National Food Strategy requires systemic change

As we approach 2025, the stakes have never been higher for the UK’s food system. With the government’s plan for a National Food Strategy setting the stage for bold transformation across health, food security, and environmental sustainability, the question is: are we ready to rise to the challenge?

At Future Food Movement, we’ve worked with leaders representing  over 65% of the UK food and drink industry, equipping them with the knowledge, skills, and networks to drive sustainable growth. From tackling climate change to improving public health, we’ve seen progress – but the road ahead is challenging.

The lessons we’ve learned in the past three years will be crucial as we face the opportunities and obstacles ahead. Here are our key takeaways:

1. Culture change comes first

Culture is the foundation for systems change. A movement like the Future Food Movement thrives on creating a space where every voice is heard, and every action counts. Diversity of thought, shared values, and mutual respect form the basis of progress.

Through our initiatives – such as accelerators and leadership huddles – we’ve witnessed the power of shared vision. Members leave empowered, ready to take bold steps for their organisations. This cultural alignment is the bedrock of systems change, unlocking the potential for lasting impact.

2. Sustainability must be a core strategy

Sustainability is no longer a side project – it must be embedded into every decision. Long-term growth depends on responsible practices, and this shift requires more than operational tweaks: it demands a collective rethinking of values and priorities.  

When aligned with leadership, sustainability becomes a driver of innovation and growth. Yet, for sustainability to drive real change, leaders must embrace it as a cornerstone of strategy. Championing sustainability from the top enables it to cascade through organisations, aligning teams toward a shared purpose.

However, the burden cannot rest solely on sustainability teams. With over half of these professionals reporting burnout, responsibility must be distributed across all functions. Embedding sustainability throughout the business not only reduces strain but accelerates progress by unlocking innovation across departments.

3. Community sparks action

Human beings thrive in community. Bringing people together sparks the ripple effect needed to drive industry-wide transformation. Dialogue, collaboration, and collective action are essential to tackling the pressing challenges of food security, health, and climate change.

Members like Sainsbury’s and Compass Group UK&I have shown that collective action sparks meaningful change. The next phase will require deeper alignment across the supply chain to scale these efforts.

4. Changemakers hold the key

Within every organisation are changemakers – individuals who inspire cultural shifts and drive sustainability forward. Supporting and connecting these firestarters is critical to embedding sustainability as a way of doing business, not just a strategy. By upskilling these leaders and their teams, we ensure they have the clarity, confidence, and tools to create lasting impact.

Building the plan for a National Food Strategy presents an incredible opportunity to address the linked challenges of health, climate, and food, but success depends on how effectively we empower changemakers, align cultural values and nurture collaboration.

Now is the time to act. Are we ready to lead?