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Understanding the needs and consequences of the Ageing
Consumer
Webinar - 17th April 2013 – 15:00 CET
Webinar HousekeepingWebinar Housekeeping
If you are not speaking please put your phone on mute to avoid echo on the phone line
We are very happy to take your questions at the end of the WebinarWe are very happy to take your questions at the end of the Webinar
The duration of today’s webinar is 60 minutes
The webinar is being recorded
You can ask questions during and after the webinar to Sharon Bligh, CGF by email: s.bligh@theconsumergoodsforum.com
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Webinar Agenda & Speakerseb a ge da & Spea e s
Name Company Topic
S bi Ritt Th C G d F 1 I t d ti t Th CSabine RitterExecutive Vice President, Strategy, Industry Initiatives, Strategic Alliances
The Consumer Goods Forum 1. Introduction to The Consumer Goods Forum
Onno Franse Royal Ahold & 2 Introduction and backgroundOnno FranseProgramme Director Healthy Living & Climate Action
Royal Ahold & Co-Chair CGF Health & Wellness Core Team
2. Introduction and background to the Ageing Project (CGF Health and Wellness Initiative)
Martin WalkerSenior Director Global Business
A.T. Kearney 3. The Agequake andImplicationsSenior Director Global Business
Policy CouncilImplications
Mike MoriartySenior Partner
A.T. Kearney 4. Three Hypotheses5. Inclusion
Martin Walker A.T. Kearney 6. Value
Joyce GallagherExecutive Director
Chicago’s Area Agency on AgingAge-Friendly Chicago
7. Social Redesign and Public Private partnerships
Onno Franse Royal Ahold 8. The impact on our industry
Mike Moriarty A.T. Kearney 9. Next steps and ideas for discussion
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All speakers 10. Questions?
Introduction to The ConsumerIntroduction to The Consumer Goods Forum
Sabine RitterExecutive Vice President, Strategy, Industry Initiatives, Strategic
AlliancesTh C G d FThe Consumer Goods Forum
Who are we?Who are we?
The Consumer Goods Forum is a global industry networka global industry network
The world’s leading association of retailers & manufacturers and their business partners
A l b l i ti ith h d t i
400 members70 countries
A global organisation with headquarters in Paris and offices in Tokyo and Washington
A unique platform to develop common
9.9 million employees U$3.3 trillion inq p p
positions on key strategic, operational and non-competitive issues affecting the consumer goods business
U$3.3 trillion in sales
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Board of Directors: Retailer Collegeg(all CEO or Chairman)
6
Board of Directors: Manufacturer College(all CEO or Chairman)
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The CGF Vision & MissionThe CGF Vision & Mission
The Vision:The Vision:“Better lives through better
business”
The Mission:
“Working together to enable our industry to passionately serve shoppers, consumers and communities betterconsumers and communities better, faster, with great value and in a responsible way.”
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and in a responsible way.
The Forum has 5 strategic prioritiesThe Forum has 5 strategic priorities
Emerging S t i bilit Safety & KnowledgeEmerging Trends Sustainability Safety &
Health
Health &
Operational Excellenceg
Sharing & People Development
GlobalGlobalFoodFuture Value
ChainWellness Initiative
Ageing
Global Summit
Future
Food Safety
InitiativeClimate Change
• Deforestation
• Refrigeration Food Safety Ageing Population
Share our Supply Ch i
Prepare our People
Connect Businesses Information
Focus on
Consumers &
Future Leaders
• Refrigeration
• Product Sustainability Measurement
Food Safety In Asia
Waste
Chain ou eop e& Shoppers
Waste
Global Social
C li
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ComplianceProgramme
There are two Board sponsors forThere are two Board sponsors foreach strategic pillar
Emerging Trends Olaf Koch, MetroKasper Rorsted, Henkel
Sustainability Philip Clarke TescoSustainability Philip Clarke, Tesco Paul Polman, Unilever
Safety & Health Safety:Irene B. Rosenfeld, Mondelez,Danny Wegman, Wegman’s
Health & Wellness: Paul Bulcke, NestléPaul Bulcke, NestléDick Boer, Royal Ahold
Operational Excellence Greg Wasson, WalgreensRobert McDonald, Procter & Gamble
Knowledge Sharing & People Development
Indra K. Nooyi, PepsiCo Gareth Ackerman, Pick n Pay
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Questions?Questions?
To ask questions during or after the webinar please email Sh Bli h t CGF bli h@th d fSharon Bligh at CGF: s.bligh@theconsumergoodsforum.com
Introduction and background toIntroduction and background to the Ageing Project(CGF Health and Wellness Initiative)(CGF Health and Wellness Initiative)
Onno FranseProgram Director Healthy Living & Climate Action
Royal Ahold
Health & Wellness ResolutionsHealth & Wellness Resolutions
I. Access & Availability of Products and Services
II. Product Information and Responsible Marketing
III. Communication and Education about Healthier
Diets and Lifestyles
We will offer consumers and
We will provide transparent, fact-
We will use communication and
shoppers a range of products and services that
p ,based information
that will help consumers and
educational programs to help raise consumer
supports the goals of healthier diets and
lifestyles
shoppers make informed product
choices and usages
awareness on health & wellness and
energy balance to inspire healthier
diets and lifestyles
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The Health & Wellness Agenda of the CGFThe Health & Wellness Agenda of the CGF
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Reportepo t
Understanding of the health and wellness consequences and needs of ageing populations
Understanding of the health and wellness consequences and needs of ageing populationsageing populationsageing populations
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Key findings from the work doneey d gs o t e o do e
Ageing is huge, but easy to miss
Inclusion is key for a healthy society
There is value in retaining customers by training staffg y g
Social redesign is the role the Consumer Goods Industry can play
There is a unique opportunity for the CGF to create value
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The Agequake and ImplicationsThe Agequake and Implications
Martin WalkerSenior Director Global Business Policy Council
A.T. Kearney
The Agequake has already begune gequa e as a eady begu
Evolution of 15 and 60+ share of total world population
40 %
Evolution of 15- and 60+ share of total world population- %, 1950-2050 -
30 %
20 % Share of 15-Share of 60+U.K. Brazil
France
India
WorldMexicoRussiaSpain
Turkey
U.S.
10 %
Germany China IndonesiaItalyJapanTurkey
0 %
1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050
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Fewer Workers to Support Each RetireeFewer Workers to Support Each Retiree...
Workforce (1) growth index (2010=1)Workforce (1) growth index (2010=1)Today 2025
1.401.50
India
1.20
1 001.10
1.30
UKBrazil
CanadaUSA
0.80
1.00
0.70
0.90 ChinaFrance
GermanyRussia
Italy
0.60
0.400.50
0.30
Japan
unless the concept of Educateunless the concept of Educate--WorkWork--Retire changesRetire changes
1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 20500.20
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...unless the concept of Educate...unless the concept of Educate WorkWork Retire changesRetire changes
It’ t j t 65+It’s not just 65+ Healthy life expectancy(1) at 60 per country
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8180797673
- years, 2010-
2016132119
60 year-old
JapanGermanyU SChinaIndia JapanGermanyU.S.ChinaIndiaHLE extension (in years)
since 2005:0,8 1,1 1,4 1,5 1
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We need to think...now...about the 80+ as well as the 55+We need to think...now...about the 80+ as well as the 55+
The A T Kearney Global Ageing Consumer StudyThe A.T. Kearney Global Ageing Consumer Study
U S
Western Europe(1)
Russia
U.S.p
JapanChina
IndiaMexico
Brazil
More than 3,000 detailed surveys & outside shop interviewsMore than 3,000 detailed surveys & outside shop interviews
Covering 60% of total world populationCovering 60% of total world population
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Covering 60% of total world populationCovering 60% of total world population
Interview results with H&W Core team companies revealed te e esu ts t & Co e tea co pa es e ea eda new perspective: an opportunity for the CGF to unlock value
The “power to convene”
Get in front of the opportunity and be a relevant voiceGet in front of the opportunity, and be a relevant voice
The Ageing population is the primary driver of demographic change in the coming years
Ranging from overall wellbeing via a diversity of Ageing groups to tactical considerations
Start a ‘contemporary’ discussion with the Ageing consumer
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Three HypothesesThree Hypotheses
Mike MoriartySenior Partner A.T. Kearneyy
Expert insights led to three key drivers in creating new pe t s g ts ed to t ee ey d e s c eat g evalue for the Ageing consumer
PotentialInclusion PotentialValue for the
CG companies
Inclusionfor a
healthy society
Creating new value by empowering Cthe Ageing Consumer
RedesignRedesignhealthysociety
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Three Hypothesesee ypot eses
■ Inclusion — Inclusion of the ageing population is an essential driver of a healthy society. It leads to more and wider knowledge, diversity, long-term perspectives, relevance, and i d h i f i b th ll b i d llimproved choice for everyone—in both well-being and wellness.
■ Social Redesign The CGF is in a unique position to act in the redesign of a healthy■ Social Redesign — The CGF is in a unique position to act in the redesign of a healthy, inclusive society. CGF member companies have a unique reach to billions of consumers and tens of millions of employees each day. Food, beauty, and shopping are among the few common experiences that build social cohesion. Our member have an unrivaled perspective in both developed and developing marketsin both developed and developing markets
■ Value —The potential value of the ageing population is enormous—perhaps US$6 Trillion of■ Value The potential value of the ageing population is enormous perhaps US$6 Trillion of incremental spending over the next decade. But the ageing consumer also represents an underused and highly experienced potential for the workforce. Better engagement—as consumers, shoppers, employees and citizens—could reduce healthcare costs and pension requirement and create a broader benefit for society as a whole
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requirement, and create a broader benefit for society as a whole.
InclusionInclusion
Mike MoriartySenior PartnerA.T. Kearneyy
Inclusion of the ageing population is an essential driver of c us o o t e age g popu at o s a esse t a d e othe healthy society
Exclusion leads to a gap in social and physical health
Too many people excluded will lead to inequalityToo many people excluded will lead to inequality
Exclusion leads to blinkered knowledge, shrunken talent-pool, narrow vision, and short term thinking
Inclusion leads to more and wider knowledge, diversity, long term perspectives, relevance and improved choice—well-being as well as wellness
The human race is becoming an elderly species. Either we allow this revolutionary change to h t k t h thi i h lth d ibl f hi
Possible actions• Inculcate a passion for empathy to eliminate a false “us and them” perspective
happen to us, or we work to shape this process in a healthy and responsible fashion
Inculcate a passion for empathy to eliminate a false us and them perspective • Include the vision of empowering the Ageing consumer into Members’ vision• Explicitly include considerations of consequences, needs and potential of the Ageing
population in the strategic planning process, e.g., marketing, HR, brand & category t d t d l t
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management, product development
ValueValue
Martin WalkerSenior Director Global Business Policy Council
A.T. Kearney
The Potential Value of the ageing population is enormous –e ote t a a ue o t e age g popu at o s e o ousand not only in money
We cannot afford to exclude their growing market share (up to 30%)
Their numbers will double over the next twenty years and their spending more than doubleTheir numbers will double over the next twenty years, and their spending more than double, although pressure on pensions could also lead to more old-age poverty
They do shop differently, from both a product purchase point and a social point of view
The want to contribute to society, and want to be relevant to the community.
They represent an underused and experienced potential for the workforce.
Possible actions• Understand the value potential better to seize it more effectively• Reach out and involve experts to expand your understanding• Involve the ageing population in focus and planning groups to identify new sources of value• Engage them to capture the value of their desires to contribute to society
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Social Redesign and Public PrivateSocial Redesign and Public Private Partnerships
Joyce Gallagher Executive Director, Chicago’s Area Agency on Aging
Age-Friendly ChicagoAge Friendly Chicago
Social Redesign and Public Private PartnershipsSoc a edes g a d ub c ate a t e s ps
■ Do not think of the 65+ consumer as “elderly”, and certainly don’t call them that !
■ Ageing consumers want to be respected■ Ageing consumers want to be respected
■ Ageing consumers are not a homogenous group
■ The relative shortage of younger people is going to transform the workplace■ The relative shortage of younger people is going to transform the workplace
■ Career patterns are going to change
■ Governments face stress as populations grow olderp p g
■ CGF members have a unique role in bringing people together
■ It is in the best interests of CGF members to address these issues
■ The Agequake is urgent
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Do not think of the 65+ consumer asDo not think of the 65+ consumer as “elderly”
and certainly don’t call them that !and certainly don t call them that !
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A i t t b t dAgeing consumers want to be respectedand are not a homogenous group
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The relative shortage of younger people isThe relative shortage of younger people is going to transform the workplace
Here are some of the top benefits of hiring older workers:
Loyalty: the older generation of the workforce was brought up during the time of the “dedicated company man.” These older workers are looking to build long-term relationships with an employer and oftenlooking to build long-term relationships with an employer and often exhibit a stronger work ethic than their younger competition;Experience: time and experience are related. Older employees have often used their extended time in the workforce gaining a wealth of valuable knowledge;Connections: in this age of “networking”, older workers have not only experience to offer but years of relationship-building and valuable connections;connections;Fewer Family Obligations: since employees in the 55 and over age bracket are living in an “empty nest”, there are less family obligations and chance of situations arising (i.e., school cancellations, sick children) to affect attendance or performance, and there is the ability and willingness to be flexible with work hours and scheduling;Compromise: since job opportunities are limited for older workers, they may be more apt to take on unpleasant tasks and added
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they may be more apt to take on unpleasant tasks and added responsibilities, and have learned to “choose their battles” in the workplace.© 2012 The Proactive Employer , Stephanie R. Thomas, Ph.D.
Career patterns are going to changeCareer patterns are going to change
Ages 5-20S h l
Ages 20-30W k
Ages 30-40Time off for
ChildAges 40-50 W k/S h lSchool Work Child
RearingWork/School
Ages 50-55 Ages 65-75
Time off for Caregiving for
P t
Part-Time Work/
Caregiving for
Ages 75+Volunteer
Ages 55-65Work
a Parent Caregiving for a Spouse
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Governments face stress as populationsGovernments face stress as populations grow older
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CGF members have a unique role inCGF members have a unique role in bringing people together
It is in the best interests of CGF membersIt is in the best interests of CGF members to address these issues
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The Agequake is urgent- We Need Your HelpThe Agequake is urgent We Need Your HelpWorld Health Organization Global Network
Chicagok " d i it "� d th " it th t k !"� B th f th t li tl d ib• known as "a garden in a city"� and the "city that works!"� Both of these tag lines aptly describe Chicago as both beautiful and functional and a city always striving to improve upon itself. Chicago is now proud to add the tag, "Age-Friendly"� as it is a new inductee into the World Health Organization's rapidly growing Global Age-Friendly Cities project. We are currently in the process of organizing the structure under which we will assess the eight age-friendly domains of our city.
• Chicago has much to build on as we serve a senior population of nearly 400,000, coming from a variety of cultural and ethnic backgrounds and diverse socio-economic communities.
Eight Domains of Age Friendly Communities: Respect and Social Inclusion- Are public services media commercial industries and faith-basedRespect and Social Inclusion Are public services, media, commercial industries and faith based communities respectful to and accommodate the needs of older adults?
Information and Communication – Are older adults aware of the programs and services available to assist them in their community? Is the system of dissemination meeting the diverse needs of the population?
Civic Participation and Employment - Are older adults able to participate in community decision-making? Do they have opportunity to contribute to the community in paid or unpaid work?
Social Participation- Are older adults able to participate fully in the events and activities they prefer? Do they have opportunity to develop and maintain meaningful networks in their neighborhoods? y pp y p g g
Housing – Is housing safe and affordable and does it allow older adults to stay independent as their needs change?
Transportation – Are older adults able to travel conveniently and safely wherever they choose?
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Public Spaces – Are older adults able to move around easily and safely in the community?
Health and Social Services – Do older adults have access to social and health services in order to stay healthy and independent?
The impact on our industryThe impact on our industry
Onno FranseProgram Director Healthy Living & Climate Action
Royal Ahold
The CGF Members are uniquely positioned to act in the e CG e be s a e u que y pos t o ed to act t evisionary redesign of a healthy, inclusive society
The CGF has a unique reach to billions of consumers and shoppers, tens of millions of employees, and a powerful role in communities. Our Members reach more Ageing
ft th th i tit ticonsumers more often than any other institution
Members have high impact on individual consumers through product and services. Food for physical health, Beauty and Personal Care for self-esteem
In an increasingly atomized society, food and shopping are two of the few common experiences that build social cohesion
Our members have an unrivalled perspective on both developed and developing countriesp p p p g
Possible actions• Review planning processes to incorporate this vision into strategy, product life cycles and
store design• Go beyond our own companies – we have to engage with value chain partners, society,
and NGO’s• Engage and collaborate with institutional partners such as cities hospitals and planners
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Engage and collaborate with institutional partners such as cities, hospitals, and planners
Next Steps and Ideas forNext Steps and Ideas for Discussion
Mike MoriartySenior PartnerA.T. Kearneyy
A Common UnderstandingCo o U de sta d g
■ Ageing is huge, easy to miss, but dangerous to ignore
■ Inclusion is key for a healthy society, requiring awareness and mindset about things like respect, trust, valuable member of society, loneliness.
■ The value is in retaining customers by:
■ Training and selecting staff for these value opportunities
■ But also in optimizing longer and changing career patterns
■ Social redesign is the role we can play as an industry to work with others to address the■ Social redesign is the role we can play as an industry to work with others to address the bigger challenges in society like urban design and health care.
■ The consumer goods industry has an unique role it can play in creating value by including and better serving this growing consumer, shopper and employee group.
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g g g , pp p y g p
Questions?Questions?
Questions?Questions?
To follow-up with questions after the webinar please email Sh Bli h t CGF bli h@th d fSharon Bligh at CGF: s.bligh@theconsumergoodsforum.com
The Webinar recording will be available on our website: http://healthandwellness.mycgforum.com/http://healthandwellness.mycgforum.com/
For Additional Informationo dd t o a o at o
The Consumer Goods Forum
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Thank YouThank You
To follow-up with questions after the webinar please emailTo follow up with questions after the webinar please email Sharon Bligh at CGF: s.bligh@theconsumergoodsforum.com
The Webinar recording will be available on our website: ghttp://healthandwellness.mycgforum.com/
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