In recent decades, the agri-food sector has undergone a profound transformation : from a focus on food safety and traceability, we have arrived at a model that integrates quality, environmental protection, social responsibility and economic solidity .It's a path driven by regulatory evolution , the push for voluntary standards , and growing market sensitivity. Today, however, this process requires a leap in cultural maturity.
In public debate, sustainability is often associated with a duty to be fulfilled or, conversely, an image enhancement. In reality, in the context of the European Green Deal, reporting requirements, and the ban on greenwashing, sustainability takes on a political as well as an industrial dimension.
It is no longer an optional choice: it is a criterion for accessing markets, financial resources and – increasingly – the very social legitimacy of the enterprise.
Sustainability thus becomes a strategic infrastructure , capable of influencing governance models, industrial policies and the competitiveness of the agri-food sector.
When perceived only as compliance, sustainability risks becoming a cost.
If, however, it is taken as a strategic choice, it becomes a competitive lever .
Without economic sustainability, it is not possible to invest in environmental and social sustainability : the challenge is to find the balance between the three pillars, moving beyond a logic of mere compliance with the rules.
To do this, an evolutionary step is necessary: integrating sustainability into decision-making, planning, and management processes . In other words, making it part of the "metabolism" of the company and the supply chain.
In the agri-food sector , in fact, the company's perimeter is not enough: sustainability is a supply chain issue.
Governance is an essential element of any sustainability strategy.
Programming, implementation, monitoring, and reporting are the methodological axes ; while objectives, indicators, and requirements constitute the heart of the project.
Without solid governance, even the most advanced tools – technical, financial, or digital – risk producing fragmented results.
In this context, third-party certification plays a crucial role. It's not just proof of compliance, but a shared language that reduces information asymmetry , strengthens stakeholder trust , and provides security to international markets increasingly concerned about the verifiability of ESG data.
Companies that have undertaken this path demonstrate that sustainability generates tangible economic benefits : efficient use of resources, reduced operational and reputational risks, improved access to credit in an ESG-oriented financial system.
The agri-food sector is a pioneer in this area . Numerous voluntary standards define the sustainability of production, while other, more innovative, standards also define it at the company level and even at the regional level.
These experiences demonstrate how the sector can anticipate legislators and present itself as a unified force on global markets.
A significant cultural shift is represented by Regulation (EU) 2024/1143 on PDO/PGI products , which for the first time grants protection consortia an explicit institutional role in the sustainability and development of food and wine tourism in Geographical Indication areas. This is a paradigm shift: sustainability becomes an element of territorial identity and systemic competitiveness.
Sustainability is a dynamic concept: it evolves together with the needs of stakeholders and the context.
This requires flexible, scalable models that can support the company over time.
But flexibility requires method : clear objectives, implementation times, monitoring tools and real involvement of the supply chain stakeholders.
From this perspective, sustainability communication isn't a reporting exercise: it becomes an evolutionary narrative that represents the maturation of the company, the supply chain, and the region.
For the Italian agri-food industry, integrating sustainability is not just a responsible gesture.
It is a necessary condition for continuing to be central to the country's economic system, for competing on global markets, and for enhancing a heritage that combines quality, culture, tradition, and innovation. (Source: Maria Chiara Ferrarese, Formiche | April 2026)