迈向负责任的未来消费的愿景：消费行业的协作行动框架

1、ContentsForewordExecutive summary61 The consequences of a crisis and the systemic, underlying challenges92 Consumer trends align to shape the response113 Our vision: the potential of consumer industries4 Individual company and ecosystem actions4.1 New business models4.2 Enabling impact through human

2、-centric ecosystemsConclusionAppendix 1: Research and acknowledgementsAppendix 2: Emergent business modelsContributorsEndnotes 2020 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recordin

3、g, or by any information storage and retrieval system.ForewordMembers of Consumer Industries Steering Committee:In partnership with:Liam Condon President, Bayer Crop Science, BayerDavid MacLennanChairman and Chief Executive Officer, CargillDoug McMillonPresident and Chief Executive Officer, WalmartZ

4、ara IngilizianHead of Consumer Industries and the Platform for Shaping the Future of Consumption, World Economic ForumJeffrey Lu Minfang Chief Executive Officer, Mengniu GroupGeraldine MatchettCo-Chief Executive Officer and Chief Financial Officer, Royal DSMJames QuinceyChairman and Chief Executive

5、Officer, The Coca-Cola Company (Co-Chair)As individuals the world over continue to experience the effects of COVID-19, the consumer industries face an urgent call to action. We employ one in five workers globally. And we shape billions of peoples daily life experiences more so than any other set of

6、industries. As such, we are uniquely positioned to have an outsized influence on how the world emerges from this crisis. Already, through individual companies and their employees, wehave taken steps to mitigate the damage inflicted by the pandemic. However, significant pre-existing challenges have b

7、een exacerbated by COVID-19, and no single organization can provide 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 Future of Co

8、nsumption Platform have come together to advance collective industry action. The business leaders that make up this group represent the Agriculture, Food,Beverage, Retail, Consumer Goods and Lifestyle industries. Our charge: to identify the most effective approaches to navigate the still-rapidly evo

9、lving environment and to ensure that the consumer industries, and society at large, emerge in a stronger and more resilient state.We present our vision in these pages. Critically, it is both human-centric and holistic; it is powered by a profound commitment to improve the lives of all individuals in

10、 concert with the communities and the planet that nurtures and sustains them.Much is in flux. Much is at stake. But the World Economic Forum and the Consumer Industries community offer a neutral, independent and multistakeholder platform through which unbiased collaboration occurs and transformative

11、 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 2020Vision Towards a Responsible Future of Consumption:Collaborative action framework for consumer industriesExecutiv

12、e summaryIn the face of the accelerating pandemic in the spring of 2020, the consumer industries mobilized to deliver extraordinary value, both as individual businesses and through cross-company partnerships. But, at the same time, they saw their deepest vulnerabilities exposed. For example, massive

13、 supply and demand imbalances drove estimated losses of $45 billion for US dairy farmers. Meanwhile, the precarious position of informal workers, including those leading small and medium-sized businesses, led to significant job losses and bankruptcies.And the big picture remains sobering. Jobs lost

14、in 2020 could total more than 165 million if the virus comes under control.1 Current estimates hold that 265 million people around the world will suffer acute hunger because of the pandemic.In response, consumer companies and others will continue to offer triage. However, the pandemic has underscore

15、d the underlying and persistent problems that predated COVID-19 and have exacerbatedits effects: climate change; pollution; inequity andinequality; poor education about nutrition; lack of information and resources to enable healthierlifestyles; and eroded levels of consumer trust. It will take indiv

16、idual company action and partnershipsin concert with collective ecosystem-level action to realize the transformative and lasting impact that is needed. The latter must reflect engagement from business, government, social and academic leadersand consumers themselves.Hearteningly, prominent consumer t

17、rends signal an expectation of systemic change. About two- thirds of consumers surveyed for this report said that COVID-19 strengthened the need for business involvement in social and environmental outcomes; they also expect companies to work together.Their purchasing decisions reflect expectations

18、of a healthier and more 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 more sustainable or ethical products. These trends and others will help shape viable solutions.2A unifyin

19、g vision and mission: the potential of consumer industriesThe consumer industries are uniquely positioned to lead this movement. They employ one in fiveworkers around the world. Billions of individuals use their products every day. Moreover, to the extent that they accept this responsibility, they w

20、ill also establish practices ahead of and thus influence inevitable environmental, social and governance (ESG) requirements.To that end, the World Economic Forum and its partners in the Consumer Industries community came together to provide industry leaders with a platform for identifying an achieva

21、ble path forward. In the early and most challenging days of the outbreak, the community focused on mitigating COVID-19snegative impact on the flow of essential goods and on livelihoods, by:Aiding the development of the Global Supply System Dashboard (GSSD), a pre-competitive visibility tool that can

22、 flag bottlenecks at transport hubs to support the flow of essential goods (in collaboration with the Forums Consumer and Supply Chain and Transport Industries initiatives)Facilitating continued employment by transitioning displaced workers through a digital platform initiated by Accenture called Pe

23、ople + Work ConnectThe community has since shifted its focus towards realizing broad, transformative change by establishing a vision and mission to align stakeholders in efforts to “build back better”. Both are rooted in the concept of human- centricity, where shared value is created as participants

24、 unite around a human outcome.Critically, they are also holistic, powered by a profound commitment to enrich the lives of all individuals in concert with the communities and the planet that sustains humanity.The vision:We are first and foremost human-centric, creating shared value and operating with

25、 integrity to ensure a sustainable and resilient futureTo realize the vision, it is the mission of the community to:Advance responsible consumption for the benefit of business and societyCompany and ecosystem actionsMoving from aspiration to reality will require disruptive business models featuring

26、a mix of emerging components that create new value. These include:Circular-economy approaches, which aim to keep products/materials in use, by design, for as long as possible to capture their maximum value, e.g. sustainable supply chains and post-production consumption.Shared-value chains, where com

27、panies integrate and/ or share their value chains vertically and/or through partnerships, e.g. sharing a workforce.Digital enablement, where data and new technologies provide seamless visibility, amplified insights and magnified capabilities.Loop, a Forum-incubated business model designed to address

28、 the sustainable packaging challenge,is one example. With participants spanning the value chain, it combines reusable packaging with a convenient, direct-to-consumer experience to encourage adoption.Even greater successes can be achieved by aligning the broader ecosystem on common goals. The Forums

29、established goals for the consumer industries to improve consumer health andwell-being, increase sustainable consumption, accelerate inclusive growth and build trust and transparency are well suited to this purpose.Finally, the Consumer Industries community has prioritized a set of collaborative ind

30、ustry actions, which build on the World Economic Forums “Great Reset” initiative to improve the foundations of our economic and social systems. These actions also complement other Forum activities, including the Platform for Shaping the Future of Consumption. They are:Better nutrition for allEnable

31、sustainable consumer choiceNew deal for the workforceESG leadershipCOVID-19 has highlighted the urgent need for solutions to overcome societal and environmental challenges. It has also inspired an opportunityfor collective action. Members of the Consumer Industries community seek to use the Forums a

32、bility to convene diverse actors across industries and the public sector on an independent platform to create a better and more resilient future.1The consequences of a crisis and the systemic, underlying challengesMany companies in consumer industries had to adapt quickly to major shifts in consumer

33、 demand. We were able to navigatethrough a great deal of uncertainty thanks to our people. Focusing on our values, and especially on the needs of our people, has been paramount to managing this unprecedented challenge.Cludia Azevedo, Chief Executive Officer, SonaeTheres no question that, as COVID-19

34、 evolved quickly from a fast-moving virus into the pandemic the world continues to fight, consumer businesses mobilized to deliver extraordinary value.As individual companies, they mustered their manufacturing capabilities to make desperately needed personal protective equipment (PPE), ventilators a

35、nd hand sanitizer. They limitedthe number of shoppers in-store, reorganized staff schedules to accommodate changes in shopping patterns, and distanced employees from customers with screens and digital menus, while maintaining service levels. They created one-way consumer pathways through shops and c

36、hanged seating layouts to create safe social distancing. They improved sanitation practices. They launched track-and-trace practices so that managers could alert customers if a staff member contracted COVID-19.These businesses also extended beyond their own company boundaries and/or partnered with o

37、thers to reach and support even more people. As people began buying online en masse, for example, more companies introduced “touchless” delivery services.But, at the same time, the consumer industries saw the deepest vulnerabilities in their structures and in the structures of other industries expos

38、ed. At the start of the outbreak, for example, the inflexibility inherent in food distribution chains quickly led to massive mismatches between supply and demand. Feeding America, a USrelief organization with some 200 food banks and 60,000 pantries and meal programmesnationwide, estimated that an ad

39、ditional 17 million people in the US alone could become “food insecure” in 2020 as a result of the pandemic.3 Globally, some 265 million people are projected to suffer acute hunger as a result of the pandemic.4 Concurrently, enormous numbers of fresh eggs were thrown away and crops were turned over

40、into the soil.5 US dairy farmers expected losses of $425 billion in 2020 as schools and restaurants stayed closed, and as demand from other industries, such as travel, also declined dramatically.A dashboard view of the big picture is equally sobering:Jobs at risk: More than 165 million jobs are at r

41、isk by the end of 2020 and thats if the situation continues to stabilize. That numbergrows to approximately 240 million jobs at risk if COVID-19 spikes uncontrollably again, gaining the upper hand. As government assistance wanes, job-loss projections may worsen.6The plight of unprotected workers: Th

42、ese workers people in the informal workforce, and those who own or are employed by small and medium-sized businesses are, and will continue to be, the hardest hit:The informal workforce (including caregivers, garment pieceworkers, street vendors and those who work for family businesses without pay)

43、makes up approximately 60% of global workers. These individuals have minimal employment protection, if any.Between 20% and 25% of small and medium-sized businesses andenterprises (SMBs or SMEs) were forecast to fail in most markets a total of some 60 million businesses this year. The average small o

44、r medium-sized business has less than one month of cash on hand; mandated closures and supply shortages are takinga predictable toll.7 The US alone is home to 6 million small and medium enterprises, accounting for more than 45% of the countrys GDP. Currently, they are being propped up by government

45、stimulus, but without resumed business or additionalsupport in the form of loans, 79% of the US SMEs surveyed for this report attest they would become insolvent within two months.8The rising generations precarious position: Younger people will be penalized, and if history is a guide, the short-term

46、impact they suffer will carry forward, affecting an entire generation ofconsumer economic health and spending ability.9 Prior to COVID-19, youths (aged 15 to 24) wereThe substantiality of the supply system is pivotal. As countries, our role is to mobilize our collective efforts to ensure the resilie

47、nce of the global supply chain that food and essential goods are transported to where they are needed the most, in real time.Abdulrahman Al Hatmi, Group Chief Executive Officer, AsyadIn both developed and developing countries, consumers are struggling. Income inequality is causing massive tensions.C

48、OVID-19 has hit certain communities much harder than others. In one country, we started delivering over 200,000 meal kits per week to peoples homes in June. In April, we were delivering zero.Kevin Hourican, Chief Executive Officer, Syscoalready three times more likely to be unemployed compared to ad

49、ults, while 126 million young workers were living in extreme and moderate poverty worldwide.10 Studies have shown that the income of millennials who came of age during the prior recession was significantly lower than adults of prior generations at the same age.11The growth in lower-income population

50、s: The world is witnessing the wholesale movement of people into lower-income brackets a reversal of the advances made in recent years. A recent report from the United Nations indicated that this crisis could push 490 million people in 70 countries into poverty.12Exacerbated health and wellness effe

51、cts on at-risk populations. Even before the crisis, populations around the world were experiencing a rise in non-communicable diseases. This was especially apparent with those who were already on the lower rungs of the economic ladder and had less access to nutritious food and healthcare; these grou

52、ps have seen outsized negative outcomes during the pandemic. Pre-conditions such as obesity and diabetes, increased stress, limited access to treatment for addiction and mental health challenges, and grossly inadequate financial situations, have resulted in disproportionately heavy incidence and mor

53、tality. This problem may intensify if government-funded social safety nets, on which these groups rely, are compelled to tighten spending.13, 14, 15An article published in the International Journal of Public Health, discussing the potential for collateral damage as a result of the pandemic across al

54、l income levels, put it this way: “The number oflives lost due to COVID-19 has the potential to be dwarfed by the number of lives lost as a result of the knock-on effects of the pandemic.”16Estimates hold that, even in a best-case scenario, consumer spending levels across the board will not return t

55、o pre-COVID levels until 2022. Thatin and of itself indicates a long path to economic recovery. And economic recovery as an end stateis not enough. Spending levels, by themselves, do not necessarily translate into healthy communities, equity, resilience or sustainability. The bottom line is that, wh

56、ile the pandemic has hurt us all in one way or another, it has grossly worsened conditions for people who were already poor, marginalizedor unprotected. It has brought their issues into stark relief. It has shown the interconnectedness of their plight, the health of economies the worldover and the h

57、ealth of the planet. It has shown how important it is to address the challenges the world faced before “COVID-19” was part of the general vocabulary. If the global economy rebounds topre-pandemic spending levels, without undergoing game-changing transformation in the process, the recovery will be fa

58、lse and short-lived.Thats why, even as the consumer industries continue to triage the immediate crises their businessesand communities face, they must also address the underlying systemic challenges that have soexacerbated the pandemics effects. These include poor nutrition and lack of information a

59、nd resources to enable better diets and healthier lifestyles; pollution and climate change; inequity and inequality; and eroded levels of consumer trust in business.The reality, however, is that these are systemic problems and they require systemic solutions.No single company or industry can effect

60、transformative change at the scale needed to solve these issues. It will take the actions of individual businesses and a concerted, collective, ecosystem- level effort, involving engagement from business, government, social and academic leaders and consumers themselves.Nonetheless, the consumer indu