Food + Grocery Australia 2026 in Brisbane took place this year from May 20-21, drawing leaders from across the sector to share perspectives on what’s next for food and grocery. Coca-Cola Europacific Partners (CCEP) vice president sales At Home, Tobias Hoogewerff, reflects on the opportunity to see the wider sector come together – a reminder of the vibrancy and resilience of the industry, and the shared ambition to keep evolving.
Hoogewerff shares what stood out, and how it’s shaping CCEP’s focus moving forward.
Q: What stood out most at AFGC this year in terms of where the sector is heading?
It was a fantastic couple of days to connect with the industry, and what really stood out to me was that while we are clear about the challenges that face us, there is a sense of optimism we are bringing to these changing times. We’ve navigated challenging environments before, and there’s a clear sense we’re applying those learnings now with greater focus and discipline.
In parallel, there’s still a strong growth mindset, but it’s grounded in making smarter choices – doing fewer things, better, and staying closer to what really matters for customers and shoppers. There’s also broad recognition that the future of retail isn’t coming, it’s already here. From digitisation to more agentic, AI-enabled shopping experiences, the direction is set, the only real question is the speed at which it continues to scale, which poses an exciting opportunity!
Q: How is the current environment shaping shopper behaviour at home?
Unsurprisingly, amid increasing cost-of-living pressures we’re seeing Australians become much more considered in how they spend, which is completely understandable. Our customers shared a consistent message – shoppers are more deliberate but still looking for value in ways that work for them.
As a result, we’re seeing more planning, more channel switching, and careful consideration of price and pack formats. We found larger packs and multi-buys continue to resonate, but it’s not just about price – it’s about relevance, and the value needs to feel real.
That consistency in what we’re hearing from customers is helping us stay focused on the right opportunities.
Q: Where are you still seeing opportunities for growth?
Even with pressure on household budgets, there’s still strong demand for accessible moments of enjoyment. We’re seeing this show up in demand for trusted brands, flavour, and formats that fit everyday occasions – especially at-home moments like meals and sharing. When we align the right pack, price and proposition to those occasions, there’s a clear opportunity to bring delight to our consumers and grow commercially.
Q: What does strong partnership look like in practice right now?
I believe it comes back to working closely with customers and staying aligned on what matters most. That means building clear joint plans, focusing on the opportunities that will drive category growth, and keeping things simple enough to execute well. We’re hearing a consistent call to reduce complexity – whether that’s in range, promotions or in-store execution.
The opportunity is in developing the right offers together, ones that genuinely meet shopper needs and help grow the category.
Q: What role does execution play in delivering against this?
Execution remains critical, getting the basics right consistently is one of the most – if not the most – important thing.
Additionally, availability, the right range in the right space, and promotions that land effectively all matter. In a more deliberate market, consistency is what unlocks value. This also means making it easier for teams to execute – simplifying where we can, improving forecasting, and providing clear, practical insights that translate into action in-store.
Q: Looking ahead, what will matter most in building long-term trust?
Long-term trust really comes down to consistency and collaboration. That’s delivering on commitments, staying focused on shared goals, and continuing to show up as a partner who is easy to work with. It’s also key to stay close to customers – listening, learning and adapting together as the market evolves.
What stood out most at AFGC for me was a sense of momentum, an industry that’s faced challenges before and is applying those learnings with a sense of possibility.
For CCEP, the focus remains clear: stay close to our customers, keep improving how we execute, and continue to build offers that create value and grow categories together. Because in a fast-changing market, getting the fundamentals right – together – is what matters most.
