Eat-lancet 2.0: the impossible path to a sustainable diet?

Published on October 22, 2025

Earlier this month, the second edition of the EAT-Lancet study was published. Often referred to as the IPCC for agriculture and food, it aims to provide a view of where our agricultural and food systems need to be to align with the Paris agreement. However, compared to broad climate goals, it can be much more unsettling for readers as the “alignment” is both in the upstream part of the value chain and on our plates.

At first glance, it looks like another academic paper. But read carefully, and you’ll see it’s a roadmap for a food revolution that could make entire categories of products, and even companies, irrelevant.

 

1 – Why do we need an agrifood IPCC?

The goal of the EAT-Lancet recommendation is to address simultaneously three key challenges of our food system:

  • The environmental damage caused by our current food system: as shown on the left-hand side graph, food and agriculture account for 30% of current global emissions. It is vital to understand that even a successful energy transition won’t keep us below 1.5°C. Substantial changes to our agricultural practices and our diets will be required.
  • The injustices it creates globally between developed and underdeveloped countries.
  • The increasing health issues related to food.

As shown on the graph, less than a per cent of the world lives in “safe and just” food countries, which combine a reliable source of food and a healthy diet that doesn’t stretch beyond the Earth’s planetary boundaries.

2 – What’s in the Planetary Health Diet?

Taking into account all these elements leads to the recommended Planetary Health Diet (PHD). It has not moved a lot since the previous report in 2019. The PHD is slightly more restrictive (2,400Kcal vs 2,500Kcal in 2019). As you can see in the table below, it is primarily a flexitarian diet with limited amounts of animal foods (one serving of dairy per day, one serving of meat per week, and a few eggs weekly)

 

 

One of the main criticisms of the EAT-Lancet study is precisely this single table, which many see as too restrictive. It should be understood as an average, which can be adapted to different cultures. However, we can’t ignore the fact that it requires a big shift from where we are. It is interesting to compare our current diets to the one recommended.

 

It becomes then really clear that it is less a recommendation to eat differently but a recommendation to eat much less. Some countries, such as Japan, are already pretty much in line with the PHD, while others, notably in the West, simply eat too much of everything.

Beyond the environmental consequences of failing to stay below 1.5°C, the PHD also comes with tangible benefits:

  • it could avoid up to ~15 million premature deaths/year
  • $5 trillion in annual savings versus $200-500 billion in implementation costs.

3 – How do we get there, can we, and should we?

That’s the weak point of the EAT-Lancet study: it provides a clear picture of the current situation and of where we should be, but it doesn’t give clear instructions on how to get there. Compared to the energy transition, the equivalent food transition seems much harder.

Beyond a faster switch to regenerative agriculture, it requires international cooperation on issues like fisheries management and strong investments in sustainable agriculture in developing economies.

DigitalFoodLab-lancet-food-production-evolution

Countries should accept becoming increasingly interdependent to specialise in the crops and productions that are the most suited to their location. They should also engage in a voluntary decrease of about 75% of production in red meat (which should be even stronger in developed economies, which should restrict their meat and dairy consumption to align with the PHD).

Additionally, it is estimated today that this diet would cost about $2.8/day, making it out of reach for 1.6 billion people globally, making huge money transfers indispensable.

Let’s say that in the current global political context, this combination of global cooperation and local incentives (through tools like a tax on red meat in developed economies to incentivise consumers towards the PHD) seems highly optimistic. However, that’s where innovation should play a role. Through disruptive innovation, it should be possible to reach a diet that has a similar environmental and health impact without disrupting cultural behaviours as much:

  • on the agricultural side, the development of highly productive and more resistant crops will decrease the need for nitrogen-based fertilisers
  • mid-stream, new sustainable ingredients, including alternative proteins (from plant-based to cultivated meat) should bring serious benefits.

These technologies will also create local controversies (but at least they require much less global cooperation).

We don’t believe in a scenario (with the exclusion of some extreme adverse event) where we will be collectively able to reduce our food consumption significantly enough to have a climate impact. However, we believe in a “PHD+AgriFoodTech” diet where we should have a part of our diet (equivalent to the PHD) coming from traditional food sources, and the other part coming from new sources.

For both agrifood leaders and innovators, the PHD provides a framework which should be used to assess their portfolio and strategy. Depending on how compliant they are with the recommended diet, it should create an imperative to innovate on sustainability, adapt their portfolio, and secure their future supply chains.

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Use case: project for a global F&B company looking to map its AgTech innovation ecosystem and the best startups to partner with

What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
  • Database: we set up a personalised database that will be filled month after month with the information gathered on the companies identified for the watch.
  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.

Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

Use case: market due diligence on sugar alternatives

What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.