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The vending industry turns over approximately £1.5 billion in the UK annually and is benefitting from rapid technological change.  To champion this dynamic market and communicate some of the exciting innovations happening within the industry, Vendex is launching International Vending Week 23-30 October 2019.

Phil Reynolds, Director of the biannual Vendex vending trade shows and founder of International Vending Week comments:

“Having been a part of the vending industry for decades I am acutely aware of the changes in distribution, technology and machine manufacture that are contributing to the vibrancy of this sector.

“Vending can suffer from a legacy perception of poor quality hot vends and frustrations at scrambling for change but today’s is far removed from this.  Cashless payment systems and a selection of customisable coffee options on a par with high street coffee shops are just two areas where change has been significant and made the industry what it is today; a competitor to the high street and a major player in the ‘grab and go’ food sector.

“International Vending Week is a celebration of significant improvements across the vending industry worldwide and an opportunity to raise the profile of vending.   We have support from vending associations across the globe including Europe, Asia and North America, are compiling case studies from industry sectors using vending such as travel, education, corporate and healthcare and are conducting a survey of both vending users and vending suppliers.  We have a webpage dedicated to International Vending Week with details of all the activity.”

International Vending Week begins on the 23 October and culminates in the Vendex North exhibition which is being held for the first time in the Centenary Pavilion at Leeds United Football Club on Wednesday 30 October.

Adds Phil:

“If you want to see the latest developments in vending, try the products and machines and meet key vending contacts then I look forward to seeing you at Vendex North in October.”

For more information visit


Please could you take the the time to fill in a short survey about the future of vending:




Nestlé Japan has announced it is launching recyclable paper packaging for its KitKat products in a bid to tackle plastic waste.

Japan is the biggest market for KitKats and, according to reports, around 4m KitKat Minis are sold across the country every day.

While they might be miniature in size, the impact of millions of plastic wrappers accumulating in landfill has been enough to persuade Nestlé to reconsider the way it packages its most popular product.

As a result, the confectionery company is discontinuing the use of plastic packaging and replacing it with a paper version that is both environmentally friendly and fun.

You see, the new wrappers aren’t made from any old paper.

The updated versions will also come with instructions on how to make an origami paper crane to encourage customers to use their packaging to get creative instead of just throwing it away.

As well as being creative and possibly kick-starting a new hobby, Nestlé has estimated that the new initiative will help to reduce the brand’s plastic waste by approximately 380 tonnes per year.

The first phase in this new packaging roll-out will cover the KitKat Mini’s five top-selling flavours, including the original, matcha, and otona no amasa (meaning adult-level sweetness or less sweet).

The initiative is part of the company’s commitment to only use 100 per cent recyclable and reusable packaging by 2025.


Earlier this year,

Options Management Ltd has acquired Hilton Lane Associates Ltd T/a Boxlogix

We are delighted to announce that Options Management Ltd has acquired Hilton Lane Associates Ltd T/a Boxlogix
I hope you will share our excitement as we share a joined aspiration of providing quality services to our clients with a can-do approach
Hilton Lane Associates Ltd T/a Boxlogix wholesales a wide selection of snack and drinks to the education and leisure sector across the UK.
Options Management Ltd was formed in 1990 offering refreshing vending solutions and has grown into a leading multi-million pound independent vending business who are also the greenest vending company in the UK. The acquisition of Hilton Lane Associates t/a Boxlogix will sit within the Options Group of Companies which already includes Recycling Options Ltd – a fully reverse vending service providing a closed loop approach to recycling plastics, paper and plastic cups and cans supplied by Options Management; and Refreshing Options To Go Ltd – a fully automated 24/7 fresh food and deli coffee shop and catering facility
This is a very exciting opportunity for both businesses. Both companies have similar cultures and synergies and share a passion for providing excellent goods and services. The acquisition will see us in a very strong position to continue providing a high standard of service to our clients and enhance our already established company and brand. Options Management will be able to offer Hilton Lane Associates clients a wide range of equipment including coffee systems, fridges and recycling machines tailored for the education and leisure sector
With the ongoing and inevitable changes within our market, such as the importance of healthy eating and recycling, we are jointly positioned to offer a unique closed loop service for schools, colleges and leisure centres, encouraging the recycling of all cans, bottles and paper cups, which we believe is a powerful and sustainable offering to all our customers.
The new company will be known as Options Management t/a Boxlogix Ltd

Further details can be obtained from Paul Ure – Group Managing Director on 01782 629 888 or

Options Management t/a Boxlogix Limited. Options House, Maries Way, Silverdale Business Park,
Silverdale, Newcastle, Staffs. ST5 6PA
Tel: 01782 629 888 Fax: 01782 629 333
Company Reg. No: 2864154 VAT Reg. No. 328 4301 19


Emma Baker from Tchibo Coffee Service – one of NIVO’s approved suppliers – ventured over to Peru to visit their coffee farms. And here’s what she discovered!

Emma Senior Brand and Designer Manager from Tchibo Coffee Services recently visited Peru to see how how their Smokin’ Bean coffee is produced. She met the farmers at the beginning of the journey, learnt about the coffee growing process, how the farms become certified organic and visited the export mill.


She spent some time with Sol Y Café, one of the cooperatives they work with to source Smokin’ Bean coffee and she learnt some crazy things such as coffee farms are often named after plants and trees, that it takes approximately 220 days to go from bud to coffee cherry and 40 of this cherries are needed to make just one espresso.

She also saw the coffee taste testing process and learnt how the “Q graders” score the coffee.

Emma also discovered how the co-ops look after the well being of the coffee farmers through a subsidised cafe/restaurant and free access to fruit and vegetable crops. n In august they are opening a school so farmers can bring their families whilst they are harvesting the coffee. Next to the school there are also hostel bedrooms rented out at around $3 a night.


Read more here




JDRF charity donation

Thanks to your donations at the Nottingham Raceday we could donate £180 to JDRF. JDRF fund type 1 diabetes research to improve lives and one day eradicate the condition for good. Find out more here…

Cacao vs. Cocoa: What’s the Difference?

Wherever you stand on the cacao vs. cocoa debate, the same idea of chocolatey goodness probably comes to mind. While the terms are often used interchangeably, there’s actually a difference between cocoa and cacao.

Where do cocoa and cacao come from?

Before we get into the nitty-gritty of cacao vs. cocoa, we need to understand where chocolate comes from. All chocolate products are derived from the cacao plant, which are clustered in pods and found on Theobroma cacao trees (fun fact: “Theobroma” means “food of the gods” in Greek). When you open op the pod, you’ll find a cacao bean. That bean is processed under low heat to remove the cacao butter and then milled into cacao powder. Cocoa, on the other hand, is made by removing the cacao butter with high heat before it is milled into cocoa powder.

What’s the difference between cocoa and cacao?

Cocoa is sweeter and better for baking, while cacao is thought to have more antioxidants because of the cold-processing. It’s also lower in calories, which makes it a favorite of keto dieters.

The cacao vs. cocoa debate can also be traced back to linguistics. According to Greg D’Alesandre, Chocolate Sourcerer at Dandelion Chocolate, “‘Cacao’ is the term generally used in Latin America and ‘cocoa’ is used more often in Africa. But over time, the distinction between ‘cacao’ and ‘cocoa’ has become one of the plant versus the product. Cacao is used to refer to the tree and its various parts. Once the seeds are fermented and therefore killed it is now an agricultural product and referred to as cocoa.” Now that we’ve answered the cacao vs. cocoa question, here’s the excuse you’ve been looking for to snack on your favourite chocolates more often.

Nestlé invents the first 70% dark chocolate made entirely from the cocoa fruit and nothing else

Nestlé invents the first 70% dark chocolate made entirely from the cocoa fruit and nothing else


Nestlé has announced it has created a unique chocolate made entirely from the cocoa fruit, using the beans and pulp as the only ingredients and therefore not adding any refined sugar.

Nestlé plans to introduce the first product in Japan in the autumn of this year through its KitKat Chocolatory. Further products in other countries will follow next year, through some of Nestlé’s most popular confectionery brands.

Nestlé has developed a natural approach, which allows it to extract the pulp and use it in chocolate with no compromise on taste, texture and quality.

Until now chocolate has been made with the addition of refined sugars. This patented innovation delivers a great tasting chocolate using only one ingredient – the cocoa fruit.

Patrice Bula, Head of Strategic Business Units, Marketing and Sales at Nestlé, said: “We’re proud to bring chocolate lovers a new chocolate made entirely from the cocoa fruit without adding refined sugar. This is a real innovation which uses the natural sweetness of the cocoa pulp to provide a pure, novel chocolate experience.”

The cocoa fruit contains cocoa beans and cocoa pulp. The pulp surrounds the beans, it is soft, sweet and white in colour. Some of the pulp is used in the fermentation of the cocoa beans after they are harvested, but a significant proportion is usually removed and the value is lost. Until now it has not been used as an ingredient to naturally sweeten chocolate.

With the announcement today, Nestlé reaffirms its leadership in the confectionery category by driving innovation and creating new, natural and exciting products. Nestlé was the first to bring Ruby chocolate to market in 2018 with KitKat, first in Japan and then across Europe.

For more details on the launch in Japan, read the press release (pdf, 100 Kb)

The latest round of Employment Tribunal statistics has now been released – giving employers a full year picture to compare against the year prior.


The latest round of Employment Tribunal statistics has now been released – giving employers a full year picture to compare against the year prior.

The report by the Ministry of Justice gives us the statistics for the period January to March 2019, compares the figures against the same quarter from the previous year, and also provides annual data for 2018/19.

So, what’s the damage?

Well, broadly speaking, the findings are as expected, with the overall claims trajectory continuing in much the same way as it has been since Tribunal fees were abolished back in 2017. While this claims culture is understandably concerning for employers, it’s nothing new. These latest statistics, then, mainly serve to remind employers of the importance of taking proactive steps to minimise the risk of claims being brought.

The salient points for employers are summarised below.

Volume of claims

The bottom line is that Employment Tribunal claims are up 26% year on year:

  • There were 27,916 single claim receipts lodged between April 2017 to March 2018.
  • There were 35,429 single claim receipts lodged between April 2018 to March 2019.

Unfortunately for employers, we’re still feeling the effects of the Supreme Court’s decision to scrap Employment Tribunal fees back in 2017. With it now easier than ever for disgruntled employees to bring a claim, it’s hardly surprising that we’re seeing these kinds of figures.

That said, it’s now almost two years since fees were abolished, and some may have expected the situation to have levelled out by now. Evidently, this isn’t the case.

Types of claims

In terms of the nature of claims brought, sex discrimination has seen the biggest rise in claim numbers, from 5,522 in FY18 to 9,336 in FY19 – an increase of 69%.

At first glance, this seems to suggest that the issue of harassment and the #MeToo movement may have gained real traction. However, in reality, this figure is skewed by the receipt of over 2,700 sex discrimination claims in the Scottish Tribunal in August 2018 – a huge number when you consider that the average for that claim type is about 300 per month. Take that out and sex discrimination claims are actually up 20%.

Other types of claim where numbers have risen include:

  • Breach of contract, up 15.07%;
  • Race discrimination, up 17.75%;
  • Unfair dismissal, up 19.97%;
  • Disability discrimination, up 24.54%; and
  • Redundancy (failure to inform and consult), up 35.76%.

Conversely, claims for age discrimination, equal pay and part-time workers regulations are down.


A total of 93,817 claims were disposed of (completed) in FY19, with 9,383 of these claims being heard before an Employment Tribunal (and others disposed of in other ways).

Of those 9,383:

  • 8,445 claims were successful (won by the employee).
  • Only 938 claims were successfully defended by the employer, putting the employer national average win rate at just 10%.

This highlights the importance of receiving professional support from an Employment Law specialist in order to increase your chances of success.

Where we’re headed

In terms of future outlook, there’s still no sign of the number of claims slowing down – and no indication that this will change any time soon.

By way of background, Employment Tribunal fees were introduced in July 2013. In the 12 months prior to this, 53,487 single claims were received. With that in mind, there’s still potential for a further for a further 50% increase in claim numbers if we’re headed back to the kinds of claim levels we saw in the original pre-fee era.

While we can only speculate on future claim numbers, what we do know for certain is that the Tribunal system is bursting at the seams. More claims plus an under-resourced system equals delays, and that usually means higher costs to employers who find themselves embroiled in these claims.

Dramatically reduce your risk

At Ellis Whittam, we’re consistently high achievers when it comes to defending claims.

Owing to our unrivalled quality of service and the expertise of our advisers, our employer win rate for FY19 was 82%. With a dedicated adviser in your corner to guide you through the process, you’re over eight times more likely to win a Tribunal claim if advised by Ellis Whittam.

For trusted legal advice on any employment law matter, contact Ellis Whittam on 0345 226 8393 or email Howard Trafford on

Life-cycle study shows: a paper cup has the lowest carbon footprint – and recycling makes it even smaller

Huhtamaki participated in a life-cycle analysis study that surveyed the full carbon footprint of different types of cups used for coffee. According to the study, paper cups often have the lowest carbon footprint, and recycling lowers it further by 54%. Huhtamaki recently introduced a 100% renewable, plant polyethylene coated FutureSmart paper cup.

This life-cycle analysis (LCA) on paper cups was carried out in 2018-2019 by VTT Technical Research Centre of Finland Ltd. It was commissioned by Huhtamaki and the Finnish paperboard manufacturer Stora Enso.

“In many everyday uses, paper cups have the lowest carbon footprint, and they offer better food safety – they are always hygienic. Overall, the carbon footprint of a paper cup is small compared to the food itself. For example, for a take-away latte, paper cup accounts only for 4% of the climate impact. The remaining 96 % is coffee and milk production and the energy of making the drink”, says Richard Ali, Sustainability Director for Huhtamaki Foodservice Europe-Asia-Oceania.

The study focused on two main scenarios: paper cups used either in a café or taken as a coffee-to-go. In the café scenario paper cups were compared to ceramic cups, and in the coffee-to-go scenario paper cups were compared to cups made of reusable plastic and steel.

Dishwashing causes the biggest climate impact of ceramic cup

The efficiency of washing is the major factor affecting the climate impact of ceramic cups, as it accounts for more than 90% of the total climate impact. Counting together the impacts of raw materials, production and efficient washing of the cup, a ceramic cup needs to be used at least 350 times before it has a smaller carbon footprint than a paper cup.

If the paper cup is recycled, or if 80% of the material will be recycled after use, paper cups are always the better option from a climate change point of view.

In addition, the efficiency or inefficiency of washing a ceramic cup is not only a matter of climate impact but an overall food safety and hygiene concern. Paper cups are always hygienic and safe to use.

Reusable plastic cups in take-away use

In the coffee-to-go scenario, the paper cups were studied with a plastic lid which secures the drink and prevents accidents. The study shows that a reusable plastic cup should be used at least 20 times to have a smaller climate impact than a paper cup.

If the paper cup is recycled after use and/or it is made with a plant polyethylene (PE) coating, the breakeven point increases to 32-36 times.

Recycling and new materials lower the carbon footprint

The end-of-life solution has a major impact on the CO2 emissions of paper cups. When the PE coated cups are 100% recycled the carbon footprint of cups can be reduced by 54%. In Europe, the average recycling rate is 36%.  The good quality fiber in paper cups can be recycled up to 7 times.

Huhtamaki is also developing new solutions for cups to further reduce the climate impact of cups.
“At Huhtamaki we are passionate about the sustainability of our products. We have brought to market the new FutureSmart paper cup, which is made from fully plant-based materials. The paperboard is sourced from PEFC certified, sustainably managed forests, and the inside lining of the cup is made of plant-based PE. The paper cup is 100% renewable. According to the study, this type of a plant PE coated paper cup is the best performing paper cup option in terms of climate change impact, ” Ali tells.

For more details, please download <“Taking a closer look at paper cups for coffee”< Life Cycle Analysis.

The study follows European Commission’s product environmental footprint (PEF) category rules for intermediate paper products. Cut off was the chosen allocation method but circular footprint formula (CFF) used to assess the impact of recycling rate.

For more information, please contact

Richard Ali
Sustainability Director, Huhtamaki Foodservice Europe-Asia-Oceania
+44 (0) 7387 261412

NIVO Business, Networking and Golf Day 2019


If you attended and would like a 7×5 print of one of your photos, please contact us with the details.


NIVO returned once again to Oulton Hall, Leeds on Thursday 4th July for our 18th annual NIVO Business, Networking and Charity Event.

Attendees rose once again and we finally reached over a 100 golfers leading to a fierce yet friendly battle to take the NIVO golf cup fuelled by copious cans of Monster energy delivered throughout the course by the juice cart.

Everybody enjoyed a chance to network, build relationships and create business opportunities at Halfway House in the fantastic sun. Cold beers from Coffetek, freshly baked pizzas from Pizza Loco (sponsored by Fentimens) and ice cold Fentimens were on tap to prepare golfers for their last 9 holes.

After a well-earned drink and a packet of Tayto Rough Cuts, a total of 140 guests from all sectors of the UK vending market place met up for pre-dinner cocktails – courtesy of Redbull. This was followed by a gala evening filled with great food and very loud laughs thanks to veteran Barry Williams, and guest entertainers Jed Stone and Rudi West.


As far as the golf was concerned, we presented all the winners and runners up with their prizes. And here they are:


Congratulations to all who took part!

We would like to express our thanks to all those who supported our efforts to raise money from some very worthwhile ending related charities. Click here to see how our charities change lives.

This year your generosity has raised over £5,000!

Finally and most importantly, we at NIVO would like to thank our many sponsors for your support in ensuring this event continues to be a huge success and grows in value on every front each year. We are already starting to plan for 2020; let’s see if we can top this year’s phenomenal event!!


Make sure you check out our Golf day video!


Newly formed Burts Snacks targets £100m sales after exceptional year


10:00 Friday 5 July 2019


Newly formed Burts Snacks targets £100m sales after exceptional year

The award-winning premium snack business will change its name to reflect its growing range of brands as sales soar in first six months of 2019

Following its acquisition of Savoury & Sweet in December 2017, Burts Potato Chips has announced that it will now be known as Burts Snacks, highlighting the company’s commitment to becoming the UK’s leading producer of premium snacking products.

Burts Snacks will continue to manufacture a range of crisps, popcorn, compression popped and flash fried products including Burts Potato Chips, Guinness Crisps, Jim Beam Crisps, Levi Roots Crisps, Lentil Waves, and the Popcorn & Me brands, and has just completed a further investment of over £7m across its Leicester and Plymouth sites.

The investment will include theinstallation of a state-of-the-art frying hall in Leicester and pallet handling automation in Roborough to strengthen Burts Snacks’ position in the market. Further capacity will be added to its flash frying, popcorn and compression popping technologies in the second half of 2019, with specific focus on flash frying where capacity will be increased by 300%.

Burts outperforms the market

Sales of its potato chip products skyrocketed in 2018, helping it grow by 20%, with the acquisition of Savoury & Sweet pushing the figure to 54%.

As the UK’s fastest growing, independent snacking manufacturer, Burts Snacks is outperforming the crisps, snacks and nuts market with value sales increasing by 4% in the year to 21 April 2019[1]. As a result, Burts Snacks is expected to grow by 25% to £54.9m this year, with sales in the first six months of 2019 reaching £25m, driven by sales in all market segments, particularly the ‘better for you’ category.

The future is bright at Burts

With 306 staff across the UK in sites at Leicester and Plymouth, Burts Snacks has been busy recruiting  64 new jobs in Leicester, as it targets sales of £100m by 2022.

David Nairn, Managing Director of Burts Snacks, commented:

“At a time when other UK snack manufacturers are consolidating into larger, multi-national portfolios, at Burts Snacks, we’re bucking the trend by staying true to our core values by remaining independent and investing in our people, products and facilities to ensure we maintain our status as the leading specialist in premium brand and private label snacks.”


Notes to Editors:


Burts Potato Chips was founded in 1997 with a mission to create the best tasting snacks combining the finest ingredients with first class innovation.  Over twenty years on, it is still true to these roots and offers a wide range of premium hand-cooked potato crisps, innovations such as Lentil Waves, and a range of licensed partnerships with brands such as Guinness, Jim Beam and Levi Roots to multiple and independent retailers, wholesalers, pubs plus vending and foodservice sectors in the UK.  It has also developed exports to the US, Canada, and EMEA.

Privately and proudly British owned, Burts Chips operates from Plymouth and Leicester, employing a total of 306 people with an additional 64 jobs planned in Leicester this year.

For more information about Burts Snacks visit the website at and check us out on LinkedIn at Don’t forget to like us on Facebook ( and follow on Instagram (@burtschips) and Twitter (@BurtsChips).

[1] IRI 52 w/e April 2019

Many cocoa farm workers aren’t reaping the benefits of Fairtrade certification


In Côte d’Ivoire, employees at Fairtrade-certified cocoa cooperatives have higher salaries and better working conditions than those at non-certified organizations. Farm laborers, on the other hand, don’t fare as well.

Long before it hits supermarket shelves, cocoa passes through dozens, if not hundreds, of hands—many of which belong to the laborers that harvest and hack the beans from their large, leathery pods.

For years, members of the cocoa industry in Côte d’Ivoire (Ivory Coast)—the world’s leading producer of this product—have been partnering with Fairtrade International, a nonprofit organization focused on enacting sustainable economic, environmental, and social standards on trade products in developing countries. However, while Fairtrade certification boosts income and reduces poverty among the employees of the country’s large cocoa cooperatives, the same doesn’t hold true for workers on the farms who, quite literally, bring these organizations’ products to fruition.

The findings, reported in an economic analysis published today in the journal Nature Sustainability, reaffirm the existence of longstanding disparities in the cocoa pipeline.

“This paper is a very welcome addition…and a really nice piece of work,” says Mark Lundy, the Sustainable Food Systems Theme Lead at the International Center for Tropical Agriculture (CIAT), who was not involved in the study. “One of the major gaps in any study looking at the impacts of Fairtrade is that they typically focus only on farmers, and ignore other key players…but this really shines a light on some of the limitations of [sustainability] certification as a way to drive broader social change.”

It’s long been known that many members of the cocoa supply chain, including small-scale farmers and the laborers they employ, live in extreme poverty. In Côte d’Ivoire, which produces 40 percent of the world’s cocoa crop, millions of these workers struggle to make ends meet. Even the salaries of the farmers who may hire laborers average only around $0.78 per day—a mere 31 percent of what’s considered a living income in the region.

Ostensibly, the implementation of Fairtrade standards should combat these issues. But the infrastructure of Côte d’Ivoire’s cocoa market is complex, and previous studies have suggested that regulations enforced at the highest levels of Fairtrade certification don’t always trickle down.

In Côte d’Ivoire, about half the cocoa farms operate as members of large cooperatives, which consolidate, store, and prepare the beans for local processing facilities or buyers abroad. Both cooperatives and their member farms hire their own employees, the former performing duties mostly related to management, logistics, and day-to-day company operations. Farm workers, however, are employed by individual farmers, and, unlike their supervisors, typically aren’t considered cooperative members.

While several studies have assessed the impacts of Fairtrade certification on farmers, there’s been a bit of a “blind spot” when it comes to the welfare of the rural workers they hire, says study author Eva-Marie Meemken, an agricultural economist at Cornell University. Part of the problem, she says, is access: Many farm workers come from other countries, leading to language barriers, and a good number of them work on a temporary basis in remote, inaccessible regions.

It’s exactly this oft-dismissed population, Meemken says, that might be most vulnerable to marginalization.

That’s where the new study comes in. To see how Fairtrade regulations affected people at multiple steps along the cocoa pipeline, Meemken and her colleagues interviewed more than 1,000 employees associated with 50 cocoa cooperatives in southeast Côte d’Ivoire, half of which were Fairtrade certified. In total, the study’s participants involved leaders from 50 cooperatives and 250 of their employees, as well as 500 cocoa farmers and 250 of their hired workers.

At the cooperative level, Fairtrade certification made a big difference. With annual salaries of around $1780, certified cooperative employees made more than double the annual income of workers in non-certified organizations. And while more than half of the non-certified cooperative workers surveyed lived below the national poverty line, the same was true for less than a third of certified cooperative employees—the only group surveyed who were more likely than not to have a written contract with their employer.

But further down the line, these economic benefits disappeared. Rural workers, who couldn’t claim cooperative membership, had roughly equivalent salaries—often below the poverty line—regardless of whether their employers were Fairtrade certified.

It’s important to note that because Fairtrade works in so many products on a global scale, the specific results from this paper won’t necessarily hold true for other goods or locations, or even across large periods of time within Côte d’Ivoire’s cocoa market itself, says Elizabeth Bennett, a political economist and fair trade expert at Lewis & Clark College who was not involved in the study.

However, these results aren’t all that surprising, and mirror what’s been suggested by other studies of sustainability certifications, says Simanti Banerjee, an agricultural and behavioral economist at the University of Nebraska Lincoln who was not involved in the study.

Addressing income disparities within the Fairtrade supply chain is no simple matter. With such a decentralized cocoa network, it’s easy for small, remote farms in distant locales to fall through the cracks—even when their umbrella cooperatives meet certification standards, Meemken says. Regular check-ins take time and money—and even the best resourced cooperatives have trouble monitoring all their members when they’re this spread out. What’s more, she says, Fairtrade regulations haven’t traditionally included language that specifically address the operations of small-scale farms, which then have less incentive to mirror the standards and practices maintained by the cooperatives they sell to. (Of note, Fairtrade has publicly stated its intention to address labor issues in the small farm sector.

“Standards need to be more clear about whether and how profits are shared, and that these standards should be better enforced,” Bennett says. “That hasn’t happened yet, and that’s overdue.”

One possible intervention, Banerjee says, could involve a system in which groups of farmers monitor each other to ensure that certain labor standards, including income and working conditions, are upheld. These small networks could also empower farmers—a tier of the cocoa supply chain that’s also been traditionally marginalized—to hold each other accountable, offering incentives for good behavior and charging fines for poor conduct.

Technological innovations such as mobile apps could even start to play a role in gathering and visualizing these types of sustainability data and more—a tactic that could make monitoring easier to implement, Lundy says. “This an area that’s ripe for innovation,” he says. “If you layer that kind of technology over the existing infrastructure, you can move forward quite quickly.”

Such changes would come at a cost, Lundy says. But leveling the playing field would yield more stable trading relationships, which could then have ripple effects on other aspects of sustainability, he adds, including good agricultural practices, or standards that take into account climate change mitigation.

A farm worker family in Côte d’Ivoire. Image Credit: Jorge Sellare, University of Goettingen
Working within the existing Fairtrade system, however, may only go so far, says Lindsay Naylor, a geographer and food justice expert at the University of Delaware who was not involved in the study. “The people who are currently benefiting the most from Fairtrade certification are the consumers…[in part because] producers, who come from a variety of backgrounds, have no voice in creating the standards,” she says. Creating a more socially responsible system of trade, she adds, will require a larger-scale overhaul in which Fairtrade “invites more people to the table in a way that’s inclusive, and in a way where the table isn’t already set.”

That said, the takeaway from studies like these isn’t to demonize Fairtrade, which, among sustainability certifications, “comes out as being the most rigorous and having the highest standards for people,” Bennett says. But “the fact that the organization that sets this high watermark has a shortcoming…alerts me to how problematic other standards are very likely to be.”

As things stand in Côte d’Ivoire, the road ahead is likely to be long. Less than 10 percent of the country’s cocoa-growing land is under Fairtrade certification, and much of the market remains lacking on the sustainability front. The global growth of the cocoa market has led to rampant deforestation in Côte d’Ivoire, which, if unimpeded, could strip the country entirely of its forest cover within the next 15 years. What’s more, forced and child labor remain prominent issues: More than 2 million children work the cocoa fields of Côte d’Ivoire and Ghana alone.

Addressing and achieving sustainability will require a multi-pronged approach, Bennett says. “Anything that is labeled sustainable cannot be only about the environment,” she explains. “It also has to be about people.”

“Getting people to change their behavior is a last-mile problem,” Banerjee adds. “You can cover 90 percent of the distance by having all the technologies and ideas in place, but that’s useless if no one adopts them. That’s where economics becomes essential to the study of sustainability.”


Kellogg Crunchy Nut

FSA welcomes new allergen labelling law

The government plans to introduce the new legislation this summer which will mandate full ingredients labelling for foods which are prepacked for direct sale. It is proposed that the new laws will come into force in England, Wales and Northern Ireland by summer 2021 – giving food businesses time to adapt to the change.
Heather Hancock said: ‘I warmly welcome the Secretary of State’s announcement: this is an important step
forward in our ambition for the UK to become the best place in the world for people
living with food hypersensitivities.
We know that the impact of food allergy and intolerance on quality of life can be as great or even greater than almost all other foodborne diseases. While it is impossible to eliminate the risks entirely, we believe the Secretary of State’s announcement of this change in the rules will mean better protection for allergic consumers.’
Protecting consumers
The announcement today is the result of a UK-wide consultation, launched in January, that sought views on updating food allergen labelling laws for foods prepacked for direct sale. It followed the tragic death of teenager Natasha Ednan-Laperouse, as a result of an allergic reaction to a baguette she had eaten which did not display allergen information on the packaging. The FSA Board, in a public meeting held in May, agreed on advice for Ministers that full ingredient labelling should be mandatory for all pre-packed for direct sale foods.
Current laws
‘Prepacked foods for direct sale’ are foods that have been made and packed on the same premises from which they are being sold. For example, a packaged sandwich or salad made by staff earlier in the day and placed on a shelf for purchase. Currently, these foods are not required to carry labels and information on allergens, as it is
expected that the customer can speak with the person who made or packed the product for this information. This has led people mistakenly assuming that the food does not contain any allergens.
Many food businesses have already taken steps to improve food labelling. Others who have yet to make changes are being urged to do all they can ahead of the implementation date to help consumers make safe food choices.

We need your presence and your support!


As you may have heard one of the industry’s best-loved characters, Hylton Nesbitt had a bit of bad news at the end of last year, just before Christmas.  He was diagnosed with Bowel Cancer.  He quickly had surgery, but unfortunately not in time for cancer to have spread to his lymph nodes and needed a course of Chemotherapy.  Now those of you that know Hylton, know what a strong man both in stamina and character he is.  He has battled on, working through the pain (which he denies he has) and is on the road to recovery with the Chemotherapy sessions ending on 14th August this year.

Fortunately, Hylton works for the UK’s leading wholesaler of vending products and they are in awe of his commitment to them and the bravery he has shown and is still showing in this intrusive process.  In recognition of this, they are arranging a charity trek to the summit of Ben Nevis in Scotland.

Automatic Retailing Norther (ARN) has challenged everyone in UK Vending to help raise money by joining them.  Let’s be honest, it will be hard but a great ‘craic’ and we can’t miss seeing John Crichton attempt this climb.  In fact, Michelle and Rachel of NIVO think that if John can attempt it then they can.  Training will begin PDQ! (and let’s make no bones about it – it is going to be hard).


04/10/2019: travel to Fort William,

05/10/2019: Climb Ben Nevis

06/10/2019: Travel back


Email Lyndsey if you want to participate.  Although she requested to be told by 21st June, she has extended this to early July – so please email

You will receive all the information you need along with a fundraising pack full of tips for smashing your target.  You will also get an exclusive technical fibre t-shirt to wear with pride for your challenge and access to our expert training zone where you can find training guides, trekking tips, and advice.


Ben Nevis (Gaelic translation ‘Mountain of Heaven’) itself is the highest point in Scotland and the British Isles, standing at the lofty height of 1343m (roughly 4000ft). Fort William, on the southern edge of the Great Glen and located on a sea loch, is our base for the weekend. This is a long, arduous uphill trek which will provide you with a wonderful sense of achievement when you reflect on what you have done.


This is designed to be a challenge, and it is vital that you train sufficiently for it. You will be supplied with a thorough training guide once you have registered. We expect all participants to train hard in advance, but we respect everyone’s limits and do not expect everyone to maintain the same pace. Inadequate training is likely to have an impact not just on your chances of completing the challenge, but enjoying it too – and we want you to have the time of your life!

The challenge attracts people of all levels of experience, fitness and ability as well as all ages and backgrounds. Go at your own pace, this is not a race.

For logistical and safety reasons we sometimes need to re-group, so the front-runners may find themselves waiting for the slower ones. Please relax, and remember that this is a team effort that enables people to achieve their personal goals and earn sponsorship.


While it is definitely possible for an amateur to reach the summit, the main thing to keep in mind is that Ben Nevis is not to be underestimated. It is a difficult and potentially dangerous climb and takes an average of 4 hours to climb with a further 2-3 hours to climb back down

The estimated calories that you will burn are around 3000 calories.

Warm, wind and waterproof clothing are essential. This should include gloves, hat, fully waterproof and windproof jacket, and trousers and spare clothing such as a warm sweater or fleece.


How long does it take to climb Ben Nevis?

It really depends on your level of fitness, the weather conditions and how many breaks you take to admire the views. It will usually take between 7 – 9 hours to complete following the Mountain Track, with an approximate ascent of 3.5 – 4.5 hours to the summit.

How tough is it to climb?

It’s a long and arduous climb and you might have stiff legs the following day, but the feeling of accomplishment when you scale the tallest mountain in the United Kingdom is pretty tough to beat.

How high is it?

A lofty 1,345 m. To put it into perspective, the London Eye stands at 135 m and Big Ben at 96 m high.

Do I need a map and a compass?

Although the Mountain Track is reasonably easy to follow on a clear day, it’s essential to have both a map and a compass and know how to use them especially if there is poor visibility during the climb.

More detailed information can be found on numerous websites.  The one we found useful was


Kellogg’s UK History Timeline

1889 In a failed attempt at making granola to feed patients at their health sanatorium in rural Mid-West America, our company’s founder, William Keith Kellogg, and his brother, Dr John Harvey Kellogg, changed breakfast forever when they accidently flaked wheat berries. W.K kept experimenting until he flaked corn, and created the delicious recipe for Kellogg’s Corn Flakes.
1906 W. K. Kellogg opened the “Battle Creek Toasted Corn Flake Company” in Battle Creek, Michigan, in the United States of America and hired his first 44 employees. Together they created the initial batch of Kellogg’s Corn Flakes and brought life to W.K’s vision for great-tasting, better for you breakfast foods.
1916 Kellogg’s launches its second cereal – All-Bran.
1922 Kellogg’s arrived in the UK in 1922. Kellogg’s Corn Flakes and All Bran were the first introduced to the British Public, imported originally from the USA and later from Canada.
1923 In 1923 Kellogg’s hired the industry’s first dietitian to provide consumers with information about nutrition.
1924 An office for the Kellogg Company of Great Britain opened in Holborn, London in 1924.
1925 From 1925, a decade of hard work by a sales force of 15 men covering the whole of the United Kingdom, helped convert the British, who were then suspicious of dietary innovation, to the ‘ready-to-eat’ cereal breakfast.

Millions of sample packets of cereal were distributed door to door.

1928 Kellogg’s introduces Rice Krispies to Britain.
1934 Harry McEvoy is appointed as Managing Director of Kellogg’s in the UK. Harry continued to lead Kellogg’s in Britain for more than 30 years and is credited with helping to establish Kellogg’s as a household name.
1938 Strong sales meant the time was right to open a factory in Britain to supply the UK and Continental Markets.

Kellogg’s opened its first British factory in Trafford Park, Manchester, on 24th May 1938. The Head office also moved from London to Manchester. The factory cost $2 million to build and covered 130,000 square feet. The factory was situated within a 75 mile radius of the highest population density in the country (great for customer base and workforce). It also had great road and rail links and Manchester ship canal for transportation.

Kellogg’s ran a competition to find Britain’s typical housewife – won by Florence Millward – to officially open the factory.

1941 During World War Two Kellogg’s had its own unit of the home guard and workers from the plant would do their duty as part of the Air Raid Precaution and Area Ambulance Unit after their shifts. Rationing meant that Kellogg’s food could only be sold in the UK Midlands, North of England and Scotland. Corn Flakes were temporarily replaced by wheat flakes made of British grown crops due to food import restrictions.
1950 In the early 50’s Kellogg’s ran its first press ad directly targeting the people of Manchester.
1951 William Keith Kellogg died at the age of 91 in Battle Creek, Michigan, on 6th October. He entailed the bulk of his fortune to the WK Kellogg Foundation, which he had helped to establish two decades earlier, to improve the lives of children across the world. Today, the WK Kellogg Foundation remains the largest single shareholder in the Kellogg Company.
1954 Kellogg’s Sugar Frosted Flakes (Frosties) were introduced to Britain in 1954. These were the first cereal of the sugar coated type to reach the market.

It achieved instant success, attaining a level of £1 million sales in its first year. Frosties’ Tony the Tiger has been voted as one of the top 10 brand icons of all time.

1956 Kellogg’s launches Special K into the UK. It was originally designed as a high-protein breakfast cereal aimed at men.
1960 Coco Krispies (Coco Pops) were introduced to Britain in 1960 and were supported by a substantial T.V. advertising campaign.
1963 Prince Phillip visited the Trafford Park factory in 1963. He was met by Florence Millward who was invited back 25 years after she opened the factory.
1969 The Kellogg Company was honoured to provide breakfast for the legendary Neil Armstrong, Buzz Aldrin and Michael Collins during their ground breaking Apollo 11 trip to the moon.
1970 In 1970 Jonathan Ross starred in a Rice Krispies ad.
1974 Prince Charles visited the Trafford Park factory in 1963.
1978 Kellogg’s opened its second UK factory – in Wrexham in North Wales. The site was officially opened by HRH Princess Alexandra on 28th April 1978.
1980 Crunchy Nut Corn Flakes were launched in the UK in 1980.
1982 Prime Mister Margaret Thatcher visited the Kellogg’s Manchester factory in 1982 and received a toy Tony the Tiger from Kellogg’s UK Chairman, Ross Buckland. Some workers downed their tools and walked out in protest.
1984 Fruit and Fibre was launched in the UK in 1984.
1984 British Olympic Athlete Steve Cram visited the factory to launch Start in 1984.
1998 Kellogg’s started to support school breakfast clubs across in Britain. Since 1998, Kellogg’s has provided 70 million breakfasts, trained 1,600 schools, and provided £4 million of investment so schools can provide the best start to the day for thousands of children.
2010 To help people reduce the amount of salt in their diet, Kellogg’s took 30% of salt out of family favourite cereals like Corn Flakes and Rice Krispies.

In 2010 Kellogg’s cereals had 50% less salt than they did a decade ago.

2011 Kellogg’s announces it will add vitamin D to all of its kid’s cereals to help combat the rise of rickets in 2011.
2012 In 2012 Kellogg’s acquired Pringles – becoming the second biggest savoury snacks company in the UK and the world.
2013 Kellogg’s launched its Breakfasts for Better Days initiative in 2013 and pledged to donate 15 million breakfasts and snacks to people in need by the end of 2016.
2016 Kellogg’s filmed an episode of Inside the Factory for the BBC with Greg Wallace and Cherry Healey which was broadcasted in 2016.
2017 In 2017 Kellogg’s announced a significant overhaul of its cereals to help the people of Britain make healthier choices in the morning.

This included reducing sugar in Coco Pops by 40%, dropping sugar in Rice Krispies by 20% and by 30% in Rice Krispies Multigrain. Kellogg’s also removed high-sugar Ricicles from sale.

2018 Kellogg’s enter the organic and vegan foods market with the launch of a new W.K. Kellogg plant-based cereals in 2018. The cereal – named about our company’s founder – committed to donating a portion of cash generated by sales to good causes.

Kellogg’s adopts colour-coded traffic light front of pack labelling on its cereals sold in Britain.

2019 Kellogg’s announced the largest ever redesign of its iconic cereal packs. Kellogg’s is also recognised as the most trusted food and drink company in the UK (Source: Reputation Institute).

Focus on Our Planet


You may or may not be aware of a group formed back in 2017 called CFI or The International Cocoa and Forest Initative which is led by World Cocoa Foundation, IDH the Sustainable Trade Initiative and The Prince of Wales’ International Sustainability Unit.  You may ask what has this got to do with me?  Well the pledges and goals of this group, are to help farmers and their communities in Ghana and Cote d’Ivoire (who produce 70% of the world’s cocoa).  These are the farmers that produce the Cocoa that you enjoy in your chocolate drinks, your chocolate bars and any other product that contains cocoa (or cacao).  They were getting a raw deal but now the commitment of 33 producers (which make up 85% of the global cocoa usage) which include our NIVO Supply Members namely, Barry Callebaut, Mars Wrigley, Ferrero, Nestlé and Mondelez Europe – means that by the end of 2019 there will be full traceability of cocoa supplies in Ghana and Cote d’Ivoire.  .  This strengthens sustainability for African farming communities.  The groups’ policy themes are forest protection and restoration, sustainable production and farmer’s livelihoods, and community engagement and social inclusion. It will be underpinned by monitoring systems, legal enforcement and national regulatory structures.

On March 3rd a press release was issued – action plans to end deforestation in the cocoa sector and restore forest areas which include:-

  • No further conversion of any forest land for cocoa production.
  • They have pledged to eliminate illegal cocoa production in protected areas, in line with stronger enforcement of national forest policies and development of alternative livelihoods for affected farmers.
  • Government implementation of land use and socio-economic surveysin priority areas to collect baseline data for the design of new agro-forestry and conservation programs.
  • Development of farm mappingand traceability systems to ensure cocoa is sourced legally from farms outside of protected areas and monitor where cocoa from deforested areas could enter into the supply chain.
  • Development of new landscape corridorsto connect up fragmented forest reserves, and community-based landscape management to scale up conservation efforts through broader “jurisdictional approaches”.
  • Investments in sustainable agricultural intensification in order to “grow more cocoa on less land,” with a focus on on climate-smart production techniquesfarmer trainingincreased access to financing,new government operational guidelines and company investment for agroforestry.
  • Looking at incentive-based systems to promote environmentally sustainable agricultural practices, for instance through the launch of launch of payments for environmental servicescontracts directly with farmers.
  • Government land tenure reformsand tools that allow farmers to obtain official ownership of valuable non-cocoa trees on their farms and thereby encourage investment in agro-forestry.
  • Use of satellite monitoringto track illegal deforestation in hotspot areas and issue deforestation alerts.


On writing this each of the companies involved will publicly disclose its own individual initial plan in the next 3 weeks – therefore when you read this, you should be able to read the plans.  We will publish links on our social media channels and on the NIVO website.



Nestlé call their commitment ‘Nestlé Cocoa Plan’

  • Nestlé is fully committed to achieving deforestation-free commodities by 2020.
  • The Nestlé Cocoa & Forests Action Plan focuses on three pillars: forests protection and restoration; sustainable cocoa production and farmers’ livelihoods; and community engagement and social inclusion.

Significant activities under the Nestlé Cocoa & Forests Action Plan include:

  • Completion of the mapping of all 87,000 farms that are part of the Nestlé Cocoa Plan and strengthening of cocoa beans traceability systems by 2019;
  • Implementation of an exclusion process for farmers who grow cocoa in protected areas from Nestlé’s supply chain by 2020;
  • Sensitization of 38,000 farmers on forest law enforcement in place in both countries as well as the importance of protecting forests by 2022;
  • Distribution and planting of 2,8 million shade trees by 2022;
  • Carrying out two agroforestry pilots, a smart integration of trees into farming systems by 2022;
  • Training 70,000 farmers on good agricultural practices, including deployment of advanced technology and agricultural methods to increase productivity (more cocoa on less land);
  • Promotion of the financial inclusion of at least 8,700 farmers by supporting the creation of village savings and loans associations by 2022;
  • Distribution of 5,000 improved cook stoves by 2021 to reduce pressure on forests and improve community’s health.



Mondeléz’s commitment is called ‘Cocoa Life’

Highlights from our action plans include:

Protect: Understanding where, by whom and under what conditions cocoa is produced is critical for changing farmer behaviour. That is why we are one of the first chocolate companies to commit to map 100% of the farms in our supply chain by 2019.

Produce: We are making cocoa farming a business of choice by helping farmers grow more cocoa on less land. We know sustainable practices such as agroforestry – the growing of other trees among crops such as cocoa – will bring long-term benefits. But farmers tell me their immediate concern is income – so we’ve developed incentives to encourage them to adopt these practices. We are the first organization to introduce Payment for Environmental Services (PES) agreements to a cocoa farming context.

These agreements offer farmers financial incentives in return for planting non-cocoa trees on their farms, for protecting and renewing forest areas. This is an approach we’ve successfully piloted in Côte d’Ivoire, and will continue to expand our efforts to other countries and change farmer behaviour.

People: We know that deforestation can’t be addressed through cocoa farmers alone, so we involve the whole community. Our Cocoa Life program fundamentals such as the Community Development Committees and Community Action Plans ensure that everyone’s voices are heard and communities can lead their own development. We listen to and co-create with communities – encouraging ownership for forest protection plans. We were that successful that last time I was in Côte d’Ivoire, a village leader educated me on the need to protect forest and explained me our PES approach!

5th March 2019 – Press Release




Barry Callebaut’s commitment is called – ‘Forever Chocolate Plan’

We have committed to four bold targets that we expect to achieve by 2025 and that address the biggest sustainability challenges in the chocolate supply chain.

By 2025:

  • We will eradicate child labour from our supply chain

These targets are daunting and we might not have all the answers on how to achieve them. But we are confident that we will reach them, working together with all those who have chocolate close to their hearts.


Mars commitment

Major Accomplishments Toward Sustainable Cocoa

  • In 2009, we committed to buying 100 percent certified cocoa by 2020. We are currently the only major manufacturer to work with all three major certification organizations: UTZ, the Rainforest Alliance and Fairtrade International.
  • In 2010, Mars signed a Memorandum of Understanding (MoU) with the Minister of Agriculture of Côte D’Ivoire, which allows us to work directly with the Ivorian government on productivity projects for farmers.
  • Mars collaborates with groups in the chocolate industry who share our view and are willing to work with us — including competitors. We have signed MoUs with cocoa suppliers Barry-Callebaut and ECOM to expand our programs in Côte d’Ivoire. And we congratulated Ferrero and Hershey on becoming the second and third major manufacturers, respectively, to commit to 100-percent-certified cocoa.
  • Mars has invested heavily in breakthrough science to benefit farmers, including mapping the genome and releasing the results into the public domain so they can be translated into more effective breeding and lead to healthier, more productive trees for farmers.
  • Mars is the world’s largest purchaser of certified cocoa, buying nearly 90,000 tons of cocoa in 2012 and exceeding our 20 percent global volume target.
  • We have 17 Cocoa Development Centers (CDCs) in Côte d’Ivoire, including four franchise CDCs built by our collaborators, ECOM and Barry-Callebaut. We have also selected the first five Cocoa Village Clinics operators in Soubré.



Ferrero’s commitment/pledge

At the UN Climate Change Conference (COP23) in Bonn on 16th November 2017, the Ferrero Group committed to the Frameworks alongside other chocolate and cocoa companies, with the aim to improve forest protection and restoration, sustainable cocoa production and farmer livelihoods.

As part of these Frameworks in Côte d’Ivoire and Ghana, the chocolate and cocoa industry will put in place verifiable monitoring systems for traceability from farm to the first purchase point for their own purchases of cocoa. The industry will also work with the governments of Côte d’Ivoire and Ghana to ensure an effective national framework for traceability for all traders in the supply chain.

“Ferrero is committed to working on the challenges to end deforestation in the cocoa sector, as well as implement key principles and strategies that underpin socially and environmentally sustainable cocoa production” said Aldo Uva, Open Innovation and Chief Operation Officer Strategic Business Units of the Ferrero Group.
This latest commitment is an important milestone for Ferrero and evidence of its dedication to a sustainable and responsible cocoa supply chain. It follows the signing of the New York Declaration on Forests by the United Nations, which Ferrero committed to in 2014, and the Cocoa and Forests Initiative in March 2017.

At the same time, Ferrero remains dedicated to its ongoing work to map 100% of its cocoa supply chain to farm-gate level, as well as its partnerships to improve the livelihood of farmers and their communities with partners like Save the Children and Fairtrade & Cooperative Union ECOOKIM.

As part of its Corporate Social Responsibility strategy, Ferrero continues to engage in certification programmes, institutional engagement and projects and partnerships, with the aim to safeguard the future of the cocoa sector, supporting and improving cocoa farming sustainability.

Read the full press release @


Kellogg – Reducing food waste


In 2018, the Food and Agriculture Organization of the United Nations (UNFAO) reported that world hunger continues to rise. Yet, according to the World Food Programme, the world produces enough food for everyone. Part of the answer to helping the one in nine people who suffer from hunger and malnutrition is to drastically reduce food loss and waste.

Along our value chain – primarily on farms, in our own operations and with consumers – Kellogg is reducing food loss and waste to ensure that food grown and made goes to feeding people, whenever possible. Doing so is one of the most important levers to solve the issue of food insecurity brought on by our growing population, climate vulnerability and malnutrition.

In 2016, Kellogg was one of the first companies to join a group of global leaders from government, business, research and farming communities committed to working together to meaningfully reduce food loss and waste by 2030. This group, Champions 12.3, is named for U.N. SDG target 12.3 that calls for “cutting in half per capita global food waste at the retail and consumer level, and reducing food losses along production and supply chains (including post-harvest losses) by 2030.”

Impacting total waste

In our operations, we work to reduce total waste, ensuring re-use, recycling and other approaches to avoid sending waste to landfill. Our goal is to continue to reduce total waste by 15 percent (from a 2015 baseline) by the end of 2020. While we reduced our total waste by 11.3 percent in 2018, overall we have reduced total waste by 5.7 percent from the 2015 baseline.

In 2018, we teamed up with local brewery SE7EN BROTHERS to turn ‘waste’ Kellogg’s Corn Flakes into an IPA beer. ‘Throw Away IPA’ is made from waste Kellogg’s Corn Flakes, from the Manchester factory. These flakes are too big, small or overcooked – and therefore have not passed Kellogg’s strict quality control, and would inevitably go to animal feed. This is just one of the many innovative ways we are tackling food waste.




Nayax, a leading fintech global company providing payment solutions and services to unattended retail and self-service businesses, is bringing its expertise to the public transportation sector. This exciting move leverages Nayax’s extensive experience in global cashless payments and provides an innovative solution to transit operators and commuters. Nayax products will enable automatic fare collection via multiple contactless and QR payment methods, including EMV debit/credit cards, prepaid cards and mobile wallets.

Paying via open payment cashless methods saves money and time for all parties, operators and commuters alike. Commuters can enjoy a seamless experience by paying with the card or app they already use daily, without having to top up in advance. For other travelers or tourists, the ease of using standard, open payment methods enables a more convenient travel experience. Operators don’t have to develop and maintain alternate methods of payment and benefit from a wide range of benefits, including reduced costs in operation and commuter education.

“Nayax’s years of global experience providing solutions and services to unattended operations translates directly to providing public transportation operators an open cashless payment alternative to current, cash and closed loop payments,” says Yair Nechmad, CEO and Co-founder, Nayax Ltd. “Giving commuters the opportunity to pay with their preferred cashless method will make public transportation a more viable mode of transit for users, leading to increased revenue for operators. This move to the transit sector is the natural progression for Nayax and we look forward to working with transit authorities worldwide.”

Drawing on Nayax’s decade-plus experience in providing a cashless payment solution for unattended machines, Nayax has developed devices that deliver a complete service, from cashless payments, management, telemetry and consumer engagement.


Onyx Go is a secure contactless reader accepting multiple contactless payments. Onyx Go has an intuitive user interface that delivers instant verification with offline data authentication. This plug-and-play account-based ticketing device provides real-time data including reports and alerts.


Onyx Go Plus, based on the Onyx Go, takes payments a step further by enabling ride validation with QR codes and contactless payments.

For more information on Nayax in the Transit market, click here.

Nayax will be launching Onyx Go and Onyx Go Plus at the UITP Global Public Transport Summit in Stockholm, Sweden, June 9-12 at the Stockholmsmässan Exhibition Center on Stand B5030.


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