C 152/68
EN
Official Journal of the European Union
6.4.2022
3.6.
Rethinking finance 3.6.1.
Food systems need to be analysed by financial institutions with perspectives in line with the specific features of the sector.
Food businesses cannot be treated with the same criteria as those used for other sectors, as has been the case for a long time, because access to credit and ROI does not reflect long-term sustainability criteria.
This is even more important if we consider the average size of food businesses and the growing relevance of sustainability.
For SMEs, it is more difficult to have access to finance and report on sustainability achievements.
3.6.2.
With regard to Sustainable Finance for SMEs, it should be highlighted that bureaucratic and complex technical screening criteria for the taxonomy could prove to be a barrier for companies — in particular for SMEs — to enter or continue on the sustainability pathway.
3.7.
Targeting small companies 3.7.1.
Accountability frameworks and monitoring mechanisms are usually well-suited to large companies.
This is also the case in the field of sustainability.
3.7.2.
European food systems are mainly made up of SMEs.
This means that ad hoc support is needed to assist food companies through the transition phase.
Support includes introducing self-assessment tools, promoting networking between companies, educational programmes on entrepreneurship and sustainability, creating communities of practice, promoting good practice, easier access to innovation ecosystems, fiscal and financial incentives for becoming larger, and easier access to markets and to market information.
3.7.3.
Providing support and guidance, including on IT hardware and software technologies, can foster the development and consolidation of SMEs in the supply chain and a better integration of the SDGs in their strategies.
3.8.
Benchmarking: self-assessment, monitoring, engagement, dialogue 3.8.1.
For any company, self-assessment tools are crucial for alignment with Agenda 2030.
Such tools need to support companies of any size, without penalising the smallest companies.
3.8.2.
For larger companies, more comprehensive and more standardised approaches are needed, able to allow for comparisons.
For smaller companies, ad hoc support needs to be ensured.
Given the peculiarities of the sector, close dialogue among different actors in the food system (businesses, institutions, investors, consumers, innovators, investors) is fundamental.
3.9.
Citizens’ engagement 3.9.1.
Given the social role of food and its impact on environmental and social sustainability, citizens should be consulted when European, national and regional policies, and also businesses’ strategies, are being defined.
Citizens’ engagement is particularly crucial at local level in order to connect food closely to the life of cities and regions (18).
Local food policies also help to achieve this, as they can take a holistic approach to food, harnessing local features and stimulating co-creation initiatives.
3.9.2.
The example of LEADER (19) shows that Local Action Groups (LAGs) can efficiently contribute in this regard.
The establishment of Food Policy Councils is another example showing that citizens’ engagement leads to more sustainable solutions.
(18) (19)
EESC opinion on Civil society’s contribution to the development of a comprehensive food policy in the EU (OJ C 129, 11.4.2018, p. 18), and EESC opinion on ‘Farm to Fork’: a sustainable food strategy (OJ C 429, 11.12.2020, p. 268).
https://enrd.ec.europa.eu/leader-clld_en