Middle ground: Unlocking the role of middle actors in a regenerative food system

As the urgency of addressing climate change and food system sustainability intensifies, the need for transformative approaches, such as regenerative agriculture, is more critical than ever. In the UK fruit and vegetable sector, middle actors (including wholesalers, distributors, and processors) hold a pivotal position in driving this transition. Through a series of workshops, Forum for the Future worked with many of the UK’s leading fruit and vegetable middle actors to uncover insights into the challenges they face, and the changes necessary for embedding regenerative principles into their businesses. 

Below, we share the key insights gathered from the workshops. 

The opportunity to align around a common goal 

One of the key opportunities for middle actors is the ability to align on a shared vision for a regenerative food system that creates environmental, economic, and social benefits. Rather than just focusing on mitigating harm, there is a chance to collectively regenerate ecosystems. This will also build supply chain resilience and enhance fairness in business relationships. By aligning internal strategies with the broader goals of regenerative agriculture, middle actors can create a ripple effect across the entire supply chain, benefiting suppliers, customers, consumers, and the planet alike. 

How can we turn these opportunities into action? Through the workshops, we identified six necessary factors. 

1. The need to build capacity and understanding across the supply chain 

A significant barrier to adopting regenerative agriculture is the lack of an agreed definition across the entire supply chain. This gap often results in confusion and a hesitance to implement regenerative strategies, particularly given the fear of greenwashing accusations. There are also myths around regenerative agriculture that need to be debunked, including beliefs around profitability and risk. Addressing these misconceptions requires open discussion and the development of clear frameworks that demystify the process. Everyone, from farmers to procurement teams, must build a common understanding of what regenerative agriculture can look like for a successful transition.  

Middle actors can address definition gaps by taking useful incremental actions. At a foundational level, they can build their own understanding of regenerative agriculture through targeted education or internal training, ensuring they can confidently talk on the subject internally. They can also provide basic resources or host discussions with their supply chain partners to debunk myths and clarify what a shift to regenerative agriculture entails. More comprehensive actions could include offering support to farmers through knowledge-sharing platforms or organising collaborative learning events.  

2. There are vast nuances of core business transformation 

Regenerative agriculture cannot succeed if treated only as an add-on to existing business models. Real progress demands integration into the core of business strategy, shifting the focus from incremental, efficiency-driven changes to deeper transformation to fully embed regenerative approaches. ‘Add-ons’, such as pilot initiatives, can still play a valuable role, including building proof-of-concept for more transformative changes, and providing the agility needed to test and iterate regenerative strategies. Over time, what begins as an add-on can influence deeper systemic changes, eventually becoming embedded in the business model as the "new normal". This might be updated supplier handbooks and non-compliance policies, or sourcing a few regenerative suppliers as a precursor to making all supply chains low-carbon and nature-positive.  

Beyond operational changes, business model shifts are also essential. Middle actors can transition from transactional, short-term agreements to long-term regenerative supply partnerships that incentivise sustainability. This could also include creating mechanisms to enable payments for ecosystem services as seen in the LENs programme. Embedding these principles into core financial agreements ensures that regenerative ambitions are upheld over time. Together, operational and business model changes offer distinct yet complementary pathways for middle actors, with both needed to ensure that regenerative principles become central to business practices. 

3. Collaboration is key to unlocking sector-wide change 

Collaboration was a key theme in our workshops, with middle actors in an important position to influence change across the supply chain. While some middle actors may feel stuck in the middle, with challenges seemingly beyond their control, they can leverage their position to bridge partnerships between growers and buyers. This approach avoids a one-size-fits-all strategy and fosters tailored solutions, co-developed with both ends of the supply chain. This transparency is an important step towards building trust between all parties.  

Middle actors are also well-positioned to build stronger networks by working with farmer clusters - whether locally or across the country - to create regenerative "foodsheds" that promote trust, shared learning, and compelling narratives about regenerative food systems. Middle actors need focused forums to discuss their unique challenges, ensuring that these spaces are productive, targeted, and well-utilised. 

4. Navigating challenges with innovation helps proof of concept and supply 

A key challenge for middle actors is proving consistency in the supply of regenerative products - a critical factor in convincing retailers and buyers to adjust their requirements. Many buyers still prioritise the lowest cost model, creating pressure on the supply chain. Shifting these buying practices requires rethinking food specifications. Working closely with farmers and customers to adjust specifications and incorporate regenerative principles is key. For instance, the conversation around nutrient density and food quality will likely expand in the coming years, with middle actors playing a key role in guiding buyers to consider nutrient content rather than just volume or appearance. There’s growing evidence that regenerative farming enhances nutrient density, which may attract health-conscious consumers and support demand for these products. In the future, we may even see pricing models that reflect the nutrient value of food. 

5. Visioning and adaptability are crucial to a changing environment 

The UK fruit and vegetable sector is being reshaped by a broader context of environmental and social shifts. Middle actors can future-proof their businesses by exploring what this future might look like. Approaches like scenario planning and strategic foresight help businesses to anticipate how their roles might evolve in response. This method allows middle actors to strategically prepare for long-term changes, considering broader societal and environmental impacts beyond immediate concerns. By considering their future roles within a more volatile and sustainability-focused world, middle actors can build more resilient strategies and operations that align with increasing expectations around sustainability. 

6. The sector needs to move from planning to action 

While planning is critical, meaningful change comes from implementation. Middle actors must translate their strategic goals into real-world actions that yield measurable positive social and environmental outcomes. This requires more than just setting targets - it’s about fostering a dynamic strategic approach where flexibility, continuous learning, and adaptability are at the core. Rather than relying on rigid plans, middle actors need to stay responsive, adjusting their strategies as new challenges and opportunities arise. The regenerative transition will be an ongoing process, requiring middle actors to embrace flexible action and evolve their practices as circumstances change. 

A call to action 

If you are a middle actor, here are some key questions for you to consider as you embark on or continue your regenerative transition: 

• Internal transformation: How can you begin integrating regenerative principles into your core business strategy? What incremental or experimental steps can be taken now to test and refine these practices? How can you begin to plug any knowledge gaps? 

• Collaboration for change: Who are the key partners - suppliers, peers, and/or competitors - that you need to engage with? How can you collaborate to deliver on your regenerative agriculture ambitions while ensuring the broader sector moves toward regenerative practices? 

For other businesses involved in the UK fruit and vegetable sector, engaging with the middle actors in your supply chains on these questions can help align your efforts and create stronger, more resilient food systems.