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Tag: brewing

  • Tribe Breweries Buys Collapsed Australian Craft Producer Black Hops

    Tribe Breweries Buys Collapsed Australian Craft Producer Black Hops

    Tribe Breweries bought collapsed Gold Coast craft brewer Black Hops out of voluntary administration on October 8 for an undisclosed sum. The deal absorbs the brand into its national beverage platform.

    The agreement secures the brand’s primary production brewery in Biggera Waters and its original taproom in Burleigh Heads. All Queensland staff and 90 per cent of national positions will stay.

    Rescue terms and production assets

    Black Hops joins a brewing portfolio that includes Stockade Brew Co, Mornington Peninsula Brewery, and gluten-free label Wilde Brewing Co. Production continues across both Gold Coast sites. That gives the buyer regional manufacturing capacity alongside its primary facility in Goulburn.

    The Goulburn plant has an annual capacity of 30 million litres. It handles proprietary brands and contract packaging for independent labels. Chief executive Heath Baker confirmed plans to streamline operational overheads while maintaining the Black Hops brand identity in retail distribution and on-premise venues.

    General manager Nathan Seamons said the agreement ends months of operational limbo for brewery workers.

    “This is a wonderful day for everyone involved in the business but also for the millions of Australians who simply love a Black Hops beer.”

    Consolidation pressure across craft brewing

    Independent brewers across Australasia face severe margin compression from escalating excise duties, rising raw material costs, and soft bar spending. Standalone production is now unsustainable without volume scale. That hits mid-tier producers that financed rapid capacity expansions between 2018 and 2021.

    For retail buyers and hospitality groups, the purchase removes near-term inventory risk on core Black Hops lines. Tap supply will concentrate among fewer independent consolidators. Cost containment remains the main hazard for Tribe. Taking on regional taprooms and separate production lines lifts overheads as retail shelf competition intensifies.

    Two administrations in seven months

    Debts exceeding AU$7 million ($4.5 million) forced Black Hops into its first voluntary administration in March 2024. A consortium of existing and new investors, including Darren Hill and managing director Luke McCormack, bought the assets two months later to restructure the business.

    That turnaround failed to stabilize cash flow. McCormack put the company back into administration in July after an agreed private buyout collapsed. Administrators then sought a trade buyer with existing logistics networks. Black Hops had already closed its Brisbane venue earlier in the year, which subsequently transferred to Salisbury-based Hiker Brewing.

    Ownership turnaround at Goulburn

    Tribe completed its own corporate overhaul after entering voluntary administration in February 2023 under administrator FTI Consulting. A consortium led by the Elsie Cameron Foundation, the philanthropic fund tied to Kathmandu co-founder Jan Cameron, bought the Goulburn business out of administration and restructured its balance sheet.

    The business gained B Corp certification in July. It is finishing construction on a hospitality venue at its Goulburn headquarters. Integration now turns to supply contracts and wholesale channel terms across Queensland bottle shops, with initial production schedules under the combined entity taking effect this quarter.

  • Independent Brewers Association Calls for Australian Alcohol Tax Reform

    Independent Brewers Association Calls for Australian Alcohol Tax Reform

    The Independent Brewers Association has called on the Australian government to review the national alcohol tax system, warning that tax disparities between beer and wine undermine public health goals.

    Draught and packaged beer face tax indexation twice a year under the current framework, while bulk wine retains preferential treatment under the Wine Equalisation Tax.

    Led by CEO Sabrina Kunz, the association responded in October 2026 to recommendations from the House of Representatives Standing Committee on Health, Aged Care and Disability, which urged Treasury to assess whether structural tax reform is needed.

    Disparity between beer and wine duties

    Small commercial brewers face higher tax obligations per standard drink than producers of bulk cask wine. The Wine Equalisation Tax applies to wholesale value rather than alcohol content by volume. This creates a persistent price gap on retail shelves.

    Parliamentary committee findings acknowledged that non-uniform taxation keeps cheap high-strength products widely available. Craft operators argue this structure penalises local brewers facing high domestic manufacturing costs. At the same time, it subsidises industrial wine output.

    Sabrina Kunz, chief executive of the Independent Brewers Association, said current policy fails to support health objectives: “If Government were serious about using taxation as a tool for harm minimisation, they would incentivise consumers to choose ‘low’ and ‘no’ alcohol products.”

    Shifting consumption patterns

    Official data shows per capita alcohol intake and risky drinking have fallen steadily across Australia over the past two decades. Underage drinking rates fell by half across the same period. Younger consumers have shifted away from volume consumption.

    Independent economist Professor Kym Anderson documented that moderation in beer was the primary driver of Australia’s declining alcohol intake over the past half-century. Small producers developed artisanal products alongside mid-strength and non-alcoholic alternatives. These offerings directly reshaped drinking habits.

    Excise policy has failed to keep pace with these shifts, industry advocates argue. Tax rates on packaged beer rise automatically every six months in line with the consumer price index. This drives retail prices higher even as overall consumption volumes shrink.

    Community venues under cost pressure

    Rising excise liabilities hit independent taprooms alongside escalating commercial rents, utility bills, and packaging costs. Independent operators lack the scale to absorb persistent excise hikes across high-volume networks.

    Taprooms operate as community hubs without gaming machines, generating regional employment and local supply chain demand. British Beer and Pub Association research showed that neighbourhood venues generate measurable community wellbeing benefits. Heavy taxation erodes those gains.

    Hospitality margins have contracted sharply across regional and suburban venues. The pressure forced several craft breweries into voluntary administration or consolidation over the past two years. Industry leaders argue that excessive duty on draught beer damages viable hospitality businesses without curbing heavy consumption of cheap alternative alcohol.

    Next steps for Treasury review

    The campaign follows a formal submission by the brewers association to the parliamentary committee in November 2024. The final committee report in May confirmed that the existing tax mix does not provide adequate economic or health safeguards.

    Treasury faces pressure from craft beverage manufacturers, public health advocates, and regional venue operators to deliver clear volumetric modelling. The brewing sector wants excise rates linked directly to alcohol volume across all beverage types. Brewers also seek duty exemptions or lower bands for mid-strength and zero-alcohol options.

    Federal ministers have not yet set a formal timetable for Treasury to publish its excise modelling or table legislative reforms ahead of the upcoming budget.

  • Carlsberg Malaysia Takes Seventh Consecutive Equity Return Award with 125.8% ROE

    Carlsberg Malaysia Takes Seventh Consecutive Equity Return Award with 125.8% ROE

    Carlsberg Brewery Malaysia Berhad won two honours at The Edge Billion Ringgit Club Awards 2026, logging a 125.8 per cent return on equity for 2025. This secured the Shah Alam brewer its seventh straight win for highest return on equity in consumer products and services.

    The company also took the corporate responsibility award for Bursa Malaysia listed firms with market capitalisations between RM1 billion and RM10 billion. Out of 1,060 listed companies, only 183 qualified for the club this year.

    Three-Year Capital Efficiency Numbers

    Rolling metrics for the award tracked performance from 2023 through 2025. Return on shareholders funds stood at 177.8 per cent in 2023, 134.3 per cent in 2024 and 125.8 per cent in 2025. These figures stem from tight working capital controls. They also reflect steady cash generation from Shah Alam brewing and distribution across Malaysia and Singapore.

    Holding equity returns above 120 per cent through input cost swings demands strict pricing and rapid inventory turns. Southeast Asian commercial brewers operate on thin margins. Regional tax structures and retail margins leave no room for operational bloat.

    Supply Chain Audits and Governance

    The governance award recognised an expanded responsible sourcing programme across third-party suppliers. This framework aligns procurement with Malaysia’s National Action Plan on Business and Human Rights 2025 to 2030. It also updates internal labour standards across regional vendors.

    Rating agencies responded with higher marks. MSCI ESG Ratings upgraded the Malaysian unit to AAA. Meanwhile, FTSE4Good Bursa Malaysia maintained its four-star rating on the stock.

    Regional Brewery Margins and Risks

    Consumer goods producers across Southeast Asia face a divided market. Premium beer lines protect margins in major cities. General retail spending, however, faces persistent caution. The slide in return on equity from 177.8 per cent in 2023 to 125.8 per cent in 2025 shows this pressure. Higher production overheads and currency shifts continue to squeeze regional returns.

    Competitors across the region face similar margin pressures. Heineken Malaysia and regional importers have turned to supply chain automation and selective price hikes to defend profitability. Primary operational risks centre on input costs and utility tariffs. Higher energy expenses can quickly erode factory margins if volume growth slows.

    Community Funding and Capital Outlays

    In community funding, the brewer’s Top Ten Charity Campaign passed RM600 million raised in 2025. The platform has supported more than 700 vernacular schools since its 1987 launch. It runs alongside the company’s broader sustainability programme.

    Managing director Stefano Clini indicated capital will flow into plant capabilities, brand lines and internal systems. Investors now turn to fourth-quarter volume figures and the interim dividend declaration to see whether returns stay above the 120 per cent threshold.

  • Heineken Malaysia Cuts Brewery Emissions 45 Percent and Replaces Secondary Plastic

    Heineken Malaysia Cuts Brewery Emissions 45 Percent and Replaces Secondary Plastic

    Heineken Malaysia cut production emissions by 45 percent at its Sungei Way brewery against a 2022 baseline. On-site solar generation and renewable grid procurement drove the reduction.

    The brewer took top honours in two categories at the ESG Positive Impact Awards 2025. It recycled all 35,637 tonnes of its production waste and eliminated 195 tonnes of single-use packaging plastic.

    Sungei Way Brewery Energy and Water Overhauls

    Power for the Petaling Jaya facility now comes entirely from renewable sources via Tenaga Nasional Berhad’s Green Electricity Tariff programme. An array of 3,500 rooftop solar panels adds roughly 2,600 megawatt-hours annually. For heat, the site relies partly on an upgraded wastewater treatment plant. That RM7 million facility captures biogas during effluent processing to supply approximately 4 percent of thermal requirements.

    Water management forms the other major capital focus at the site. Using flow meters, equipment overhauls and recycling loops, the brewer improved water efficiency by 36 percent compared with 2014 levels. Independent auditor LimnoTech verified the results. In 2025, the company hit 221 percent of its targeted water balancing volume, returning more treated water to the watershed than its operations consumed.

    Value Chain Pressures for Regional Brewers

    Breweries across Southeast Asia face tougher scrutiny from institutional investors and retail off-trade buyers over Scope 3 supply chain footprints. Malaysian beverage makers must balance high excise duties against the capital expenditure needed to electrify thermal brewing. Decarbonising industrial heat remains difficult. To cut upstream emissions, Heineken brought 40 tier-one suppliers into the UN Global Compact’s ESG Start programme, pushing compliance down to local packaging and logistics vendors that lack dedicated sustainability budgets.

    Competitors like Carlsberg Malaysia and Thai Beverage are deploying similar resource reduction programmes to protect operating margins against rising industrial water tariffs and volatile power costs. Packaging penalties loom for laggards. Grocery chains now demand certified recycled content and paperboard alternatives. The steepest financial risk sits in thermal energy replacement: replacing remaining fossil fuel boilers requires heavy capital that cannot be offset by rooftop solar alone.

    Tracking Circularity and Watershed Protection

    At the Sungei Way site, operational adjustments build on long-term capital investments. Heineken Malaysia has routed zero production waste to landfill since 2017. The site sends organic outputs like spent brewing grains into animal feed and agricultural upcycling streams. For packaging, the company switched secondary can wraps from shrink plastic to paperboard, cutting single-use plastic across retail channels.

    Community watershed investments run alongside the plant works. The SPARK Foundation, the brewer’s corporate responsibility arm, has spent more than RM16 million since 2007 on peatland restoration, rainwater harvesting installations and river rehabilitation projects around Selangor’s river basins.

    Managing Director Martijn van Keulen and his supply chain team are aligning the Petaling Jaya plant with the group’s Brew a Better World 2030 roadmap. That plan sets binding deadlines for net-zero carbon production and complete water circularity across all Asian operations.

  • Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    In September 2026, Southern Alps Brewing launched New Zealand’s first premium low-gluten lager, priced between $27 and $30 for a 12-pack.

    The 4.8 per cent ABV beverage comes in 330ml packs and uses an enzymatic process that reduces gluten content to below 10 parts per million while maintaining a standard beer profile.

    Enzymatic reduction and local sourcing

    Southern Alps Brewing, a portfolio brand of Marlborough-based Moa Brewing Company, brews the product with New Zealand malt and southernmost-grown hops, with independent testing by Assure Quality verifying the gluten threshold.

    Traditional gluten-free beers rely on sorghum, rice, or millet, which often changes the body and flavor profile of the brew. By keeping barley malt and deploying enzymes to degrade the problem proteins, the brewer keeps the standard lager profile intact.

    Shelf space pressure in liquor aisles

    Supermarket operators and specialty liquor chains across Australasia face mounting competition in the better-for-you drinks category. Low-carbohydrate, zero-alcohol, and functional drinks have occupied an expanding share of refrigerated retail space over the past three years. For bottle shop owners, stocking low-gluten lines allows them to capture drinkers who might otherwise migrate entirely toward seltzers, cider, or spirits.

    Retail margins in the craft segment remain tight due to elevated excise rates and rising packaging inputs. A 12-pack priced up to NZ$30 places the product directly against mainstream craft four-packs and imported premium labels. Retailers will test whether mainstream shoppers pay a premium strictly for verified gluten reduction.

    Premium pricing in functional brewing

    Breweries across the region spent the last five years rationalizing standard stock keeping units while testing dietary variants. Moa Brewing Company has adjusted its brand portfolio to defend domestic market share against both international conglomerates and neighborhood microbreweries.

    Distribution now expands across New Zealand liquor merchants and retail grocers ahead of peak southern hemisphere summer beverage demand.

  • DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries will install draught dispense systems for zero-alcohol beer across roughly 300 New Zealand hospitality venues ahead of the summer trading season.

    The nationwide deployment follows April pilot trials at two Auckland venues, the Empire Tavern and Moretons.

    Expanding Draught Dispense Beyond Packaged Formats

    Breweries across the Asia-Pacific region historically limited non-alcoholic lines to packaged bottles and cans. Keg stability and line hygiene constraints drove that approach. By introducing dedicated tap systems at scale, the brewer gives on-premise operators a direct draught alternative that mirrors standard beer service.

    DB Breweries managing director Peter Hart said the technology gives consumers choosing zero-alcohol beer an experience comparable to drinking conventional draught.

    Commercial Stakes for On-Premise Operators

    For bar and pub operators, draught zero-alcohol options command higher margins than single-serve bottles. They also keep non-drinking patrons in venue rounds longer. The model shifts zero-alcohol beer from a refrigerated afterthought into active tap lineups.

    Keg throughput and line maintenance remain the chief operational challenges. Non-alcoholic beer lacks the natural alcohol preservatives that protect against bacterial spoilage. Venues taking the hardware must maintain strict cleaning cycles to protect product quality across high-turnover summer taps.

    Scaling Up from Auckland Trials

    Operational feedback from the April trials at Empire Tavern and Moretons guided the rollout. Those tests measured equipment performance and pour rates, establishing dispense protocols before DB Breweries committed capital to a 300-site expansion.

    Technicians will install hardware across the 300 targeted venues over coming months, with all taps scheduled to pour before peak summer patronage begins.

  • Rising Stars on the Global Coffee Scene: How Southeast Asia’s Homegrown Chains are Brewing Success Overseas

    Rising Stars on the Global Coffee Scene: How Southeast Asia’s Homegrown Chains are Brewing Success Overseas

    Southeast Asian coffee chains, including Malaysia’s Zus Coffee and Indonesia’s Kopi Kenangan, are extending their reach beyond their national borders, looking to make their mark on the region’s burgeoning café culture.

    Unleashing the Flavor of Southeast Asia

    Kopi Kenangan outlets in Singapore offer customers a unique coffee experience. In addition to the usual preferences for milk and sugar, customers can select their preferred coffee beans, sourced from various Indonesian regions such as Aceh, Bali, and Flores. The coffee chain also boasts traditional drinks with an Indonesian touch, like lattes sweetened with palm sugar, which makes them stand apart from the competition.

    Billy Ooi, a management professional based in Singapore, expressed his satisfaction with the brand, commenting that it is budget-friendly, offers good discounts, and the taste is comparable to other cafés.

    Rapid Growth

    In its home country, Indonesia, Kopi Kenangan, which was launched in 2017, has swiftly become the nation’s largest café chain. The brand had over 1,100 outlets across the country by the end of last year. It was also among the first to go global, opening approximately 187 stores in India, Australia, Singapore, Malaysia, and the Philippines.

    Similar progress is evident in other local brands like Tomoro and Fore, which have also made their presence felt in Singapore, China, and the Philippines.

    Malaysia’s Zus Coffee is another success story. It began as a small kiosk in 2019 and has since transformed into the country’s largest coffee chain. Operating over 1,000 outlets across Malaysia, Singapore, Brunei, the Philippines, and Thailand, the majority of its branches are located in its home market.

    Beej Marcado, a young entrepreneur from the Philippines, considers Zus as his top choice, impressed by their simple drinks and sustainable practices like the use of edible straws.

    Surviving in a Competitive Market

    As these Southeast Asian coffee chains venture into international markets, they are confronted with fierce competition from global juggernauts such as Starbucks from the U.S. and China’s Luckin Coffee, as well as robust local players in each country.

    Many have had to innovate to stay competitive, adding localized offerings to their menus. For example, Zus Coffee introduced an ube (purple yam) coffee in the Philippines and a Tom Yum Americano in Thailand to cater to local tastes.

    Adapting to local preferences was also crucial for Sarnies, a café chain from Singapore with several outlets in Thailand. Its founders, Eric Chan and Benjamin Lee, adjusted their menu to appeal to a more diverse customer base when they expanded into Thailand.

    The Future of the Coffee Chain Industry

    The modern coffee and tea market in Southeast Asia was estimated to be worth US$9.9 billion in 2025, a sharp increase from $8.3 billion in 2023. The expansion was fueled by swift store growth, the advent of digital ordering, and broader consumer adoption.

    However, the industry is entering a new phase. The focus is shifting towards the efficiency of operating systems, from supply chains and in-store processes to digital infrastructure. The ability to scale operations efficiently and uphold unit economics is becoming a decisive factor in competition.

    Questions & Answers

    What is unique about the coffee experience at Kopi Kenangan outlets in Singapore?
    At Kopi Kenangan, customers can select their preferred coffee beans, sourced from various Indonesian regions. They also offer traditional Indonesian drinks, like lattes sweetened with palm sugar.

    How are Southeast Asian coffee chains adapting to survive in international markets?
    Many chains are adding localized offerings to their menus to cater to local tastes. For example, Zus Coffee introduced an ube (purple yam) coffee in the Philippines and a Tom Yum Americano in Thailand.

    What is the projected value of the modern coffee and tea market in Southeast Asia in 2025?
    The modern coffee and tea market in Southeast Asia is expected to be worth US$9.9 billion in 2025.

  • “Savor Summer with Aldi’s Exclusive Tropicaldi XPA: Hawke’s Brewing Co’s Craft Beer Now Supermarket-Chic!”

    “Savor Summer with Aldi’s Exclusive Tropicaldi XPA: Hawke’s Brewing Co’s Craft Beer Now Supermarket-Chic!”

    Hawke’s Brewing Co. has embarked on a unique collaboration with Aldi to introduce Tropicaldi XPA, marking the brewery’s first venture alongside a supermarket.

    Dan Warner, Aldi’s buying director, expressed that the primary objective behind the launch is to heighten the accessibility and affordability of craft-style beer.

    “Previously, Hawke’s XPA was only obtainable through tap,” he revealed.

    “With its exclusive availability in cans at Aldi, Tropicaldi attests to Aldi’s reputation as a go-to retailer for quality, value-for-money summer beverages,” he added.

    The XPA, brewed in Marrickville, possesses a 4 percent ABV. It exhibits tantalizing aromas of pear, orange, and stone fruit and concludes with a crisp, easy-to-drink profile, making it a perfect choice for warm weather.

    Nathan Lennon, co-founder of Hawke’s Brewing Co, remarked that this collaboration aligns squarely with the company’s goal of maintaining the accessibility of craft beer.

    “Much like Aldi, we are committed to demonstrating that high quality does not necessitate a steep price tag,” he added.

    Tropicaldi XPA is available at Aldi stores across the nation for a restricted period. The product is priced at $13.99 for a six-pack of 457ml cans.

    Questions & Answers

    What is the collaboration between Hawke’s Brewing Co. and Aldi?
    The collaboration is about the launch of Tropicaldi XPA, the brewery’s first supermarket-based venture.

    What is the aim of the Tropicaldi XPA launch?
    The aim is to make craft-style beer more accessible to consumers at a more affordable price.

    What is the price and availability of Tropicaldi XPA?
    Tropicaldi XPA is priced at $13.99 for a six-pack of 457ml cans and is available nationwide at Aldi for a limited period.

  • Bacardi and Coca-Cola Europacific Partners: Brewing Success in Australia with New Distribution Deal

    Bacardi and Coca-Cola Europacific Partners: Brewing Success in Australia with New Distribution Deal

    On November 3, Bacardi-Martini and Coca-Cola Europacific Partners (CCEP) initiated a multi-year partnership in Australia. This strategic alliance between the two beverage leaders aims to broaden their influence in the local drinks industry.

    The Partnership Details

    The partnership, first publicized in August, allows CCEP the responsibility of distributing an array of well-known brands. These encompass Bacardi rum, Bombay Sapphire gin, Grey Goose vodka, Patrón tequila, Dewar’s Scotch whisky, Angel’s Envy whiskey, and Martini vermouth. Simultaneously, Bacardi-Martini will continue to manage marketing and brand strategies.

    Luiz Schmidt, the Managing Director of Bacardi-Martini Australia, emphasized the importance of this collaboration. “Our brands are incredible with fantastic equity, but we acknowledge that to fully exploit their potential in Australia, we need to collaborate with an organization that possesses the necessary resources to put them in consumers’ hands nationwide,” he stated.

    Schmidt further stated that not only does CCEP have tremendous scale, but it also possesses proven industry expertise that can ensure long-term sustainable growth for both companies.

    Strengthening CCEP’s Market Position

    This agreement solidifies CCEP’s position as a key contender in the local premium drinks market and mirrors broader consolidation trends in beverage distribution.

    Orlando Rodriguez, the Managing Director of Australia Coca-Cola Europacific Partners, expressed his enthusiasm about the partnership and its potential. “The Bacardi portfolio is iconic, and we at CCEP have the track record of operational excellence to best support it,” Rodriguez stated.

    He added that both companies are eagerly anticipating the accomplishments they can achieve in the vibrant and expanding alcohol category.

    Questions & Answers

    What does the partnership between Bacardi-Martini and CCEP entail?
    The partnership allows CCEP to distribute Bacardi-Martini’s renowned brands across Australia, including Bacardi rum, Bombay Sapphire gin, among others, while Bacardi-Martini will continue managing marketing and brand strategies.

    How does the partnership affect CCEP’s position in the market?
    The agreement strengthens CCEP’s position as a leading player in the local premium drinks market and reflects broader consolidation trends in beverage distribution.

    What are the expected outcomes of this alliance?
    The Managing Directors of both Bacardi-Martini Australia and Coca-Cola Europacific Partners have expressed optimism about the potential growth and achievements this partnership can bring to the dynamic and expanding alcohol category in Australia.

  • Tax break assists Belgian brewery to ‘Australianise’ its beers

    Tax break assists Belgian brewery to ‘Australianise’ its beers

    Queensland brewery Madocke Beer Brewing Co is set to brew its Belgian-style beer with Australian ingredients as part of a tax incentive program.

    The Research and Development (R&D) Tax Incentive program supports businesses that undertake R&D initiatives benefitting Australia, by providing a tax offset on eligible activities.

    It is administered by the Industry Innovation and Science Australia (IISA) and the Australian Taxation Office (ATO).

    The Gold Coast brewery – which predominantly produces traditional European-style beer – will now replace its European malts and hops with Australian ingredients.

    “So in our research and development claim that we did with the Australian government, we deliberately put forward that we are going to try to recreate traditional Belgian beers with Australian ingredients,” said Annelies Nijskens, Madocke’s co-founder and brewery manager said.

    “If we can change over more beers with Australian malts, it’s beneficial for Australian agriculture and the economy and the ecological footprint, which is very important these days.”

    The brewery began experimenting last year with Australian native honey to produce a Blonde beehive beer and a Belgian-style Blonde beer with Australian-grown Border Pale Malt from Barrett Burston Malting.

    The latter won the European-style ale category at this year’s Indies award.

    “Even though we are a Belgian-style brewery, we do not just bring everything in from Europe, we do try to work on Australian ingredients as well,” said Nijskens.

    Since ingredient sourcing and freight delays are ongoing problems facing businesses’ supply chains, the brewery aims to localize its source while helping the economy under this program.

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  • Nomad Brewing and Darrell Lea create liquorice Stout

    Nomad Brewing and Darrell Lea create liquorice Stout

    Liquorice-loving dads have a lot to look forward to this Father’s Day.

    Aussie chocolatier Darrell Lea has teamed up with Nomad Brewing Co in Sydney’s Northern Beaches to create a new brew distilled from chocolate bullets.

    The limited-edition dark chocolate licorice stout is described as tasting “rich and creamy” and  “beautifully bitter”.

    “We know people who love our liquorice are passionate advocates for the flavor which some may consider being controversial, so we wanted to breathe some new life into it with the Batch 37 Dark Chocolate Liquorice Milk Stout which has real Milk Chocolate Bullets and Batch 37 Liquorice in the brew,” Darrell Lea’s general manager of marketing, Johanna Campbell said.

    “Many dads are big fans of our licorice products, and what better way to say cheers to our dads than combining two of their favorite things?”

    The limited-edition Darrell Lea Batch 37 Dark Chocolate Liquorice Stout is available to purchase online at nomadbrewingco.com.au for $11 per can or $45 per 4-pack, plus you’ll also receive a free bag of Darrell Lea Batch 37 Licorice gift with every purchase.

  • Robot baristas to serve coffee in over 30 train stations in Singapore

    Robot baristas to serve coffee in over 30 train stations in Singapore

    Singapore-based Crown Digital announced yesterday that it will be installing its robotic baristas at 30 Mass Rapid Transit (MRT) stations in that country by the end of 2022.

    Dubbed “Ella,” Crown Digital’s robo-coffee kiosk is 5 sq. meters, serves a variety of coffee and tea drinks, and can make up to 200 coffees per hour. While Ella uses an articulating arm to make and serve drinks, one of its standout features is its transparent screen that can display information about drinks, orders and even full-motion videos and graphics.

    For these MRT installations, Crown Digital has collaborated with Stellar Lifestyle, which has “expertise in property and retail management, media and digital advertising solutions,” according to the Crown Digital announcement blog post. Crown Digital also wrote that Stella Lifestyle has invested an undisclosed sum in Crown Digital’s pre-Series A round of funding.

    This is the second rail network that Crown Digital has partnered with, following a pilot deal with Japan’s JR East‘s train stations signed at the end of last year. With their high-traffic audiences looking for refreshment on-the-go, transit hubs like MRT stations and airports are popular target markets for robotic coffee kiosk companies that are just now coming market such as Crown Digital, Smyze, and Cafe X.

    Another benefit to robotic coffee baristas in these pandemic times is that they are contactless. Robots don’t get sick, and don’t act as a vector of viral transmission the way that humans do.

    While there are a number of robot baristas coming to market, we have yet to see big coffee chains jump into automation. The exception is Costa Coffee, which bought Briggo last year and re-branded those Coffee Hauses into Costa Coffee BaristaBots. Though I suspect that as more deals like Crown Digital’s start popping up, we’ll soon see other big coffee brands like Starbucks and Dunkin add their own robots as well.

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  • Nerada Tea releases plastic-free loose-leaf tea box

    Nerada Tea releases plastic-free loose-leaf tea box

    Queensland’s Nerada Tea company is marking Plastics Free July with the launch of a cardboard tea package that features no plastic lining or wrapping.

    The box, made from recycled cardboard, comes with a pour spout that folds out to dispense the loose-leaf tea into a brewing pot. It will sell for RRP$3.30 in supermarkets.

    Nerada Tea, which sells 1.5 million kilograms of tea a year, is also currently trialing a 100-per-cent plastic-free paper for its tagless pot bags which it hopes to roll out in stores by the end of this year.

    In what the company describes as “a high priority,” further research is ongoing into a plastic-free solution for tea bags which the company hopes to bring to market within a year.

    Launched in 2010, Plastic Free July has reportedly inspired more than 326 million participants around the world to reduce their household waste and recycling by 21kg per person, per year – equivalent to almost 5 percent – contributing to a total saving of 940 million kilograms of plastic waste annually.

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  • Cathay Pacific Is Brewing Its Own Beer

    Cathay Pacific Is Brewing Its Own Beer

    In efforts to beat out their aerial competition, Cathay Pacific has employed something that will appeal to almost everyone, the universally beloved: beer. They’re not giving it away for free or anything, but instead they have decided to make their own custom brew named Betsy Bee (after their first aircraft), in collaboration with Hong Kong Beer Co. The craft ale has Dragon-Eye fruit, honey, and a special type of hop called Fuggle.

    Going along with their marketing drive, ‘Travel well,’ Betsy beer is a “product designed purely with the traveller, and beer lover, in mind,” according to their Generar Marketing Manager, Julian Lyden.

    They will be offering Betsy to business and first class passengers on flights between Hong Kong and the United Kingdom from March 1 until April 30. It will also be sold online at Deli Delight.

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