The countdown is on – the first ever Women in Food and Agriculture (WFA) Awards ceremony is drawing closer, with the excitement palpable. It promises to be an inspiring session of celebration, recognition, and empowerment for those driving positive change in the global food and agriculture sectors.
The winners will be unveiled live during the WFA: Europe event on February 25th at the Okura Hotel in Amsterdam, with the finalists having been shortlisted at the end of January. With a panel of esteemed judges made up of our WFA Advisory Board selecting this year’s winners, the awards aim to recognize outstanding individuals and initiatives that are making a difference, celebrating mentors, mentees, leaders, and impactful initiatives in the industry.
Here are the finalists you’ll want to know ahead of the big announcement:
Mentor of the year
Mentorship is vital in shaping the future of the agriculture and food industries, and this category highlights individuals who have demonstrated exceptional dedication and impact in mentoring others within the food and agriculture sector.
These mentors have been at the forefront of encouraging growth, fostering talent, and driving innovation within their respective fields. They provide invaluable guidance to others, helping them navigate the complex and dynamic landscape of agrifood.
Karina Watzinger – Managing Director, Director Strategy Execution at Cargill
Patrick Charlton – Vice President Europe at Alltech
Lydhia Kiswii – Agribusiness Coordinator at Cereal Growers Association, Kenya
Mentee of the year
This award celebrates a mentee who has taken significant steps in their careers with the support of mentors and who are dedicated to using their knowledge to contribute to the sector’s growth.
These exceptional mentees have shown dedication to learning, developing new ideas, and building meaningful contributions to agriculture and food.
Daisy Wood – Knowledge Transfer Manager at Waitrose & Partners / University of Reading
Ayodhya Sovis Wickramasooriya – Doctoral Researcher at Kiel University, Germany
Beatrice Waters – Media Relations & Social Executive at AHDB – Agriculture and Horticulture Development Board
Leader of the year
Honouring a leader who has championed diversity, inclusion, and innovation within their organization and the broader food and agriculture sector.
The Leader of the Year award celebrates individuals who are making a significant impact through visionary leadership, strategic thinking, and innovation. These leaders are driving change and taking their organizations to new heights.
Vanessa Lins Porto – Business Director for Digital and Services LATAM at dsm-firmenich Animal Nutrition & Health
Linda Reddy – Global Supply Chain Director at Nando’s Group Limited
Dr Jenna Ross OBE – Senior International Business Development Manager at UK Agri-Tech Centre
Initiative of the year
Recognizing an initiative that has made a significant contribution to advancing diversity, inclusion, and sustainability in the food and agriculture sector. The Initiative of the Year award focuses on projects that are making a different in the industry.
Women in Agronomy – Yara International
The Flock and Women in Swine Event (WISE) – Novus International, Inc.
ICPPE PPE Partnership – University of Maryland Eastern Shore in collaboration with BASF Agricultural Solutions, Syngenta Kenya, Syngenta Global, and PEST CONTROL PRODUCTS BOARD
Learn more about WFA: Europe on the 25th February in Amsterdam which will feature the WFA awards ceremony and many more esteemed speakers here
WFA hosted its first webinar of the year entitled “How you can flourish in agrifood in 2025″ on Thursday 30th January. This engaging 60-minute session brought together three seasoned leaders from the agri-food industry, who shared their personal stories, strategies, and practical advice on thriving in an ever-evolving sector.
The esteemed panellists were Patricia Stroup, Former Chief Procurement Officer of Nestlé, Megan Pydigadu, Chief Operating Officer of SPAR South Africa and Anne Koontz, Research Manager: Publications and Communications at Alltech.
Moderator Ollie Theocharous, Content Director of Expana started by setting the scene: “We’re going to dive into the strategies that these successful agrifood industry leaders are using to thrive in this challenging industry that’s always changing… to learn a bit about how we can develop a growth mindset and move forward in our personal lives and career.”
Navigating change and embracing challenges
The conversation quickly turned to how our leaders overcame challenges and adapted to significant changes in 2024. Megan Pydgadu spoke of transitioning from a CFO to a COO role and moving from the tech sector to retail. “It was quite a big challenge for me in terms of jumping into new industry and jumping into a new role and on top of that,” she explained.
For Megan, embracing challenges is about, “being comfortable being uncomfortable… putting yourself out there and accepting challenges,” as well as “having a curious mindset and really wanting to learn.”
Anne Koontz talked about overcoming challenges in both her personal and professional life. She shared how, at times, she had to “learn to give myself grace” during moments when she couldn’t give 100% at work. This resonated deeply with many listeners, emphasizing the importance of self-compassion.
Patricia Stroup also weighed in, highlighting the importance of staying open to new experiences. “Always reserve the right to get smarter and not just intellectually smarter, but to be open to new experiences, new cultures and learning new things,” she explained.
Maintaining a growth mindset
The panellists also discussed how to maintain a growth mindset, especially after facing setbacks. Anne shared one of favourite quotes: “the master has failed more times than the beginner has tried.” She went on to tell us, “there’s always something more to learn, there’s always further to go… if you feel like you’ve gotten to the end, you’ve probably done it wrong.”
Patricia echoed this sentiment, quoting: “It is very timid and conceited, to worry about making mistakes. Of course, they’re mistakes – now go make the next one.” She also spoke about how, early in her career, she would only apply for jobs she knew she could do. Over time, however, she learned to take risks. “Whenever I make a mistake… I would call it tuition. I could have paid Stanford or Harvard a lot of money to just learn what I just learned.”
Megan agreed, emphasizing how her greatest career growth came during challenging times. “The greatest growth phases in my career have been when I’ve experienced the most challenges and hardships… It makes you learn so much about yourself”
Goal setting and reflection
When asked about goal setting the group revealed their approaches. Patricia admitted “I don’t really set annual goals for myself… it makes me feel like I’m cutting my life up into too many little pieces.” Instead, she prefers to focus on project-based goals.
Megan takes a more reflective approach asking herself “How did the year go? What do I want to do differently and what do I want to change? It’s a lot of reflection… thinking about what do I want [and] what do I want to embrace this year?”
Building strong teams
A key part of thriving in any industry is fostering a strong, supportive team culture. The panellists shared their insights on how to build and nurture such teams. Megan emphasized trust as the foundation of any successful team.
“The primary [thing] about building a team is trust, that has to come first. It’s about treating people as adults and holding them accountable and responsible [but knowing] that you’re supporting them.”
Anne was in agreement, explaining, “If you want to go fast, you go alone, but if you want to go far and really have an impact, you have to have a team.” She stressed that building a team is about collaboration, not speed.
“You have to hire people who are better and smarter than you are, and you have to be okay with that,” Patricia added. “Then your job is really to conduct the orchestra. So set the vision, be very clear so that they know what it is and then set the priorities.”
Empowering women in the agrifood industry
In the final segment, the panellists offered inspiring advice for women who may doubt their own abilities. Megan’s message was simple: “Don’t ever compare yourself to anyone else. Compare yourself to yourself. Try and be the best version of yourself.”
Anne advised, “I think one of the most important things we can do is surround ourselves with people who will give us the support when we don’t have it for ourselves.”
Patricia’s message was equally empowering: “I think the bigger question isn’t are you capable… it’s can I become capable. Have faith in your ability to become capable.”
Gain more insightful learnings for leaders like these at out WFA events running on the 25th February in Amsterdam and the 22nd September in Chicago. Find out more information here
From growing up in rural Ireland to working her way up to senior roles in the food service sector, Margot Slattery – Global Group Head of Social Sustainability at ISS World Services. has built a career driven by purpose, advocacy and deep commitment to change.
As a staunch advocate for LGBTQ+ rights, Margot has worked tirelessly to support under-represented groups across the food and agriculture sector. Expana sat down with Margot for an interview ahead of the Women in Food Agriculture Europe Summit, where she will be on stage sharing advice drawn from her many years of leadership experience in her session titled, “How to communicate effectively”.
[Expana] Your career has taken you from leading major organizations to your role as Global Group Head of Social Sustainability, ISS World Services. What motivated this journey, and what key moments shaped your path?
[Margot Slattery] I have always been motivated by hard work and thrived where I feel like I can make a difference. My parents and community were always supporters, however a very conservative society and inequality in Ireland growing up was a strong accelerator to help me to push for change.
Key moments that shaped my path were the fabulous educator’s I had in school, my parents and Irish pioneers like Mary Robinson and Michael D Higgins. More recently, leaders in workplace like a former CHRO Nathalie Bickford and Rohini Ananad in Sodexo and Group CEO Michael Landel in Sodexo and now Kasper Fangel and Liz Bension in ISS, have been inspirational.
Opening the door to DEI in the workplace has been like opening the windows of the world. I believe business growth and doing good can be combined.
[Expana] Do you think your background growing up in rural Ireland has influenced your career and leadership approach?
[Margot Slattery] It has absolutely been a major influence. Growing up, I really felt the support of a rural community with a strong sense of place and purpose, that helped and supported others.
Growing up on a farm teaches you all the rhythms of life- I got to see the growth of food and the people who grow it as vital to life and it has framed so much of what I enjoy. I believe this background helped me understand relationships at all levels and this has been a massive help in business.
[Expana] You have been a strong advocate for LGBTQ+ rights and inclusion in the workplace. What progress have you seen in the industry and what still needs to change?
[Margot Slattery] There has been a massive improvement in DEI and specifically in LGBTQI rights in my lifetime. From being a criminal for loving the person you love, to being able to have civil partnership or marriage has been an incredible shift.
In the workplace that’s also been reflected, allowing employees to be able to be themselves at work, not feel shame and to be free to express themselves. We now see people who are from my community reach their full potential, which is what I want for all. We need this at all levels and in all types of businesses to ensure we support DEI throughout the year, and not just in Pride month. We can only achieve this through having great policies that support all employees.
[Expana] Women in Food and Agriculture aims to create a more inclusive and diverse industry but also give actionable insights and tools. Why do you think initiatives like this are so important?
[Margot Slattery] These types of initiative are critical to move this industry forward and allow more people to thrive and enjoy their careers. Our industry is so vital to life and thus giving life to all the possibilities is vital.
[Expana] Finally, if you could give your younger self one piece of advice, what would it be?
[Margot Slattery] Don’t be afraid, try, and fail and try again… life is precious so just enjoy it all!
Join Margot Slattery and other esteemed speakers at WFA: Europe on the 25th February in Amsterdam. For more information click here.
DEI stands for three simple but important words: diversity, equity, and inclusion. The food and agriculture sector has seen attitudes change over several years with many adapting and developing programmes to ensure the industry becomes more equitable for those from different races, ages, genders and cultures.
However, we know there is work to be done. Senior management teams of large companies in our field more often than not, do not have a gender and racial balance that reflects society. Despite this, there has been a backlash in recent months against DEI, with some multinationals deciding to roll back DEI targets, remove quotas, and change training materials to remove cultural context and social messages. The rationale for these moves vary and include broader workforce revamps, responding to the aforementioned public backlash and citing legal outcomes. But are they making the right call?
Aside from the many news headlines focusing on these reversals, some organisations have gone in the other direction, looking at the benefits of DEI to their business and doubling down on projects to boost equity.
Costco is a company that stands out in this area, with their board recently rejecting a proposal to remove its DEI programmes. The Wall Street Journal reported that Ron Vachris, the CEO of Costco, doubled down when contacting a customer who questioned some of the business’ DEI initiatives, explaining, “If these are the policies you see as offensive, I must tell you I am not prepared to change.”
Costco board member Jeff Raikes posted in November 2024: “Attacks on DEI aren’t just bad for business – they hurt our economy. A diverse workforce drives innovation, expands markets, and fuels growth.”
At the end of last year in a letter to shareholders, the board also shared: “Our efforts around diversity, equity, and inclusion remind and reinforce with everyone at our company the importance of creating opportunities for all. We believe these efforts enhance our capacity to attract and retain employees who will help our business succeed.”
Agrifood sits at the junction of the world’s most pressing challenges – growing populations, food insecurity, soil erosion and climate change. Many leading organisations believe these can be addressed through the discussions, education, and innovation that come from a diverse and equitable workforce. Reports from UN Women comfortably demonstrate that women accelerate climate-resilience and play key roles in global production. The Status of Women in Agrifood Systems report from the FAO in 2023 further supports the value of women and gender equity in improving nutrition, agricultural productivity, investment in the next generation as well as women’s intrinsic value. Investing in women nurtures whole communities and makes economic sense.
There is a reason targets and initiatives have been established and retained by many – because businesses know there is value to their bottom line through innovative ideas. The era of the DEI target and programme is not dead yet.
At Expana our contribution to chart a path forward is the Women in Food and Agriculture initiative. Since 2019 this community has committed to supporting and building fair, responsible, and sustained food and agriculture systems through its WFA summits, Mentorship Programme and content library available to all.
WFA Europe, taking place on the 25th February at the Hotel Okura in Amsterdam brings together speakers from across the supply chain and globe to offer their experiences and actionable insights. DEI targets and the debate around them will be discussed, as well as inspirational career stories and strategies for boosting equity in our sector.
Diverse peoples lead to diverse ideas and diverse solutions. DEI is not just a buzzword and we need new ideas and innovative opinions to solve the biggest challenges we face in feeding our planet.
Curious about Kika Buhrmann’s upcoming appearance at the WFA Europe event? Women in Food and Agriculture caught up with the CEO of Nespresso Netherlands for a quick chat about her experiences, motivations and what to expect from her at this exciting event on 25th February 2025 at the Okura Hotel in Amsterdam.
[WFA] Kika, your journey with Nespresso seen you progress through a number of leadership roles. Can you share any defining moments that have shaped your leadership style over the years?
[Kika Buhrmann] When I was able to articulate my “why”, my leadership style changed shape. I love to inspire people to get the best out of themselves, so they create a positive impact on the ones around them.
I realised I have the ability to create an environment around people that allows them to discover their strength and then apply that to their teams, as well as their personal lives.
Additionally, I have worked in several countries and with people from many different cultural backgrounds. Through that you learn that you can never assume that you know someone, and that you really need to put in the effort to adapt your style and learn from other perspectives.
[WFA] How do you see sustainability evolving in the food and agriculture industry? What role can we play in driving this change?
[Kika Buhrmann] From a global perspective, I believe the only future is regenerative agriculture with the aim to rebuild and restore natures natural strength and ecosystems.
Leaders make choices for their organisations and have a very important role to play, as every choice can have a positive (or negative) impact on nature. I see many leaders putting increased focus on this and see many companies being established with the aim to accelerate the transition to a regenerative future.
[WFA] At WFA Europe you’ll be offering insights into the ‘ingredients’ of success throughout your life. Could you share one ‘ingredient’ that has been vital to your personal growth and success?
[Kika Buhrmann] Curiosity!
[WFA] Finally, outside of your professional success, what personal passion keeps you grounded and inspired?
[Kika Buhrmann] I love to discover the world through the perspective of my three children. Their ability to see things in a very simple and yet so clear manner, is inspiring. As adults we make live very complicated at times! They are a fantastic mirror, to show you when you are not really present, or are stressed, and to put things in perspective.
Join Kika and other exciting speakers at WFA Europe, taking place at the Okura Hotel Amsterdam on the 25th February. Find out more here (https://wfa-initiative.com/europe/)
Have you got your plan for the year nailed down? What about an achievable action plan for your long-term career objectives?
I, for one, have trouble finding the time. Managing team members, getting through work projects and balancing a busy family life can make the task feel overwhelming. Especially when you’re juggling your 20th load of washing for the week while meeting challenging deadlines!
Given the pressure we put on ourselves in both our work and personal lives, it’s no surprise that many women I speak to don’t have their long-term career goals locked down.
From telling yourself, ‘I’ll stay in this job because I am comfortable and confident in what I’m doing,’ to ‘If I take that promotion, I’ll have to work overtime and I’m already swamped,’ there’s always a reason not to act on the ambitions you have.
While we have seen a shift toward more women in senior leadership roles since WFA began in early 2019, it’s still not uncommon to see senior management teams with little or no female representation. We need to see women breaking through the glass ceiling and setting ambitious career goals may be the first step you can take to do so.
It is vital we equip women with the tools to ensure they are focusing on their career progression. Providing you with the opportunity to take a step back and ask, ‘What do I REALLY want from my long-term career?’
That is why WFA have developed ‘Unstoppable: How you can flourish in agrifood in 2025.’ In this 60 minute webinar, you will dedicate the time to think about your future, receive tips and advice from senior female leaders in the sector. With inspirational women from SPAR Group, Nestlé and Alltech, you’ll learn how to adapt to change, maintain a growth mindset, set goals and grow your self-belief.
This is the hour you need to kick-start your career.
WFA’s ‘Unstoppable: How you can flourish in agrifood in 2025’ webinar is taking place on Thursday 30th January at 3pm GMT or watch on-demand.
For more information and to sign up for free click here.
If you have ever thought about leaving your job, you may have considered moving for a reason that a Culture Officer is responsible for.
We know how important the culture of an organisation is and are witnessing more agri-food businesses recruiting individuals to curate their culture, making certain their mission and values are being met and ensuring a positive experience for prospective, new and existing employees. Improving areas such as staff retention, employee engagement, DEI, performance management and talent development; culture specialists can be key to ensuring your company recruits and retains the top performers in the sector.
For Orla McAleer this is her day-to-day work and her passion project, having spent her first year in the role as Chief Culture Officer for Alltech. We sat down to talk about how she got into her position, what her day looks like, what staff are really looking for from an employer and how we overcome barriers for women in the sector today.
Orla McAleer Chief Culture Officer Alltech
[WFA] First can you tell us about what you do as a Chief Culture Officer? What are your main aims?
[Orla McAleer] As the Chief Culture Officer at Alltech, my primary responsibility, alongside the CEO, is to shape and nurture the company culture. This involves ensuring that our values, mission and purpose, of Alltech’s ‘Working Together for a Planet of Plenty’ are reflected in every aspect of the organisation, from recruitment, our employer brand and onboarding to daily operations and long-term strategy. My main aims include fostering a positive, inclusive work environment where our team members feel valued, engaged, and motivated to contribute their best work. Additionally, I work on initiatives that promote continuous learning, innovation, and collaboration across all departments.
[WFA] A lot of people would love to understand more about how you get into a role that is defining the culture of an organization. What is your career background?
[Orla McAleer] I’m not sure mine was what you would call a traditional route into the world of corporate culture. I started in PR and communications in Alltech and held various regional and global roles in marketing before becoming the Chief Marketing Officer (CMO) in 2017. In that role I led and grew a large and very diverse, global marketing team, which collaborated with many parts of the business.
My passion has always been people- leading them, developing them and watching them shine. My previous positions and that as CMO gave me a broad understanding not only of the company but also of how to build and sustain a positive workplace and team. Having worked for 20 years within Alltech, I also know and understand the company and our culture very well and had lots of experience collaborating with different departments, so the role felt like a natural fit for me. I have been in the role for around a year now and am thoroughly enjoying the new work and challenges it brings daily.
[WFA] What does the day-to-day work of a Chief Culture Officer look like?
[Orla McAleer] It is cliche to say, but every day is so different. I’m based in our European headquarters in Ireland, so I focus on regional projects in the morning and afternoon dependent on time zones. Recently we have created diverse working groups to look at some big picture strategic projects which are a key priority for me at the moment. These groups are made up of different people from different parts of the world in different functions, and are looking at things like leadership development, succession planning, on boarding and the overall ‘Alltech’ experience.
A big part of my role is spending time with different departments, gathering feedback and understanding their unique challenges and successes. It is vital I work closely with other senior leaders in the business and functional departments to understand how we can help them, what their needs are. I also meet with external partners and attend industry conferences to stay updated on the latest trends and best practices in culture management.
[WFA] What are the biggest challenges you face in your role?
[Orla McAleer] One of the biggest challenges and opportunities we have is data. Culture and talent look after much of the ‘S’ or Social in ESG. There are so many reporting requirements today for data whether for ESG or EU directive reporting. Due to the entrepreneurial nature of our business, much of the information on talent and culture resides at a local level, so trying to extract data or have it in a centralised place can be challenging. However, that is a project we are currently working on within Alltech and AI could potentially be a game changer for us in this field.
Another challenge is aligning the diverse perspectives and needs of a global workforce while maintaining a cohesive company culture. Balancing short-term demands with long-term cultural goals can also be difficult, especially in a fast-paced business environment.
It’s also important to ensure the business understands the strategic potential and importance culture can have. Alongside this resistance to change is another common barrier; even when employees understand the benefits of cultural initiatives, it can be challenging to shift established behaviors and mindsets. Ensuring that all employees, regardless of their location or role, feel included and valued requires continuous effort and creativity. We have to ask ourselves how do you make sure that people feel really looked after from a personal perspective and and I think like all other organisations today were are trying to achieve this while doing more with less.
[WFA] Why do you think having a Culture Officer is so important for a business?
[Orla McAleer] Culture, ultimately, is the key to everything in a company and it has such an impact on so many aspects of the business. This isn’t just a nice to have, it has real financial implications for companies, as studies have shown that companies with strong culture alignment can increase sales and returns by up to four times. A positive culture also enhances the company’s reputation, making it easier to attract top talent and build lasting customer relationships.
Having a dedicated culture officer ensures that there is someone consistently focused on maintaining and improving the workplace environment. This role helps bridge the gap between leadership and employees, fostering open communication and ensuring that the company’s values are lived out daily.
[WFA] When it comes to Diversity, Equality and Inclusion (DEI), why is fostering an inclusive culture worth the investment?
[Orla McAleer] DEI is crucial for creating a workplace where all employees can thrive. An inclusive culture leads to a more engaged and innovative workforce, as diverse teams bring a variety of perspectives and ideas to the table. This diversity drives better problem-solving and decision-making, ultimately leading to improved business outcomes. Financially, companies with strong DEI practices often see higher employee retention rates and lower recruitment costs, as they become employers of choice, as it adds to the employer value proposition. Additionally, a commitment to DEI enhances the company’s brand and customer loyalty, as consumers increasingly prefer to support socially responsible businesses.
Today organisations are also focusing more on ‘belonging’ rather than diversity. How employees feel accepted, valued, and included within an organisation. What I’ve learned on this journey is diversity is one part of the equation. Yes, you have a diverse workforce, but if those people actually don’t feel that they are really heard and listened to and belong in the organisation then they will leave. We need staff to feel that they are part of the business that they’re contributors in.
[WFA] Having worked in a number of C-Suite roles, do you believe that there are still barriers for women in the food and agriculture sector in senior leadership positions?
[Orla McAleer] I will be honest and say that on a personal level I don’t feel that I have faced any barriers during my career and time in Alltech. I have been lucky to have great mentors and work for a company that values diversity. However overall, yes absolutely there are still barriers for women in the corporate sector, including unconscious bias, limited access to mentorship, and the challenge of balancing work and family responsibilities. That is one of the reasons that we partnered with Women in Food and Agriculture to develop the first mentorship program, and have continued to do so year on year since then. As someone who had incredible mentors and sponsors, I can see how beneficial that can be for women in the industry.
To overcome these barriers, companies need to implement policies that support gender diversity and inclusion at all levels. This includes offering flexible work arrangements, ensuring equal opportunities for advancement, and providing mentorship and sponsorship programs for women. It’s also important to create a culture where diversity is valued and celebrated, and where leaders are held accountable for promoting gender equality. I think we’re slowly chipping away at these barriers, but it’s going to take time and more importantly it takes leadership to take ownership of driving change.
[WFA] Finally, looking to the future of our sector – when we think about the current and next generation of agri-food professionals, what do you think they want from their jobs and careers?
[Orla McAleer] Firstly I think overarchingly people are really looking for meaning, purpose and a company and role that aligns to their values. They want to be able to go into a company feeling that they are contributing positively to something that they’re doing in the world. The next generation in particular, are prioritizing companies that are socially responsible and committed to sustainability and ethical practices – they definitely want more than just a paycheck. Within Alltech, we have an incredibly strong purpose that has been part of our DNA since the company was founded and by promoting this we are attracting the next generation of food and ag professionals to our business.
Flexibility is also a key factor, as people value work-life balance and the ability to work remotely or on flexible schedules. People still want to make sure that they have an opportunity for work-life balance alongside this purpose. I do however believe that collaboration, innovation and a sense of community are strengthened by working together in person where possible.
Part of our purpose as food and ag professionals is making sure that we’re elevating the voice of the industry so that the entire sector is viewed in a much more positive light. Personally I think the agri-food industry is fantastic and we have so much to offer. It’s phenomenally innovative, forward thinking and has such an impact in the world today. We’re the ones who are the custodians of the earth and we’re the ones who are providing food on people’s tables.
Alltech are supporters of the WFA Mentorship Program which pairs mentors with women from across the food and agriculture sector. Find out more and apply to take part here: https://wfa-initiative.com/mentorship-program/
Interview with Barbara Macon, Sustainability Coordinator at Bunge
Shea is a raw material used in the food and person care industries. Bunge operates a Shea sourcing and processing facility in Tema, Ghana, and has in place initiatives to produce in a sustainable manner and contribute to the support and growth of the local communities. Bunge believes the key to building a better tomorrow for shea communities is by being deeply invested in their growth and prosperity. This led to the creation of their “Where Life Grows” program, which empowers shea collecting women and future generations to create socio-economic value in their communities and conserve and regenerate the shea landscape in the region. In this special interview, we sat down with Barbara Macon, Sustainability Coordinator at Bunge who runs the implementation of on the ground activities of the “Where Life Grows” program in the West African region.
It’s great to talk to you Barbara. Why don’t you tell us a little bit about your role and the Bunge program with Women in West Africa?
My role is to support the development of Bunge’s sustainable shea strategy and initiatives in the West Africa region, and more specifically, to coordinate the implementation of activities of the company’s “Where Life Grows” program in Ghana, Togo, Benin and Nigeria. The activities focus on empowering women and future generations, creating socio-economic value at origin and conserving and protecting the shea landscape. Our ambition is to have a positive impact on 400,000 shea collecting women and their families by 2030. For that, we are developing several initiatives, such as the “Women cooperative project” that we started in Ghana in 2021. We develop a direct link with women shea pickers and help them organize themselves into official business cooperatives. We train them to manage their own business organization to create a sustainable business for themselves and their children, and equip them with education and tools to succeed.
This aligns with the United Nations Sustainable Development Goals to ensure women receive quality education, especially in areas where women have struggled to have access to it. Many women did not have the opportunity to get education, yet they manage their own business activities and make products that are used around the world. Bunge supports these women with tools and training on how to form officially registered business cooperatives allowing them to get direct access to Global markets, financial support and generate an income all-year round.
Are there any stumbling blocks or themes blocking these women from reaching their potential?
One of the biggest challenges is the cultural environment. In these regions, women are expected to raise a family, and not necessarily to play a specific role in an agricultural business. However, after they have access to knowledge, they realize how capable they are and start to implement what they learn into their everyday activities that can then be further expanded into the next generations.
Are there any lessons you’ve learned from this process that have helped your personal development?
I learned about happiness. I learned to listen to people, to share with others, to be content with your life and realize the beauty of human beings. Those of us who live in the city, have access to infrastructure, water, electricity… Naturally, we get used to it, and tend to complain and want more. During this journey, I have met women who are happy with what they have. They have their challenges, but that doesn’t stop them from enjoying life and welcoming you into their home. Happiness comes from peace within.
I also learned how quickly they understood their role in the business and their potential for growth. We collected the first nuts from them in September 2022 and in January 2023 they had used the money they obtained from the nuts to buy Soya or Soy from their husbands and sell it. I was impressed and proud to see how they reinvested their savings and diversified their business.
How does the program work? How do you find the women in this initiative?
To succeed in this project, we must first develop a direct relationship with the women involved. However, we cannot do everything alone. We are working with NGO’s and we connect with people who are already working in these areas. My role is to coordinate this process and bring all the stakeholder together – shea collecting women, NGO’s who can deliver the training and other services, local farmers, logistic partners, etc. and help them understand and implement sustainability practices today for a better tomorrow.
I’m out in the field about 2-3 weeks per month. If you really want to work with local communities, in this case the women, you have to be in close contact with them, spend time with them to understand how they work. We started with two villages and from there I got calls from women from other villages that wanted to get involved. We encourage them to join, train and participate.
Are you on track to reach your goal of training 400,000 women by the end of 2030?
We are! The positive aspect of that is we are not only in one country, but we are also reaching women in seven countries! Women’s needs are different from country to country, so we must adapt based on women’s needs.
What are the main challenges you have to overcome when you go to these villages?
The first challenge is cultural. We need to involve and educate local leaders, husbands and youth from the beginning about the project and its benefits, to get them on board with the women’s participation. We do this together with the rest of stakeholders and partners with whom we also collaborate to implement the project and professionalize the cooperatives, like the Global Shea Alliance (GSA), GIZ, and Agriterra.
The second challenge is infrastructure. Unfortunately, in most villages, we don’t have the necessary structure to carry on meetings and trainings. We are trying our best to adapt our plans and move to different areas that have an appropriate environment.
The third challenge are the usual women’s working conditions in the local industry. Women pick up the nuts by hand and use firewood to parboil the shea nuts. So, we are working to improve these conditions with new practices and providing them with tools that we import from other countries. For instance, cookstoves that are more environmentally friendly or shea rollers, a tool that allows picking the nuts standing up without using theirs hands directly and protects them from possible bites from scorpions and snakes.
Do you have any success stories you care to share with us from the program?
The program has been going on for two years, so we have success stories, but we like to call them good results for now. I will call them successes when in five years and beyond, we can see substantial progress. A young lady we worked with in one of the villages produced 2 bags of shea nuts in her first year. In the second year she produced 14! We teach them also on the importance of product quality as the nuts will be used as a food ingredient to feed people. These 14 bags reached premium quality! She started crying when she received her money. She really understood the benefit of the cooperative and promised next year she would double her capacity!
If I were to start a program like this, what advice would have for me?
You have to have your heart set on it. If you go for a business mindset, they will not even follow you! If your heart is in it, you listen to them and understand their culture, you will be much more successful.
This year Women in Food and Agriculture (WFA) hit the road, hosting events in Vienna and Chicago consisting of various workshops, panels and educational sessions on topics such as personal development and team building for women in the food and agriculture sectors.
The Food and Ag space has for years been a male dominated industry, but with diversity initiatives across the board in most major companies, the transition to a more inclusive environment has begun to take shape, with many female leaders in positions to influence the next generation of the industry. To talk more about women’s career development and how Bayer is following through on Diversity, Equity and Inclusion initiatives, WFA sat down with WFA Vienna Roadshow panelist, Nora Eischet, Head of Sales Operations, Sales Excellence and Digital Farming Solutions at Bayer CropScience Germany.
[WFA] Thanks for chatting with me. Tell me a little bit about your current role with Bayer.
[Nora Eischet] I recently became a member of the country leadership team of our DACH (Germany-Austria-Switzerland) organization, where I lead the teams for sales operations & excellence as well as Digital Farming Solutions within our Crop Science division.
“Agriculture is the most fundamental of industries. Innovations in this field have contributed to the continuously increasing prosperity of humankind. At the same time, it is a major shaper of our environment and one of the biggest levers when it comes to sustainability.”
[WFA] How did you get started in this industry? Tell us what led you to your role in leadership in the crop science field.
[Nora Eischet] When I initially joined Bayer at the corporate level, I was mostly interested in our Pharmaceuticals and Consumer Health divisions. As for our Crop Science business, I didn’t know anything about it nor about agriculture in general, and to be very honest, I also didn’t care very much. Luckily though, I was staffed on various Crop Science projects, and as my understanding of that industry grew, my perspective took a 180 degree turn. Agriculture is the most fundamental of industries. Innovations in this field have contributed to the continuously increasing prosperity of humankind. At the same time, it is a major shaper of our environment and one of the biggest levers when it comes to sustainability. I truly believe we can make a difference with our solutions for farmers, consumers and our planet. Coming into the space has opened my eyes and shown me the blind spot that I – like most people in our society – had before. This is where my passion comes from to work in this industry, advocate for it, and be a part of shaping the agriculture of tomorrow.
[WFA] What obstacles did you run into on your journey?
[Nora Eischet] I am lucky to be part of the generation that already has strong female leadership role models to look up to in the industry. At the beginning of my career, what I struggled with most was to have confidence in myself. I know that many women feel the same way. For me, the main thing that helped was experimentation. By experimentation, I am referring to exposing yourself to opportunities that might intimidate you at first – in short, leaving your comfort zone. Today, I still experience feelings of insecurity, but I know how to put them into perspective and not let them stop me from being bold and doing the right thing.
Now, I am coming upon the second type of challenge that many female leaders face: How to combine family plans with the responsibility I feel for my work and my team. I don’t have the answer yet, but what helps is talking about it with other women and looking for role models that fit your personal balance between motherhood and career.
[WFA] What did you speak about at this year’s WFA Summit in Vienna?
[Nora Eischet] I had the privilege to sit with three amazing, inspiring leaders from other companies. We shared many very personal stories and experiences that highlighted obstacles that we managed to overcome in our journeys, what we learned from them, and how we now try to pave the way for a new generation of diverse leaders coming in. What we all observed and discussed is that at this point, diversity is less about generating “demand” for it – most companies and leaders have realized how beneficial it is and have put programs and targets in place to increase it. We now have to work in the “supply”. How can we make our industry more attractive for diverse talent to join us? How can we make leadership roles fit specific needs of diverse talent?
[WFA] Your panel touched on hiring strategies and attracting new talent to our industry; what strategies have proved effective in identifying, nurturing, and promoting individuals from underrepresented groups?
[Nora Eischet] There is so much that can be done! Within your company, you can create mentoring and networking groups along different diversity characteristics, to share best practices, encourage and learn from each other, and for leaders to sponsor diverse talent. If you spot a potential talent that you want to elevate into a leadership position, make sure that position fits their needs. Maybe you’ll find creative ways to make it fit even better (for example job-sharing for leadership roles, allow for family co-travel if the kids are still small etc.).
“As you are trying to bring in more talent from outside, target your employee branding and marketing activities toward universities and networks that you might not have considered before.”
As you are trying to bring in more talent from outside, target your employee branding and marketing activities toward universities and networks that you might not have considered before. Write the job descriptions in a way that encourages talents to apply even if they don’t tick all the boxes. And in the interview process, make sure to have diverse interviewer panels to get a 360° perspective on the candidate.
[WFA] Could you share instances from within Bayer/in your career where diversity has directly led to innovative solutions, improved company culture, and increased business success?
[Nora Eischet] Absolutely! There are so many examples, but I’ll pick one that is related to one of our biggest innovations, our short-stature corn, which is being launched as the Preceon® Smart Corn System. Until recently, I was part of the launch team in our U.S. market, a huge undertaking that is being led by an amazing female colleague of mine. She had worked in the hospitality business for seven years before she decided to go back to university, study biology, do her PhD in genetics, and then join our company. As the launch lead for Preceon®, drawing on her personality and background, she is working tirelessly to create the most customer-centric experience, setting higher standards and inspiring the whole organization around her to shoot for this goal. She definitely is a big inspiration and an example how diversity directly drives innovation, culture, and customer value.
[WFA] In your opinion, how has Bayer contributed to what you are discussing? How have they pushed Executive Leadership towards a more diverse and inclusive environment?
[Nora Eischet] Diversity, Equity & Inclusion (DE&I) is a key priority for Bayer. We strive to be a place of work where everyone is valued and enabled to be the best version of themselves. As a global organization, working in various markets, our employees come from diverse backgrounds. I mean this in terms of nationality, race, gender, education and others. Over the past decade I feel that we have been able to increasingly foster this diversity into true inclusion at the team and leadership level as well. But there is still room for improvement. This is why we have established clear global commitments for gender balance throughout the Bayer Group and at all levels of management. Additionally, we have also defined commitments to further diversity, covering age structure, nationality, career experience, LGBTQ+ and people with disabilities, among others. Further aspects such as ethnic background and race are integrated into our commitments for our regional organizations.
But DE&I is not only an internal aspiration of ours – we also have ambitious commitments to support women across the globe, especially in low- and middle-income countries (LMICs). Until 2030, we want to support 100 million smallholder farmers (many of which are women) and provide modern contraception to 100 million women in LMICs. We see DE&I as a holistic ambition, to not only change our place of work but also the communities we serve for the better.
As Bunge’s current Vice President of Industrial Operations, Eugenia Zorila is one of the agribusiness and food giant’s top female executives and one of its key decision makers. She also finds herself in the unique position of being in charge of an area of the business that is very male dominated and is committed to creating more spaces for women in her teams and inspiring them to see her field as a viable option for them.
Ms Zorila’s ascent to occupying one of Bunge’s top positions has given her great insight into what it takes to be a good leader and how to create teams that can deliver. What’s her secret? It’s all about the team. According to her, being a great leader is about supporting your team members and ensuring that they have what they need to not only successfully tackle any current projects, but also to mature, develop and grow in their careers.
In the below conversation with WFA, Ms Zorila shares even more tips on being a female leader and how to inspire teams to achieve their goals. We also talk about some of the challenges that she has faced on her climb up the corporate ladder and how she is supporting the advancement of women, and diversity and inclusion in her area of the business.
[WFA] Ms Zorila, you first joined Bunge in 2004 as Commercial Director. Can you please tell us about how you came to be VP of Industrial Operations and what this role currently entails?
[Eugenia Zorila] My educational background is in engineering and international business, and my experience prior to Bunge was in industrial operations. Accepting the offer as Commercial Agribusiness Director for Bunge Romania in 2004 was a conscious decision that aligned with my development goals and ambitions at the time. However, after a few years when I was given the opportunity to return to operations as Operations Director for Bunge Romania and Bulgaria, I was happy to accept it as it meant the expansion of the geographic scope of my responsibilities plus involvement in the development and execution of the Bunge strategy for the Danube region. From then on I have had roles either fully or partly connected to industrial operations.
[WFA] You’ve spent 18 years at Bunge (so far) and in that time you’ve held various commercial, ops and management roles. During this time, what has been the achievements that you are most proud of?
[Eugenia Zorila] Each one of my roles at Bunge has been extremely rewarding, filled with both challenges and achievements. But what makes me most proud are the teams that I have worked with and the people whose development I have supported. I am also particularly proud of the time spent mentoring colleagues, my contributions to driving the D&I agenda for Bunge, as well as the excellent safety record of the operations I have been in charge of. In addition to that, I am also happy with the transformational role I have played at Bunge, including my involvement in the Bunge Global Internal Audit transformation, the global Food & Ingredients department transformation (which I led from 2015 to 2017), and in the integration of the Loders Crooklan industrial operations into Bunge. And of course, I have also overseen large construction projects across the world, from Romania, China, and India to the US, Ghana, and the Netherlands.
[WFA] Looking at your entire career, both inside and outside Bunge, what were some significant career barriers that you overcame? How did you navigate them to continue climbing the ladder?
[Eugenia Zorila] The barriers I have faced are not uncommon. At times I did not have all the support or resources I needed to accomplish my business objectives, or other times my views were not aligned with those of my peers, my team or my bosses. There were even times when my ability to influence situations failed me or I felt stuck in a certain role and could not see my next move. How did I overcome these situations? I have built and, to this day, rely on a strong internal and external support network which consist of both informal and, when possible, formal mentors and sponsors. Through these networks I have continued learning, I have stayed connected and, most importantly, found the motivation to continue working hard and uncover the necessary solutions needed to overcome certain barriers.
[WFA] What is your secret to being so adaptable to various roles? What would you like other women in our sector to know that find themselves considering taking on new career challenges?
[Eugenia Zorila] I am very curious, and I love a challenge. I always want to learn more, and I do not like routine. Plus, as a leader, I always surround myself with people that are experts in their respective field and that I can trust and lean on for their opinion. Regardless of the area we operate in, as leaders our number one responsibility is to assemble the best team possible and make sure we work on motivating, engaging and developing that team.
[WFA] What would you like organisations in the agrifood industry to understand about attracting and retaining female employees long term?
[Eugenia Zorila] To attract female employees, we need to make our industry more visible and more attractive. We have a noble mission of providing food to all corners of the world, and we need to learn how to communicate that more widely and be more vocal about it. We also have to continue to deliver on our diversity and sustainability commitments, because these are values that make us more attractive to the modern job seeker.
I also believe that to retain talent organisations should have flexible work policies, clear development programmes, have a strong social agenda and be very pragmatic about their employees having a work-life balance. In addition to that, to attract, develop and retain female talent, we need dedicated policies for working mothers, including paid maternity leave.
[WFA] And how have you personally as the VP of Industrial Operations ensured women could thrive in what can be seen as a very male dominated area of your business?
[Eugenia Zorila] I have always tried to make sure that my passion for the job, for people, customers and cultures has been visible. I am a strong believer in ‘walking the talk’ and so have always trusted that being a strong example for other women and them seeing the joy I am deriving from what I do, will inspire them to take the same path. In more practical terms, I have made sure that the teams that I oversee have diversity targets in place and make efforts towards minimising hiring bias. I also check in regularly with female talent, including sitting down and listening to the women at our plants and encouraging them to speak up when they need to, raise their hand and just go for it!
[WFA] As you have mentioned, you have overseen some massive building projects, which I assume has involved leading mainly male workforces. What advice do you have for other women that find themselves in this position? How should they navigate potential resistance to female leadership?
[Eugenia Zorila] I believe that women are good at “reading the room”, and intuitive enough to easily understand what goes on behind the scenes. We understand what makes people tick and can use that positively to influence and lead.
I am not sure my advice is best, but what helped me was to be clear about my goals, confidently stay the path, surround myself with the best teams and supporting my teams to continuously develop. On the more personal side, I have made conscious efforts to carefully build and manage my image, or my personal brand if you will, so that I am always seen as a strong, trustworthy leader.
[WFA] Let’s look into the future a bit. What are the main goals/projects that you would like to realise as VP of Industrial Operations at Bunge in the next few years? What are the ideal projects you’d like to see happen?
[Eugenia Zorila] My main goal has always been, and continues to be, to build strong talented and diverse teams, to strive for excellence, and to deliver the multitude of amazing growth projects we have in the pipeline. And, of course, to also help as many individuals as I can along the way to progress and fulfil their dreams.
[WFA] Lastly, we often see D&I budgets being first on the chopping block when though times hit. Why is it important for organisations to continue investing in these initiatives during these times?
[Eugenia Zorila] I am optimistic and believe this is a changing trend. ESG is driving the agenda of organisations today and we see D&I being prioritised all around us. Companies are embedding D&I in their strategies and structures with clear goals and KPIs and are determined to continue to make progress. This is what our employees, communities and customers expect from us so, I believe, this is what we need to continue doing.
Curious about Kika Buhrmann’s upcoming appearance at the WFA Europe event? Women in Food and Agriculture caught up with the CEO of Nespresso Netherlands for a quick chat about her experiences, motivations and what to expect from her at this exciting event on 25th February 2025 at the Okura Hotel in Amsterdam.
Ms Zorila’s ascent to occupying one of Bunge’s top positions has given her great insight into what it takes to be a good leader and how to create teams that can deliver. What’s her secret? It’s all about the team. According to her, being a great leader is about supporting your team members and ensuring that they have what they need to not only successfully tackle any current projects, but also to mature, develop and grow in their careers.