When you think of McDonald's, you think of fries and hamburgers. Think of fries, for example, and you'll think of McCain. What's often less obvious is that these two global players find common ground not only in potatoes, volume, and logistics, but increasingly in sustainability. This is precisely where an interesting tension arises, and an instructive blueprint for arable farmers.
McCain collaborates with approximately 4.500 growers worldwide and has committed to growing all potatoes regeneratively by 2030. This means focusing on soil health, water use, biodiversity, and reducing emissions.
McDonald's Netherlands is on the other side of the supply chain, but feels the same pressure. More than 75% of its French fries come from the Netherlands and Belgium. "Our French fries come primarily from farmers we know; often for decades. Our company may have an American name, but our heart beats here."
Climate change, fluctuating yields, and rising costs directly impact the continuity of McDonald's core products. This makes sustainability not a marketing theme, but a prerequisite for security of supply.
McCain and McDonald's Netherlands both published their sustainability reports this week. This is a good opportunity to take stock of the common ground between the two companies in this area, including a look at what arable farming can learn from this.
From ideal to business case
What McCain does remarkably well is deconstruct regenerative agriculture's ideology. The company uses a Regenerative Agriculture Framework with clear levels (Onboarding, Engaged, Advanced, Leading), coupled with practical measures such as reduced tillage, green manure, adapted fertilization, and smarter water use.
Crucial for farmers: McCain links this to long-term contracts, financial incentives, and knowledge sharing. Think of innovative farms, cultivation trials, and business cases that demonstrate the impact of measures on both yield and costs. This makes sustainability an investment decision rather than a leap into the unknown.
McDonald's Netherlands has a similar approach, including through partnerships with Farm Frites and Rabobank. According to the fast-food chain, a portion of the price of fries is deliberately reserved to support growers in the transition to regenerative farming, with a focus on soil, biodiversity, and CO₂ reduction.
Supply chain collaboration as key
What both companies share is the understanding that farmers can't do it alone. McCain explicitly speaks of "multi-stakeholder collaboration": farmers, processors, retailers, financiers, and consumers must act simultaneously. McDonald's calls this the "three-legged stool": brand, franchisees, and suppliers in balance. The fast-food chain believes in long-term relationships built on trust, mutual growth, and collaboration. "We help each other and, as one team, look for solutions," writes the Dutch branch of McDonald's in its Impact Report 2024-2025.
This is an important signal for arable farmers. The days when sustainability was solely a cost item on the farm are coming to an end. In well-organized supply chains, some risks and investments are shifting upwards. However, this requires transparency, measurability, and a willingness to share data.
Arable farmer Jacob van den Borne from Reusel in North Brabant is working hard to build a future-proof business. "Every time I improve the soil, I'm helping to build an agricultural sector that will still be viable in thirty years," he is quoted as saying in the McDonald's Netherlands Impact Report. To make a difference through collaboration, the fast-food chain believes it's important to listen to farmers who want to future-proof their land.
What can the arable farmer learn from this?
1. Sustainability only pays off if it is compensated
Both McCain and McDonald's acknowledge that additional demands without financial compensation are unsustainable. Those who demand sustainability must contribute their share; through premiums, contract duration, or reduced risks.
2. Soil health is no longer a "nice to have"
The focus on regenerative agriculture demonstrates that soil quality is directly linked to security of supply, price stability, and risk management. This makes investing in soil not an ideology, but a strategy.
3. Measurability becomes decisive
Targets and controls are inevitable. Farmers who can demonstrate their performance gain access to stronger supply chains and better conditions.
4. The farmer becomes a chain partner, not a raw material supplier
In both models, the farmer shifts from executor to collaborative partner. This also requires a different approach: brainstorming, communicating, and sometimes experimenting.