getting to grips with systems change - Salterbaxter

EDITION 17

THE BIG SHIFT

GETTING TO GRIPS WITH SYSTEMS CHANGE

DIRECTIONS_SALTERBAXTER

CONTENTS

01 Introduction

02 Consumption Systems in Need of a Rethink

04 Navigating Disruption Within Changing Systems WE MEAN BUSINESS

06 Courage Campbell Soup Company

08 Consumers as Agents of Change World Resources Institute

10 A New Strategy for Coca-Cola in Europe The Coca-Cola Company and Coca-Cola European Partners

14 Transforming the Global Food System World Economic Forum

16

EDITION 17

INTRODUCTION Our current consumption patterns are stretched to breaking point. Few would argue the need to fix our systems. It’s how to manage an economically viable and just transition that is making heads ache. Some companies and organisations are leading the way and asking the bigger questions of themselves. Not just how do we address some of the big sustainability challenges – but how do we find ways to unlock the problems in the system and also hunt out economic opportunity. The UN SDGs are no panacea, but they have at least provided a framework for enquiry for many companies and organisations – public, private, big, small, incumbent and disruptive to get to grips with some of the challenges. It’s worth flagging that some companies are practicing a sort of SDG-washing that risks undermining the whole framework and the many more serious actors. How many companies out there flag their allegiance to the SDGs with a few words in their sustainability reports and yet deliver very little of substance? And how many have really looked at the implications of SDG 12 (Ensure sustainable consumption and production patterns) and the targets and details behind it that point clearly to a broken consumption system that requires complete re-invention, not a commitment to do slightly less harm? That’s why the report this year from the World Resources Institute is so welcome. Titled ‘The Elephant in the Boardroom’, it bursts some dangerous bubbles and gives the debate a much-needed reality check. We feature this report on pages 20 and 21. The main thesis is that with 3 billion people entering the global middle class in the next two decades, business has to adjust trajectory, as simply selling more stuff to people is just not possible given the current resource constraints – so tomorrow’s markets need some fundamentals to be re-set for economic growth to be achievable. The report provides powerful insights into how consumption is changing in the 21st century, what the implications are and what some of the solutions might involve. Ahead of this though, we also feature a few of the companies and voices trying to think the bigger thoughts in sustainability. Those that know that it’s not enough to just sign up to the movement and grab some SDG badges. To really get to grips with the challenges of sustainable economic growth, we need to fundamentally shift the systems we have built over the last 50 years to become fit for the next 50 years of human and economic development.

Disruption Through Digital Innovation SAP

It’s not easy of course – but the following pages give us some insights into what the path ahead will look like.

20

Salterbaxter

The Elephant in the Boardroom World Resources Institute

2

1

DIRECTIONS_SALTERBAXTER

EDITION 17

A BROK E N SYST EM

A U TFO MO DO T&I VBEE SV E R

Self-driving vehicles might give rise to an urban environment in which everyone can travel with a fraction of the cars in use today4

GHG emissions from transportation account for 20% of the global total1

3. James Tarmy, The Future of Fashion is 3D Printing, Bloomberg Pursuits, April 2016. www.bloomberg.com/news/articles/2016-04-15/3d-printing-is-poised-to-bringhaute-couture-into-the-home 4. Ruby Lott-Lavigna, From driverless cars to space tourism: what’s the future of transport?, Wired, January 2017. www.wired.co.uk/article/big-question-future-oftransport 5. Brain Love, Paris plans to banish all but electric cars by 2030, Reuters, October 2017. www.reuters.com/article/us-france-paris-autos/paris-plans-to-banish-all-butelectric-cars-by-2030-idUSKBN1CH0SI 6. Vertical farming market growth, Garden Culture Magazine, May 2016. gardenculturemagazine.com/techno-gardens/vertical-gardening/vertical-farmingmarket-growth 7. Edible insects: Future prospects for food and feed security, FOA Forestry Paper 171, 2013.

road air pollution and associated health costs1 OECD COUNTRIES, 2010

APPAREL Producing cotton for a single shirt can use

References:

2. Food Surplus and Its Climate Burdens, Environmental Science Technology, American Chemical Society, April 2016.

$1 TRILLION

Number of clothes consumers have purchased each year has increased by 60% between 2000 to 2004

and clothes are kept half as long1

Increasing by 30% a year, the global vertical farming market will reach $6.3 billion by 20226

IN 2050

Carlo Ratti, Director, MIT Senseable City Lab Andrew Bolton, Curator Of The Metropolitan Museum Of Art’s Costume Institute

1. The Elephant in the Boardroom: why unchecked consumption is not an option in tomorrow’s markets. Report authored by Samantha Putt Del Pino, Eliot Metzger, Deborah Drew and Kevin Moss, March 2017. (World Resources Institute).

9BN PEOPLE

RAGE

20%

FOO

GE

BEVE

Here’s a few ‘highlights’:

Agriculture is estimated to be the dominant driver of 80% of the world’s deforestation1

14% of emissions from agriculture in 2050 could be avoided by minimising food waste2

D&

The population is set to rise to 9.7 billion by 2050. The food we eat, the cars we drive and the clothes we wear are already having a huge impact on the planet. Current consumption patterns are putting global systems on an impossible trajectory.

Paris is one of the global cities banning diesel and petrol cars by 20305

A

CONSUMPTION SYSTEMS IN NEED OF A RETHINK

Limiting excessive calorie intake and increasing consumption of fruits and vegetables could save $735 billion in health related costs1

Insects emit less GHGS and have a feed conversion rate 12 times higher than beef 7 CELLULAR AGRICULTURE COULD ULTIMATELY REPLACE TRADITIONAL ANIMAL AGRICULTURE

‘3D PRINTING CAN BE AS REVOLUTIONARY AS THE SEWING MACHINE...THERE’S NO WASTE’3 Andrew Bolton, Curator Of The Metropolitan Museum Of Art’s Costume Institute

litres of water1

Sewbot, software automation’s clothesmaking robot, will be capable of making

T-shirts a year 8

8. Adel Peters, This T-Shirt Sewing Robot Could Radically Shift The Apparel Industry, Fast Company, August 2017. www.fastcompany.com/40454692/ this-t-shirt-sewing-robot-could-radically-shift-the-apparel-industry

2

3

DIRECTIONS_SALTERBAXTER

EDITION 17

Nigel Topping CEO, WE MEAN BUSINESS

NAVIGATING DISRUPTION WITHIN CHANGING SYSTEMS WHY THE LEADING COMPANIES OF THE FUTURE WILL HAVE SUCCESSFULLY EMBRACED UNCERTAINTY WE MEAN BUSINESS is a global non-profit coalition working with the world’s most influential businesses to accelerate the transition to a low-carbon economy. Its CEO Nigel Topping shares his perspective on how businesses are responding and the disruptive forces at play.

Managing the transition to a low-carbon economy is the defining challenge for many companies over the next decade. How they react to the disruption it brings will have ramifications far beyond their own boardrooms. Faced with rapid change it can be tempting to withdraw to business as usual, plot a steady course and hope for the best. However, engaging headlong in the global effort to decarbonise will provide companies with an effective compass to navigate the uncertainties ahead. The oil and gas sector is facing huge disruption in the race to decarbonise, as a result of the accelerating rollout of both renewable power and electric vehicles (EVs) globally. The challenges of finding a viable pathway, or multiple pathways, for such carbon intensive companies are not to be underestimated. But adopting a spirit of collaboration, where we recognise the inherent strengths of these companies as well as the roadblocks they face, is proving to be far more constructive than casting blame from the outside. Statoil is one of the few oil majors that is trying to plot an effective course to decarbonisation. The company, which is majority owned by the Norwegian government, recently announced plans to invest 15-20% of its capital into renewables and low-carbon technologies by 2030. This includes developing floating wind farms, which plays to the company’s strengths of delivering precision engineering in difficult geographies.

4

These decisions come amid a shifting political backdrop, where the country’s recent election could result in roadblocks to new oil exploration in the region. The company itself is quick to point out that demand for oil and gas will remain a key part of the energy mix for a long time to come. But in an industry where there has been a distinct lack of leadership, the company’s willingness to lay out a pathway that reflects the demands of the Paris Agreement counts as progress. Taking decisive action is vital for companies like Statoil if they are to maximise the business opportunities, minimise the risks such as stranded assets and effectively plan to transition workers away from polluting sectors in a just and fair way.

IT’S VITAL FOR COMPANIES TO ACTIVELY ENGAGE IN THE COMING DISRUPTION, TO ENSURE THE TRANSITION HAPPENS IN A JUST AND SUSTAINABLE WAY

Statoil is not alone in facing the complex challenge of managing a hydrocarbon portfolio while aiming to decarbonise. French counterpart Total is targeting 20% of its energy output to be renewable by 2035 and has invested in renewable firm Eren. While Shell is taking a more cautious approach and investing only a fraction of its annual expenditure in low-carbon technologies. Treating the low-carbon transition with caution is understandable, but underestimating the rate of change carries its own pitfalls. Not only are there risks to the company in the form of bad investments and lost ground to competitors, but a lack of effective planning can have detrimental impacts on a huge range of outside stakeholders. Forward-looking companies are acknowledging that disruption is not limited to their own businesses, they recognise ramifications through entire value chains, communities and even countries. This can clearly be seen in the race to electrification by the world’s biggest automakers, where the accelerating transition risks unintended consequences if not managed carefully. The rapid rate of change was recently underlined by Volvo’s plans to shift its entire fleet to hybrid or fully electric engines by 2019. This came as many of the major automakers are announcing plans to gear up their EV offerings in response to a tightening regulatory outlook in countries such as France, Norway, The UK, India and elsewhere. Most recently, General Motors announced plans to have 20 new electric models by 2023, highlighting its growing commitment to the all-electric auto industry and the eventual death of the internal combustion engine. And Ford is diverting more investment away from its traditional models. This rapid electrification represents a seismic shift not only for those companies, but for a whole host of related industries including component manufacturers, commodity producers, electric utilities as well as the production workforce. Some of these impacts may well have positive effects, such as copper miners seeing increased demand, while some may be potentially negative, such as unemployment at vehicle manufacturing plants due to the reduced number of components used in EVs.

The impact on oil demand from a rapid rollout of EVs is only starting to be fully understood, thanks partly to long-standing conservative forecasts from the likes of the International Energy Agency (IEA) downplaying the likelihood of exponential growth in EV stocks. Bloomberg New Energy Finance now forecasts more than half of new cars sold globally will be plug-in by 2040, as battery prices rapidly decline, improving range and reliability. This could displace around eight million barrels of oil a day. With China now looking to follow India by proposing an all-out ban on the production of non-electric vehicles in the coming decades, the era of endlessly rising oil demand appears to be nearing an end sooner than many thought.

THE OIL AND GAS SECTOR IS FACING HUGE DISRUPTION IN THE RACE TO DECARBONISE, AS A RESULT OF THE ACCELERATING ROLLOUT OF BOTH RENEWABLE POWER AND ELECTRIC VEHICLES This has been backed up by the IEA’s ramped up forecasts for the rollout of renewable capacity. The agency now forecasts global renewables to expand by over 920 GW by 2022, an increase of 43%, thanks largely to increased solar projections in China and India. Underestimating this force for change could lead to oil majors being unprepared, potentially risking the economic growth of countries reliant on oil revenues and the livelihoods of workers relying on the industry for jobs. This is why it’s vital for companies to actively engage in the coming disruption to ensure the transition happens in a just and sustainable way. It requires a systems-wide approach, which fully integrates internal and external factors, and encourages collaboration between companies, sectors, trade unions and governments.

5

DIRECTIONS_SALTERBAXTER

EDITION 17

Dave Stangis VP Corporate Responsibility and Chief Sustainability Officer, Campbell Soup Company

Helen Ireland Senior Consultant, Salterbaxter

DS I think the biggest challenge is the inherent behaviours and incentives within the systems – such as the short-sighted business cycles. They weren’t designed to be in conflict with sustainable food systems, but now they are. That’s where the big barriers blocking system changes are.

What does it mean to have foresight and vision and scenario planning that is 10 years out? What will the retail/E-commerce environment look like? What will the food system look like? What tools will we have available that we don’t have today and how do we plan for that? For instance, it takes three years to move from a conventional crop to an organic crop and you can’t sell any products during that period. These are the things that make it difficult to undo and to disrupt the system. We are thinking about the cycle within the year, and within the decade taking into account weather conditions, and water availability. We are trying to find ways to make this as transparent and as realistic as possible in order to make great food accessible to everyone. Does system transformation require companies to challenge the entire framework for modern business? What’s most important to drive change? SB

DS I think new companies have a tremendous advantage. They can start in this space, knowing the challenges and they aren’t breaking down old systems and old incentives.

COURAGE THE KEY INGREDIENT NEEDED TO TRANSFORM THE FOOD SYSTEM Campbell Soup Company is widely regarded as a leader in sustainable development within the food industry. We caught up with Chief Sustainability Officer, Dave Stangis, to understand how systems-thinking is applied to their sustainability approach.

Salterbaxter: You recently published ‘21st Century Corporate Citizenship’ in partnership with Katherine Valvoda Smith, Executive Director of the Centre for Corporate Citizenship at Boston College. The book responds to a knowledge and skills gap within corporate citizenship. Is this gap manifest in business right now? Dave Stangis: The 21st century marketplace will reward companies that optimise both business and societal value. We wrote the book to help practitioners drive change within their enterprise. We want them to be able to use all of the levers that are available to them in this role as many of them don’t know where the hidden sources of power or weaknesses are in companies. When we’re talking to people they view this challenge as much more difficult than it really is. SB So, in essence, you want to help others create winning corporate citizenship strategies. If this is the outcome, can you comment on the position that there is a fundamental tension between business strategy and corporate citizenship strategy – each attributed with very different time horizons and strategy cycles. Is this tension having an impact on transforming systems?

6

For existing companies – the big challenge is the courage to embrace the unknown. I’m somewhat interested in what we know, but I’m much more interested in what we don’t know because that is what I need to understand. You need to dig in deep into some of the things that you might not be so comfortable with being 100% transparent about, and then focus your work there. That takes courage. Some companies don’t like to declare visions of their future however I’d argue that they need to summon the courage in order to have the breakthrough ideas which will help them work out what they want to be in the future. You mention courage is important. Increasingly businesses are collaborating with partners and competitors unthinkable 20 years ago. What role do partnerships play within Campbell’s and how are they creating value in the food system? SB

DS We are in partnerships with our peers across the food industry. We are working with General Mills, Kellogg’s, Mondelez and Unilever across sustainable agriculture initiatives, healthy soil mapping, waste and measuring the food system’s impact. Up until a few years ago, the ‘how’ didn’t really matter. Who shared what? Who did what? But today that ‘how’ is a little competitive. The ‘how we do’ things is turning into a currency with consumers. However, there are things that we do learn and share as we all see that the faster we can transfer the learning, the better it is for all of us. SB That’s partnerships, but what about what we might call structural innovation in the food industry. What’s better to accelerate change: Campbell’s making greater investments in its own R&D, or acquiring challenger food brands?

DS Consumers are seeking out challenger brands. They want mission driven brands which offer organic, clean label real food. In 2016 Campbell’s launched a Venture Capital fund. Acre Venture Partners operates completely independently and is looking at investments at the intersection of health, sustainability and agriculture, because we need these capabilities. Not just Campbell but the food sector in general has to take on every tool – from pure plate sustainability to new product introductions. We are trying to accelerate innovation everywhere that we can find it. There’s work to be done internally as well – through our R&D, prototyping, packaging, recipe design and the development and trial run. It is more efficient and a way to fail and learn. Not only do we have to predict and describe the future, we have to be comfortable setting internal and even external breakthrough targets to get to where we want to be. We also need to be willing to adapt the internal systems that have worked well for the last 100 years if we want to survive and if we want to succeed long-term. SB Often challenger brands do well because they offer a compelling choice for consumers. What would you say to critics who believe limiting choice is a requirement in order to shift to a completely sustainable food system? DS It’s a conversation we have had internally over the last couple of years. For the last five years we’ve been reducing the number of products that have negatively associated ingredients in them whilst significantly increasing those which are viewed more positively. I think there are many examples where we (the industry) have tried to change consumer behaviour too quickly, for example trying to reduce sodium and sugar too fast. We can produce the healthiest product in the market but if the consumer doesn’t buy or eat it then it won’t have any impact! Food companies are probably a little at fault for getting there in the first place, but when we try to reverse that trend sometimes we can reverse it so quickly that the consumer just opts out. SB Within this context, consumer choice is largely influenced by policy. Is there any benefit in being ahead of policy makers? DS Over the last couple of years Campbell’s has been more overt in the policy arena. Being the first company to declare and support mandatory labelling of GMOs was rightly seen as leadership, as was advocating to stay in The Paris Agreement. In July, we disclosed that we would be leaving the Grocery Manufacturers Association. At the time these decisions felt like huge risks. They sound scary. They take courage. But in this environment they are differentiating and demonstrate credibility. SB Lastly, how does the food system and the key players within it need to adapt? DS The future of the food system depends on a different set of rules than those we relied upon in the past century. Business success must be coupled with consumer health and well-being and food system resiliency. This means that new partnerships will emerge, agriculture will evolve to new formats (urban, covered and regenerative) and systems design will incorporate soil health and minimise food waste.

7

DIRECTIONS_SALTERBAXTER

EDITION 17

Daniel Vennard Director, Better Buying Lab, World Resources Institute

1

3

Maximise Awareness. The more consumers see or think of a product, the greater the chance they will consider purchasing it. Enhancing the availability and display of the more sustainable food choice, and creating memorable advertising campaigns, can increase a product’s chance of being bought.

Replicate the experience

Disguise the change

Make socially desirable

Make socially unacceptable

Be more memorable

SHIFT WHEEL

WAR E

NESS

Form habits in new markets

Meet current key needs

Deliver new compelling benefit

Constrain display

A

Sell a Compelling Benefit. Most consumers are interested in the environment, but only a minority are concerned enough for it to influence what they buy. Delivering on attributes that are the most important to consumers (such as taste or affordability) or finding new ones is important. For example, Birds Eye repositioned its Pollock fish sticks as healthier Omega 3 Fish Fingers rather than as a sustainable alternative to Cod, which is overfished. In doing so, it shifted a large proportion of their consumers to the more environmentally friendly alternative.

Inform about the issue

MINI MISE DIS

Enhance display

IT

2

A

RMS L NO

ING BEN EF

Minimize Disruption. Changing consumption behaviour typically involves changing ingrained habits. Making differences between one product and another less obvious ­by mimicking traits like taste, look, texture, smell, packaging and the product’s location within a store can help facilitate change. For example, makers of milk alternatives such as soy, almond and coconut milks have launched packaging that looks similar to dairy milk, and have placed their products alongside it in supermarkets.

E IMIS

8

Changing the consumption system requires shifting from what people demand to what is supplied to them. Focusing purely on consumer behaviour change, without ensuring production can supply, won’t get us very far. That’s why it’s essential to collaborate with business to bring about change at scale. To engage them in producing, marketing and distributing more sustainable products.

MA X

A sustainable food system is one that provides healthy food to all people in a way that respects planetary boundaries and ensures that workers in the value chain are treated well and earn a decent income. Today we are far from this vision, but that doesn’t mean we can’t get there. At the WRI we’ve learnt that shifting from meatbased to plant-based diets is a key step in reducing the environmental impact of agriculture. Reducing food loss and waste is another critical step. Navigating vested interests is part and parcel of transformational efforts.

We’ve investigated more than a dozen historical examples where consumers had shifted en masse towards more sustainable products. Learning from these examples, we identified effective strategies and developed a new framework called the ‘Shift Wheel’. The Shift Wheel is comprised of four complementary strategies:

In nearly all the case studies reviewed, we found a shift in consumption involved multiple strategies from the Shift Wheel. Shifts also typically involved groups across a range of sectors, including manufacturers, retailers, NGOs and government agencies working in concert to drive the change.

TION RUP

The World Resources Institute is a leading global research organisation turning big ideas into action to sustain the world’s natural resources. Daniel Vennard is the Director of the Better Buying Lab, which brings together the best minds in consumer research, marketing strategy and behaviour change to research, test and scale new strategies that change consumption behaviour. We pressed Daniel on the influence consumers have to drive system transformation in the food industry.

So, how can we shift consumer behaviour to positively affect the food system? We know that shopping for food at the supermarket or ordering from a favourite restaurant involve habitual and sub-conscious decisionmaking processes. People tend to rely on routine and rarely do they notice new information and remember it, let alone act on it. When it comes to shopping, many people make buying decisions on auto-pilot. So, it’s no surprise that past government and NGO efforts to encourage more plant-based diets, which have largely centred around information campaigns, haven’t moved many people to change their diets. I believe a broader set of strategies that target how customers actually make purchasing decisions will be much more effective.

OCI

HOW SHIFTING CONSUMER BEHAVIOUR WILL INFLUENCE SYSTEMIC CHANGE

It’s not a unique or insurmountable barrier to change, it just requires a smart strategy. I am a firm believer in Buckminster-Fuller mantra ‘You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.’

EVOL VE S

CONSUMERS AS AGENTS OF CHANGE

4

Evolve Social Norms. What people buy is influenced by their cultural and social environments. Adapting social norms to make a preferred food more desirable than the less sustainable alternative can be influential. For example, to reduce the consumption of endangered sharks in China, WildAid ran a series of advertisements with high-profile celebrities – those that set social norms – declaring their opposition to shark fin soup. In addition, China’s State Council, which also sets norms in its own way, banned shark at official receptions. The results have been clear; the Chinese Ministry of Commerce reported a 70 percent decline in shark fin sales during the Spring Festival period of 2012-2013.

Enhance affordability

SE L L

PE L M O AC

L

9

DIRECTIONS_SALTERBAXTER

Ulrike Sapiro Director of Sustainability EMEA, The Coca-Cola Company

EDITION 17

Joe Franses VP Sustainability, Coca-Cola European Partners

Laurence Cox Junior Consultant, Salterbaxter

Nigel Salter CEO, Salterbaxter

SB

So what are the new elements of the strategy?

We have three main action areas – drinks, packaging and society – focused on the issues that matter most to our business and our stakeholders. We have a total of 21 commitments, including actions we will take on water, climate change and our supply chain. It’s a strong plan for today, but it will certainly have to evolve over the next few years in line with changing stakeholder expectations. On packaging it includes commitments to ensure that ‘100% of our packaging is recyclable’, that we are able to ‘collect 100% of our packaging’ and that ‘at least 50% of the material we use for our plastic bottles comes from recycled materials’. JF

A NEW STRATEGY FOR COCA-COLA IN EUROPE The Coca-Cola Company and Coca-Cola European Partners have come together to launch ‘This is Forward’, a new sustainability action plan for the Coca-Cola system in Western Europe. We spoke to the two people leading the plan: Joe Franses, Director of Sustainability at Coca-Cola European Partners (CCEP), and Ulrike Sapiro, Director of Sustainability EMEA, The Coca-Cola Company (TCCC) to find out more about it.

10

Salterbaxter What has driven development of the new strategy?

means closer operational alignment between our business and our brands to take action on sustainability.

Joe Franses: We recognise that our business has to adapt and be responsive to changing circumstances and expectations, and more frequently look at what we are doing, our direction and our priorities. Our new sustainability strategy, ‘This is Forward’ sets out what we want to achieve in terms of sustainability, and is fully aligned with our ambition to be a total beverage company. Critically, ‘This is Forward’ is a sustainability plan for the Coca-Cola system in Western Europe. It reflects a new level of alignment and shared vision across both The Coca-Cola Company and its newly established Western European bottler, Coca-Cola European Partners. Importantly, it

We knew that our new sustainability strategy needed to be driven by and based on insight, and it involved a detailed process of stakeholder engagement including outreach to NGOs, customers and suppliers. We also spoke to over 1,000 employees and, critically, consulted over 12,000 consumers across six countries in Western Europe. The findings were interesting – including a clear message from stakeholders that things need to change in terms of the role we should be playing with regard to nutrition, diets and systemic public health issues. More surprising was the consistency of views from across countries on the critical role of packaging including the importance of resource scarcity, resource efficiency, circular economy and recycling.

SB Packaging is a really interesting area as it’s so important to engage consumers, how are you going to achieve these packaging commitments?

Ulrike Sapiro: Yes, you’re right, and it’s definitely an important element of our packaging strategy. We are determined to do more to use the reach of our brands to inspire everyone to recycle. Achieving our packaging commitments won’t be easy. We’ll be working with existing recycling and packaging recovery systems and we will aim to achieve our commitments consistently across all our markets. We’ll also be focusing on innovation and R&D around packaging and recyclability to deliver new materials and new methods of delivering our products with less or no packaging. For example, in Great Britain we are partnering with the University of Reading to introduce a new initiative that will allow students and staff to purchase soft drinks via our Freestyle dispensing machines in reusable bottles. The key challenge will be to integrate recycling into brand-led communications. For example, many of our 500ml PET bottles in Great Britain now include a ‘Please Recycle’ message on our bottle caps. In some ways it is a really simple thing to do, but much harder to achieve internally. From a consumer perspective it is important that the first thing a consumer sees when they open a bottle will be a recycling message. We’ll also be putting more advertising spend into consumer communications about recycling and packaging. You might have seen our recent ‘Love Story’ campaign that ran in Great Britain – the first-ever ad made out of 100-percent recyclable packaging. Two plastic bottles fall in love as they meet over and over again, thanks to recycling. It’s all part of our message that our packaging is valuable and needs to be disposed of correctly so it can be recycled. We hope to encourage more people to recycle and highlight how plastic bottles can be reused to produce more plastic bottles, versus taking up space in landfills. The ad has run on TV, online and in cinemas in Great Britain, reaching 35 million people by the end of 2017. SB What do you think are the really difficult parts of your targets to achieve? US Well, we certainly didn’t want to put a plan in place that was easy to achieve. We wanted to respond to the expectations of our stakeholders and also put something in place that could drive our businesses to think

11

DIRECTIONS_SALTERBAXTER

differently, provide new and innovative solutions and engage our stakeholders, including consumers, in new ways. Some of our sustainability commitments will be very difficult to achieve and will not only require investment and a change in our current business model but importantly collaboration with a wide range of partners. For example, we’ll only be able to collect 100% of our packaging in Western Europe by working even more closely with local and national recycling and collection partners. Increasing the amount of recycled material we use in our PET bottles will also depend upon new partnerships, systems and processes. Our commitment to reduce greenhouse gas emissions by 35% across our entire value chain has been approved as being sciencebased, but will require strong long-term partnerships with first, second and third tier suppliers, as the majority of our carbon impacts sit beyond our direct control. SB Would you agree that you’re pushing the wider system in some places but perhaps not in others? JF Good question, we recognise that we can’t just look at our own internal operations without thinking about some of the wider systemic challenges that the world faces – we need to think about both at the same time. We’ve gone as far as we could on some topics and recognise that we have further to go, with much more to do on other topics. Working together across each of our organisations we are able to engage our senior leadership teams on key sustainability topics and push and pull certain levers to try and create a more holistic response. There’s always a tension between setting system level commitments versus more focus on internal improvements. SB As we know, influencing consumption patterns is going to be key to dealing with a number of complex sustainability challenges. How do you think the new strategy will do this? Mars have gone as far as communicating that people need to consume less, will you do this? US We are committed to encouraging responsible and mindful consumption, and recognise our role in making it easier for consumers to make healthier choices by enabling them to be more informed about the products they are choosing and have more packaging and portion options. We are increasing the number of low/no calorie drinks, making products in smaller pack sizes and increasing the percentage of marketing spend which is focused on low and no-calorie products. We recognise that too much sugar is not good for anyone and we fully support the WHO (World Health Organisation) guidelines on sugar consumption.

We are also working alongside other stakeholders to promote healthier diets and encourage balanced lifestyles, to tackle issues related to obesity and other non-communicable diseases. For example, TCCC has partnered with six major food companies, including Mars, to develop a colour-coded nutrition label on all our packages in the EU, to give more information about the nutrition in each food or beverage individuals or families choose. This is all helping towards our commitment that 50% of our sales will come from low or no-calorie drinks by 2025.

12

EDITION 17

SB One area that was explicit in your old strategy but less overt now, was the commitment to leadership and future change. Is there a reason for this change? JF When CCEP was created, it brought together three different Coca-Cola bottlers, including Coca-Cola Enterprises which had a well-established sustainability strategy. In building ‘This is Forward’ we’ve taken the best bits from the sustainability strategies of the three bottlers and will retain a focus on working to inspire others to focus on future sustainability innovation. We have a clear commitment to continue to take a leadership role on the issues that are most important to our business in Western Europe. Our stakeholders asked us to focus on what people really expect, and that’s why packaging and drinks are a core focus of our new strategy. It’s important to emphasise that sustainability leadership requires collaboration and partnerships to help find solutions to complex problems – that’s what sustainability is about. Delivering the SDGs, for example, will require more and bolder collaborations with current and new partners including NGOs, competitors and peers. SB So how are your employees getting involved in driving the strategy and bringing it to life? Are people incentivised to deliver these targets at senior level and below, or is it more about engagement and communication? JF Employees have been highly engaged in the development of ‘This is Forward’ and our priority now is to ensure the plan is integrated into their day-to-day work. This strategy is not a separate plan but a critical part of the business strategy and so people will be incentivised as part of their long-term performance. We are only going to be successful if all our people understand the challenges, have an opportunity to discuss them, and are inspired to deliver innovative solutions in their day-to-day work. Employee engagement is certainly an important element of how we’ll make this a success, including ongoing communications from our leadership. SB It’s great that you have now launched the strategy, but what is the end game? What will success look like for you (other than delivery of specific targets of course)? JF We want to meet the commitments we have set out, but in doing so our aim is to create a total beverage company that is growing in a responsible and sustainable way. We also know that our actions can also benefit the wider system – whether in terms of carbon, healthy choices or packaging recycling and collection rates across our territories. We know we can’t achieve anything on our own and are excited about working collaboratively with suppliers, industry associations and others to help drive innovative solutions to the many challenges that we collectively face.

13

DIRECTIONS_SALTERBAXTER

EDITION 17

Lee Howell Head of Global Programming, Member of Managing Board, World Economic Forum

TRANSFORMING THE GLOBAL FOOD SYSTEM The World Economic Forum is committed to improving the state of the world. Recognised as the foremost International Organisation for Public-Private Cooperation, it is focusing society’s business and political leaders to positively transform global systems through its range of initiatives, including ‘The System Initiative on Shaping the Future of Food Security and Agriculture’. Head of Global Programming and Member of the Managing Board, Lee Howell believes a theory of change is needed.

The World Economic Forum’s New Vision for Agriculture Initiative is a recent example of how we put partnership principles into practice in 21 countries, in Africa, Asia and Latin America. Of the over 800 million people that are chronically hungry and malnourished, many of them are small land-holding farmers. Sustainably increasing agriculture production in the most vulnerable communities required working with small land-holding farmers to rethink and redesign the existing value chain with all stakeholders. A new narrative (vision) could then be developed that recognised small-scale agriculture as a driver of food security, environmental sustainability and economic opportunity.

The Forum acted as a trusted platform to catalyse over 90 value-chain partnerships that have helped nearly 11 million farmers to date. These efforts have mobilised USD 10.5 billion in investment commitments of which USD 2.5 billion have been implemented.

PARTNERSHIP MEANS WE ACTIVELY INVITE PERSPECTIVES FROM ALL INTERESTED PARTIES BASED ON THE PREMISE THAT THE WORLD’S CHALLENGES CAN ONLY BE SOLVED THROUGH TRUST AND ENGAGEMENT WITH ALL MEMBERS OF GLOBAL SOCIETY If similar partnerships are to be applied towards transforming other parts of the food system, then it is worth reflecting on the following questions in advance of such an effort: 1

How well have you defined and understood the systemic nature of the problem, particularly its impact on value chains and business models? 2

Influencing a system, particularly a complex one like food, needs to be based on some theory of change. Such change, however, should not be moored exclusively to statistical predictions about the future production and consumption of food. There is no doubt that most people appreciate the fact that it will be a major technical challenge to nutritiously and sustainably feed a global population of 8.5 billion people by 2030. The inference can be made that there is likely to be a known, or implementable, solution to such a technical challenge is correct. But systemic change is more often an adaptive challenge rather than a technical one. I would proffer that an adaptive challenge is one that emerges when changes in societies, markets, customers, competition, and technology around the globe are forcing organisations to clarify their values, develop new strategies, and learn new ways of operating, and that often the toughest task for leaders in effecting change is mobilising people throughout the organisation to do adaptive work (Heifitz & Laurie, Harvard Business Review, 1997). The complexity of the food system, coupled with its tight links to other systems such as healthcare, makes for a number of adaptive challenges. For example there are nearly 800 million people who are malnourished while over

14

one billion people are overweight or obese. How do we solve for both with the added requirement of doing so sustainably? This is one of the many adaptive challenges that surface from the 2030 Agenda for Sustainable Development which was endorsed by 193 world leaders in 2015. The United Nations framed that agenda around seventeen Sustainable Development Goals (SDGs). The second SDG is zero hunger and the third is good health and well-being. In principle it makes sense to address the two holistically. But in practice, it is beyond the remit and competency of any single institution, public or private, which is why the 17th and final SDG is partnerships for the goals. It is also core to the mission of the World Economic Forum given our status as the international organisation for public-private cooperation. Partnership also shapes our view that the world is an interconnected ecosystem and as such there are always unintended effects and unseen interdependencies to consider when addressing a topic such as food. More importantly, partnership means we actively invite perspectives from all interested parties based on the premise that the world’s challenges can only be solved through trust and engagement with all members of global society.

Have you identified and engaged all of the relevant stakeholders? 3

What is the shared interest, purpose or action that the stakeholders are aligned with? Discovering the answers to these questions is at the core of building partnerships and is embedded in the culture of the World Economic Forum.

15

DIRECTIONS_SALTERBAXTER

EDITION 17

Will Ritzrau Director of Sustainability, SAP

DISRUPTION THROUGH DIGITAL INNOVATION SYSTEMIC CHANGE POWERED BY CLEAR PURPOSE For 45 years SAP has been at the forefront of the digital revolution fuelled by a pioneering spirit. Cloud computing, big data, the Internet of Things, machine learning and artificial intelligence are all enabled by SAP HANA architecture. Will Ritzrau, Director of Sustainability at SAP explains how they are already powering the systemic transformation the world needs by putting purpose at the heart of their R&D pipeline.

16

SAP’s vision is to help the world run better and improve people’s lives. In service to this enduring purpose, we have committed our people and our products to address the world’s biggest economic, environmental, and societal issues and contribute to the United Nations Sustainable Development Goals (SDGs). The digital revolution has given people more choices – who they buy from, who they work for, and who they invest in. They want to work with companies dedicated not only to solving business problems, but which have a social conscience as well. SAP’s strategy brings together talent and technology to address global challenges – which benefits business, customers, employees – and the world. SAP is embedded in the foundation of the global economy, society and environment serving over 355,000 customers in 180+ countries; 76% of the world’s transaction revenue touch an SAP system; our customers produce 78% of the world’s food and represent 58% of the UN member governments. It’s statistics like these that underscore why SAP is uniquely qualified – and we see it as our responsibility – to help tackle the world’s biggest challenges head-on.

SAP IS UNIQUELY QUALIFIED – AND WE SEE IT AS OUR RESPONSIBILITY – TO HELP TACKLE THE WORLD’S BIGGEST CHALLENGES HEAD-ON SAP endeavours to deliver continuous innovation to help organisations run at their best by supporting them to transform and accelerate the global economic, social and environmental impact they have in areas such as chronic disease prevention, humanitarian relief and post-harvest loss. In the agricultural sector Stara tractors have connected people-to-machines-to-plants in order to increase productivity and sustainable farming practices helping farmers to increase their yield per acre without having to cut down trees, maintaining the balance between cropland and forest and between progress towards SDG#2 ‘Zero hunger’ and SDG#15 ‘Life on Land’. Although Stara tractors already had sensors, they needed real-time systems to make use of the data, gain better insights and make smarter decisions so they partnered with SAP Labs Latin America to integrate the sensors with a Digital Farming platform powered by SAP HANA.

17

DIRECTIONS_SALTERBAXTER

Our products and influence are also having a disruptive positive effect on the healthcare sector and on SDG#3 ‘Good Health and Well-being’. The world’s population is projected to grow to nearly 10 billion people by 2050, according to United Nations estimates. With many people enjoying longer lives, the healthcare industry will be required to adapt and grow. Digital disruption is the key to enable a more effective, cost efficient future for the healthcare industry and its patients, and SAP is leading the charge. For example The American Society of Clinical Oncology (ASCO®) and CancerLinQ™ saw an opportunity to provide patients with live, personalised care informed by the data of nearly every patient treated before them. In order to achieve this goal, they needed a partner with innovative, technical expertise to complement their scientific and medical expertise. SAP HANA has allowed them to collect and process patient data from around the world, generating medical insights at an unprecedented scale.

DIGITAL DISRUPTION IS THE KEY TO ENABLE A MORE EFFECTIVE, COST EFFICIENT FUTURE FOR THE HEALTHCARE INDUSTRY AND ITS PATIENTS, AND SAP IS LEADING THE CHARGE ASCO® and CancerLinQ™ now harness Big Data to improve patient treatment and change cancer care including analysing more than 850,000 health records to find the best treatment, using 100% of available data (up from 3%), and enabling oncologists to understand and deliver the best treatment options available to the patient. At a time when automation and innovation are changing the way we live and work, SAP is offering technology to prepare today’s workforce for the opportunities and challenges of the digital age. Everyone deserves the chance to be a contributing and productive member of society. Until recently, organisations have lacked the tools to address workplace inequality but we are using SDGs#8 ‘Decent Work and Economic Growth’ and 10 ‘Reduced Inequalities’ to guide our work. The Business Beyond Bias functionality within SAP Success Factors applies machine learning technology to identify and eliminate (un)conscious bias in the end-to-end employee lifecycle. Think of it as a spell-check for unconscious bias!

18

EDITION 17

We are also addressing large scale societal issues such as forced labour in global supply chains. SAP Ariba and Made in a Free World partnered to help procurement businesses gain deeper insights and transparency from their suppliers to detect and eradicate forced and child labour and track raw materials, thereby ensuring SDG#12 ‘Responsible Consumption and Production’. There are currently 26 million consumers registered on the platform and this collaborative effort to improve business practices could create economic prosperity for approximately 30 million people, many of them children. Companies trust SAP every day to help them serve their customers to compete and win in the digital economy. We balance visionary, responsible innovation for early adopters and thought leaders, and the market’s readiness to adopt and scale new innovation. We encourage open collaboration to generate the best results. We innovate with purpose partnering with customers, NGOs, and governments across the global ecosystem – positively transforming and increasing transparency in supply chains, workforces and small business growth. We understand the dependencies between economic, social and environmental performance. This is why we do what we do. We embrace collaboration to build our R&D pipeline because: 1

No organisation can go at it alone. 2

It allows us to tap into the global community to deliver impact far beyond the walls of SAP. Looking ahead, we continue to strive for improvement on global impact measurement and are piloting an internal customer impact index for SAP’s current and future portfolio.

WE BALANCE VISIONARY, RESPONSIBLE INNOVATION FOR EARLY ADOPTERS AND THOUGHT LEADERS, AND THE MARKET’S READINESS TO ADOPT AND SCALE NEW INNOVATION. WE ENCOURAGE OPEN COLLABORATION TO GENERATE THE BEST RESULTS

WORKING TOWARDS A HIGHER PURPOSE (AND HELPING YOUR CUSTOMERS DO THE SAME) IS NOT A NICE-TO-HAVE, IT’S A BUSINESS IMPERATIVE. PURPOSE MATTERS TO EMPLOYEES, CUSTOMERS AND SHAREHOLDERS ALIKE Working towards a higher purpose (and helping your customers do the same) is not a nice-to-have, it’s a business imperative. Purpose matters to employees, customers and shareholders alike. Even if a manager is not naturally inclined to keep purpose at the centre of their team’s strategy, the facts are irrefutable because it matters to the bottom line. It’s in a manager’s best interests to inspire the organisation and work toward a higher purpose beyond economic success. Companies that prioritise purpose have increased sales by 20%, boosted employee engagement, lowered employee turnover by 50%, and see 6% higher returns on stock price*. There is always room for improvement, but you will see examples of SAP leaders at every level improving lives each day. SAP is in a unique position as a tech company as it has a 45-year history of business innovation and transformation. We guide and challenge customers to transform their businesses and innovate beyond traditional constraints. Our sustainable business strategy demonstrates that being purpose-led enables us to be the world’s most innovative cloud company. All of that said, we know we can’t do it in isolation so we invite other tech companies – and all companies for that matter – to join us in the pursuit to help the world run better and improve people’s lives.

* Sources EY Winning with Purpose Report 2016, HBR & EY, The Business Case for Purpose, BrandZ Report, 2016, Project ROI Report, 2015 & EY, 2015.

19

DIRECTIONS_SALTERBAXTER

EDITION 17

Figure 4 | Priority for 2000–2050: Meet Greater Consumer Demand with Far Less Resources

5 Indexed Growth (2000=1)

THE ELEPHANT IN THE BOARDROOM

The problem is that the planet’s natural systems and finite resources cannot keep up. Studies cited in this paper show that we are already at or close to the limits of the planet’s ability to provide. A continuation of business as usual would mean not just a slight additional strain, but three times as much consumption of the planet’s already overused resources. This working paper calls on companies to do the math by looking openly and honestly at their dependency on natural resources and the associated limits on business growth;

GHG, Land, and Water Impacts of Protein Sources for Human Consumption

PLANT-BASED

ANIMAL-BASED

ha 1,000 m3 t CO2e

250 LAND USE (ha) Pasture

Rainwater

8

200

Irrigation GHG EMISSIONS (t CO2e) Land-use change Agricultural production

9

6

150

6

4

100

3

2

Unprecedented innovation required to meet demand while keeping resource consumption flat

50

0 Sugar

Rice

Rapeseed & Mustard Seed Oil

2010

2020

2030

2040

2050

FAST-MOVING CONSUMER GOODS – CLOTHES

CONSUMER DURABLES – CARS

CONSUMABLES – BEEF

Average households in the United States spend roughly six times as much on clothes as those in a major emerging economy like Brazil (see Figure 11). Spending around the world is projected to increase, and the advent of fast fashion means more and more clothes are being produced per dollar spent. The number of clothes the average consumer purchases has increased 60 percent between 2000 and 2014, and the clothes are kept about half as long (Remy et al. 2016).

Roughly 100 years ago, with innovations like Henry Ford’s assembly line, companies started producing automobiles that were affordable for the average U.S. household. Demand and consumption increased rapidly throughout the 20th century as car ownership transformed personal mobility and shaped growing American cities.

Millions of people are hungry, undernourished, or have poor diets. What people eat, how much they eat, and how often is a complex interplay between personal choice, religious faith, cultural preferences, food availability, and economic status. There is one absolute requirement of the global food system, and that is to ensure each and every person has sufficient nutrition. The modern food system is incredibly complex, inefficient, and vulnerable. Food exports globally were valued at nearly $1.5 trillion in 2014 (WTO 2015). By 2050 a food gap will exist, meaning there will be a need for 70 percent more food than is available today to feed the world’s nearly 10 billion people (Ranganathan et al. 2016).

What are the environmental implications if the industry ignores the environmental and social cost of today’s business model? Will companies continue to produce and sell clothes at ever-increasing rates, or will they embrace new, better models that benefit both customers and workers across the value chain?

take a leadership role by using their influence to change the conversation with key stakeholders; and transform the business to one that will thrive in a resource-constrained environment.

1

Notably, the textile and apparel industries directly employ more than 40 million people worldwide – mostly women (Kirchain et al. 2015) – and the industry represents a significant percentage of overall employment in several countries (see Figure 12). These industries can create jobs indirectly, too. For example, according to some estimates, for every textile job in India, there are an additional 1.2 jobs in associated industries (Gugnani et al. 2012). However, issues of worker safety and unsafe working conditions came to the forefront in 2013 when a garment factory in Bangladesh’s Rana Plaza, largely dedicated to Western brands, collapsed, killing more than 1,100 workers and seriously injuring over 2,000 (HRW 2015).

Cropland FRESH WATER CONSUMPTION (1,000 m3)

12

Agressive resource efficiency, but overall consumption still increases by 1.4x

There is no authoritative estimate of the size of the global apparel industry. Estimates vary from $900 billion to $3 trillion, depending in part on how the industry is defined. What is clear is that the industry generates huge profits. It is also responsible for 10 percent of the world’s GHG emissions (Zaffalon 2010), uses 1.32 trillion gallons (5 trillion L) of water for dyeing processes a year (Maxwell et al. 2015), and sends an estimated 48 billion to 144 billion square yards (40 billion to 120 billion sq. m) of fabric from factory scraps to the landfill each year (Reverse Resources 2016).

PER MILLION KILOCALORIES CONSUMED

10

2

Sources: Based on raw data from OECD; Fischer-Kowalski et al. 2011.

www.wri.org/publication/elephant-in-the-boardroom

15

Business-as-usual: resource consumption increases by 3x

2000

As mentioned in our introduction, we think ‘The Elephant in the Boardroom’ report from the World Resources Institute has flagged some of the key challenges facing our stretched consumption system. It’s essential reading. Here are a few extracts...

Figure 8 |

3

0

WHY UNCHECKED CONSUMPTION IS NOT AN OPTION IN TOMORROW’S MARKETS

However, underneath this welcome progress lies an uncomfortable truth: Most businesses’ growth is still predicated on more people buying more goods. The world will have more than 9 billion people by 2050, and the middle class will have swelled by 3 billion by 2030. On top of this, consumer expectations for yet more are being stoked by trends such as fast fashion. The rapid expansion of consumption-driven markets in the coming decades is the anticipated engine for continued business growth.

World GDP

4

Maize

Roots & Tubers

Wheat

Soybean Fruits & Sunflower Oil Vegetables Seed Oil

Pulses

Pork

Eggs

Fish (farmed)

Poultry

Dairy

Notes: Data presented are global means. Entries are ordered left to right by amount of total land use. Indicators for animal-based foods include resource use to produce feed, including pasture. Tons of harvested products were converted to quantities of calories and protein using the global average edible calorie and protein contents of food types as reported in FAOSTAT database. “Fish” includes all aquatic animal products. Freshwater use for farmed fish products is shown as rainwater and irrigation combined. Land use and greenhouse gas emissions estimates are based on a marginal analysis (i.e., additional agricultural land use and emissions per additional million calories or ton of protein consumed). Based on the approach taken by the European Union for estimating emissions from land-use change for biofuels, land-use change impacts are amortized over a period of 20 years and then shown as annual impacts. Land use and greenhouse gas emissions estimates for beef production are based on dedicated beef production, not beef that is a coproduct of dairy. Dairy figures are lower in GlobAgri than some other models because GlobAgri assumes that beef produced by dairy systems displaces beef produced by dedicated beef-production systems.

Beef

Today U.S. households far outspend other countries on transportation (see Figure 5). Much of this high spending is related to personal automobile ownership. In car dependent American communities, transportation costs can amount to 25 percent of a family’s income (USDT 2014). Worldwide, automobile ownership varies widely across countries. In the United States, there are more than 80 vehicles for every 100 people. There are far fewer vehicles per person in emerging economies – including Brazil (20 per 100); China (10 per 100); and India (2 per 100; OICA 2017) – but more people in growing countries will soon reach the point where they can afford a car. Countries are already motorizing rapidly. In 2005 there were 900 million vehicles on the road globally. By 2010 the world had surpassed 1 billion and reached 1.25 billion in 2015. That represents an increase of more than 40 percent in the span of a decade, in part due to rapid growth in China (+351 percent), India (+171 percent), and Brazil (+81 percent; OICA 2017).

Animal-based proteins have the highest impact on the environment of any food, and beef is the most impactful. Consumption of beef is trending upward in many countries. With the exception of countries like Brazil and Argentina, the highest per capita meat consumption occurs in developed countries (see Figure 7), but it is also growing in emerging economies (Ranganathan et al. 2016). Overall, worldwide consumption of animal-based foods (meats and dairy) is expected to increase 79 percent between 2006 and 2050, and beef demand by 95 percent (Ranganathan et al. 2016).

FURTHER READING Intrigued and want to find out more about how we shift our consumption systems? Here’s a few things we like... • The Elephant in the Boardroom: why unchecked consumption is not an option in tomorrow’s markets. Report authored by Samantha Putt Del Pino, Eliot Metzger, Deborah Drew and Kevin Moss, March 2017. • Sustainable Diets: How Ecological Nutrition Can Transform Consumption and the Food System by Pamela Mason and Tim Lang. • Homo Deus: A Brief History of Tomorrow by Yuval Noah Harari. • Mapping Momentum by Rachel Sinha and Tim Draimin www.sigeneration.ca/mapping-momentum • RSA From Design Thinking to Systems Change by Rowan Conway, Jeff Masters and Jake Thorold www.thersa.org/discover/publications-and-articles/reports/from-design-thinking-to-system-change

Source: Reproduced from Ranganathan et al. 2016.

20

21

ABOUT US

How we help our clients: Stakeholder analysis and engagement

We are the leading international sustainability strategy and communications consultancy. We help companies and brands Step Up to the challenge of the changing relationship between business and society.

Advisory Boards Strategic frameworks

Benchmarking

Materiality

Strategy development

Strategy

Purpose Performance Transformation

We combine strategy, insights and creativity to help business build purpose, deliver performance and drive transformation. Social media management Influencer engagement

Co mmunications

Communication frameworks

Reporting

CONTACT US www.salterbaxter.com @salterbaxterMSL

Samuel Griffin-Flynn Business Development [email protected] T: +44 (0)20 7229 5720 DD: +44 (0) 207 313 8682

LONDON 82 Baker Street London W1U 6AE T: +44 (0)20 7229 5720

NEW YORK CITY 1675 Broadway, 29th Floor New York, NY 10019 T: +1 646 500 7906

Campaigns and content