Accelerating the change to a more inclusive world
The Valuable 500 Global Trend Report Issue One - May 2020 In association with GlobalData. • In this report, you’ll find…
1. Executive summary 3
2. The global view of “Business Leadership”, “Cultures”, “Brand Experiences” 7 3. Regional perspectives 16 4. Consumer and TrendSights mapping 37 5. Conclusion and moving forward 46 Section 1:
Executive summary
Mattel are training younger minds to be more accepting with their range of inclusive Barbie dolls. Section 1: Executive summary of findings
OverarchingOverarching trends trends The global view The regional view Recommendations
Top Global Trends Top Regional Trends
1. Diversity & inclusion 1. Diversity & inclusion in leadership roles the workplace 2. Growing demand for 2. Demand for ethical, personalisation natural products 3. Importance of health 3. Inclusive products and & wellbeing culture 4. Localism 5. Importance of brand experience
4 Section 1: Executive summary of findings
OverarchingOverarching trends trends The global view The regional view Recommendations
Diversity and inclusivity in management
The world’s largest companies are introducing director and manager roles dedicated to diversity and inclusivity across the globe to improve working environments and to create better products; this is at different stages in different regions. There is a a particular concentration of roles in North America, but I I I it is not as common in South America and MEA where companies are working on diversifying the • • • workforce. Development of inclusivity and diversity can be expected to be slower without team members focused solely on achieving this.
Inclusive products
Globally, there is a relative lack of inclusive products. Even some of the largest companies are slow in creating products for customers of all shapes and sizes, with disabilities, or with specific dietary needs. Product innovation is particularly neglected and must be addressed in order to achieve true inclusion.
Personalisation
Many consumers feel under-represented in marketing campaigns and the products that they buy. Some businesses are now starting to launch diverse ranges of products that consumers can relate to. Clothing and cosmetic brands are now more aware of consumer demand for personalised products, and the Gen Z and Millennial generations are a particular driving force for this. 5 Section 1: Executive summary of findings
OverarchingOverarching trends trends The global view The regional view Recommendations
Gold standard companies:
• Unilever has extensive policies on gender equality, wellbeing, diversity 1■ Microsoft • Microsoft is focused on improving accessibility for disabled people and inclusion. The consumer goods company provides comprehensive within its workforce. It released a ‘Seeing AI’ app that allows visually support for its workers throughout its supply chain. impaired people to find out what is around them or help to find meeting • It has created products that cater to those with dietary requirements and room locations independently. ethical concerns, as well as on-trend products that celebrate different • Its focus on inclusivity extends to the products that it makes. Its Xbox cultures, such as matcha flavoured ice-cream. Adaptive Controller allows consumers to connect external buttons, • In response to the COVID-19 pandemic, Unilever has pledged €500m to switches, joysticks and mounts to a gaming controller, allowing them support suppliers, as well as protecting the pay of workers and to customise the set up in a way that allows them to game without contractors for up to 3 months. restriction.
Key trends: Mental wellbeing, ethical wellbeing, Key trends: Mental wellbeing, environmental responsibility, environmental responsibility, localism, social responsibility. localism, social responsibility, personalisation.
• In 2019, IKEA announced plans to develop a range catered to consumers • Netflix is a leader in diversity and inclusivity. The streaming service with disabilities. provides international content that is available globally. • IKEA has produced a range of tables that incorporates matte surfaces to • The workforce of Netflix is diverse, and 49% of the company’s leaders reduce light reflection and soft edges to make its products more inclusive are women. [1] and accessible to those with disabilities. • Netflix is heavily investing in portraying disability in television • Its range of smart lighting also appeals to those with physical disabilities programmes. Its television series, such as Atypical, cover topics such as where reaching light switches can be inaccessible in the home. autism in a respectful way that is inclusive of those with disabilities. • Sustainability & ethics are at the forefront of the IKEA brand. • IKEA was ranked 7th on the Diversity Leaders 2020 list, published by the Key trends: Localism, personalisation. Financial Times. [2]
Key trends: Social responsibility, ethical wellbeing, wellbeing.
Source: [1] Business Insider UK 6 [2] Employee Benefits Section 2:
The global view of ‘Business Leadership’, ‘Cultures’ and
Over 275 leaders ‘Brand Experience' and brands across the world have signed up to The Valuable 500.
7 Section 2: The global view
Overarching trends The global view The regional view Recommendations
Business leadership Cultures Brand Experience
1. Businesses are hiring 1. Companies must work to 1. ProvidingBrand internationalExperience dedicated diversity and create not only an inclusive content on streaming inclusivity leaders to drive physical working services such as Netflix is powerful change across environment, but also an becoming more important, the globe. inclusive culture, in the as multicultural societies workplace. wish to experience different 2. Businesses worldwide must cultures within their work to remove 2. Consumers across the globe entertainment choices. unconscious bias, increasingly favour especially during the businesses which have 2. Demand for personalisation recruitment process, as part strong sustainability and is on the rise. Companies are of their inclusivity and ethical credentials. IKEA being placed under greater diversity efforts. and Mars are examples of pressure to provide an companies which already experience that suits the have clear and transparent individual needs of each policies in place. customer.
8 Section 2: The global view: Business leadership
OverarchingOverarching trends trends The global view The regional view Recommendations
Hiring dedicated leaders to drive change • Diversity and inclusivity is now about much more than creating a physical working environment that suits all needs – businesses are hiring dedicated leaders to drive cultural change, and are introducing new and innovative initiatives. Ac essibi ity Co s I a • Many businesses are introducing new positions, such as Chief KH tt·c Diversity Officers as well as accessibility consultants. They are able Accessi il ity Eng·neer p le • au er. , to work with other c-suite team members, such as Communications Source (above): LinkedIn Officers and HR Directors, to drive powerful change throughout the business. • Companies must prove that they can follow diversity and inclusivity statements up with meaningful actions, in order to gain the loyalty of both employees and consumers. Source (left and below): Unilever • Having a diverse workforce is frequently cited as a key driver of success for businesses. It often leads to revenue gains – the result of increased creativity and new ideas being brought to the table by people from different backgrounds, as well as improved brand image.
• We are also seeing a greater focus on product accessibility with Leading the way: change from the top Apple hiring an accessibility engineer to make its products more inclusive to those with vision impairments and other disabilities. o·versiDiversit y anandd inclusioinc sionn areare stratestrategi icc ppriorities iori i es,, anan d they'rethey're beine·ngg drivendriven andand supposupporte edd byby oou r r seniorsenior leleadership dership.. 9 Section 2: The global view: Cultures
OverarchingOverarching trends trends The global view The regional view Recommendations
Creating an inclusive OUR CULTURE working environment Be yourself. At Unilever,we don't JUSt say it, we celebrate ,t! Unilever employees aren't JUSt comfortable being themselves at work, they're encouraged to do rt. Here, you don't need to change to be successful. Our leadership plays a vrtal role m ensuring that everyone 1s valued, included, and bnngs his or her personal passion into the workplace. We work hard to build a strong sense of community by tapping into the thoughts and experiences of every Unilever employee Through this, we foster an inclusive culture and provide leadership, • Business must work to create an inclusive workplace which caters professional development, and networking opportur11t1es. to the needs of all employees, including those with disabilities such as visual and hearing impairments.
• As well as providing an inclusive physical workspace, there must WELLBEI G@UNILEVER GENDER AFFIR ATION MILK STORK - BENEFITS FOR
also be an inclusive workplace culture, where those with a Counseling. virtual visits with an MD, SURGERY URSING MOTHERS disability do not perceive any kind of discrimination or bias, and nurse hotline, financia l advisement, where all employees have the same experiences and opportunities. Gender affirmation services. including Milk shipping for nursing moms while employee assistance program [EAPI. surgery, for employees and their eligible they are traveling. and weight loss and nutritional support. • Unilever has introduced various policies as part of its effort to dependents who meet qualifying provide an inclusive working environment. These include flexible requirements. working arrangements, a Maternity and Paternity Services portal, Source (above): Unilever regular health checks and mental health support. • We not only celebrate diversity, but embrace the value iI t • Tesco runs five Colleague Networks in the UK: Out at Tesco o o ye bat div rsity t mbr c v ,lu (Lesbian, Gay, Bisexual and Transgender and Intersex +), BAME at bringringss toto enaenabl lee uss too seserv vee oou rer customer e s a litlittl lee betbette err Tesco (Black Asian and Minority Ethnic), Women at Tesco, The eveever yy dayday.. TThat' at'ss whywhy everyonev·e yo ee i1sts treate ea edd fairlairy• y ana dd g·vegiven Armed Forces at Tesco, and Disability at Tesco. This helps to create • the opportunity share their experienceI C s in the business. a sense of community and belonging among Tesco employees. opp·o uni y shar h ir X 1n t e USI ess
Source (above): Tesco TESCO
10 Section 2: The global view: Brand Experience
OverarchingOverarching trends trends The global view The regional view Recommendations
Diversity in the workplace and supporting customers at home • While many companies place a focus on improving the diversity of either the products they make or their workforce. More companies must develop a two-pronged approach, improving the diversity of all aspects of their business. Microsoft is a great example of this, improving the accessibility for disabled people within its workforce but also using this insight to develop innovative tools to aid customers using its products.
• Within its workforce, Microsoft has shared several blogs talking to its Source: Microsoft members of staff that have a range of different physical disabilities as well as for neurodiverse staff members. It also released a Seeing AI app that allows visually impaired people to find out what is around them or even just help to find meeting room locations independently.
• Microsoft’s understanding of disabilities and diversity within its workforce has allowed them to also place focus on improving the customer experience of its products. One notable development is its Xbox Adaptive Controller. This product allows consumers to connect external buttons, switches, joysticks and mounts to a gaming controller, allowing them to customise the setup in a way that allows them to game comfortably. Understanding that not all products are suitable for every person is key to recognising the adaptations companies can make to products to make them work for all. Source: Microsoft 11 Section 2: The global view: Brand Experience
OverarchingOverarching trends trends The global view The regional view Recommendations
Neurodiversity in the workplace and the impact of COVID-19 • While the global pandemic is impacting our lives in a significantly detrimental way, some positives could occur from a hiring and inclusivity perspective. Companies are having to adapt the way that they work, from work environments to the hiring process. For example, phone and video interviews may assist some neurodiverse workers, in particular, allowing them to feel less anxiety around the interview process. • Auticon is a company that is focused on improving the workplace for those with Autism. Auticon was founded in Germany six years ago by Dirk Müller-Remus, a former software developer who had a son diagnosed with Asperger syndrome. Source: The Guardian Helping you feel at home
• Office standards are often not suitable or are extremely stress- If you're aut istic, the workplace can sometimes seem full of just too much information. But we can make some inducing for neurodiverse workers. Overheard lights, smells such as adjustments to help you feel more comfortable, and make more everyday breakthroughs happen. perfumes and deodorants and typical office etiquette such as eye Below is just a selection of t he adjust ments we can make:
contact are all issues faced by people on the autistic spectrum, and IN THE OFFICE
the move to non-essential work travel and working from home can • desk adjustment
highlight to employers that being in office environments is not • adjusted lighting essential for all to maintain a high level of output or productivity. As • noise-cancelling headphones the COVID-19 pandemic progresses and the world begins to return to • amended working hours normal, companies will need to rethink working from home guidance to reflect that they can do more to support those that can work • opportunities to work from home effectively from home. Source: National Autistic Society 12 Section 2: The global view: Brand Experience
OverarchingOverarching trends trends The global view The regional view Recommendations
Inclusivity in product design and smart products • IKEA is focused on making its products more inclusive, such as its range of tables, which have a matte surface to limit light reflection and soft rounded edges that make them safer. But it is also developing its range of smart products. While Smart Home technology can be difficult to set up and not necessarily appear inclusive, the connected home has a multi-touchpoint experience. In this, consumers can interact with devices in multiple ways, through hearing responses from a speaker, seeing a response with a blinking light and haptic feedback that can be felt.
8 • This experience is aiding inclusivity and making it simpler for 0 ~...... ,--- 0 disabled consumers to interact with their home in a safe way. llll 1111111~ ..,_(0 - Products like Google’s Nest Hub are great examples of feedback that covers all of the bases for all possible requirements due to disability. Source (above): IKEA • Smart Home includes a number of entry points as well. For example, turning a light on via a switch alone is inaccessible to many. Switches on walls are too high up the wall for people in wheelchairs to reach. Google’s Nest Home Hub Max and other Source (above): Google Images smart solution providers offer voice, touch, and optical input as ways to access the product. 13 Section 2: The global view: Brand Experience
OverarchingOverarching trends trends The global view The regional view Recommendations
Inclusivity in streaming markets
• As with Netflix, offering its customer access to a wider range of cultures and diversity within shows in terms of gender and race, the streaming giant is also increasing its focus on the representation of disabilities in its shows. Source: Netflix • One programme that it has created that reflects its commitment to diversity in its shows is The Healing Powers of Dude, this show centres around an 11-year old boy with In the UK, disabled a social anxiety disorder along with friends, one of which has a physical disability. It is representative of both visible people make up 5.2% and invisible disabilities. Its approach to this has also been of contributions off- different to shows in the past where the main character with a disability is not portrayed in a way that aims to screen and 7.8% on- evoke pity as it highlights the normalcy of life with a screen, despite the disability. overall figure for • In addition, within the television industry itself, the working age disabled number of people with disabilities in front of and behind the camera is increasing. However, more must still be done people in the UK to make this profession more inclusive. hitting 17%
Source: Creative Diversity Network’s Diamond Report 14 Section 2: The global view: Brand Experience
Overarching trends The global view The regional view RecommendationsRecommendations Overarching trends
. Growing demand for personalisation I e LE TEINT PARTICULIER CUSTOM FOUNDATION • Consumers are becoming ever more demanding of the services EmaJI and products they purchase, and businesses are being placed INTRODUCING YOUR PERSONALISED FOUNDATIO MATCH Customised by sh ade, coverage and skin type with over 8,000 possibilities under greater pressure to provide an experience that suits each Web pages customer’s individual needs and preferences. Source: Lancôme
• Investing in artificial intelligence, machine learning and data Com ni ion Re convn endation.s cloud storage, will help businesses increase their personalisation capabilities. The personalisation trend is still relatively new, particularly in sectors such as food & grocery. Social l'V\edia
• The personalisation of consumers’ shopping journeys can be split into two different paths – communication personalization, Customer Service which considers the service and marketing element, and the 'J/ product personalization, which looks at how retailers and brands Manufacture can differentiate the physical product depending on each ~ customer’s needs. ~ Product Design • There is global demand for personalised products and services – ~ OGJ E")'YCJ 89% of consumers worldwide said their choice of products and CONTROL YOUR LOOK. CONTROL THE GAME services is influenced by how well they are tailored to their f❖i'W'♦ needs and personality, according to GlobalData’s Q4 2018 Source: Nike consumer survey.[1] Source: GlobalData Source: [1] GlobalData 2018 Q4 global consumer survey 15 Section 3:
The regional view
Burger King Brazil are nailing representation by casting disabled people in their advertising campaigns. Section 3: The regional view: Summary
Overarching trends The global view The regional view Recommendations
Diversity in the Inclusivity in Inclusivity for Top 3 regional trends over view workplace marketing age groups Most prominent in Most prominent in Most prominent North America South America in APAC 1. Diversity in the workplace – While each region takes a different approach, there is a clear focus on diversity and accessibility either in the workforce itself or within management teams.
2. Inclusivity in marketing – While regions such as Europe and North America have already placed focus on this for several years (e.g. 2016 Maltesers advert), this is becoming more prominent with Burger King using a blind protagonist in its TV advert in Brazil.
3. Inclusivity in products and culture – Retailers being more inclusive was topical this quarter with many placing emphasis on different sizes and ages. With an aging population, making the retailer environment more inclusive was also an essential.
17 Section 3a:
Europe Section 3: The regional view: Leadership
OverarchingOverarching trends trends The global view The regional view Recommendations Europe Diversity in management
Project Officer for Diversity & Inclusion Diversity, Equity and Lead OPEN FARFETCH Inclusion BT Posted in February 2020 SOCIETY Head of Diversity & Posted in March 2020 Inclusion Posted in February 2020 • The majority of job positions advertised over Q1 2020 in Europe were located in western Europe and in particular within the UK Inclusion, Diversity & • Social Equality (IDSE) With a number of large corporations having their head Manager offices for EMEA in this region, the Posted in March 2020 focus is still at a top level and is not yet being filtered down to smaller regional locations.
Diversity & Inclusion • Next steps are likely to see larger Manager corporations developing a larger Posted in March 2020 team able to focus on smaller locations. 19 Section 3: The regional view: Brand Experience
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends Europe The right to Cannabis-based medications for those with disabilities and chronic illnesses
The use of medical cannabis was legalised in the UK in 2018 but Canna81t·
it is still a struggle for those with chronic conditions to obtain it. COUNTRIES WITH SOME FORM OF LEGALIZATION
■ Austr ia ■ Luxembourg • ■ Belgium ■ Macedonia, FYR The use of cannabis for either recreational or medical purposes is allowed in Canada and ■ Channel Isla nds ■ Malta ■ Croatia ■ Netherlands most states in the USA. The use of these products is becoming more prominent in Europe ■ Cyprus ■ Norway ■ Czech Republic ■ Poland as perceptions change, particularly regarding its medicinal use. ■ Denmark ■ Portugal ■ Faroe Islands ■ Romania ■ Finland ■ San Marino ■ France ■ Slovenia ■ Georgia ■ Spain • In the UK, Department of Health figures published in September 2019 revealed that in ■ Germany ■ Switzerland ■ Gibraltar ■ Turkey the first eight months after medical cannabis was legalised, there were just 12 NHS ■ Greece ■ United Kingdom ■ Italy prescriptions issued for unlicensed cannabis medicines, highlighting this is still an emerging trend. 1111 AD ULT USE 1111 MEDICAL USE
[1] © 2019 New Frontier Data
Neuraxpharm, a leading European specialty pharmaceutical company, together with Panaxia Labs Israel, Israel's largest medical cannabis manufacturer, announced in March • nEUAAXPHAAm® Your CNS specialist tlPANAXIA 2020 it is starting to market medical cannabis products, becoming the first European Pharmaceutical Industries pharmaceutical company to include medical cannabis products in its portfolio. This will ensure better access to these products in Europe going forward. Source: [1] New Frontier data 20 Section 3: The regional view: Brand Experience
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends Europe Inclusivity in the clothing sector
Shopper desire for models of varying shapes, 2019 [1] 69.8% of UK clothing shoppers said they 83% would like to see retailers/brands using Body more models of varying shapes, and this 75% 76% 76% figure is significantly higher among 73% shape of female clothing shoppers. The vast majority models 65% of retailers and brands that have improved 59% inclusivity in the UK, and indeed in other 57% countries, are womenswear retailers. Many have focused their efforts on females by partnering with a more diverse range of Male Female 16-24 25-34 35-44 45-54 55-64 65+ influencers. [2] 72.1% of UK clothing shoppers said they would like to see retailers/brands using Shopper desire for models of varying ages, 2019 [1] more models of varying ages. For females, though all age groups would like to see 87% 87% 82% 83% 82% 85% 75% more age inclusivity, 86.0% of over 45s 71% agreed in comparison with 82.6% of under 59% 60% 57% Age of 48% 45s. This suggests older females feel the models most under-represented in retailer campaigns, which may restrict spend per head as these consumers struggle to know where to shop and find fashion inspiration. 16-24 25-34 35-44 45-54 55-64 65+ Retailers targeting this age group must Male Female ■ ■ introduce older models into their marketing imagery and partner with [3] popular influencers over 50, such as Grece Ghanem, to avoid alienating shoppers. Source: [1] GlobalData UK Retail clothing survey, March 2019, [2] PrettyLittleThing Website, [3] Marks & Spencer Website 21 Section 3: The regional view: Brand Experience
Overarching trends The global view The regional view Recommendations Europe Supermarket support of those with disabilities during the COVID-19 pandemic
How do you feel [the supermarket] has responded to your needs? [1] While grocers in the UK have indicated that they are doing more to support those with disabilities, 45.5% of respondents stated that they felt that grocers were not responding to their needs well enough.
What is clear from the messaging is that the vulnerable and Very poorly elderly are getting a good level of support from many of 38.6 the supermarket chains but more must be done for those 45.5 Poorly with invisible disabilities and other conditions. Neutral Those with visual impairments have spoken up about this Moderately well indicating that they do not feel like they are getting the Extremely well support they need.
In situations where adults are being asked to limit to one person per trolley in stores, it means a carer cannot 15.9 support them in their shopping; limited availability to online slots results in vulnerable people having to leave their home to make these essential purchases. Source: [1] RIDC Covid-19 Survey 22 Section 3: The regional view: Brand Experience
Overarching trends The global view The regional view Recommendations Europe Best in class communication from grocers in the UK to support vulnerable shoppers during the pandemic
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Ouu r commitmenm t to0 you 0 . Helpinelp1ngg the most vulnerablab e get food deliveries with priority allocation and 1increasen r d delivery slots. We are doing all wee Helping everyone accessss tth e eessential s nt I sth the y need with dedicatedi d shoppinp ingg forfor can to make sure the vulnerable and the elderlyelderly frorom 9-10a- :o mm· Monday, Wednesdadn y ana dd Fridar " y C tom ke, s re (excluding Express). 0 those identified n 1 d1d aass Helping to keep our colleagues and customers safe with social distancinis g 0 in-store and across deliveries. extremelx reme yy vvulnerabl e ab e
Helping the NHS with a dedicatec d shoppin0 1 g houo r fro o m 9-10a- 10 mm Tuesdayesd s and Thursdays with a browsing hourhour before checkouteckou sso ope enn oon Sundayund s (excludes get whaat theeyy neenee d ExExpress) fi ss . • • during thiI s time I . Helping our communities througth~ ~u h donations and support for local initiatives•. g e
Source: Tesco and ASDA twitter pages 23 Section 3b:
APAC Section 3: The regional view: Leadership
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends APAC Diversity in management
PM, Diversity & Talent & Organizational Manager Human Resources - • Overall, APAC had many job Inclusion – APAC Diversity & Inclusion Development Manager Posted in March 2020 Posted in March 2020 Posted in March 2020 advertisements focusing on Diversity and Inclusion Managers, with these roles located widely across the Standard region. The greatest Chartered proportion of roles were found within India and Diversity & Inclusion, Sustainability - Lead China. (Technology) Equality, Diversity & • As is the case within Europe, Posted in March 2020 Inclusion Leader Posted in January 2020 these roles in APAC were at a top level with teams that focus on smaller regions ..... likely to come later.
Manager, Organisation r and Talent Development • • IKEA was one of the few Posted in February 2020 Associate Project (Manager) employers to advertise Leader – Equality, Diversity & across multiple locations in Inclusion APAC during this time. Posted in March 2020 25 Section 3: The regional view: Culture
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends APAC Aging population in APAC
Globally, nearly two billion people are expected to be aged over 60 by 2050 – triple the figure in 2000. The number of older people in the Asia-Pacific region is rising at an unprecedented rate, and it is at the forefront of the global phenomenon of ageing populations.
By 2050, one in four people in Asia and the Pacific will be over 60 years old. The population of older persons (aged over 60) in the region will triple between 2010 and 2050, reaching close to 1.3 billion people. [1]
Lawson (Japan)
Japanese convenience store giant, Lawson, has made strides to transform its stores to cater to the aging population in APAC. This includes one -stop healthcare shops particularly tailored to their needs. These , new stores have one entrance to provide a ‘welcome path’ and incorporates three separate spaces under one roof: pharmacy, convenience stores and consultation.
This is a unique concept that allows elderly consumers to get guidance which would otherwise have come from a hospital and also purchase recommended items in the same location. The retailer also partners with specialised shoe company Tokutake Sangyo to provide customised shoe sizes for each foot to appeal to elderly consumers. Source: [1] UNFPA 26 Section 3: The regional view: Brand Experience
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends APAC Ethical and sustainable brands in APAC
4.0 APAC: How important is ‘living an APAC consumers are becoming increasingly environmentally conscious, ethical or sustainable lifestyle’ in 14.0 creating a feeling or wellbeing or as 82% of APAC consumers surveyed stated that living an ethical or 36.0 wellness? (%) , 2019 [1] sustainable lifestyle was important. With expectations for businesses to be environmentally responsible, retailers and brands must ensure all ■ Very important areas of product development from sourcing to packaging are ■ Important sustainable. Not very important 46.0 ■ Unimportant
Desi Hangover (India) Capture (Singapore) Benns (Asia)
DesiHangover creates shoes from Through the Capture app, individuals All of Benns’ chocolate products are upcycled leather, reducing waste can automatically measure CO2 entirely vegan, and the brand works in landfills and reducing its carbon emissions from everyday mobility hard to protect its farmers through • footprint. It further empowers • .f ·I ,'.. , choices, review and analyse their its partnerships. This allows Benns artisan families by getting them - 1l\ ' -I - footprint, then offset through verified to instil a mindset shift, that with " ' - ' -~ _q BENNS involved in shoemaking and nature-based projects. Capture also better quality beans comes better ~ CAPTURE making sure their children are helps organisations to track scope 3 compensation and improvement to educated in schools with well- emissions from employee mobility – livelihoods. Supporting farmers in equipped facilities. providing vital data and enabling Asia means that Benns is committed teams to make better decisions to producing healthy, sustainable, Source: [1] GlobalData 2019 Q3 global consumer survey around monitoring and reducing CO2. and directly-sourced chocolate. 27 Section 3c:
North America Section 3: The regional view: Leadership
Overarching trends The global view The regional view RecommendationsRecommendationsOverarching trends North America Diversity in management
Manager, Diversity and Diversity & Inclusion Program Senior Diversity & Inclusion Manager ~··Mobile· Inclusion Practice • As is the case within T Manager Posted in January 2020 T55Ln Posted in February 2020 Europe, the United States Posted in March 2020 plays host to a number of key headquarters for I employers and, as a result, there are a number of Global positions available in this region. Diversity & Inclusion Senior Diversity Manager • Program Manager Posted in March 2020 There is a clear focus on Posted in March 2020 diversity and inclusivity in the USA, with employers from a number of industries including retail, JPMORGAN CHASE &Co. telecommunications, and Tik Tok automotive all hiring in Culture & Diversity Chase Wealth Management - this field in Q1 2020. Senior Manager Diversity and Inclusion Project Posted in March 2020 Manager Posted in March 2020 29 Section 3: The regional view: Brand Experience
Overarching trends The global viewOverarching trends The regional view Recommendations North America Consumer focussed inclusivity
• In January 2020, Procter & Gamble’s ‘Herbal 1 in 4 Essences’ brand rolled out bottles with raised SE~SOR\ E~lJ \ ~CED adults in the USA have some type BOTTLES shapes to aid visually impaired consumers in of disability [1] differentiating between shampoo and conditioner. Herbal Essences seems to be the only brand within P&G that has implemented 4.6% 1111 11 •••• this so far. STRIPES • CIRCLES• SHAMPOO CONDITIONER of adults in the USA are blind or • The brand’s website is now also accessible for have serious difficulty seeing [1] assistive technology users, and its Instagram is accessible to the visually impaired. [2] With such a large proportion of the USA population living with a visual impairment, • Start-ups are challenging larger, established brands must consider how they can become Victoria land companies with innovative and inclusive more inclusive for those who are blind or have designs. In March 2020, skincare startup, difficulty seeing. Beauty® Victorialand Beauty, launched products with raised symbols so that visually impaired people Companies that have specialist roles for can differentiate between products. However, diversity and inclusivity are beginning making these products are currently only available changes to established brands to cater to online, and shipping costs $8.95 for all orders visually impaired consumers, but more can under $100. These items are therefore less still be done. accessible than the shampoo and conditioner
Source: [1] Centers for Disease Control and Prevention mentioned above. 30 [2] Procter & Gamble Section 3d:
South America Section 3: The regional view: Leadership
Overarching trends The global view The regional view Recommendations Overarching trends South America A lack of diversity focus within management roles
No job opportunities were PwC is transferring its focus on disability to its • Using the same methodology as found advertised with focus locations in Brazil was used in other regions, a on diversity and inclusivity notable difference in South in this region in Q1 2020. "Our PwD programme has helped me see little America regarding the hiring of things I couldn't see before, like the height of water roles with a focus on diversity, dispensers so they are reachable to wheelchair users, or images on e-mails that are accessible to inclusion and accessibility was people with visual disability. Realising this has enabled me to make small changes in the daily that there were no opportunities routine of people with disabilities that make a big in Q1 2020 found to be impact." Priscila Medeiros, HR analyst with PwC Brazil advertised.
• This highlights that there may be "PwC was the first company I joined that was focused on disability. I a limited focus on this within companies and it must take have an interpreter with me at every meeting and training I go to. I guidance from regions such as know I can develop my career here. It's amazing that my boss and my North America and Europe where team learned the Brazilian sign language to be able to communicate this is more prevalent. with me." • Where there is some focus this André Romin comes from companies which Associate with a hearing disability, PwC Brazil have a headquarters outside of the region and as a result a larger global presence. Source: PwC 32 Section 3: The regional view: Leadership
Overarching trends The global view The regional view RecommendationsRecommendations South America Diversity within management
Asia Pacific and Latin America are most influenced by changes in society – In Q1 2020, no employers were found global movements such as #metoo will likely gain prominence in these markets to be hiring diversity and inclusivity managers in this region. However, while these roles are not present, the region has a big focus on building a 82% 81% more diverse work force. The #metoo 76% 76% and similar movements have helped to 73% spur action in Latin America, not only to protect women, but also to raise 65% awareness in society at large about the different treatment received by men and women. This action will lead to more diversity within companies and Global Asia Pacific Latin America Europe Middle East & Africa North America ensure roles such as diversity manager become more of a necessity.
[2] Employment Situation in Latin America and the Caribbean: Evolution of and prospects for women’s labour participation in Latin America 33 Section 3: The regional view: Brand Experience
OverarchingOverarching trends trends The global view The regional view Recommendations South America Inclusivity in the food sector
New product launches to cater for different dietary requirements and preferences
Brand: Pilao Brand: Paramo Snacks Product: Gluten-free ground Product: Baked Yacon Chips coffee Location: Colombia Location: Brazil Date launched: April 2020 Date launched: April 2020
A first for inclusive marketing in Brazil Brand: Vinmar Zero Product: Alcohol free and low calorie wine Burger King championed inclusivity in Brazil Location: Chile with a new advertising campaign which Date launched: April 2020 Brand: Jasmine launched at the end of summer 2019. Product: Vegan and gluten Brand: Biofoods AluSweet free bread The advert featured a blind protagonist, and an Product: Natural, vegan Location: Brazil audio description was incorporated - a first for sweetner, suitable for diabetic Date launched: March 2020 consumers Brazilian television. Location: Chile Date launched: April 2020 Source: Advertising and Disability Source: GlobalData 34 Section 3e:
MEA Section 3: The regional view: Leadership
OverarchingOverarching trends trends The global view The regional view Recommendations MEA
Diversity in management
Manager, Corporate Social Responsibility at • The hiring of diversity and Human Capital Partners Posted in March 2020 inclusivity managers was less of a focus in MEA that in other British High Commission locations around the world in Q1 2020, with opportunities Diversity, Equality, Inclusion only found in three locations: and Change Manager, Nigeria Network South Africa, Nigeria and Posted in March 2020 Ghana.
• With fewer large corporations located in this region and head offices typically combined with Europe under EMEA, this region has less of a focus on hiring Resilience and diversity and inclusion I Inclusion Team managers. VOCA Leader Principal Program ::;1/ Posted in March 2020 Manager - Diversity & • As employers look to create a HR projects wider team more roles may Posted in March 2020 become available in the future. 36 Section 4:
Consumer and
TrendSights mapping P&G use the experience of PWD to provide fresh insights and drive innovations such as the Gillette Treo. Section 4: Consumer & TrendSights mapping
GlobalData’s TrendSights: Mega-trends
The dynamics giving shape to the global consumer marketplace can be found in these eight mega-trends Glo balData's TrendSights framework recognizes that consumer behavior is best interpreted via an organized "trend hierarchy," where by each overarching mega-trend is comprised of a number of trends. This is conveyed by the visualization presented on the following slide. Below is a synopsis of the eight mega-trends that are the driving force of change across the FMOG industry.
Health & Wellness Individualism & Expression People of all ages are more proactively addressing their Values emphasizing individuality and self-expression health in a more holistic and personalized manner. guide confident and empowered modern consumers.
Sensory & Indulgence Evolving Landscapes The driving force behind continually higher expectation The underlying and mostly dependable socio- of quality, variety, and immersive "consumption demographic and -economic trends impacting consumer experiences." societies.
Comfort & Uncertainty Smart & Connected Consumers value safety, tradition, simplicity, and In a hyper-connected, technology-enabled society, reassurance due to rising stress and uncertainty in their consumers seamlessly integrate the use of multiple lives and the world around them. technologies into their lives and buying behavior.
Sustainability & Ethics Easy & Affordable Mounting awareness and concern surround the scale, Time and money are perceived to be the great scarcities of complexity, and interdependence of shared social and modern life, and consumers are searching for ways to environmental challenges globally. maximize these limited personal resources.
38 Section 4: Consumer & TrendSights mapping
TrendSights map
Key Learnings si 1) Digital lifestyles are a driver of change. As the world becomes more digitised, consumers become more aware of the need for diversity and inclusion, particularly the Gen Z audience.
2) Wellbeing is becoming an increasingly prominent concern among consumers. Companies will need to continue to adapt to this, and be transparent about whether they are nurturing wellbeing. h
3) Personalisation is becoming more popular as consumers want to be able to purchase products EV Q 1i ds that best represent them. d
39 Section 4: Consumer & TrendSights mapping
Key consumer trends fuelling change
Health & beauty and clothing companies are becoming more inclusive of different ethnicities, sizes and genders. Online clothes retailer, ASOS, Personalisation launched its ‘See My Fit’ function in January 2020, featuring models of varying sizes and skin tones modelling the same item of clothing. In South Korea, makeup for men has become a cultural norm that is still relatively in its infancy in the West. However, beauty brands and retailers including John Lewis are beginning to market towards men as the demand for inclusive beauty grows.
Long term impact: Inclusivity will be necessary for businesses to become successful in the future as consumers are no longer settling for traditional beauty standards. Gen Z consumers in particular are driving this change, as the generation is no longer exposed to the ‘cookie cutter’ example of beauty. Existing brands should consider updating their image and marketing to show that they are committed to catering for everyone.
Personalisation, combined with localism, is something that Netflix has championed in recent years by including international content on its Localism platform. Users have access to film and TV from across the globe, which represent a plethora of cultures and ethnicities, and content is not exclusive to subscriber location (though it is constrained by copyright). The Netflix offices are diverse, which it prides itself on, and this has transpired into its product.
Long term impact: We will see a rise in specialist roles dedicated to diversity and inclusion on a regional scale as well as roles that cover entire nations and continents. This will not only help understanding of local cultures and aid the creation of well -targeted products, but will also create better working environments. Products that are popular with Gen Z consumers, such as Tik Tok, already have a diverse workforce and dedicated staff for diversity and culture.
40 Section 4: Consumer & TrendSights mapping
Key consumer trends fuelling change
Digital lifestyles are driving the Artificial Intelligence revolution which is being used by major companies to streamline the Digital lifestyles recruitment process. Less time is taken to assess candidates, and it ensures that the entire pool of candidates can be considered fairly and equally. The future of AI in this respect is focused on eliminating bias, which is often an unconscious habit of the human mind, from recruitment processes.
Long term impact: The use of AI for recruitment will help businesses build a more inclusive workforce. Consumers have driven demand for the inclusion of different ethnicities and genders, as well as those with disabilities, to be included in business teams, as they increasingly favour ethically-sound businesses. A diverse team results in a happier workforce as well as improved brand image.
Aging populations are a reality for countries such as Japan, Italy and Germany. Mature workers can provide Aging populations valuable expertise which in turn can be used to train less experienced colleagues, and many have fewer family commitments and can work flexibly. Businesses must provide training for mature workers to help them keep up with emerging technologies and adapting working method, in order to help reduce the generational barrier in the workplace.
Long term impact: The rise of ageing populations is unlikely to slow in the coming years, so businesses will be forced to adapt. Harmonious working could be threatened by generational barriers as mature and Gen Z workers begin working together more frequently. Specialised training for mature workers, on topics such as social media, will become more commonplace, especially in more technological working environments.
41 Section 4: Consumer & TrendSights mapping
Key consumer trends fuelling change
Trust & The #metoo movement has raised awareness about the treatment of women in general and within business, and has sparked demand transparency for businesses to be more transparent about gender equality. Companies need to be more careful with marketing, as advertisements that objectify women have been challenged. Brands participating in the movement appeal to consumers who feel that their personal values are being represented, while companies with links to scandals, such as Topshop owner Arcadia, are shunned by consumers.
Long term impact: Brands such as Victoria’s Secret have been hit hard by the #metoo movement, with many consumers considering their focus on traditional beauty and the lack of diversity to be outdated. The problems for Victoria Secret intensified as consumers became more aware of its male-led c-suite officials. This indicates the need for a diverse workforce to ensure that inclusion transpires to the product and marketing in order to ensure the success of a business.
Experience Brand experience is no longer one-dimensional: lines are now blurred between physical and online purchasing, and economy experiences and services are becoming more important to consumers. This is putting more pressure on brands to create not only inclusive products, but also inclusive experiences, that suit the needs of all customers.
Long term impact: Brands will need the capital and imagination to create compelling experiences that appeal to Gen Z and Millennials with disposable income. Social media will be a key driver in showcasing brand experience to consumers, along with interactivity. Localism and personalisation must also play into brand experience to appeal to a larger pool of consumers, rather than an exclusive group. The growth of experience over material goods for younger consumers will continue to create challenges for businesses; combining experience with products will create a higher sense of value and worth.
42 Section 4: Consumer & TrendSights mapping
Consumer surveys Global: How concerned do you feel about stress/anxiety?, 2019 [1]
Wellbeing: Mental health is a global concern 7.3%
■ Very concerned • 73.7% of consumers felt acutely concerned about stress/anxiety 19% 36.8% in Q3 2019. Millennials are the most affected by stress and ■ Concerned anxiety, with 80% citing these as a concern. Not very concerned
• Mental wellbeing is a global issue, and the outbreak of COVID-19 36.9% ■ Unconcerned will have had a potent impact on mental health in this quarter, with many consumers feeling the impact of being in isolation, as well as worrying about financial uncertainty.
• During this testing time, businesses must stay true to their Global: How concerned do you feel about stress/anxiety? split by generation, 2019 [1] corporate social responsibility policies, and respond in an ethical manner. Consumers will remember how brands reacted to the crisis when it is over, and will shun those which acted unethically, 8.6 5.5 5.9 10.7 including those that forced staff to work or cancelled orders with 15.0 20.8 17.9 17.0 vulnerable suppliers. 26.9 35.7 36.0 40.0 • Businesses have a responsibility to support the mental wellbeing 33.6 of staff. 36.7 27.2 39.8 43.8 37.1 25.7 Long term impact: In terms of the repercussions of COVID- 16.0 19, companies that did not support staff or the community could face a tougher recovery once the pandemic is over. Gen Z (iGen) Gen Y (Millennials) Gen X Boomers Silent Generation
Source: [1] GlobalData 2019 Q3 global consumer survey Figures in the above chart are percentages. 43 Section 4: Consumer & TrendSights mapping
Consumer surveys
Global: Consumers who consider living an ethical or sustainable lifestyle to be ‘very important’ or ‘important’ in creating a feeling of wellbeing or wellness? 2019, split by region [1] Ethical Wellbeing: sustainable and ethical lifestyles fuel a sense of wellbeing 89.2 • The majority of consumers worldwide consider living an ethical 83.6 81.6 81.8 or sustainable lifestyle to be in important in creating a feeling 77.9 of wellbeing or wellness.
• This sentiment is highest in Latin America and in the Middle East & Africa, though the vast majority of global consumers attribute ethical and sustainable living to a sense of wellbeing.
• Many businesses are employing c -suite level staff to spearhead sustainability and ethics, and it is often a fundamental part of companies’ corporate social responsibility statements.
Long term impact: Gen Z shoppers are constantly consuming information, and influential figures like Greta Thunberg that empower the younger generation will encourage consumers to make more meticulous decisions about how to live sustainably, including converting to veganism. By 2025, the popularity of veganism will have increased considerably across the globe. Asia Pacific Latin America Europe Middle East & Africa North America
Source: [1] GlobalData 2019 Q3 global consumer survey The figures in the above chart are the percentages 44 Section 4: Consumer & TrendSights mapping
So What… Now What…? For disability, accessibility and inclusivity….
Now What?: The needs of disabled users – and minority The youngest generation, GEN-Z, the “customer So What?: groups as a whole – will come under increased scrutiny. GEN-Z of the future” will not stand for inequality in terms of either will make decisions on trust and loyalty based on how the world in general, or human rights specifically. A sea- companies act and treat their guests. Accessibility will become change is coming with GEN -Z expected to fight more and a key factor here. more for the rights of the individual.
So What?: Experience and experiential impact will only grow Now What?: As retailers and operators embrace tech, product, in importance in all channels (retail, foodservice, e-commerce, payment and display innovations, there will be real need for the health) with the risk being that disabled users will not benefit user-friendliness of each development to be considered from an from these dynamic changes. Solutions to fit all users will be accessibility and inclusivity standpoint. critical to success.
So What?: The world of recruitment must quickly play Now What?: As more and more jobs are likely to be seen in the catch-up in terms of the number of opportunities that exist field of accessibility, the time to act is now to ensure those to support and promote accessibility an inclusivity. taking roles aimed at accessibility / inclusivity are armed with Progressive companies and individuals are blazing a trail for clear, relevant research as to how deliver the right change. Or this, the rest must follow. the intent and aim of the role may be wasted. 45 Section 5:
Conclusions
Check out the award-winning Crip Camp on Netflix and learn more about the history of the disability revolution. Section 5: Conclusions
Overarching trends The global view The regional view Recommendations
Leadership Gen Z/ Millennials Specialised roles for diversity and inclusivity will These generations are both highly influenced and Opportunities improve office culture and product output. influential. Keeping up to date with what interests and affects them the most will be integral to making Ethical wellbeing changes within business. Sustainability and ethics are often prominent in Strengths Strengths brand values. Personalisation Adaptions can be made to products to create a more personalised experience.
Inclusive products COVID-19 Products which cater to the needs of those with The possibility of growth and progression will Threats disabilities are still relatively uncommon in the be severely hindered by the COVID-19 mainstream. pandemic. Mental wellbeing will be affected, and major companies may not be able to Unconscious bias support the needs of all workers. Weaknesses The hiring process at major companies are still prone to unconscious bias.
47 Section 5: Conclusions
Overarching trends The global view The regional view Recommendations
Diversity & inclusivity The future of diversity & inclusivity within businesses relies on expanding teams and offering more mid-level positions. team expansion Currently, the majority of roles advertised are c-suite and top level.
Personalised, inclusive Brands will continue to develop personalised, inclusive products to contend with competitors, and to remain relevant. products will become However, consumers with disabilities are at risk of being more commonplace overlooked as focus remains on ethnicity, body shape and age.
Gen Z consumers and These consumers are more aware of under-representation and are Millennials will drive vocal about causes that they support. They will continue to support change brands that address the issue of inclusivity.
The COVID-19 pandemic has revealed the true agendas of major global Compassion speaks companies, highlighting those that value the welfare of their staff and volumes contribute to the community. Unsatisfactory responses by businesses will be remembered and result in an unfavourable brand image. 48 Make disability your business