What does it mean?
Building the business case for living income focuses on aligning internal and external stakeholders around a clear value proposition and strategic priorities, while mobilising the resources needed to design and implement an effective living income strategy. At this stage, the emphasis is on making the strategic case for action, before detailed farm-level measurement, by linking living income ambitions to core business objectives and risks.
Strong internal alignment is essential, bringing together executive leadership, procurement, sustainability, finance, legal, and commercial teams.
Early engagement of governance bodies, such as senior management and boards, helps secure long-term commitment and ensures that living income is embedded in decision-making. At the same time, alignment with external partners, including suppliers, traders, and implementers, is critical to ensure feasibility and shared ownership of future interventions.
A compelling business case connects living income to key drivers of business value and resilience. These include securing stable and high-quality supply, incentivising farmer participation and productivity, improving volumes and consistency, and strengthening supplier relationships. It also supports compliance with due diligence requirements, helps prevent underpayment of farmers and associated risks such as child or forced labour, and reduces exposure to reputational damage, negative publicity, or market backlash.
In addition, demonstrating leadership on living income can enhance brand reputation, strengthen customer loyalty, and support market positioning. By clearly articulating these benefits alongside required investments, organisations can prioritise action, define their strategic approach, and mobilise the resources needed to move forward effectively.