Bel Group is a French family-owned multinational food company best known for its cheese and fruit snack brands.
You describe what’s happening as a “food revolution.” What does that mean for Bel Group and can you introduce us to your “purpose-full snacking” mission?
As a player in the food system, we’re part of a chain — and food is not a business like any other. It’s a human right. At Bel, we take this responsibility seriously. We are a fifth-generation, family-owned company, and that defines how we make decisions. Every decision is made with the next 20 or 30 years in mind, always asking what’s best for future generations.
Our mission of “purpose-full snacking” comes from that philosophy. Bel has been around for 160 years, and our identity was shaped over a century ago by Léon Bel, who created The Laughing Cow after World War I. He was an entrepreneur and a marketing visionary who invented portion-controlled cheese — from the triangular wedges of The Laughing Cow, to the square portions of Kiri, to the wax-covered rounds of Babybel, and even to GoGo squeeZ, which is 100% fruit in a pouch. Purpose-full snacking, to us, means offering snacks that sit at the intersection of nutrition, sustainability. and fun
The fun part is clear. What about the nutrition and sustainability elements of “purpose-full snacking”?
We focus on high quality ingredients with nutrient density. A Babybel is made from milk and ferments, just like a regular cheese — only smaller. A GoGo squeeZ apple pouch is 100% fruit, with no added sugar. We believe in food that’s nourishing, sustainable, and enjoyable. Because food isn’t just fuel; it’s part of our culture and happiness.
Sustainability is deeply tied to that. The food system accounts for one-third of global CO₂ emissions, uses 70% of the world’s water, and contributes massively to biodiversity loss. As a family company, we can’t ignore that. By the end of 2025, Bel will have contributed to carbon neutrality in our Scope 1 and 2 emissions, and we’re investing in regenerative agriculture, zero waste, and circularity across our operations. But we also know that fear doesn’t change behaviour — fun does. If healthy, sustainable food isn’t convenient and desirable, people won’t adopt it. That’s why we make products that are playful, tasty, and appealing — like a Babybel that’s as exciting as a packet of crisps in a child’s lunchbox.
How are you addressing issues like sodium and fat, while keeping products enjoyable?
We’ve had a roadmap for over 20 years to improve our recipes continuously. In the past five years alone, we’ve reformulated around 140 products. We assess each recipe along two dimensions: nutrient density (for calcium, protein, added suagrs, sodium, and fat, following WHO guidance) and simplicity (reducing the number of ingredients to make them simple and understandable, even for a seven-year-old).
Take Babybel — it’s portion-controlled, with only 70 calories, about half that of a yogurt. Portioning helps with both balance and enjoyment. We also tailor products to local needs. For example, in Morocco, The Laughing Cow portions are fortified with iron, zinc, iodine, vitaminD, and calcium to address nutritional gaps identified by national food authorities. In Europe, where there’s less deficiency, we focus on reducing sodium and fat.
How have consumers responded to these changes across markets?
We’ve seen strong growth momentum, especially in the U.S., where the food revolution is accelerating. Bel has always been built on the idea of portion-controlled, nutritious snacks, but what’s new is how consumers are now seeking nutrient-rich foods.
At global level, the challenge is immense: for the first time in history, there are more children suffering from obesity than underweight. In many emerging countries, kids face both nutrient deficiencies and diabetes due to “empty calories” — high-energy, low-nutrient foods.
That’s why we believe snacking can be a force for good. Up to forty percent of daily calories in the U.S. come from snacks, and 90% of Americans snack up to three times a day. If we can change the way people snack — making it healthier without losing convenience and pleasure — we can make a huge difference in preventing obesity, diabetes, and related diseases.
You’ve also mentioned the importance of sustainability and plant-based formats. How do these fit into your strategy?
Nature’s balance teaches us that what’s good for the planet is also good for people. The EAT-Lancet Commission’s planetary health diet shows that at least half our plate should be fruit and vegetables, with most protein coming from plants. That’s why we’ve launched plant-based alternatives under our core brands, appealing to flexitarian consumers who want to eat less meat but still enjoy taste and nutrition.
At the same time, we see dairy as a valuable, sustainable source of protein. Personally, I’ve stopped eating meat but continue to enjoy cheese as a way to add taste and nutrition to vegetables and salads. Dairy protein is accessible, lower in carbon footprint than meat, and provides excellent nutritional value. Our goal is to give consumers both dairy and plant-based options — empowering them to make sustainable, nourishing choices without sacrificing pleasure.
Looking ahead, what does success look like for Bel Group five years from now?
Our compass is clear: to prove that it’s possible to build a company on two equally strong legs — sustainability and profitability.
Profitability without sustainability has no future, and sustainability without profitability has no impact.
The next five years are about showing that these can and must coexist.
If we succeed, we’ll see retailers and consumers embracing this shift. Our global mission is to make healthy and sustainable food desirable. If we can help children love vegetables, influence retailers to prioritise better products, and use brands like Boursin to make veggie-based meals exciting and creative, then we’ll have achieved something real. In the end, prevention starts with food — and if we can make healthy eating joyful from childhood, that’s the true win.
