The average age of a farmer globally is close to 58, and only a small share of farm managers in Europe and the United States are under 40, raising concerns about who will replace retiring producers. PepsiCo says attracting young farmers requires a strategy that is both global in scope and tailored to local conditions.
Monica Bauer, senior vice president for social impact at PepsiCo, said there is no single solution for the sector’s generational shift. She noted that a beginning farmer in North America faces different barriers than a smallholder in Latin America or an emerging enterprise in South Africa. Program support must reflect those realities, she said.
Young farmers face shared hurdles
According to Bauer, challenges differ by region but three issues surface repeatedly.
First, economic barriers make it hard to enter and remain in agriculture. New producers often struggle to access land, capital, equipment and infrastructure, and to operate through rising costs, climate pressures and market volatility.
Second, there is a need for skills and clear pathways. With the industry evolving, the next generation requires technical, business and leadership capabilities, along with exposure to a wide range of roles across the food and agriculture system.
Third, the surrounding ecosystem must be strong. Farmers need mentors, peers, buyers and reliable market connections, as well as communities where families can access nutritious food, education and economic opportunity. Without that broader support, attracting and retaining young farmers becomes harder.
Bauer said many PepsiCo-backed programs look beyond single interventions, combining training with mentorship, peer learning, leadership development, market connections and efforts to sustain farming communities over the long term.
Local models and funding options for young farmers
PepsiCo’s approach varies by market. Education, mentorship and leadership development are core elements, Bauer said, but some regions also require funding support, access to finance, practical experience or commercial opportunities.
In Europe, the Future Harvest initiative offers learning, mentoring, peer exchanges and hands-on farm experience for next-generation producers. In the United States, Field to Future provides scholarships, mentorship, professional development and potential paid internships within PepsiCo’s agriculture supply chain. In South Africa, the Kgodiso Development Fund combines business support with inclusive financing and improved market access for emerging agricultural enterprises.
Across programs, the aim is to help participants build skills, experience, relationships and opportunities that can underpin long-term resilience and viability, not simply to complete a course.
Selecting participants
Selection is handled at the program level based on local needs and conditions, Bauer said. PepsiCo partners with organizations experienced in farmer development, education and community engagement to identify participants whose profiles align with each initiative’s objectives and community priorities.
The common focus is on next-generation or emerging producers and future agriculture leaders who can benefit from skills development, mentoring, peer learning and stronger ties to sector networks. Bauer emphasized that local expertise is critical and that models should respond to regional differences rather than apply a uniform solution.
Young farmers and supply chain resilience
Bauer said supporting the next generation is about the future of food. If people do not see a viable path in agriculture or if surrounding communities lack access and opportunity, the long-term health of the food system is at risk.
She noted the business relevance for PepsiCo, which sources more than 50 crops and ingredients from over 60 countries. Healthy soils, resilient harvests and thriving farming communities are essential to agricultural value chains and the wider food system.
With many older producers nearing retirement and too few entrants, strengthening pathways into agriculture, improving livelihoods and investing in farming communities can bolster resilience across farms and supply chains. Bauer added that progress requires collaboration among farmers, companies, NGOs, educators, researchers and local communities.
Early outcomes and ongoing challenges
Some of the clearest signs of progress involve new pathways to economic opportunity, market access and longer-term mobility. In the United States, Field to Future participants have gained exposure to agriculture careers through mentorship, networking, leadership development and industry experiences, with several moving into roles at PepsiCo after completing the program.
Internationally, Mexico’s Agrovita initiative supported the creation of “Los PAPIs,” the first rural cooperative formed through the program. The cooperative connected smallholder plantain growers to formal markets and ultimately supplied plantains used in NatuChips, illustrating what can happen when farmer development is paired with market access and sustained support.
Bauer cautioned that there is no single fix to the generational transition. Barriers are interconnected, and skills training alone cannot overcome limited access to land, finance, markets or infrastructure. She said meaningful progress depends on long-term collaboration and locally relevant solutions that create lasting value for farmers, strengthen communities and support a more resilient food system.
With many older producers nearing retirement and too few entrants, strengthening pathways into agriculture, improving livelihoods and investing in farming communities can bolster resilience across farms and supply chains. Bauer added that progress requires collaboration among farmers, companies, NGOs, educators, researchers and local communities.