the wet season continue to be erratic.

Several trials are also being carried out on a oneacre test site to provide a teaching plot for the college students and staff to learn about varying levels of fertiliser, planting densities and potato varieties.

Ian Arnold, interim project manager at Branston, said: “The college has mainly been training under25s and their creativity has been brilliant, but the project is also focused on upskilling women in particular. We’ve committed to providing three years of training with the college, so we’re eager to continue to help support and educate the community.”

Alresford toasts record-breaking watercress champion

Alresford in Hampshire is holding its breath to hear whether it has played host to a successful Guinness World Record attempt.

At the 20th annual Alresford Watercress Festival on Sunday 19 May, reigning watercress-eating champion Glenn Walsh narrowly pipped his great rival Sam Batho to the title yet again. This year’s competition was registered as an official world record attempt, with Walsh eating 80g of the plant in 28.98 seconds, smashing the previous official record of 37.68s.

AS FPJ went to press, Alresford was waiting on tenterhooks for Guinness World Record adjudicators to confirm Walsh’s success. Organisers noted that Walsh’s efforts were particularly notable for the fact that having had an operation on his ankle, he was forced to sit to compete rather than stand – a position he feared might impede his watercress-eating talents.

Other winners at the festival included Kate Parker from Horsechestnut Herbals. She was the winner of

Barter’s Best, an award celebrating the most innovative use of watercress in a product.

Parker took home the prize for her Watercress Cough Syrup. fpj

ABOVE— Nobody chows down watercress quite like Glenn Walsh TOP—Branston is doing vital work teaching potato farming in Uganda

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