P&F would like to thank the participants in FEMA’s government relations and international regulatory affairs committees for their efforts in gathering and reporting on these disparate global F&F regulatory updates.

Expert Perspectives: Trend Watching (pg 18)

Flavor and fragrance trends from the experts, market outlook and regulatory issues

In 2004, Givaudan was ranked number one among the industry’s top 10. What keeps this industry leader successful year after year? Besides restructuring and expansion, a main key to the company’s success is its ability to stay at the forefront of F&F innovations. But how are trends identified and translated by perfumers and flavorists? Givaudan’s James Krivda (vice president, perfumery), Dave Bratton (principle flavorist), Lori Bratton (director, flavor creation tech), Pablo Krawec (principle flavorist) and Bill Prinz (principle flavorist).

A Matter of Taste: from Peppermint King to Beyond (pg 28)

AM Todd Expands flavor technology capabilities and moves into botanicals for the health and wellness market

In 1869 the Peppermint King, Albert May Todd, founded A.M. Todd in Kalamazoo, MI; the company quickly became the world’s leading producer of high-quality peppermint and spearmint oils. As the company celebrates its 136th anniversary, it’s expanding its business model from being a supplier of mint oils and other flavor ingredients to being a provider of value-added flavor formulations and applications. The company also is eyeing opportunities for future growth in botanicals and new and expanding markets.
How has the vision and structure of the company changed since its founding? What strategies are in place to make the desired growth possible? Henry Todd, CEO, and Sharon Wicker, president, spoke to P&F about the company’s history, its current vision, and the priorities that fuel and inspire expansion.

Citrus Focus: A Cultivated Zest (pg 32)
Daemmon Reeve, Treatt plc

The lemon's origins, production and processing

Known as golden apples centuries ago, lemons were once regarded as luxuries, traded for precious items in marketplaces around the world. Today, with over 3 million tonnes produced each year — the equivalent of approximately 21,000 million individual lemons — this fruit is as popular as it has ever been. Though, considering the sheer volume of production, one is unlikely to gain much return from bartering with a lemon.

Key Materials: Inside Vanilla (pg 36)
Daphna Havkin-Frenkel, James French, Fulya Pak and Chaim Frenkel, Cook College, Rutgers State University

Vanilla planifolia's botany, curing options and future market prospects

Vanilla (Vanilla planifolia Andrews) is a climbing orchid indigenous to Mexico (F-1A). Vanilla was introduced to Europe by the Spanish Conquistadores in 1520, but commercial production of vanilla didn’t begin for another 300 years with the discovery of hand pollination of the vanilla flower. In the wild, vanilla flowers are pollinated by insects. When left on the vine, vanilla beans senesce, as manifested by yellowing and, next, by browning (F-1B), a process resembling commercial curing. However, the flavor quality of naturally cured beans is inferior.

Reaction Flavors: the Next Generation (pg 58)
Brian Byrne, Natural Advantage

How flavorists' and chemists' desire for pure chemicals uncomplicated by by-products has pushed process flavors to the next stage of development

Reaction flavors, also known as process flavors, have traditionally been produced via heating a protein source and a sugar to produce a mixture of chemicals containing fl avor value. These products result from complex processes, including Maillard, Strecker and caramelization, followed by crossreactions of the initial products.

The da Vinci Approach (pg 62)
Mathias Sucan; Quest International

A whole-brain approach for improving flavor formulation/product development

A recent report by Bargman and Pomponi suggested that the food industry lags at least a decade behind other industries in the maturity of its product development process, in efficiency and effective development. Therefore, these authors stated that the majority of food companies are not getting the most out of their new product development investment. The authors further identified five key metrics of new product development capability:
1. development time to market
2. average profit per product
3. new product revenue per development headcount
4. pipeline throughput 5. new product introduction rate

Organoleptic Characteristics of Flavor Materials (pg 66)
Gerard Mosciano

Meat key, onion oil extender, propyl butyrate and more

Progress in Essential Oils (pg 70)
Brian M. Lawrence

Ginger oil and extracts, grapefruit oil, chirality of grapefruit