Study demonstrates improved muscle functions 24 hours post-exercise, and significantly reduced muscle soreness 72 hours post-exercise 

In a recently in the Journal of the International Society of Sports Nutrition, short-term supplementation with TurmiPure Gold^TM, has been shown to significantly increase recovery from muscle soreness 72 hours after exercise, while improving muscle function and maintaining athletic performance 24 hours after exercise in healthy male participants.¹

​​TurmiPure Gold^TM​

​​Givaudan’s TurmiPure Gold^TM is a proprietary, clean-label, 100% natural turmeric formulation that addresses common challenges in turmeric applications in the dietary supplement market, such as high dosage requirements and poor solubility. With a low daily dosage of only 300 mg, it is versatile in many different applications, including shots, gummies and sachets, as well as more conventional dietary supplement applications such as capsules and tablets.² It is supported by patents.​

​​Muscle recovery and performance following exercise ​

​​High intensity exercise, such as resistance training, can induce pain or discomfort caused by muscle damage. Delayed muscle soreness may occur within the first 24 hours of exercise and can last as long as five to seven days after the exercise, affecting muscle function and strength and impacting training programmes.^3-45-6​

Study overview 

The randomised, crossover, placebo-controlled study aimed to analyse the effects of five-day supplementation with TurmiPure Gold^TM (300 mg daily) on muscle pain and function recovery in moderately active adults. The participants included 45 healthy subjects (35 male, 10 female) aged 25 to 45 years old. 

Key findings

In healthy male participants (N=34)*, and when compared to placebo, five-day supplementation with TurmiPure Gold^TM with a dose of 300 mg:

• Improved muscle functions, with significant differences at 24 hours; strength loss (p=0.0275), work capacity loss (p=0.0195)
• Maintained athletic performance, with significant differences at 24 hours (p=0.0445)
• Reduced exercise-induced muscle soreness (ns, p = 0.0776). Increased significantly muscle soreness recovery at 72 hrs, as a % from Max pain (p = 0.0184)

Stephanie Calafat, Global Product Manager, Physical Health, Givaudan Taste & Wellbeing commented: “We are thrilled that this recent clinical study demonstrates that TurmiPure Gold™ supports faster muscle recovery and sustained performance. It complements our earlier consumer perception study in active individuals and reinforces our commitment to natural, science-backed solutions that help people stay active and perform.”

1 RECOFAST Study Proprietary Data: A Placebo Controlled, Randomised, Crossover Clinical Trial to Evaluate the Effect of Turmipure Gold® in Muscle Pain and Function Recovery in Moderately Active Adults

2 Unpublished, TURBIO GOLD MATRIX study. ‘The influence of food matrix on the bioavailability of curcuminoids from a dried colloidal turmeric suspension: A randomized, crossover, clinical trial.’

3 Cheung K, Hume P, Maxwell L. Delayed onset muscle soreness: treatment strategies and performance factors. Sports Med. 2003;33(2):145-164.

4  Romain C, Freitas TT, Martinez-Noguera FJ, et al. Supplementation with a Polyphenol-Rich Extract, TensLess®, Attenuates Delayed Onset Muscle Soreness and Improves Muscle Recovery from Damages After Eccentric Exercise. Phytother Res. 2017 Nov;31(11):1739-1746. 

5 Proske U, Morgan DL. Muscle damage from eccentric exercise: mechanism, mechanical signs, adaptation and clinical applications. J Physiol. 2001 Dec 1;537(Pt 2):333-345.

6 Clarkson PM, Sayers SP. Etiology of exercise-induced muscle damage. Can J Appl Physiol. 1999 Jun;24(3):234-248.

Düsseldorf – Increasing demands for efficiency and the continuous optimization of use of resources have been a dominant aspect of beverage can production for years. For the Middle East based Royal Can Making Company, this meant further developing existing processes in a targeted manner and systematically leveraging potential savings. Together with Henkel Adhesive Technologies, the company undertook a comprehensive optimization project at its production site in Sulaymaniyah in 2024. Based on a detailed audit of 2023 production figures, specific measures were defined and implemented during day-to-day operations. The aim was to reduce water and chemical consumption, aluminum scrap and measurably increase overall production efficiency without compromising on quality or production output.

The Royal Can Making Company was founded in 2013 as the first manufacturer of aluminum beverage cans in the Kurdistan Region in Iraq. From its site in Sulaymaniyah and, since 2018, from a second site in Baghdad, the company supplies customers not only across the Middle East, but also in the broader international market. With an annual production of more than six billion cans across both sites as of 2025 in various formats ranging from 150 to 500 milliliters, process stability, consistency of quality and efficient use of resources are of great importance. With this in mind, Royal Can has been working with Henkel Adhesive Technologies for many years to continuously analyze and further develop production processes.

Optimization at full speed: adjustments during ongoing operation
The high production output of the Sulaymaniyah plant left only limited scope for making far-reaching changes to existing processes. At the same time, the key figures from 2023 showed that there was potential for optimization, especially in water and chemical consumption, but also in the amount of aluminum scrap. Improvements had to be planned in detail and tested during short maintenance periods in order to incorporate them into daily operations as seamlessly as possible.

“It was crucial for us that all measures could be quickly integrated into our ongoing operations and that we didn’t have to compromise on quality or system stability,” says Saad Faeq Mohammed Kolak, President of the Royal Can Making Company. “We wanted to make targeted improvements without affecting ongoing production too much.”

“The sustainability goals and long-term vision of the Royal Can Making Company align perfectly with ours at Henkel. To support can makers in producing more sustainably, we continuously develop solutions that help manufacturers meet their individual efficiency targets. To achieve measurable improvements in production sustainability, we rely on technology-driven partnerships, as they provide a strong foundation for the exchange of ideas and expertise,” says Aziz Mabrouki, Director Metal Packaging EIMEA at Henkel.

A key aspect was the holistic view of all processes. In beverage can production, any individual adjustments have a direct impact on subsequent manufacturing steps. Accordingly, the project required a detailed analysis of all settings, flow rates and consumption values, as well as their interactions. In addition, there were production conditions specific to the site’s location.

Systematic analysis: audit and benchmarking for targeted measures
The project’s starting point was a comprehensive audit of procedures. The aim was not to make the greatest possible number of adjustments at the same time, but to identify measures that would have a high impact with the least possible restrictions on ongoing production. Together, Royal Can and Henkel analyzed the consumption data and process parameters along the line and defined specific target values for water, chemical and aluminum consumption from there. Henkel’s expertise from similar projects was essential for setting realistic and comprehensive targets. They prioritized adaptations that could be implemented without unscheduled production shutdowns, promised measurable effects quickly and at the same time would create a stable basis for further optimizations.

“It was our responsibility to categorize all the collected data and show which measures had proven successful in comparable projects,” explains Aziz Mabrouki. “This external perspective is often crucial in revealing potential that is overlooked in day-to-day operations.”

After first ensuring that the pre-treatment of all aluminum coils is carried out uniformly with a Henkel Post Lubricant, the subsequent process steps could be analyzed and optimized. Coordinating the compatibility of all chemicals used in the various production phases is a fundamental prerequisite for ideal application and a stable process. Maintaining a good film weight of the cupping lubricant Henkel Bonderite L-FM SNL 50-E significantly improved can quality.

The audit also included monitoring flows, returns and fluid supply and their subsequent optimization. Blockages were eliminated, returns improved and configurations adjusted to avoid unnecessary product losses. These measures made a significant contribution to reducing chemical consumption. “Together, we took a very detailed look at the processes and implemented measures step by step,” explains Glenn Ladrillo, Head of Sales APP Metal Packaging MEA at Henkel. “This enabled us to ensure that every adjustment is tangible and becomes firmly anchored in production.”

As Iraq experiences fluctuations between lows of 10 degrees Celsius in the cold winter months and highs of more than 40 degrees Celsius in summer, another important step was to identify an optimal operating temperature for the production process. As the analyses showed, the ideal level varies depending on the products being processed and typically falls within a range of 42 to 46 degrees Celsius. What remains critical across all setups is maintaining a stable operating window with just a ±1°C variation to ensure efficient performance with the biostable metal forming lubricant Henkel Bonderite L-FM450.

Further optimization steps have already been prepared with regard to the ongoing cooperation. They include the use of the Henkel Low Temperature Cleaner and Mobility Enhancer, which aim to further reduce energy and media consumption. Both solutions are already on site for initial tests in production and for implementation in the next project phases.

Reduced resource consumption with a measurable effect
At the start of the collaboration, Royal Can and Henkel set an ambitious roadmap for enhancing efficiency and reducing environmental impact at the Sulaymaniyah site. The outcome surpassed these shared ambitions: The 2024 figures showed substantial reductions across all key resource streams, accompanied by a measurable decrease in the site’s carbon footprint. While chemical consumption fell by 78 tonnes, water consumption was cut by 25 million liters. At the same time, aluminum scrap was significantly reduced. In 2024 alone, Royal Can reduced its use of this valuable raw material by 119,000 kilograms.

The decreased aluminum consumption in 2024 alone led to a saving of 1.8 million kilograms of CO₂ compared to the previous year. Using fewer chemicals enabled an additional reduction of 73,000 kilograms of CO₂. In addition to the quantifiable results, greater process stability in daily operations was evident. Improved can quality, more consistent media flow and optimized settings enable the production team to maintain the achieved standards on a long-term basis. “The adjustments have noticeably stabilized our processes and give us security in our daily operations,” Saad Faeq Mohammed Kolak concludes.

By Grant Peagler National Business Development Manager at Siemens

Food and beverage manufacturers are under more pressure than ever to operate safely, reliably, and efficiently, often with aging infrastructure and fewer experienced resources. Downtime is costly, safety expectations are rising, and compliance requirements are becoming more demanding. Yet electrical distribution systems, which quietly support every process in the plant, are often still maintained using methods that haven’t fundamentally changed in decades.

What’s becoming clear across the industry is that electrical systems can no longer be treated as passive assets. They are active contributors to uptime, safety, and operational risk. As standards like NFPA 70B evolve and production demands increase, food and beverage leaders are rethinking how electrical maintenance fits into their broader operational strategy.

The Industry Is Facing a Set of Common Challenges

Across food and beverage facilities, whether large multi-site producers or single-plant operations, the same challenges come up again and again.

1. Limited Visibility into Electrical Health

Most electrical failures don’t happen without warning. Connections heat up, environmental conditions change, and components slowly degrade over time. The problem is that traditional maintenance approaches rely on periodic inspections that provide only snapshots. Between those inspections, conditions can change significantly without anyone knowing.

Without continuous visibility, teams are forced to react to symptoms rather than address causes. This reactive posture increases the likelihood of unplanned outages, safety events, and rushed decision-making.

2. Maintenance Teams Are Already Overextended

Food and beverage plants are feeling the impact of skilled labor shortages. Experienced electricians are harder to find, and existing teams are being asked to cover more assets with less time. At the same time, documentation and compliance expectations are increasing.

Every manual inspection, follow-up measurement, and subjective judgment adds to the burden. When maintenance programs depend heavily on people remembering what to check and when to check it, consistency becomes difficult to sustain.

3. Compliance Expectations Are Rising

NFPA 70B has made it clear that condition-based maintenance is no longer optional; it’s the preferred approach. This shift requires more than good intentions. It requires objective evidence that equipment has been evaluated, that risks are understood, and that maintenance decisions are based on actual condition rather than assumptions.

For many organizations, this creates anxiety. The standard isn’t just asking what you did, but why you did it, and whether you can prove it.

4. Safety, Reliability, and Operations Are Still Siloed

In many plants, safety programs, reliability initiatives, and operational goals are managed separately. Each group may be doing good work, but when information isn’t shared, opportunities are missed. Hazardous conditions may be identified late, reliability risks may go unaddressed, and maintenance work may be prioritized based on urgency rather than impact.

The industry is recognizing that these disciplines are deeply connected. Identifying hazardous conditions early isn’t just a safety issue, it’s a reliability and uptime issue as well.

5. Electrical Systems Are Often Left Out of Digital Strategy

Most food and beverage organizations have invested heavily in digital tools for production, quality, and supply chain visibility. Electrical distribution systems, however, are frequently left out of this transformation.

When electrical assets remain “dark,” they can’t contribute to better planning, risk reduction, or long-term lifecycle decisions. This disconnect limits the effectiveness of broader digital initiatives.

How Leading Organizations Are Responding

Forward-looking food and beverage manufacturers are addressing these challenges by changing how they think about electrical maintenance, not by adding more work, but by reducing uncertainty.

Turning Visibility into a Baseline, Not an Exception

Rather than relying solely on periodic inspections, organizations are adopting approaches that provide continuous awareness of electrical conditions. This allows hazardous conditions to be identified early, long before they escalate into failures or safety incidents.

The goal isn’t more data for its own sake; it’s fewer surprises and better decisions.

Reducing the Burden on Maintenance Teams

Digital condition awareness shifts the burden from people to systems. When equipment condition is monitored continuously, maintenance teams spend less time chasing potential issues and more time addressing confirmed risks.

This approach supports consistency even when staffing is limited and helps ensure that critical issues don’t depend solely on individual experience.

Making Compliance Evidence a Byproduct of Operations

Instead of treating compliance documentation as a separate task, leading organizations are embedding it into everyday operations. Continuous condition records create a natural audit trail that supports NFPA 70B expectations without adding layers of paperwork.

Maintenance decisions become easier to justify because they’re grounded in observable behavior rather than assumptions.

Aligning Safety, Reliability, and Uptime

When hazardous conditions are identified early, safety and reliability objectives naturally align. Work can be planned more deliberately, risks can be prioritized more accurately, and unplanned downtime becomes less frequent.

This alignment strengthens trust between operations, maintenance, and safety teams—and supports better outcomes across the board.

Bringing Electrical Assets into the Digital Conversation

Treating electrical distribution as an intelligent platform rather than static infrastructure allows it to participate in broader digital strategies. Condition insight supports lifecycle planning, capital decisions, and long-term reliability improvements.

It also elevates electrical systems from a background concern to a strategic asset.

Looking Ahead

The food and beverage industry is moving toward a future in which electrical maintenance is proactive, data-informed, and integrated into the overall operational strategy. This shift isn’t about adopting a specific product; it’s about embracing visibility, accountability, and foresight.

Solutions like Siemens Sm@rtGear™ IE reflect this broader industry direction by enabling continuous condition awareness directly at the switchgear level. More importantly, they demonstrate how electrical systems can support safer work, stronger reliability, and more confident decision-making

As expectations continue to rise, organizations that rethink electrical maintenance today will be better positioned to operate safely, reliably, and competitively tomorrow.