Global trade conditions may feel increasingly complex, but for UK food and drink manufacturers, the opportunities remain significant. At IFE Manufacturing, part of Food, Drink & Hospitality Week, the Business Growth Stage hosted the FDEA Masterclass: Navigating nerve-wracking geo-politics, bringing together expert voices from across export, policy and trade support to unpack how businesses can succeed internationally.

Featuring Paul Abley (FDEA), David Hill (Cocoda Ltd), Elizabeth Davies (Tariff Towel) and Rachel Spiegelhalter (Department for Business and Trade), the session offered a practical and grounded view of exporting in a volatile global landscape.

Export growth remains firmly on the agenda

The session opened with a clear ambition: to grow UK food and drink exports from £25 billion to £35 billion over the next decade. Achieving this requires sustained annual growth of around 4%, underpinned by a more strategic and confident approach to international markets.

While geopolitical disruption continues to shape trading conditions, the panel was clear that exporters should not be deterred. Instead, the focus should be on understanding where the real opportunities lie and how to access them effectively.

Free Trade Agreements are not a silver bullet

A central theme throughout the discussion was the role of Free Trade Agreements. While deals such as CPTPP, alongside agreements with markets including India, the Gulf Cooperation Council and Switzerland, create clear advantages, they do not remove all barriers to entry.

Exporters were reminded that tariff reductions are only one part of the picture. Product registration, labelling requirements, certification processes and regulatory compliance remain significant hurdles. Assuming an FTA makes market entry straightforward can lead to costly missteps.

Instead, businesses should view FTAs as enablers rather than solutions in themselves, requiring careful planning and operational readiness to fully benefit.

Customs and compliance as a strategic function

Elizabeth Davies highlighted the importance of getting the fundamentals right, particularly when it comes to customs and tariff classification. Too often treated as an administrative afterthought, customs should be embedded early in business planning.

Accurate tariff classification not only ensures compliance but also protects margins and avoids the risk of penalties from HMRC. In an environment where costs are under pressure, these details can have a meaningful impact on profitability.

Southeast Asia offers standout growth potential

While European markets remain important, the panel pointed to Southeast Asia as a key area for future growth. Countries such as Vietnam, Indonesia, Malaysia and Thailand were highlighted for their strong GDP growth, expanding middle classes and increasing demand for imported products.

For UK manufacturers, these markets represent a significant opportunity to diversify and scale. The message was clear: businesses that overlook Southeast Asia risk missing out on some of the most dynamic growth regions globally.

CPTPP creates a competitive edge

The UK’s accession to CPTPP (Comprehensive and Progressive Agreement for Trans-Pacific Partnership) was identified as a major advantage, particularly in markets where the EU does not have equivalent agreements. Malaysia was cited as a standout example, with tariffs on products such as whisky set to fall dramatically from 80% to zero over time.

This creates a tangible competitive edge for UK exporters, alongside meaningful reductions in categories such as confectionery and chocolate. Understanding how to leverage these benefits, including rules of origin, is critical to maximising their value.

Canada presents a timely opportunity

Beyond long-term growth markets, the session also highlighted more immediate opportunities. Canada, in particular, is currently showing increased demand for UK products, driven in part by shifting geopolitical dynamics and changing trade relationships.

For exporters able to act quickly, this represents a window to secure listings and build presence while interest is high.

Export as a driver of business value

Exporting was positioned not just as a route to growth, but as a strategic lever for strengthening overall business performance. The panel suggested that overseas sales should ideally account for 25 to 30% of turnover.

Crucially, export revenue is often incremental, building on a domestic cost base that is already covered. This can improve margins and significantly enhance company valuation, particularly in the context of investment or acquisition.

Making the most of available support

A recurring point was the underutilisation of available support, particularly from the Department for Business and Trade. Trade officers based in overseas markets offer on-the-ground insight, connections and practical guidance that can accelerate market entry.

From facilitating introductions to advising on local retail landscapes, these resources provide a valuable bridge between UK businesses and international opportunities.

Market research must go beyond the desk

The importance of in-market research was another key takeaway. Successful exporting cannot be driven solely by desk-based analysis. Businesses need to visit target markets, understand how products are positioned on shelves and map the full route to market.

This includes everything from pricing structures to distributor margins, ensuring that propositions are both competitive and commercially viable.

Keeping perspective in a complex landscape

Finally, the panel encouraged exporters to distinguish between global challenges and business-specific issues. Factors such as tariffs or supply chain disruption often affect all players equally, meaning they do not necessarily weaken competitive position.

Maintaining this perspective allows businesses to stay focused on strategy and execution, rather than being paralysed by external uncertainty.

Turning complexity into opportunity

The FDEA Masterclass made one thing clear: while geopolitics continues to shape the trading environment, it also creates new openings for those prepared to navigate it effectively.

By understanding the realities behind trade agreements, targeting high-growth markets, and making use of the support available, UK food and drink manufacturers can not only manage risk but unlock significant international growth.