Sustainability and the New Normal for Natural Resources

8/10/2019 Sustainability and the New Normal for Natural Resources

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SUSTAINABILITY AND THE NEW

NORMAL FOR NATURAL RESOURCES


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Euromonitor International 2

Part 1: Introduction

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Part 1

Introduction

Natural resources and raw materials have grown in importance for manybusinesses and governments in recent years and now constitute a keyarea for concern. Unease has risen as companies suffered from commodityprice increases and volatility, combined with consumers increasing interestin sustainability. Although the global economic downturn has had animpact on both demand and prices, and many analysts are arguing that thea decades-long, above-trend movement in a wide range of base materialprices known as a supercycle is at an end, long term trends indicate a likelycontinued strengthening of demand of natural resources and an increasein supply risks. As emerging markets continue to achieve strong rates ofgrowth, albeit at lower rates than in previous years, demand pressures are

likely to endure, meaning in the future prices of valuable natural resourcesmay well remain at elevated levels.

The rise and rise of sustainability is also having a transformative effect onissues around natural resources. Today, green concerns have an impact onthe purchasing decisions of almost all consumers from the casual green who purchase private label green products and place sustainability behindconvenience or price or quality to deep green consumers who demandthat every aspect of a product is unquestionably green. Regulatory andconsumer demands for sustainable goods and services will continue tointensify pressures on business no matter which way prices go. A highly

developed Corporate Social Responsibility policy is a necessity todayand ticking one or two boxes is no longer enough - sustainability must beembedded into every aspect of the supply chain from suppliers through totransport and disposal.

On the supply side, risks are here to stay including increased costs due to theaccessibility of resources, which can make supply lag behind demand. Theimpact of climate change and weather-related disasters impacts physicalsupplies and the ever-present risks around the geographical concentrationof some materials.

As a result of these converging trends the imperative to change patterns ofproduction and consumption will only grow and companies ahead of thecurve, educating and leading consumers, will benefit. No wonder businessleaders increasingly view the sustainable procurement and use of naturalresources as both a key risk and an opportunity for their business.

This White Paper aims to analyse the key drivers impacting demand fornatural resources, taking into account economic, demographic and incomegrowth as well as environmental concerns and the rise of sustainability.The risks posed to business will then be explored including operational,reputational, regulatory and market risks posed by the physical, geopoliticaland economic threats affecting supply. We then go on to explore themajor branches of natural resources including energy, water, food, metalsand minerals. Issues around natural resources and sustainability presentopportunities for business as well as risks, and these opportunities, includingresource efficiency, recycling, substitution, new avenues for growth and the

emergence of new business models are discussed at length.

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Part 2: Demand Drivers

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Part 2

Demand Drivers

Economic GrowthIn the past, the global economic growth model was based on thedepletion of natural resources. The growth of emerging marketshas helped push global GDP to US$71.6 trillion in 2012. Emergingmarkets are expected to account for 65.0% of global economicgrowth to 2020. These economies remain more energy intensivethan their developed counterparts, which acts to push energyconsumption even higher. In 2009, China overtook the USA tobecome the worlds largest consumer of energy yet per capitaterms consumption remains low, indicating that energy demandin China still has some way to go. Meanwhile, India dropped inglobal rankings but experienced the second fastest growth behindPeru in global energy consumption between 2007 and 2012 growth of 39.6% compared to a -5.4% fall for developed countries.

Demographic GrowthThe global population is growing and will reach 8.3 billion by2030, a 20% increase from 2010. This population expansion isbeing driven by the young and growing populations of developingcountries and they will account for 90% of this growth. Growing

urbanisation is a related trend boosting demand for raw materialsin terms of increasing needs due to construction, transport andinfrastructure. In 2007, the world's urban population overtook therural one for the first time and by 2030 there will be 5.1 billionurban inhabitants an increase of 43.7% or 1.5 billion peoplefrom 2010. During this period, the urban population is expectedto grow at a rate almost twice that of the total global populationand this contrasts with a small decline in rural population.

Income and Expenditure Growth:One of the main drivers of increasing demand for natural resourcesis growth in the global middle class. For example, in 2020, morethan half of Chinese households are expected to earn disposableincomes of more than US$10,000 (in real terms), up from justone-in-four in 2010. These middle class households are buyingmore consumer goods and with it, increasing demand for rawmaterials. For instance, 38.0% of BRIC households owned a washingmachine in 2000, and that figure is expected to increase to 58.7%by 2020. Refrigerators are at 39.4% and 69.3%, respectively.

Environmental ConcernsThe drive for a low carbon economy has paradoxically increaseddemand for materials such as rare earths, a set of 17 chemicalelements which exhibit a range of electrical, magnetic, catalyticand optical properties. They are used in many high-tech products

such as smart phones and by the automotive industry in electricand hybrid motors and in clean energy such as wind turbines andsolar panels and minor metals used in green technologies - windturbines, hybrid and electric vehicles, solar panels, low-energylight bulbs and energy efficient electronics. Similarly, the increasedpressure to replace the use of toxic materials such as lead inbatteries with lithium drives demand for specific niche materials.

In the long term, a variety of demand factors are impacting the supply of natural resources:

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Part 2

Demand Drivers

Clearly this growing demand and competition for natural resources is already causing supply constraints and price volatility, and it is likely to remain atthe forefront of business issues in the future. This, coupled with consumer and government demands for sustainability, makes resource management a

priority for all companies.

Growth of Global Population and GDP and Consumer Expenditure in Emerging Markets: 1990-2020

Source: Euromonitor Internationalfrom national statistics/Eurostat/UN/OECD/IMF

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Part 3: Business Risks

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Part 3

Business Risks

Because the supply, demand and price of natural resources are at thecore of business, risks around resources and materials pose a threat for allcompanies in all sectors. This is confirmed by the World Economic Forums

Global Risks 2013 report which identifies natural resources near the top ofthe agenda.

Consumer goods companies find it increasingly difficult to pass on a rise

Source: World EconomicForum Global Risks 2013Note: Data refer toperceived impact of risk ifit does occur. 50 risks areidentified in the report, andimpact scores range from alow of 2.80 (Risk of orbitaldebris) to a high of 4.04(Major systemic financialfailure).

in commodity prices to consumers. We may be seeing a lull in the strongprice rises of recent years, driven in large part by slower demand growthin China, but it is highly unlikely that prices will plummet and remain low

across the board for the long term. We have reached a new normal ofincreased awareness of the real value of natural resources whatever thephysical price with a corresponding heightened consciousness of theissues around resource security.

The Top Ten Global Risks over Next Ten Years in Terms of Impact

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Part 3

Business Risks

Risk to supplies of raw materials break down into 3 main groups: physical,geopolitical and economic.

Physical risksPhysical risks include the accessibility of resources as the quality of oresmined decreases and there are temporary shortages of supply. Becausenew mining operations can take significant time to come into production;supply can lag behind increases in demand. As more and more traditionalsupplies of resources are depleted, mining becomes more difficult andcostly. Climate change and weather-related disasters can also have animpact on physical supplies for example, the US drought of 2012 severelyimpacted wheat and soybean production and the Japanese earthquakeand tsunami of 2011 impacted global supplies to the semi-conductor

industry.

Geopolitical risksGeopolitical risks include the impact of stockpiling, quotas, exportrestrictions and the geographical concentration of supply of somematerials. A good example of a resource which suffers from geopoliticalrisk is that of rare earth metals. The production of rare earths is currentlydominated by China which imposes export quotas. Many countries rich innatural resources are moving to add value by processing the raw material ormanufacturing the end product, rather than simply exporting raw materialsand this can also limit supplies.

Economic risksPhysical and geopolitical risks feed into economic risks such as risingprices and price volatility. Prices of many materials saw huge increases inthe past decade. Many have since moderated or fallen due in large part tothe global slowdown, but in the medium to long term we can expect pricesto remain high and volatile because of the demand drivers and physicaland geopolitical risks.

Flow-on effects of these risks to business are operational, reputational,regulatory and market-related:

Operational RisksCompanies may struggle to secure supplies of key inputs and this coulddisrupt production. In addition, flow on effects from natural disasters orclimate change can resonate around the world and effect supplies of rawmaterials. Difficulties around managing high or volatile commodity pricesalso falls into this category.

Reputational RisksThe public perception of a brand or a company as a whole can be damagedif the business is exposed as using unsustainable sources of materials

or damaging ecosystems or habitats for instance by consuming largeamounts of water in a water-stressed locale.

Regulatory RisksGovernments may act to legislate to protect supplies of critical materials.For instance, EU directives on recycling such as the Waste Electrical andElectronic Equipment Directive which sets collection, recycling andrecovery targets for all types of electrical goods.

Market RisksInclude changes in consumer trends and demands. Consumers may switch

to a competitors more efficient products, or more sustainable products andservices as a result of increasing awareness and interest in environmentalmatters. For instance, consumer demands for sustainable sources of palmoil have forced many food and drink manufacturers to switch to sustainablesources or alternatives to palm oil.

These business risks combine to create the new normal for companies,who must act to secure their supplies of key natural resources whilst alsoaccommodating the increased demand for sustainable practices.

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Part 4: Natural Resources Explored

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Part 4

Natural Resources Explored

Natural resources and raw materials includingenergy, food, water, minerals and metal ores arerarely infinite in supply and some (such as manymineral and metal ores) are also concentratedin small geographical areas. All business isreliant to an extent on its ability to procuresecure supplies of a range of natural resources.At a broader level, access to natural resourcesat an affordable price also has an impact on thequality of life of us all.

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Part 4

Natural Resources Explored: Energy

Energy

Energy consumption is expected to more than double between 1990 and2035 with growth driven by non-OECD countries. Despite environmentalpressure, the US Energy Information Administration expects 80% of energyconsumed to come from fossil fuels in 2035. Energy demand is closelylinked to economic growth and demand is expected to more than doublebetween 1990 and 2035.

High and volatile energy prices have a large impact on government,business and consumers alike. Not least because changes in energy priceshave important flow-on effects on the price of other commodities and goods

and services through increased costs for lighting, heating and transport forexample. Yet in a time of economic hardship for many, companies find itdifficult to pass on the increases to end-consumers. Oil prices peaked in2008, before falling back due to the collapse in demand caused by theglobal economic crisis. Since then they have remained high and volatile.Operational (e.g. heating) and input costs (e.g. materials) are all affectedby unpredictable energy prices. Consumers meanwhile are increasinglykeen on energy-efficient appliances in order to keep their own costs undercontrol.

World Energy Consumption: 1990-2035

Source: Energy InformationAdministration: InternationalEnergy Outlook 2011

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Part 4

Natural Resources Explored: Water

Water

The Organisation for Economic Cooperation and Development (OECD)projects that almost half of the worlds population will be living in areas withhigh water stress by 2030, mostly in non-OECD countries. Water shortagesor security concerns can be driven by population growth, urbanisation,water pollution, increased use of irrigation, the over-exploitation ofgroundwater, floods and climate change.

There is an enormously unequal distribution of water across the world,but transporting water long distances is economically unviable with theexception of bottled water. Water shortages are likely to lead to continuedpressure for the more efficient use of water resources. The real value of water

has been recognized with governments and international organisationstalking about the proper pricing of water. For instance, OECD studieshave shown that when people are charged for the amount of water theirhousehold actually uses rather than a flat fee, consumption falls by 20%.

Expect governments to encourage the use of water-efficient applianceseither through tax breaks, subsidies or regulation and the use of watermeters will also become more prevalent. Many companies have alreadybegun to tackle this issue by instigating new production techniques whichuse less water or by recycling water. Consumers are also increasinglydemanding water-efficient products and manufacturing techniques.

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Part 4

Natural Resources Explored: Food

Food

Agricultural supplies tend to be subject to strong seasonal productionpatterns. Demographic growth, pressure on agricultural land (also drivenby the use of biofuels) and the impact of climate change add to growingstresses on agricultural markets. Food supply issues have a big impact oncountries which import a large proportion of their food. Food imports havegrown strongly in Asia and according to the UNs Food and AgriculturalOrganisation, imports have increased by 75% in volume terms between2000 and 2010.

Like energy, food security is highly vulnerable to external shocks. Foodprice spikes in 2008 combined with the global financial crisis had thecombined effect of dampening purchasing power among vast swathes ofthe population. This led to an increase in undernourishment globally andsparked social unrest in many countries. Some governments have alsoresorted to stockpiling food to contain potential crises. Food shortagesand fears tend to be more apparent in poorer countries, or for the poorwithin any country. This is because a larger proportion of their budgets aredevoted to food.

Worlds Smallest and Largest Spenders on Food: 2012% of consumer expenditure devoted to food and non-alcoholic beverages

Source: Euromonitor International fromnational statistics/Eurostat/UN/OECDNote: Data refer to a ranking of 85countries

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Part 4


Metals and Minerals

Prices of many metals are closely linked to the performance of the Chineseeconomy. According to Macquarie Commodities, China was responsiblefor 38% of global copper consumption, 42% of aluminium, 41% of zinc,40% of nickel and 43% of lead consumption in 2010.

Taking copper as an example, usage is essential to construction,infrastructure projects and the transport sector, so economic growth inemerging markets such as China and India has been the key driver ofdemand. Despite being in surplus in 2012, pressure on lead is also set toincrease as demand for cars in emerging markets drives lead use.

Another interesting example is that of rare earths. According to the USGeological Survey, China is responsible for over 90% of the worldsproduction and quotas limit the amount of rare earths exported. This causessupply problems and price hikes for rare earths around the globe. Canada,USA and Australia are developing new sources which will lessen Chinasinfluence on the market. Companies are also busy looking to reduce theiruse of rare earths, searching for substitutes and also methods of recycling.Shortages in the future are likely to be concentrated in what are classifiedas heavy rare earths- these include Dysprosium (used in nuclear reactors,magnets and lasers) and Europium (used in lasers) as they tend to bescarcer (concentrated in China) and more difficult to extract.

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Part 4


Metals and Minerals

Price hikes and price volatility, fears over security and shortages of suppliesof metals and minerals have a huge impact on electronics, automotive,green technology and agricultural sectors in particular. Secure supplies ofminerals such as indium and lithium are already reliant on recycling and thiswill increase in the future.

From these examples, the new normal for natural resources is clear: demandpressures and supply risks are leading to volatile prices and concerns oversecurity of supply. The increased consumer interest in sustainability addsto these pressures.

Chinese Rare Earth Export Quotas: 2005-2012

Source: US Department ofEnergy/Technology MetalsResearch

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Part 5: How Can Companies Manage this New Era?

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Part 5

How Can Companies Manage this New Era?

Businesses should be conducting thorough studies of their relianceon key raw materials and asking themselves questions such as:

Are supplies of key materials from domestic or imported sources?Imported resources may be at risk due to geo-political issues, orprotectionist policies from key supplying countries.

How do global patterns of demand and supply impact on thebusiness? Demand is global, so knowledge of internationalpatterns of supply and demand therefore is crucial.

Are supplies of key materials sustainable? Sustainability continuesto be prominent on the agenda of governments and consumers

alike. Businesses which dont consider sustainability of suppliesrisk supply shortages and also reputational damage.

How do resource risks impact the supply chain? A business mayact to protect the security of its supplies, but how well versed inrisks are key suppliers? How would disruptions down the supplychain impact on the business?

How will future market trends impact on the security of suppliesand risk? For example, increased use of green technologies maynecessitate a greater reliance on critical raw materials such as

minor metals and rare earths.

Is there a constant monitoring and evaluating process focused onthe reliance of critical materials? And in doing so have strategiesbeen implemented to cope with supply disruptions?

Are the supply risks of raw materials taken into account at alllevels of the company, including product design?

In this new normal, companies must evaluate the impact of issues aroundnatural resources on their profits, growth potential and relationships

with suppliers, partners, customers and neighbours. Issues aroundresources create risks but also bring new opportunities in terms of theimpetus for resource efficiency and disruptive technologies.

Suppliers

Partners

Neighbours

Customers

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Part 6: Business Opportunities

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Part 6

What Opportunities Are Out There for Business?

Resource Efficiency

Resource efficiency is a win-win scenario. Companies can cut costs andengage with suppliers and consumers by improving their supply chain. Ofall the options available for companies, increasing efficiency is the mostimportant and rewarding.

One example of this was cited in a World Economic Forum report andinvolved Walkers Crisps, a PepsiCo company. The study found that:

The most energy-intensive part of the process of making crisps was inthe drying of raw potatoes. These potatoes had been soaked with waterby farmers to increase their revenue, due to a price structure based on

weight of potatoes.

Walkers changed their price structure based on volume rather than weight,removing the incentive to soak potatoes. In addition, Walkers worked withfarmers to find new varieties of potato which are drier. The outcome wasa win-win scenario. Walkers saved money and also reduced their carbonfootprint at the same time.

Infosys, a provider of business consulting, technology, engineeringand outsourcing services, offers another example of a company makingsignificant resource-efficiency savings. With a target to reduce electricity

consumption by 50% at the end of 2017 compared to 2008 levels, thecompany retrofitted existing buildings and incorporated sustainabledesign principles into new buildings with an emphasis on utilizing naturaldaylight, employing energy-efficient building materials and efficientcooling systems.

Another example comes from Adnams, a UK-based brewer, hotelier andretailer. Adnams invested in an energy-efficient distribution centre andimprovements to its brewery which it calculates is saves 50,000 a year -cutting its gas bill by 56% a year and its electricity bill by 67% a year.

Adnams invested in an energy-efficient distribution centre andimprovements to its brewery whichit calculates is saves 50,000 a year

- cutting its gas bill by 56% a yearand its electricity bill by 67% ayear.

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Part 6


Recycling

Recycling can help companies cut costs and reduce risk by securingsupplies of inputs and building a reputation amongst end consumers.Recycling effectively turns waste into a resource. A 2011 Price WaterhouseCoopers report, Minerals and Metals Scarcity in Manufacturing: The TickingTime Bomb, found, In Europe, almost 80% of senior executives from globalmanufacturing companies cite mineral and metals scarcity as a pressingissue. Recycling technology was perceived to be important in combattingscarcity by 72% of respondents in the same survey.

The supply of minor metals, metals which are often mined as a by-productof base metals, is an area which has benefitted from increased recycling.

Minor metals have very specialist, and often high- tech applications, thushave seen a surge in interest in recent years.

China dominates minor metal mining - particularly rare earths and antimony.As well as geological advantages, China has the worlds largest deposits ofmany minor metals; it also benefits from low production costs, governmentsupport and strong domestic consumption. Concerns over security ofsupplies have led to innovation from end users in order to secure theirstocks.

One example is the minor metal, indium, which is used in LCDs for mobile

phones, computers and TV screens amongst other things. A joint studyby the International Lead and Zinc Study Group (ILZSG), the InternationalCopper Study Group (ICSG) and the International Nickel Study Group(INSG) found that reclaimed indium from the manufacture of flat screensadds around 900 tonnes per year to newly mined production of indiumof approximately 600 tonnes. The recycling process is highly efficient withrecovery yields in excess of 95% and turnaround times fewer than 15 days.Similar trends can be seen in the recycling of rare earths, rhenium andtellurium.

Recycling of these inputs and many others, for instance ICSG estimatedmore than 30% of global copper consumption came from recycled copper,are crucial for the continued security of supplies. Recovery of raw materialscan be, and in some cases already is, a crucial source of supply. The SonyGroups GO Recycling program is a closed-loop recycling scheme withan emphasis on using waste as a substitute for the raw materials requiredfor production in order to reduce the overall amount of virgin materialsconsumed, the amount of waste sent to landfill each year, or sent to berecycled to be used by other companies. In 2011, Sony also developedSoRPlas (Sony Recycled Plastic), which contains more than 99% recycledmaterials and is made with plastic waste generated both within and outside

Sony sites.

In the future there will be increased emphasis on the end-of-life recyclingwith exciting opportunities for companies who are able to target consumersdirectly with take back services. An example of a firm reaching out directto consumers today is Mazuma Mobile a UK-based online mobile phonereuse and recycling service launched in 2007. Mazuma Mobile buyssecondhand handsets direct from consumers, refurbishes them and sellsthem on to suppliers in emerging markets such as China, Africa, Pakistanand India. Not only do they sell them to suppliers in emerging markets butalso to insurance companies and phone retailers in the UK.

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Part 6


Substitution

Substitution is another area in which companies can look to find costsavings, mitigate risk and improve resource efficiency. Substitution occurswhen a material is switched for an alternative which is more readily availableor when new technology is brought to bear on a problem, which in turnavoids the need for a specific material. It can bring reductions in weight,price, and risk and improve a products functionality.

Graphene is a good example of substitution. Graphene is the thinnestknown material but is also incredibly strong and flexible, conducts electricitybetter than copper, is 100-300 times stronger than steel and has manymechanical, electronic, optical, thermal and chemical properties. Research

is underway for future applications including flexible touch screens, high-speed electronics, wireless antennas, graphene-plastic composites toreplace metals, developing batteries, fuel cells and photovoltaic cells. Itholds great promise the European Commission announced 1 billionof funding in January 2013. Some analysts believe it has the potentialto replace the highly purified and expensive silicon currently needed insemiconductors and photovoltaic cells.

New Avenues for Growth

Remanufacturing can be a lucrative solution to resource risks. One example

comes from Ricoh, a provider of managed document services, productionprinting, office solutions and IT services. Ricoh has developed a GreenLinewhereby previously leased printers and copiers are inspected, dismantled,renewed and provided with updated software and replacement componentsbefore being sold as remanufactured products under the GreenLine label.In the companys own words this provides customers with a product thatoffers you all the advantages of the original machine at a lower cost.

Other examples would include companies introducing more energyefficient lines or making their entire product range energy efficient. These

Ford Motor Company,the global automotivemanufacturer, in a joint

venture with Dow AutomotiveSystems, has announced a strategy to

cut the weight of its cars and trucksup to 750 lbs. by 2020 by focusing onincorporating lightweight materialssuch as carbon fibre into productdesign.

strategies can bring cost savings, and reputational rewards as well asincreased sales. One example is the move towards lighter vehicles in theautomotive sector in order to aid fuel economy. Ford Motor Company, theglobal automotive manufacturer, in a joint venture with Dow AutomotiveSystems, has announced a strategy to cut the weight of its cars and trucks upto 750 lbs. by 2020 by focusing on incorporating lightweight materials suchas carbon fibre into product design. Carbon fibre is used in the aerospacesector and the racing car industry, but is currently too expensive for widescale use in mainstream cars.

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Part 6


New Business Models

An example of a possible new business model is whereby a businessretains ownership of the product and rents it to end users. This enablesthe company to recycle and reuse products more efficiently by retainingownership of the product, and the materials used to produce it. This alsoties in with the increasingly popular consumer trend of collaborativeconsumption, one facet of which is consumers choosing to rent goodsrather than purchasing them outright. Examples of companies offeringthis service include Solar City, a US company which allows homeownersto lease solar power systems and BMWs Drive Now premium car-sharingservice. A Dutch clothing manufacturer, Mud Jeans, has entered this marketby offering its jeans to rent. Consumers pay 20 for a pair of jeans, then 5

per month to rent them for 1 year. After 12 months they can either send thejeans back and request a new pair, and continue with the 5 subscriptionfee for another year or buy the jeans outright for a further 20. When theconsumer returns the jeans they are either washed, repaired, and put backinto service; or shredded and sent back to the factory.

Another related model is the buy-sell-trade-model. GameStop, a globalvideo game entertainment software retailer, has a large and successfulrefurbishment arm which accounts for a significant proportion of revenue.Dutch carpet manufacturer Desso follows a cradle-to-cradle model and hasredesigned their carpet tiles so that they can be disassembled and the yarn

reprocessed to continue cycling the materials.

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Part 7: Summary and Key Takeaways

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Part 7

Summary and Key Takeaways

We have entered into a new normal of competing demands for naturalresources and recognition for increased emphasis on assuring securityof supplies at the governmental and company level. This coupled with

consumer and government demands for sustainability, makes resourcemanagement a priority for all companies.

Economic and demographic growth, combined with income andexpenditure growth in emerging markets are driving increased demandfor natural resources and raw materials.

Consumer demands for sustainability are also having a transformativeeffect on issues around natural resources. Today, green concerns havean impact on the purchasing decisions of almost all consumers

Physical, geopolitical and economic supply risks impact businessesacross every sector.

Businesses face operational, reputational, regulatory and market risksas a result of exposure to risks around the supply of natural resources.

The imperative to change patterns of production and consumption willonly grow and companies who are ahead of the curve, educating andleading consumers will benefit.

Energy prices have been a key area of concern, with important flow on

effects on the prices of other commodities, goods and services.

Companies should conduct thorough studies of their reliance on keyraw materials, constantly reviewing and updating plans and processes.

Increasing resource efficiency is a win-win scenario and of all the optionsavailable for companies, increasing efficiency is the most important andrewarding.

The simplest way for businesses to manage the risk is to make the mostefficient use of their critical resources.

Recycling and substitution offer additional ways for companies tomanage their supply of raw materials.

At the more extreme end of the range of options available is a completeor partial change of business models to incorporate ideas such asretaining ownership of products and leasing them to clients andcustomers or introducing take-back and re-manufacturing schemes.

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Part 7: How Can Euromonitor International Help?

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Part 7

How can Euromonitor International Help?

Euromonitor International is a global market research company providingstatistics, analysis, reports and breaking news on industries, countries andconsumers worldwide. We connect market research to your company goalsand annual planning by analyzing market context, competitor insight andfuture trends impacting businesses worldwide. Companies around theworld rely on us to develop and expand business opportunities, answercomplex questions and influence strategic decision making.

For more information, read Passport product reviews or request a live

demonstration today.

Information is critical in order to increase vigilance to risks and opportunitiessurrounding natural resources. Euromonitor International can helpbusinesses understand the vulnerability of global supplies, production ofraw materials and the impact on supply chains across market sectors tobuild a picture of their exposure to resource risks.

Euromonitor Internationals Passport database offers a host of relevantinformation to help companies understand supply and production patternsof natural resources and the economic, demographic and income drivers

of demand. We help companies gain a better understanding of risks tosupply, including the physical, geopolitical and economic risks identifiedin this report. We also analyse consumers, focusing on trends such assustainability, eco-awareness, green thrift and collaborative consumptionall directly relevant to issues surrounding natural resources.

This knowledge enables companies to compile detailed risk assessmentsand understand the global supply and demand factors having a directimpact on their businesses. Our raw materials data includes commodityprice forecasts, energy resource and production data, agriculturalproduction, and metals and mineral data. In total, Countries and Consumers

contains more than 15 million statistics across more than 5,000 indicatorsand 210 countries, as well as insightful analysis of economic, consumer andtechnology trends impacting the business environment.

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Part 8: About the Author

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Part 8

About the Author

Sarah Boumphrey, EditorHead of Countries and Consumers, EuromonitorInternational

@SarahBoumphrey

Sarah heads up the Countries & Consumers teammanaging a team of economic and consumer trends

analysts based around the world. In her role, Sarah focuses on translatingeconomic and consumer trends information into useful insight; andadvises client companies on how these trends have a real-life impact ontheir business. Sarah was instrumental in designing our market-leadingprogramme of income research and has played a lead role in developingEuromonitor Internationals macroeconomic and consumer trend content with a special interest in issues around sustainability, emerging markets

and the post-recessionary consumer landscape.

Sarah has an undergraduate degree in European Studies and apostgraduate degree in International Commerce. She joined EuromonitorInternational in 1999 as a Project Coordinator and has more than fourteenyears experience of socio-economic research.

Euromonitor International is the leading provider of global strategicintelligence on consumer markets, with regional offices in Chicago,Singapore, Shanghai, Vilnius, Santiago, Dubai, Cape Town, Tokyo, Sydneyand Bangalore and a network of 800 in-country analysts worldwide. For

more than 39 years, Euromonitor has published internationally respectedmarket research reports, business reference books and online informationsystems, providing strategic business intelligence for the worlds leadingFMCG multinationals.

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Sustainability and the New Normal for Natural Resources

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Transcript of Sustainability and the New Normal for Natural Resources