Women Leading Agribusiness Innovation: Shaping Sustainability & Future Security

Grazielle Parenti is a dynamic executive with 30 years in the Food and Agribusiness industry. Currently Vice President of Sustainability and Corporate Affairs at Syngenta, she leads ESG efforts and stakeholder engagement. She has held leadership roles at BRF, Diageo, and Mondelez, and serves on multiple boards.

In a thought-provoking interaction with Global Woman Leader Magazine, Grazielle shares insights on the evolving role of women in agribusiness, leadership qualities essential for success, and the balance between profitability and sustainability. She also explores how women can drive systemic change, push boundaries, and shape the industry's future through innovation and sustainability.

With your three decades of experience, how have you seen the role of women in agribusiness evolve, especially in leadership positions?

Over the course of my 30-year career, the role of women in agribusiness has certainly evolved, though progress has been slower than hoped. In the past, the need to conform to a male-dominated environment was common, although today women can position themselves while preserving their authenticity. This gradual transformation reflects the increasing recognition of diversity and the value of female talent in the sector.

However, there is still a long way to go. I am encouraged to see that despite the challenges, the space for women has expanded significantly. The future is pointing towards a more inclusive scenario where women not only participate. but also lead and influence strategic decisions shaping the sector.

How do you balance the need for short-term profitability with long-term sustainability goals?

I believe sustainability is an investment that ensures a strong, resilient planet as well as the future viability of the business. At Syngenta, where sustainability drives and is integrated into our business strategy, we promote initiatives that combine efficiency, productivity, and innovation, such as regenerative agricultural practices, through targeted, tailored initiatives. As a leader, I leverage my position to foster internal and external alliances, demonstrating that sustainability and profitability can bring long-term financial and sustainable benefits.

How does increased representation of women influencing the global food supply chain industry?

As we have seen, the greater participation of women in any sector enhances the diversity of ideas and perspectives, leading to more effective decisions! Gender diversity must increase within companies, including inclusive recruitment policies, mentoring programs, and development opportunities. Such attitudes not only promote social advancement, they improve the long-term performance of organizations.

As a strategic leader, how do you ensure that your organization remains agile and adaptable in the face of these disruptions? Can you share relevant examples?

As we often say, agribusiness is an “open-air industry” and our work with growers always provides valuable lessons. Recently, in some regions of Brazil, we faced disruptions related to soy anomalies when a change in some varieties of the grain led to reduced production. We saw this problem as an opportunity to engage with growers and proposed solutions to collaborate with them on the new and better way to address the issue. This experience reinforced our culture of innovation and demonstrated that, with the right approach, crises can become incentives for progress.

How do you measure success in Global Value Chain Alliances? Is it purely driven by profitability, or do you also emphasize other metrics?

Sustainability and innovation are key pillars of our strategy, and so we measure success in Global Value Chain Alliances through an approach that goes beyond profitability. At Syngenta, we integrate metrics, such as greenhouse gas emission reduction and soil health, into our measures of success. A concrete example of tour sustainability-forward work is REVERTE®, a program that promotes the recovery of degraded areas through the application of specific agronomic protocols supported by long-term financing. This approach enables the increase of agricultural productivity while simultaneously regenerating soil, capturing carbon, and eliminating the need to clear new areas for cultivation.

In partnership with Itaú BBA, we've driven this initiative to cover over 233,000 hectares, releasing more than R$1.5 billion in credits to participating farmers who are investing in the recovery of degraded areas to advance sustainable agriculture. It's important to note that TNC - The Nature Conservancy - is also our partner in expanding REVERTE® in the Cerrado region.

What role do you envision for women in shaping the future of agribusiness? How can women leaders push the boundaries of what’s possible and challenge the status quo in these critical areas?

I can confidently say that today’s generation of women has already begun to carve a path of innovation in the agribusiness sector. Women often bring a holistic vision that balances efficiency and social responsibility, and they are increasingly present in key positions driving change in institutions. We already see female leaders in technology, such as digital agriculture and regenerative practices, contributing to food security. To challenge the status quo, it’s essential that we continue breaking barriers and creating environments where women can thrive, inspiring a new generation of leaders who will be transformative agents in every sector and industry.