Disclaimer: This interview is for informational purposes only and should not be relied upon as a basis for investment decisions. In Practise is an independent publisher and all opinions expressed by guests are solely their own opinions and do not reflect the opinion of In Practise.

{audio:0:01:45} I run a small investment fund and we used to own Constantia Flexibles. It was very competitive process against CVC; I think it was 2017. I got familiar with the packaging industry and I've found some Tetra Pak assets. For example, if you look at Elopak and Greatview that are publicly listed, and they seem to be quite cheap, and as such, I'm interested to learn more and talk to you about the industry and your view from a more professional perspective. Maybe as a starter, you could introduce yourself and tell us a bit about you and your background.

{audio:0:03:00} I've been in the packaging environment or arena for the last 25 years, more or less. Of course, a big spell of has been with Tetra Pak, but I also worked for Gualapack in Italy, in my early days, and in the last six months, I joined Sealed Air, which a flexible packaging corporation based in the US. I'm a marketeer by extraction, and even in Tetra Pak, I went out to sell their packaging material and machines. I had a few years as a key account manager and director, but most of the time, most of the roles have been always connected with marketing strategy and the portfolio. I have a pretty wide experience in understanding what the customers’ needs and and how we can fix it. A customer might be interested in lowering total cost of ownership or having a better sustainable solution or having a differentiated packaging from the competition. You have to play with what you have in your portfolio and try to come up with the best possible alternative.

{audio:0:04:27} If you take these three segments and take the last 10 to 20 years, how have these developed? Sustainability has become a very important part for a lot of companies. How do you see the share developing?

{audio:0:04:43} In terms of sustainability, I think it's always been for Tetra Pak, there is a good selling argument, but without it just being an extension without the substance behind. In other words, we have renewable packaging material, maybe we have some problems in recycling it but everything will go ahead as usual. I think that the line was set in 2018, when the single use plastic legislation came up, and there were different legislations around the world. Experts and panels started debating what the circular economy means. I think that in the last three, four years, it's been of huge interest therefore, the packaging industry needs to understand what the next steps are. 

{audio:0:05:49} In Tetra Pak, we used to track the consumer research every year, and the sentiment of consumers has changed. Everyone has always said, we are interested in the environment, but in the last two, three years, we see these elements of attention growing and growing. To come back to your question, what has really fed the sustainability agenda is legislation. On one hand, in 2018 for the first time, Europe became serious about plastic issues, single use plastic. On the other hand, there is consumer attention to packaging, and trying to move away from the kind of packaging that they think is less good for the environment.

{audio:0:06:45} Is Tetra Pak more sustainable than using plastic bottles?

{audio:0:06:50} I don't think there is a solution that fits everyone. I think you have to choose in which segments you play, and which product you want to pack. If you want to go for aseptic packaging, long shelf-life products, I think that Tetra Pak has got the best possible offering there in terms of sustainability, because the alternative is HDPE bottles or PET bottles with a barrier. Those main packaging competitors for Tetra Pak, they don't fit to the circular economy. Either you have a PET bottle that you normally use for water and there is a very well-organized collection scheme and recycling facilities for it, or if you have a plastic bottle with a barrier, you don't have a great future in front of you. 

{audio:0:07:58} How are Tetra Pak recycled? Where do they go in the next processing step?

{audio:0:08:06} In most of the countries in Europe – again, not everywhere – it is recycled together with paperboard. At the recycling facilities, when you put together all this material, you have a delamination effect where the paper fibers are collected and the aluminum foil, and the polyethylene stay in the pulper as a residue. There will always be residues in the process. Tetra Pak or carton-rigid packaging will contribute for some of the things but remember, still most carton-rigid packaging for aseptic products has between 70% to 75% paper content. They can be classified, potentially, as suitable for being collected.

{audio:0:09:18} In general and in the market, is it mostly milk and then maybe some juices?

{audio:0:09:25} Tomato products, then you have also wine and spirits. In Italy and Spain, wine for instance, is a very strong category. You have also solid food like peas, beans and sauces in carton-rigid packaging and most recently, I will say also the non-dairy alternatives like soy milk or rice milk.

{audio:0:10:10} Also laundry detergent, is this coming up?

{audio:0:10:14} I think that these are potentially something. In its mission, Tetra Pak has got to pack only food. I don't think that Tetra Pak will enter the non-food arena. Elopak, for instance, already does something with detergents and so on, and they don't have this sort of food-only oriented business. I think that they will try to expand there because I know, for sure, that the big corporations, like Procter & Gamble, Unilever, Johnson & Johnson, are looking at alternatives to their HDPE bottles.

{audio:0:11:00} Maybe we can hop into the regions, and talk a bit about market share. What's important in the region to win and where do you see the growth drivers? Maybe you can start with Europe. What's your take on Europe as a saturated market for the Tetra Pak business? 

{audio:0:11:26} I think that what you just said very much reflects the reality. Tetra Pak has got the lion's share in Europe, followed by SIG Combibloc and then the other players in the region for carton containers.

{audio:0:11:43} Where would you estimate it? Are there any public figures?

{audio:0:11:47} Unfortunately, I don't have any public figures. What I can tell you is that constantly, over the last 10 to 15 years, SIG – as well as GA Pack which has a new plant in Europe – has been eroding shares from Tetra Pak. Tetra Pak is still number one, and I would say also by some distance, but is declining in the market. The overall market in Europe doesn't grow very fast for aseptic products; it’s between 1% and 2% If you take away the Covid period and so on. But SIG Combibloc and GA Pack are growing much faster than these figures.

{audio:0:12:38} How do they compete? Mostly with price?

{audio:0:12:44} I will say GA Pack is price. Tetra Pak’s business is sitting on three legs; the packaging material business, the machine business or capital equipment, and the service or aftermarket. GA Pack is competing only in one of these three areas which is the packaging material. They have a packaging material that has got a very similar lamination to Tetra Pak, in terms of the structure, and they go to customers saying, you can switch from Tetra Pak to GA Pack using the same material at a lower price. 

{audio:0:13:35} Why is it so hard for them to win over customers? If I turn over any Tetra Pak in the supermarket, it always says Tetra Pak.

{audio:0:13:46} As I said, GA Pack is growing and also SIG Combibloc is growing. I think that SIG is using the same model as Tetra Pak with the machine, packaging material and the after-sales service. That is why SIG, not only in Europe, but also in other parts of the world, they've been constantly outperforming Tetra Pak in the last 10 to 15 years because they came in with a similar model. Customers are a little bit afraid or reluctant to embrace the GA Pack alternative because they know that if they have a problem with the machine, or if they have a problem with the equipment or the distribution units and so on, they have to go back to Tetra Pak to fix it. Normally, what we have seen is that the customers move part of the business to GA Pack or other competitors, but they don't move 100% of the business to them. That is why the inroads into the European or Asian markets has not been as fast as we would have expected.

{audio:0:15:11} If you take, for example, the margin potential for GA in Europe, where would you estimate it?

{audio:0:15:28} What I can tell you, without going into too much detail, is that they normally position themselves between 10% to 15% cheaper than Tetra Pak or SIG Combibloc nowadays.

{audio:0:15:43} Similar to Elopak? They do 4% to 7% EBIT margin? 

{audio:0:15:51} Yes, 10%. Elopak does similar business as GA Pack in a way, because they have aseptic machines, but they mostly sell the packaging material through the installed base of other competitors – namely Tetra Pak or SIG Combibloc – and they position themselves 10% to 15% cheaper than the market here.

{audio:0:16:25} Are there others, apart from Elopak and GA Pack, that come to mind in Europe?

{audio:0:16:34} We have Posetsan, that is a Turkish producer, and then in Italy, Alternapak, a small producer and this has been taken over by GA Pack.

{audio:0:17:12} Why did they go out of business? Did they have problems with the price increases and so forth?

{audio:0:17:17} Yes, I think that for small producers, also IPI in Italy, part of Coesia Group, they've been struggling a lot to get raw materials, foils. They don't have as strong a logistics and supply chain, as the big guys that we mentioned before. Although their proposition is good – I'll give you the same material, same quality, at a lower price - they are not as reliable as other players. Until GA pack, and you probably know the story better than me, had a factory in Europe, it took them a long time to expand the business. Only when they had the factory here, and they had proven they could produce to the same standard as any other European factory, I think that the business has started booming for them.

{audio:0:18:23} How about the China/Asia region? Historically, it has been a Tetra Pak region, but with GA Pack starting in the early 2000s, basically ramping up production, margins have been decreasing steadily.

{audio:0:18:47} What I can tell you is that Tetra Pak was there in the 80s, and of course, that created a big advantage. You can go to the site, they have three large converted factories in China and then, as a Tetra Pak former employee, I can tell you that our footprint there was very strong and appreciated especially by the two major customers, Meiji and DE. Two-thirds of the business there – or even more – is milk. I don’t think Tetra Pak is managed like they did in the US, or South America or Europe to diversify the portfolio into other segments, like juice, tomato, wine, and so forth. It's heavily dependent to milk, and the consumption of milk has been increasing steadily and the aseptic packaging technology fits very well in the business model because they the big area in the north part of the country, near the Mongolian border and the consumption is in the east and south part of China. 

{audio:0:20:26} So the aseptic technology three, four, five months of shelf life, it's perfect to for them to sweep up. Clearly, competition there, as it happens in China for many companies, once you have a presence there, everyone will look at you. In China, we have seen an explosion of competitors over the years. You have GA Pack, but I think that there are at least 50 converters that are offering multi-layer material for carton-rigid packaging. 50 players, and out of them, three or four have started also some aggressive export business. Not only local business because the local businesses have a market of over 1.3 billion people; that is three or four times the size of Europe alone. Business is good there but three or four packaging competitors have gone abroad and started exporting businesses.

{audio:0:21:54} Who are the largest ones? The ones who are basically attacking and going abroad and growing?

{audio:0:22:01} It is GA Pack, who we all know and then you have Ji Long and then you have another one. Illy has got a stake in one of the major companies there. 

{audio:0:23:31} How is it to do business in China with these two super large customers? I was kind of surprised to see that Tetra Pak is still investing after 40 years in business. I think in 2019 or 2020, they built another large factory. It seems to me that customers are quite fair with the producers?

{audio:0:24:02} It has the big advantage of having equipment for aseptic packaging. 

{audio:0:24:12} Are you saying that Tetra Pak have an equipment advantage?

{audio:0:24:15} It's got the equipment advantage, to produce the machines. The equipment that comes from Tetra Pak and local producers don't supply equipment or at least there are very limited options. What we have seen is that customers will never leave Tetra Pak completely; they continue to use both Tetra Pak and other competitors' materials.

{audio:0:25:19} In terms of the opportunity, for example, at Greatview, they have a small machine practice as well, where they offer very basic machines. Do you think they can get to a level where they can compete on machines with Tetra Pak?

{audio:0:25:39} I think that it's very difficult. Tetra Pak has been investing in faster and faster machines, that are suitable for the larger size customers in China. You will hear soon about the launch of another version of a superspeed, carton packaging line in China. Of course, this fits very well with the strategy of these big players. What I know is that there are a number of regional small customers that maybe they start off with Tetra Pak, but then they move to other local competitors for both the machines and packaging material, because they find cheaper versions of both.

{audio:0:26:34} Also in the rest of Asia, you probably don't need the fastest, super machine?

{audio:0:26:43} Not everywhere. Probably in India, in China. A couple of customers in Vietnam, one or two in Thailand, but the majority of customers have got, like in Europe, medium-sized speed machines.

{audio:0:27:01} How do you see the small customers now with the cost increases for energy, raw materials and so forth? Are they able to pass on these increases?

{audio:0:27:20} It's a good question. I don't have the latest information on how they're doing but I think that everyone, Tetra Pak included, has been increasing prices over the last 12 months. The only one that didn't increase price was GA Pack in Europe, as far as I know. I think that GA Pack is very aggressive. They want to increase the customer base. In Europe, they have not increased prices, but they have increased prices in China for instance, following what the leader has done. I think it is a widespread thing that nobody can afford to keep the increases of raw materials to themselves.

{audio:0:28:23} Especially not the smaller ones. I would probably think that some maybe went out of business or something?

{audio:0:28:34} I don't have any information, at the moment information, about someone going out of business. I think, in Europe, we had the same example as we discussed before. Alternapak and also IPI, Coesia Group is struggling big time to serve their customers.

{audio:0:28:57} How do you see the rest of the world, such as the US or South America? I don’ think Tetra Pak is such a big topic there?

{audio:0:29:05} In the US, historically, Tetra Pak has never managed to grow fast, and the problem is that in the US, the cold chain is very developed. They have a strong preference for fresh products and the aseptic technology has not made an inroad as strongly as in Europe or in other markets. The combination of the cold chain and the large size containers has made it difficult for Tetra Pak or SIG, as well, to become a relevant partner for America or North American customers.

{audio:0:30:05} Do you see this changing with soy milk and so forth?

{audio:0:30:09} Yes, I think that, in the last four or five years, the US and Canada have been one of the fastest growing markets for Tetra Pak. You mentioned the category where they've done very well; another category is the protein-based drinks. In all these alternative products, alternative dairy products, soy milk, and so on, but also protein-based drinks in portion packs, Tetra Pak has managed to find good inroads there. I think that out of the different markets we might talk about today, probably North America is the one with the highest opportunity to grow, because they started from a very low basis.

{audio:0:31:19} How do you see South America, because obviously, the cooling infrastructure is not as developed, but it's not such a big topic?

{audio:0:31:29} In South America, Tetra Pak has been, historically, very strong. In Brazil, in Argentina, in, Chile, and Peru and so on. What is changing is that now we have two new elements. One is, two years ago, SIG Combibloc inaugurated a new packaging material plant in Brazil, and they have started the construction of a new plant in Mexico. With the opportunity to serve larger markets, like Brazil and Mexico, with packaging material produced locally, I think that SIG is going to really start challenging Tetra Pak big time. I heard rumors – but I don't know if this is confirmed – that also another competitor, a Chinese competitor, was looking at having their own packaging material plant in Brazil. Those are areas, traditionally fully dominated by Tetra Pak, that are under a big threat moving forward because many competitors have seen the opportunity to steal some of the business from the number one player.

{audio:0:33:29} What is the Chinese competitor’s name?

{audio:0:33:32} I don't recall the name. It was six to eight months ago; it was in the news that there was an announcement or something. Then, with Covid, I don’t know what will happen because China has been blocked for travelling and having visitors for two years. I don't know if that has slowed down the initial plans, but I can tell you, I wouldn't be surprised if, in Brazil and Mexico, competition from China will start looking at having a production plant.

{audio:0:34:28} The strategy of Tetra Pak is, basically, to go even more towards quality and high-performance machines that cannot be matched?

{audio:0:34:41} Also changing the packaging formats. I'll give you an example. In Brazil, the number one SKU is the traditional one-liter base package; the squarish one. In the last few years, you have seen many producers there moving to new packaging formats offered by Tetra Pak, with an opening device, for instance. Tetra Pak is trying to move the customer base into more sophisticated packaging, in order to protect the business there from the challenge of SIG Combibloc and other NSS players. NSS is a name in the industry for non-system suppliers; people who can provide the packaging material but can't provide the service.

{audio:0:35:54} Do you see any way for Tetra Pak to, basically, develop packaging that cannot be copied by the NSS?

{audio:0:36:04} I think Tetra Pak can defend something technically, moving forward. But China is an example where most of the protection for products with the features like a [sliding 0:36:25] topper or new opening device and so on, are about to finish. Once they are finished, I don't think that we can come up with much more creativity in carton-rigid packaging, unless you introduce a disruptive innovation, like a carton bottle or something like that.

{audio:0:36:59} Where do you see the weaknesses of Tetra Pak, if there are any?

{audio:0:37:07} The weakness of Tetra Pak is they have relied on the same portfolio, for many years. You would have expected, by now, that Tetra Pak would have differentiated their offering at a faster pace than the competition, but it is actually the contrary. Competition is copying everything from packaging material to openings to straws, distribution unit. Even in China, in terms of low-speed machines, Tetra Pak has not been able to catch up with the speed of innovation, coming up with new and disruptive innovation. When you sit on the same portfolio, the same squarish package, with a small element, or a spherical package, okay, fine; you can enjoy it for a while. But in an era of digitalization and quick innovation, I think that Tetra Pak has lost a little bit of the competitive edge that they used to enjoy until 10 to 15 years ago.

{audio:0:38:35} Why are SIG so successful in the marketplace? They're also offering the machines and they're not competing on price, as far as I understand?

{audio:0:38:49} In my opinion, they are the best follower of Tetra Pak. They offer similar setup; machine packaging materials service. They position themselves a little bit below Tetra Pak; maybe 35 to 5%, so slightly cheaper, but not the 10% to 15% cheaper that Elopak and GA Pack do in Europe, for instance. The other thing is that SIG has got some potential advantages that Tetra Pak doesn't have. I can tell you three. One, is flexibility. If you buy a SIG machine, you can produce three, four, five different sizes with the same bottom format. You can produce a 200 package, 250 or 300, with the same format.

{audio:0:39:53} That's because it's roll-fed?

{audio:0:39:57} It's blank fed. While Tetra Pak is roll-fed, the machineries are hardly convertible to something else. Potentially, you can do it but you have to stop the machine for a month and spend a lot of money to rebuild. I think that SIG is being very clever capitalizing on this first advantage, that is flexibility. The second big advantage is particles. In the blank-fed system, that top filling of the package, once it's formed, you have this opportunity to have pieces and particles into the system, in the SIG Combibloc system, that in Tetra Pak's system, you can't pack. 

{audio:0:41:11} Exactly, tomatoes with pieces, you can pack in Combibloc packages, but you can't have them in Tetra Pak. The third one is that SIG has been the first one to look at the large size containers such one and a half liters, two liters. Tetra Pak has been following there, and now I think with SIG’s acquisition of Scholle, they are really looking at new markets, like food service, and so on with applications of larger containers than the traditional one-liter packages. I think this will grow quite dramatically, moving forward. I think that they've been much cleverer in spotting opportunities and gaps in the market and through acquisition, internal developments, make sure they can establish themselves as the number one solution.

{audio:0:42:38} I mean, the Rausing family – or at least part of the Rausing family – acquired a stake in SIG via a Singaporean holding or something. They seem to have noticed this and they want to be invested into SIG as well.

{audio:0:43:03} I think that you have to know the background of Tetra Pak here. The founder had one daughter and three sons, if I remember correctly, and then the ones who currently own the business are only three of them. There is another part of the family that was liquidated. That part of the family, they have the same Rausing name, but they are not connected with the current owners, or the family. They are ones behind the aseptic pouch, called Ecolean. Ecolean is an aseptic, stand-up, flexible packaging. The part of the family doesn't own Tetra Pak anymore, invested into this business 20 years ago. Ecolean together with other investments, is probably the second part of the family that doesn't own the Tetra Pak, trying to stay in the packaging business through investments and acquisitions, but they don't own Tetra Pak so they don't have anything to do with the current management.

{audio:0:45:00} Basically, they want to attack the other part of the family?

{audio:0:45:08} I don't know if it's so hard or if they still believe that packaging is a good business to invest some money in.

{audio:0:45:19} Or both? In terms of regions, I believe SIG is also quite big in China?

{audio:0:45:30} Yes, they've been investing a lot. They used to have only one factory in Thailand, and three or four years ago, they inaugurated a factory in China, and they are filling it up very quickly. They are very aggressive there. They are growing big time also from a low volume.

{audio:0:46:01} Can we speak a bit about Elopak? Maybe you can give me a bit of the background of the company and where do you see it going?

{audio:0:46:19} In the 60s, Tetra Pak pushed the accelerator on the aseptic technology and the aseptic packaging, while Elopak stayed in the fresh milk, fresh orange juice, gable top business. Tetra Pak still has that gable top business, but it's a marginal part of the overall volume. Elopak has been growing over the years but at a much slower pace than Tetra Pak, until a few years back when they started bringing in ex-Tetra Pak employees and the current CEO of Elopak is a previous Tetra Pak cluster leader. They have brought in resources from Tetra Pak and they are moving into the aseptic business, as GA Pack is doing. They want to grow, not only in gable top that has been their bread and butter for a number of years, but they've also developed an aseptic packaging for gable top that has not been doing very well. But since they started using their converted factories to produce a multi-layer material, same as Tetra Pak, they've been particularly successful in grabbing some customers at the expense of Tetra Pak.

{audio:0:48:07} I can draw this here from the homepage; it seems as if they're also copying and offering lower priced packaging types similar to GA Pack?

{audio:0:48:30} On the aseptic side of business, they are doing what exactly every other competitor is doing. They don't have their own machines; they don't have their own services. They do services and machines for the gable top segment or market, but they don't do it for the aseptic one.   

{audio:0:49:20} In Germany, it was sort of extended shelf life application, but they've done very well entering a territory that was 100% dominated by Tetra Pak with the aseptic technology. They already made some attempts in the past, and the only successful one I remember is with a few customers in Europe, introducing one and a half liter or two-liter gable top packages for juice. Something that Elopak has never managed very well, for sure, is to gain share in the North American market that is still a gable top market for fresh milk, for instance.

{audio:0:50:20} If you look at GA Pack, they're also doing some stuff in America; basically, they're supplying it via the European factory.

{audio:0:50:34} Yes, but it's very small. It is really a drop in the ocean at the moment. When I used to work for Tetra Pak, we had been mapping very closely, this competition. It's something that might come in the future, but until recently in the US, very, very little competition for Tetra Pak. 

{audio:0:51:02} It's also hard maybe for a Chinese company to compete in the US. Where do you think GA Pack has their strengths and weaknesses?

{audio:0:51:13} In my view, I think that they are a solid company. They've shown the world that they can produce in the heart of Europe, in Germany, with the same standards as any European company. They don't have a large R&D. They are very good in looking at the the new package coming out, or the new size coming out from Tetra Pak and producing it in no time. They are extremely flexible and clever in doing it. But Elopak has done something on the packaging material, some innovation and so on there, but GA Pack has done nothing in terms of innovation. You don't have to spend in R&D, the huge amount of money that Tetra Pak and partially Elopak are investing, for instance, taking away the aluminum foil, or changing the barrier material in packaging. They just wait for the new solution to be on the market, and they will copy it.

{audio:0:52:29} Do you consider this a valid strategy? Or do you think that it's maybe too risky if they wait too long?

{audio:0:52:40} No, I think that has been a very valid strategy. I spoke to a former Tetra Pak colleague working in GA Pack and they have very little marketing, they have very little R&D compared to Tetra Pak. Their positioning, following the leader, has been extremely successful so far. It reminds me a little bit of Burger King opening up a new outlet, in front of McDonald's one or two years later.

{audio:0:53:33} Do you see other notable competitors besides Elopak, Greatview? We spoke about Alternapak. It's now basically also GA pack. Are there others in Europe today?

{audio:0:53:47} The Turkish one I mentioned, there is another one in Abu Dhabi that started reaching out in Europe and taking some share of the business, in the Gulf and Arabia area, from Tetra Pak. They're investing in new equipment and new machinery, as far as I know, and they have already passed already the one billion packages threshold. This company in Abu Dhabi is the new kid on the block. Very strong financial backing from local investors and again, they're hiring former Tetra Pak employees to develop the business, first in the Middle East, and then I'm sure that they want to go to Europe and Asia.

{audio:0:54:59} Other than that, in Europe with the four or five competitors, it looks like there's a margin for everyone in the market?

{audio:0:55:10} Yes, it looks like that even positioning themselves 10% to 15% lower than the leader is good enough to compete. In the case of GA Pack, if you don't have huge R&D costs, this is doable. 

{audio:0:55:37} Your margins can be maybe also 10%, but you just run a very lean shop.

{audio:0:55:47} Exactly, so it's a different strategy. Tetra Pak is still investing a lot in marketing and R&D. That is definitely a burden. Unless they change the setup there, I don’t think that they can compete. Thinking about the same margins of work with such fixed costs.

{audio:0:56:22} How do you see the energy consumption? What share of energy and labor is the cost of one pack? I guess one pack is a couple of cents? From the finished milk carton, how much is energy? Say 15% polyethylene, 80% paper and round about 5% aluminum. Aluminum, also depending on the price, but obviously it is the most cost intensive element?

{audio:0:57:11} Probably 20% percent of the cost.

{audio:0:57:16} You mentioned also that this would go away, or was being currently researched to go away?

{audio:0:57:25} Tetra Pak announced that they want to remove alu foil and work on alternative paper barriers.

{audio:0:57:36} Do you think this is feasible?

{audio:0:57:41} From my understanding, aluminum is the only true barrier so you need it.

{audio:0:57:50} It is a fine balance. If you remove the foil, you will have a packaging material that will be more suitable for the circular economy. But then you will have a product that will last less in terms of shelf life. This is the balance. There's been a big debate in Tetra Pak and I'm sure in many other companies. Yes, I go for the best innovation fitting the circular economy, and I give away my advantage in shelf life, in food waste and so on. Because as you probably know, there is another directive in Europe that is linked to food waste and aseptic packaging seems to be going in the right direction, allowing a longer shelf life for products and reducing the returns for fresh products. The debate is, shall we go for the perfect packaging, fitting the environmental requirements or do we go for something better fitting the food reduction scoping of the legislation? That is something that probably no one has come up with a brilliant answer about, but what I know, for sure, is that taking away that aluminum will affect the duration of the product.

Greatview, Tetra Pak, & Aseptic Packaging

Former Director at Tetra Pak

inpractise.com/articles/greatview-tetra-pak-and-aseptic-packaging

Executive Bio

Former Director at Tetra Pak

Interview Transcript

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