The Future of Food Begins in the Field: A New Supply Question for HORECA

When discussing the quality of a restaurant's products, we often look to the kitchen.

The chef's technique, recipes, equipment, service, and presentation.

However, many of the decisions that determine the quality of the plate are made long before the product arrives in the kitchen. How the soil is cultivated, what variety the producer plants, how water is used, whether crop rotation is practiced, and to what extent the natural life around the agricultural area is preserved are the starting points of this chain.

The 2026 BeeWild Award, highlighted by Food and Travel Turkey, can also be understood in this context. Stefan Hipp, the fourth-generation representative of the HiPP family, was awarded for his long-term work on biodiversity, organic farming, and sustainable production at the BeeWild Congress held in Vienna on June 11, 2026. HiPP's own statement confirms that the award was given for efforts in sustainability and biodiversity.

However, the significant aspect of the news for HORECA is much larger than the award itself.

The fundamental question is:

Can restaurants, hotels, and food businesses continue to purchase good products solely based on price and quality specifications in the future?

HiPP's Organic Farming History Dates Back to 1956

HiPP's approach to organic production did not start with recent sustainability communication.

According to the company's history, Georg Hipp began converting the family farm Ehrensberger Hof near Pfaffenhofen to organic production in 1956. The company today marks this date as the beginning of its organic production model.

Food and Travel Turkey also reports that Ehrensberger Hof is not just a farm for agricultural production; it is an area where practices such as soil health, crop rotation, biodiversity, and the creation of habitats for different species are tested.

Here, an important editorial distinction is necessary.

All results regarding the environmental impact of HiPP's practices cannot be considered independently verified; a significant portion of these comes from the company's own sustainability and corporate narrative.

In contrast, the importance of soil health, crop rotation, biodiversity, and more balanced resource use in resilient agricultural systems is not just the company's view.

The FAO also considers healthy soil to be one of the central elements of sustainable food production; it recommends addressing practices such as the conservation of soil biodiversity, reduction of erosion, water management, and carbon storage together.

How Does the Soil Issue Affect the Restaurant's Cost Structure?

At first glance, soil health may seem like a distant topic for the kitchen manager.

In fact, the connection is quite direct.

When the productivity of agricultural land declines, it is possible for the farmer to need more fertilizer, water, or other inputs to grow the same product.

When production risk increases, supply can fluctuate.

When supply decreases, price volatility may increase.

The standard of the product may change.

The restaurant's purchasing plan is also affected by this.

According to the FAO, approximately 1.7 billion people worldwide live in areas where land degradation reduces crop yields. The organization also emphasizes that terrestrial areas support more than 95% of food production.

Therefore, soil conservation is not just an ESG issue that the environmental department will follow.

It is a supply issue related to long-term product availability.

Biodiversity is Also Part of Supply Risk

Food and Travel Turkey's article particularly highlights pollinators.

The reason is clear: many agricultural products cannot be produced completely independently of natural ecosystems. Pollinators, soil organisms, and the biodiversity surrounding agricultural areas can contribute to the functioning of the production system.

This relationship does not mean that every product purchased by the restaurant should be marketed as a "biodiversity product."

A more meaningful approach is to understand the production conditions of critical raw materials.

For example, if a business purchases a large amount of;

coffee,

cocoa,

olive oil,

fruit,

vegetables,

grains

or dairy products, the environmental risks in the supply chain of these products may become as important over time as price.

A product may be a good supply option today because it is cheap.

However, if the production model is overly dependent on water, soil, or a single production region, it may carry higher risks a few years later.

Organic Farming Should Not Be Equated with Regenerative Agriculture

In recent years, terms such as "organic," "regenerative," "nature positive," and "agroecological" have become frequently used in the food sector's marketing language.

These are not the same thing.

Academic assessments published by the FAO show that there is no single, universally accepted legal or technical definition for "regenerative agriculture" worldwide. The concept is defined in some studies by methods such as cover crops, reduced tillage, and crop rotation; in others, it is defined by outcomes such as soil health, carbon, and biodiversity.

Organic production may have a more defined framework depending on the legislation and certification system of the country in which it is located.

This distinction is important for purchasing teams.

Just because a supplier says "regenerative" does not explain which practices are being implemented.

The business should ask the following questions:

What practices are being used?

How are the results measured?

Is there independent certification or verification?

Are water, soil, or biodiversity indicators being monitored?

Is the producer being paid a price that is economically sustainable?

Scientific Studies Are Hopeful, but There Is No One-Size-Fits-All Solution

A comprehensive assessment published in 2026, featured in the FAO's Agroecology Knowledge Hub, examined 120 empirical studies between 2000 and 2025, comparing the results of different regenerative agriculture practices.

The study notes that methods such as crop rotation, agroforestry, organic material use, cover crops, and reduced tillage can show positive results on soil quality, yield, and greenhouse gas emissions in different ecosystems. However, the study also emphasizes that practices must be adapted to climate and regional conditions.

This point is significant for the sustainability communication of the gastronomy sector.

Instead of saying, "This method is more sustainable everywhere," it is necessary to seek evidence according to the production region.

The system working in the Aegean in Turkey does not have to be the same as the system working in Central Anatolia.

The Role of HORECA Purchasing Departments is Changing

The purchasing teams of restaurants and hotels traditionally have quite clear key indicators:

Price.

Quality.

Delivery time.

Quantity.

Standardization.

Food safety.

None of these lose their importance.

However, in the future, other questions need to be added to the list.

In which region is the product grown?

Is the supplier dependent on a single producer?

Is there a water risk?

Can the producer continue production next season?

Is product diversity being preserved?

Can a long-term relationship be established with the producer?

These questions can be asked not only to prepare a sustainability report but also to understand the risk of supply disruption.

"Local Producer" Is Not a Sufficient Criterion Alone

In the world of gastronomy, it is becoming increasingly common for the producer's name to appear on the menu.

This can be positive.

However, "local" does not automatically mean sustainable.

A nearby producer may be intensively cultivating the soil.

They may not be measuring water usage.

They may have been growing the same product as a monoculture for years.

Similarly, a more distant supplier may have more controlled production.

Therefore, restaurants should not reduce their sustainable purchasing policy solely to a matter of distance.

Local is important.

But when evaluated together with production method, seasonality, and the economic sustainability of the producer, it becomes more meaningful.

The Relationship Between Chef and Producer Can Lead to Product Development

One of the strong points in Food and Travel Turkey's text is the observation that chefs are no longer just purchasing products; they are increasingly questioning where and how the product is grown.

The next stage of this relationship could be joint planning.

The restaurant can share with the producer how much of which product it will need at the beginning of the season.

The producer can plan varieties accordingly.

The chef can evaluate non-standard sized products.

Excess seasonal products can be used in different recipes.

Some products can be fermented, dried, or carried over to the off-season by other methods.

Thus, sustainability moves from being an abstract value to being part of purchasing and menu planning.

Where Can Businesses in Turkey Start?

Not every restaurant needs to establish its own farm.

Before creating large sustainability programs, a simpler supply map can be prepared.

The 10-20 agricultural products with the highest share in the business's annual purchasing value can be identified.

The regions from which these products come can be learned.

Products with the highest price and availability risk can be separated.

Then, information can be requested from the supplier regarding production method, season, water usage, and certification.

The goal is not to change all products overnight.

It is to see how much risk the business carries in which raw materials.

This approach may be more applicable, especially for high-volume hotels, resorts, catering companies, and restaurant groups.

Stafflink's View

In our opinion, the expression "the future of food begins in the field" does not represent a romantic farmer story for HORECA.

Supply security.

If the soil degrades, the product is affected.

If water decreases, the product is affected.

If the producer cannot make money, they will exit production.

If biodiversity weakens, the resilience of some agricultural systems may decrease.

All of these ultimately affect the restaurant's purchasing price, product standard, and menu.

Therefore, it is becoming increasingly difficult for sustainability and the purchasing department to operate as separate worlds.

The strong HORECA business of the future will not only be one that finds good products but also establishes supply relationships that ensure that product can be produced next year.