The first month of the Burnham government points to a clear change in tone. More emphasis on place, more focus on delivery, and a stronger instinct that power should sit closer to the communities it serves.

For FMCG businesses, that is more than a political reset. It is likely to change where influence sits, how policy is made, and which issues rise to the top of the agenda. Food and farming featured in Burnham’s first major speech in Manchester and, while there is little to suggest the sector will become a political priority in its own right, it fits naturally within a wider agenda focused on living standards, health and improving outcomes, particularly for children. That could give the sector a more prominent role in some of the government’s biggest policy debates.

Devolution becomes a commercial issue, not just a constitutional one

One of the clearest early signals is the renewed push on devolution. Burnham has made local and regional power central to his economic strategy, and for FMCG businesses the significance goes well beyond the machinery of government. Decisions on areas such as skills, infrastructure, regeneration and local growth could increasingly be shaped around regional priorities, with direct consequences for businesses operating across multiple parts of the country.

That will require businesses to think differently about where and how they engage. Combined authorities, metro mayors, devolved administrations and local leaders are likely to become more important alongside Westminster, particularly for businesses looking to make the case for investment, support local growth or navigate an increasingly place based policy environment.

That creates both opportunity and complexity. Stronger regional partnerships could unlock more targeted engagement and better alignment with local growth priorities. At the same time, the policy landscape is likely to become more intricate, with fewer national solutions and more place specific asks.

Health policy to stay high on the agenda

The appointment of Yvette Cooper to Secretary of State is a significant one. She brings extensive experience of Cabinet and has previous ministerial experience within the Department, albeit within the Gordon Brown administration. All eyes will be on her to deliver. Burnham has already put social care reform firmly at the heart of his premiership, at a time when the NHS is still navigating a major restructuring and the 10-year health plan now needs to start delivering in practice.

For FMCG businesses, the more important question may be how the government connects that immediate pressure with its broader ambitions on prevention and health inequalities. Improving outcomes, affordability and life chances all sit comfortably within Burnham’s wider political pitch, meaning food policy is likely to remain closely tied to the health agenda even where it is not the headline issue.

That will put familiar industry debates back in focus. The proposed move to a new Nutrient Profiling Model (NPM) is an obvious example. Businesses will need to make the case not simply around commercial impact, but around whether the policy supports or cuts across the government’s wider ambitions on affordability, investment and healthier choices.

Defra remains a critical department

Angela Eagle’s appointment as Secretary of State suggests continuity, with a focus on delivery, growth and closer alignment between food, farming and wider industrial priorities. She has also been one of the strongest supporters of the shift to a new NPM, which the FDF says could carry multi-million-pound costs for manufacturers.

The move to treat circular economy as a standalone ministerial priority is also significant and could signal renewed momentum behind the long-awaited Circular Economy Growth Plan. Progress has been slow, with the government’s focus on growth at times pushing the agenda down the priority list. The challenge for the sector will therefore be to make the economic case for circularity, showing how policy can support investment and competitiveness, rather than simply add cost. That will be particularly important as businesses continue to grapple with the implementation and cost pressures associated with Extended Producer Responsibility.

The direction of travel is towards a more integrated agenda. Food is being viewed not only through the lens of consumer choice, but also resilience, public health and long-term economic stability. That creates space for businesses to make a stronger case for investment, innovation and the role of the sector in supporting national priorities.

What FMCG businesses should do now

The message for FMCG leaders is clear. Prepare for a more devolved, more health-led and more place-based policy environment. That means building stronger relationships outside Westminster, tracking regional as well as national decision-making, and framing commercial priorities in terms that speak to growth, health and resilience.

The strongest case for the sector will therefore be one that connects commercial priorities to the government’s wider ambitions: investment that supports regional growth, innovation that improves choice and affordability, and supply chains that strengthen resilience as well as competitiveness.

The businesses best placed to succeed will be those that move early, build the right relationships and align closely with the government’s priorities.