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Contents
3 For ewor d
4 Executive
summary
6
1
The
consequences
of
a
crisis
and
the
systemic,
underlying
challenges
9
2
Consumer
tr ends
align
to
shape
the
r esponse
11
3
Our
vision:
the
potential
of
consumer
industries
13 4
Individual
company
and
ecosystem
actions
14 4.1 New
business
models
15 4.2 Enabling
impact
through
human-centric
ecosystems
23 Conclusion
24 Appendix
1: Resear ch
and
acknowledgements
25 Appendix
2: Emergent
business
models
27 Contributors
28 Endnotes
©
2020
W orld
Economic
Forum.
All
rights r eserved.
No
part
of
this
publication
may be
r epr oduced
or
transmitted
in
any
form or
by
any
means,
including
photocopying and
r ecording,
or
by
any
information storage
and
retrieval
system.
For ewor d
Members
of Consumer
Industries Steering
Committee:
In
partnership
with:
Liam
Condon Pr esident,
Bayer
Cr op Science,
Bayer
David
MacLennan
Chairman
and
Chief
Executive Of ficer , Cargill
Doug
McMillon
Pr esident
and
Chief
Executive Of ficer , Walmart
Zara Ingilizian
Head
of
Consumer
Industries and
the
Platform
for
Shaping the
Futur e
of
Consumption, W orld
Economic
Forum
Jef fr ey Lu
Minfang Chief
Executive
Of ficer , Mengniu
Gr oup
Geraldine
Matchett
Co-Chief
Executive
Of ficer
and Chief
Financial
Of ficer , Royal DSM
James
Quincey
Chairman
and
Chief
Executive Of ficer , The
Coca-Cola Company
(Co-Chair)
As
individuals
the
world
over
continue
to
experience
the
ef fects
of
COVID-19,
the
consumer industries
face
an
urgent
call
to
action.
W e
employ one
in
fi ve
workers
globally.
And
we
shape
billions of
people ’ s
daily
life
experiences
–
mor e
so
than
any other
set
of
industries.
As
such,
we
are
uniquely positioned
to
have
an
outsized
in fl uence
on
how the
world
emerges
fr om
this
crisis.
Alr eady,
through individual
companies
and
their
employees,
we
have
taken
steps
to
mitigate
the
damage
in fl icted by
the
pandemic.
However , signi fi cant
pr e-existing challenges
have
been
exacerbated
by
COVID-19, and
no
single
organization
can
pr ovide
the solutions
to
these,
which
are
desperately
needed
at scale.
It
will
take
aligned,
collective
action.
Understanding
this
challenge,
the
World
Economic Forum
and
its
partners
in
the
Consumer
Industries community
and
the
Futur e
of
Consumption Platform
have
come
together
to
advance
collective industry
action.
The
business
leaders
that
make
up
this
gr oup
r epresent
the
Agricultur e,
Food,
Beverage,
Retail,
Consumer
Goods
and
Lifestyle industries.
Our
charge:
to
identify
the
most
ef fective appr oaches
to
navigate
the
still-rapidly
evolving envir onment
–
and
to
ensur e
that
the
consumer industries,
and
society
at
large,
emerge
in
a str onger
and
mor e
resilient
state.
W e
pr esent
our
vision
in
these
pages.
Critically,
it is
both human-centric
and
holistic ; it
is
power ed by
a
pr ofound
commitment
to
improve
the
lives
of all
individuals
in
concert
with
the
communities
and the
planet
that
nurtur es
and
sustains
them .
Much
is
in
flux.
Much
is
at
stake.
But
the
World Economic
Forum
and
the
Consumer
Industries community
of fer
a
neutral,
independent
and multistakeholder
platform
through
which unbiased
collaboration
occurs
and
transformative change
begins.
It
is
our
hope,
and
our expectation,
that
this
Community
Paper
will stimulate
and
facilitate
accelerated
engagement and
action,
and
lasting,
positive
outcomes.
October
2020
V ision
T owar ds
a
Responsible
Futur e
of
Consumption:
Collaborative
action
framework
for
consumer
industries
Executive
summary
In
the
face
of
the
accelerating
pandemic
in
the
spring of
2020,
the
consumer
industries
mobilized
to
deliver extraor dinary
value,
both as
individual
businesses and
through
cr oss-company
partnerships.
But , at the
same
time,
they
saw
their
deepest
vulnerabilities exposed.
For
example,
massive
supply
and
demand imbalances
dr ove
estimated
losses
of
$4–5
billion
for US
dairy
farmers.
Meanwhile,
the
pr ecarious
position of
informal
workers,
including
those
leading
small and
medium-sized
businesses,
led
to
significant
job losses
and
bankruptcies.
And
the
big
pictur e
remains
sobering.
Jobs
lost
in 2020
could
total
mor e
than
165
million
–
if
the
virus comes
under
contr ol. 1
Curr ent
estimates
hold
that 265
million
people
ar ound
the
world
will
suf fer
acute hunger
because
of
the
pandemic.
In
r esponse,
consumer
companies
and
others
will continue
to
of fer
triage.
However , the
pandemic
has underscored
the
underlying
and
persistent
pr oblems that
pr edated
COVID-19
and
have
exacerbated
its
ef fects:
climate
change;
pollution;
inequity
and
inequality;
poor
education
about
nutrition;
lack of
information
and
r esour ces
to
enable
healthier
lifestyles;
and
er oded
levels
of
consumer
trust.
It
will take
individual
company
action
and
partnerships
in
concert
with
collective
ecosystem-level
action
to r ealize
the
transformative
and
lasting
impact
that
is needed.
The
latter
must
r eflect
engagement
fr om business,
gover nment,
social
and
academic
leaders
– and
consumers
themselves.
Hearteningly,
pr ominent
consumer
tr ends
signal
an
expectation
of
systemic
change.
About
two- thir ds
of
consumers
surveyed
for
this
r eport
said that
COVID-19
strengthened
the
need
for
business involvement
in
social
and
envir onmental
outcomes; they
also
expect
companies
to
work together . Their
pur chasing
decisions
r eflect
expectations
of
a healthier
and
mor e
equitable
world,
as
well.
Some 94%
of
consumers
have
made
at
least
one
healthy change
since
the
pandemic
began
–
for
example, health-conscious
shopping
–
while
60%
are
buying mor e
sustainable
or
ethical
pr oducts. These
tr ends and
others
will
help
shape
viable
solutions. 2
A unifying
vision
and
mission:
the
potential
of
consumer
industries
The
consumer
industries
are
uniquely
positioned to
lead
this
movement.
They
employ
one
in
five
workers
ar ound
the
world.
Billions
of
individuals
use their
pr oducts every
day.
Mor eover , to
the
extent that
they
accept this
r esponsibility,
they
will
also establish
practices
ahead
of
–
and
thus
influence
–
inevitable
envir onmental,
social
and
governance (ESG)
requir ements.
T o
that
end,
the
W orld
Economic
Forum
and
its partners
in
the
Consumer
Industries
community came
together
to
pr ovide
industry
leaders
with
a platform
for
identifying
an
achievable
path
forwar d.
In the
early
and
most
challenging
days
of
the
outbr eak, the
community
focused
on
mitigating
COVID-19’ s
negative
impact
on
the
flow
of
essential
goods
and on
livelihoods,
by:
– Aiding
the
development
of
the
Global
Supply System
Dashboar d
(GSSD),
a
pr e-competitive visibility
tool
that
can
flag
bottlenecks
at
transport hubs
to
support
the
flow
of
essential
goods
(in collaboration
with
the
Forum’ s
Consumer
and Supply
Chain
and
T ransport
Industries’
initiatives)
– Facilitating
continued
employment
by transitioning
displaced
workers
through
a
digital platform
initiated
by
Accentur e
called
People
+ W ork
Connect
The
community
has
since
shifted
its
focus towards
r ealizing
broad,
transformative
change by
establishing
a
vision
and
mission
to
align stakeholders
in
ef forts
to
“build
back
better”. Both
are
r ooted
in
the
concept of
human- centricity , wher e
shar ed
value
is
cr eated
as participants
unite
ar ound
a
human
outcome.
Critically,
they
are
also
holistic,
power ed
by
a pr ofound
commitment
to
enrich
the
lives
of
all individuals
in
concert
with
the
communities
and the
planet
that
sustains
humanity.
The
vision:
W e
ar e
first
and
for emost
human-centric, cr eating
shar ed
value
and
operating
with
integrity to
ensur e
a
sustainable
and
r esilient
futur e
T o
r ealize
the
vision,
it
is
the
mission
of
the community
to:
Advance
responsible
consumption
for
the
benefit of
business
and
society
Company
and
ecosystem
actions
Moving
fr om
aspiration
to
r eality
will
requir e
disruptive business
models
featuring
a
mix
of
emerging components
that
cr eate
new
value.
These
include:
Circular -economy
approaches , which
aim
to
keep pr oducts/materials
in
use,
by
design,
for
as
long as
possible
to
captur e
their
maximum
value,
e.g. sustainable
supply
chains
and
post-pr oduction consumption.
Shar ed-value
chains , wher e
companies
integrate
and/ or
shar e
their
value
chains
vertically
and/or
through partnerships,
e.g.
sharing
a
workforce.
Digital
enablement , wher e
data
and
new
technologies pr ovide
seamless
visibility,
ampli fi ed
insights
and magni fi ed
capabilities.
Loop,
a
Forum-incubated
business
model
designed to
addr ess
the
sustainable
packaging
challenge,
is
one
example.
With
participants
spanning
the value
chain,
it
combines
reusable
packaging
with a
convenient,
dir ect-to-consumer
experience
to encourage
adoption.
Even
gr eater
successes
can
be
achieved
by aligning
the
br oader
ecosystem
on
common
goals. The
Forum’ s
established
goals
for
the
consumer industries
–
to
impr ove
consumer
health
and
well-being,
incr ease
sustainable
consumption, accelerate
inclusive
gr owth and
build
trust
and transparency
–
are
well
suited
to
this
purpose.
Finally,
the
Consumer
Industr...
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