The Consumer Goods Forum: Strategic Pillars
Fastmoving - Jun 29th 2016, 18:29
Through the introduction and implementation of their five strategic pillars, the Consumer Goods Forum strive to drive positive change globally.
End-to-End Value Chain & Standards
The CGF’s teams and their project efforts are at the core of the End-to-End Value Chain & Standards Pillar. These teams, which consist of both experts and members, are working in collaboration to benefit the entire value chain by identifying key areas for improvement and relevant projects to support those improvements, with a focus on demand value creation, collaborative supply chains, enablers, and standards.
Their teams are also involved in developing best practices on non-competitive business processes and drawing up the future value chain with the vision of understanding where the industry is moving. Because they work to provide user guidance and support on implementation standards, define a common way to provide tighter integration of supply chains, collaborate on the issue of traceability, and create principles for the industry to build greater trust with consumers, the CGF’s work is producing real solutions to real problems that are tangible, practical, and actionable. These actionable solutions have both a far-reaching impact for every level of a consumer goods business and the power to shape our industry for years to come.
The main objectives of this focus area are:
-Transparency and Traceability
-Content and Commerce
-Consumer Data and Protection
The Future Value Network-What it will look like
The Future Value Network will ultimately move away from linear value chains to a more modular approach which will engage manufacturers, retailers, and additional stakeholders. This will be achieved by means of a massive collaboration based on new value creation principles enabled by pervasive, modularised technologies, transparency, and consumer engagement.
“Members of The Consumer Goods Forum and our industry have a responsibility to collaborate for a better future for the world’s consumers. This Future Value Network report highlights additional opportunities, due to the many changes impacting our industry, for all of us to become even more effective in making lives better for consumers while delivering on our responsibility of value and trust. We can achieve these goals by collaborating much more effectively than in the past. The world is changing profoundly and so must we”, Says Motoya Okada- President/CEO at Aeon Co Ltd.
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CGF Resolution: On forced labour: “We acknowledge the brand and societal problem of modern slavery and we strive to eradicate forced labour from our value chains.”
Members of the CGF who have long been committed to promoting decent working conditions worldwide, recognise that the eradication of forced labour remains a key challenge as statistics show there are 21 million victims of forced labour globally. How do they overcome this?
With the framework of tackling specific issues and geographic areas of shared concern, taking collective, cross-sector action to prevent and addressing violations; and increasing harmonisation of industry supply chain standards and systems, the CGF’s collective action on forced labour, and the mitigation and remediation of human rights impacts will be a successful endeavour.
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CGF Resolution: For refrigeration: “We are taking action to mobilise resources within our respective businesses to begin phasing-out HFC refrigerants as of 2015”.
CGF Resolution: On deforestation: “We pledge to mobilise resources within our respective businesses to help achieve zero net deforestation by 2020.”
CGF Resolution: On food waste: “We are committed to preventing food waste and maximising its recovery towards the goal of halving food waste by 2025.”
Members of the CGF are collaborating to position the consumer goods industry as a leader in tackling climate change, reducing waste and improving social environment stewardship in global supply chains.
How do they do this?
The CGF will achieve these goals by addressing sustainability challenges that affect the industry; bringing global alignment and voluntary standards to non-competitive areas such as ethical sourcing; and developing and agreeing on methodologies and metrics that measure sustainability improvements in the industry. These goals will also be achieved by developing cross sector partnerships in order to create powerful sources of advocacy and show how multiple companies from multiple sectors support action by policy makers on issues such as carbon pricing, science-based targets and carbon reporting.
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Product Safety GFSI (Global Food Safety Initiative)
GFSI Resolution: "To provide continuous improvement in food safety management systems in order to ensure confidence in the delivery of safe food to consumers worldwide."
The Global Food Safety Initiative (GFSI) brings together key actors of the food industry to drive continuous improvement in food safety management systems around the world by finding collaborative solutions to collective concerns, notably to reduce food safety risks, audit duplications and costs while building trust throughout the supply chain.
How do they do it?
The GFSI community works on a volunteer basis and is composed of the world’s leading food safety experts from retail, manufacturing and food service companies, as well as IGOs, governments, academia and service providers who implement food safety management schemes. They do this by defining food safety requirements, creating links with key organisations and regulators, by working locally to improve food safety globally; and by providing a roadmap to safer food and market access.
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Health & Wellness
GFSI Resolution: To make a transformational difference by empower consumers globally to make more informed diet and lifestyle choices with the primary strategy to drive implementation of its Health & Wellness Resolutions (Board-approved in 2011) and Commitments (Board-approved in 2014) and publicly report on members’ progress.
"As Members of the Board of The Consumer Goods Forum, we believe that manufacturers and retailers, by working together, have a key role to play in improving the health and wellness of consumers, employees, their families and the communities we serve.”
How do they do this?
The board does this by providing consumers with informed choices and information that empower them to make decisions for a healthy lifestyle. They also strive to reach their goal by further encouraging a culture of prevention, promoting active, healthy living for all and engaging with other stakeholders to accelerate and increase the positive impact of our efforts, as well as by monitoring and learning from their efforts in order to report on their progress. 2016 is a big year for members of the CGF as two Health & Wellness Commitments are expected to come to fruition at the end of the year, namely:
- The Implementation of employee health and wellness programmes
- Publicly communicating product formulation policies
To date, the Health and Wellness Forum has already reached and impacted 1.8 billion people, 84,000 reformulated products, and 2.3 million employees participating in the Health and Wellness programs.
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