When Ferrero’s Group Vice President of Sustainability, Mario Abreu, speaks, he does more than recite environmental goals. He challenges one of the most common myths in corporate sustainability: that it’s about sacrifice first, opportunity second. In a recent interview, Abreu reflected on his journey, the evolving role of sustainability functions, and how business can lean into, rather than shy from, positive change.
From Engineer to Sustainability Strategist
Abreu’s background is in mechanical engineering, but he shifted into environmental work over two decades ago. He joined Ferrero in 2020, bringing experience from leadership roles in packaging and sustainability with Tetra Pak and other firms. His mission at Ferrero is to weave sustainability deep into the company’s DNA—ensuring that social, environmental, and business objectives aren’t separate threads, but part of a unified tapestry.
He describes that ambition in simple terms: “My key role is embedding sustainability strategy into the business strategy long-term.” This isn’t lip service—it’s governance, alignment with the CEO and chairman, and continuous interaction with every business function.
Saying “Yes” to Change, Not “No” to Business
One of Abreu’s standout messages is counterintuitive: too often, people think sustainability is about denying growth or rejecting commercial ambition. He argues the opposite.
“Sustainability is not just about saying ‘no’ to business opportunities.”
Instead, Abreu sees sustainability as a creative filter: how do you choose paths that generate value, resilience, and positive impact—rather than trying to oppose growth altogether.
He gives a concrete example: working with farmers. Rather than simply policing supply chains, Ferrero has invested in traceability, farmer livelihoods, regenerative practices, and inclusive sourcing. The goal is to make supply chains stronger and more resilient—not just compliant.
The Role Has Evolved — But the Trade-Offs Remain
Abreu describes how sustainability leadership has matured. It’s no longer a niche or reporting function—it must be strategic. He points out:
- More integration, less isolation: sustainability used to sit on the fringes; now it’s woven into operations, finance, marketing, R&D.
- Growing pressure for results, not just ambitions: stakeholders expect concrete outcomes, not vague targets.
- Complex trade-offs: there’s rarely a “no downside” choice. He says: “You always have to judge, you always have to make trade-offs.”
Experience, he says, is essential. The new generation of sustainability professionals must be grounded not just in ideals, but in real world constraints—cost, regulation, consumer behavior, technology.
Challenges, Wins & What’s Next
Abreu points to one of his toughest transitions: moving from a B2B company (where sustainability was relatively controlled) to an agricultural businesses where human rights, farmer welfare, climate volatility, land use, and supply risk are front and center. Ferrero’s response has been to bring transparency, accountability, and partnerships into its supply chain.
Among the wins: progress in sourcing, mapping origins, reducing deforestation risk, and stepping up on farmer support. But Abreu is quick to underscore: it’s ongoing work.
He also highlights the moment when he pushed to refine Ferrero’s “purpose.” The company had adopted a motto—“For the Better”—but Abreu challenged whether that was enough. To have meaning, he argued, purpose must align with strategy and measurable impact. That reframing sparked internal conversations about why Ferrero exists beyond just profits.
What’s Inspiring in Abreu’s Perspective
- The tension point he often returns to: how to hold economic, social, environmental dimensions together. Not one at the expense of the others.
- His insistence that sustainability leaders must be versatile communicators, able to speak to farmers, executives, suppliers, NGOs—and translate between those worlds.
- The humility in admitting he doesn’t have all the answers—and that progress is iterative. He sees sustainability as a long game, with room for course adjustment.