SUSTAINABILITY AND THE NEW

NORMAL FOR NATURAL RESOURCES

Part 1: Introduction

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Part 1

Introduction
N

atural resources and raw materials have grown in importance for many
businesses and governments in recent years and now constitute a key
area for concern. Unease has risen as companies suffered from commodity
price increases and volatility, combined with consumers increasing interest
in sustainability. Although the global economic downturn has had an
impact on both demand and prices, and many analysts are arguing that the
a decades-long, above-trend movement in a wide range of base material
prices known as a supercycle is at an end, long term trends indicate a likely
continued strengthening of demand of natural resources and an increase
in supply risks. As emerging markets continue to achieve strong rates of
growth, albeit at lower rates than in previous years, demand pressures are
likely to endure, meaning in the future prices of valuable natural resources
may well remain at elevated levels.
The rise and rise of sustainability is also having a transformative effect on
issues around natural resources. Today, green concerns have an impact on
the purchasing decisions of almost all consumers from the casual green
who purchase private label green products and place sustainability behind
convenience or price or quality to deep green consumers who demand
that every aspect of a product is unquestionably green. Regulatory and
consumer demands for sustainable goods and services will continue to
intensify pressures on business no matter which way prices go. A highly
developed Corporate Social Responsibility policy is a necessity today
and ticking one or two boxes is no longer enough - sustainability must be
embedded into every aspect of the supply chain from suppliers through to
transport and disposal.

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On the supply side, risks are here to stay including increased costs due to the
accessibility of resources, which can make supply lag behind demand. The
impact of climate change and weather-related disasters impacts physical
supplies and the ever-present risks around the geographical concentration
of some materials.
As a result of these converging trends the imperative to change patterns of
production and consumption will only grow and companies ahead of the
curve, educating and leading consumers, will benefit. No wonder business
leaders increasingly view the sustainable procurement and use of natural
resources as both a key risk and an opportunity for their business.
This White Paper aims to analyse the key drivers impacting demand for
natural resources, taking into account economic, demographic and income
growth 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, geopolitical
and economic threats affecting supply. We then go on to explore the
major branches of natural resources including energy, water, food, metals
and minerals. Issues around natural resources and sustainability present
opportunities for business as well as risks, and these opportunities, including
resource 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
In the long term, a variety of demand factors are impacting the supply of natural resources:

1.

Economic Growth
In the past, the global economic growth model was based on the
depletion of natural resources. The growth of emerging markets
has helped push global GDP to US$71.6 trillion in 2012. Emerging
markets are expected to account for 65.0% of global economic
growth to 2020. These economies remain more energy intensive
than their developed counterparts, which acts to push energy
consumption even higher. In 2009, China overtook the USA to
become the worlds largest consumer of energy yet per capita
terms consumption remains low, indicating that energy demand
in China still has some way to go. Meanwhile, India dropped in
global rankings but experienced the second fastest growth behind
Peru in global energy consumption between 2007 and 2012
growth of 39.6% compared to a -5.4% fall for developed countries.

2.

Income and Expenditure Growth:

One of the main drivers of increasing demand for natural resources
is growth in the global middle class. For example, in 2020, more
than half of Chinese households are expected to earn disposable
incomes of more than US$10,000 (in real terms), up from just
one-in-four in 2010. These middle class households are buying
more consumer goods and with it, increasing demand for raw
materials. For instance, 38.0% of BRIC households owned a washing
machine in 2000, and that figure is expected to increase to 58.7%
by 2020. Refrigerators are at 39.4% and 69.3%, respectively.

3.

Demographic Growth
The global population is growing and will reach 8.3 billion by
2030, a 20% increase from 2010. This population expansion is
being driven by the young and growing populations of developing
countries and they will account for 90% of this growth. Growing
urbanisation is a related trend boosting demand for raw materials
in terms of increasing needs due to construction, transport and
infrastructure. In 2007, the world's urban population overtook the
rural one for the first time and by 2030 there will be 5.1 billion
urban inhabitants an increase of 43.7% or 1.5 billion people
from 2010. During this period, the urban population is expected
to grow at a rate almost twice that of the total global population
and this contrasts with a small decline in rural population.

4.

Environmental Concerns
The drive for a low carbon economy has paradoxically increased
demand for materials such as rare earths, a set of 17 chemical
elements which exhibit a range of electrical, magnetic, catalytic
and optical properties. They are used in many high-tech products
such as smart phones and by the automotive industry in electric
and hybrid motors and in clean energy such as wind turbines and
solar panels and minor metals used in green technologies - wind
turbines, hybrid and electric vehicles, solar panels, low-energy
light bulbs and energy efficient electronics. Similarly, the increased
pressure to replace the use of toxic materials such as lead in
batteries with lithium drives demand for specific niche materials.

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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 at
the 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 International

from 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 the
core of business, risks around resources and materials pose a threat for all
companies in all sectors. This is confirmed by the World Economic Forums
Global Risks 2013 report which identifies natural resources near the top of
the agenda.
Consumer goods companies find it increasingly difficult to pass on a rise

in commodity prices to consumers. We may be seeing a lull in the strong

price rises of recent years, driven in large part by slower demand growth
in 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 of
increased awareness of the real value of natural resources whatever the
physical price with a corresponding heightened consciousness of the
issues around resource security.

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

Source: World Economic

Forum Global Risks 2013
Note: Data refer to
perceived impact of risk if
it does occur. 50 risks are
identified in the report, and
impact scores range from a
low of 2.80 (Risk of orbital
debris) to a high of 4.04
(Major systemic financial
failure).

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Part 3

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

Flow-on effects of these risks to business are operational, reputational,

regulatory and market-related:

Physical risks

Operational Risks
Companies may struggle to secure supplies of key inputs and this could
disrupt production. In addition, flow on effects from natural disasters or
climate change can resonate around the world and effect supplies of raw
materials. Difficulties around managing high or volatile commodity prices
also falls into this category.

Physical risks include the accessibility of resources as the quality of ores

mined decreases and there are temporary shortages of supply. Because
new mining operations can take significant time to come into production;
supply can lag behind increases in demand. As more and more traditional
supplies of resources are depleted, mining becomes more difficult and
costly. Climate change and weather-related disasters can also have an
impact on physical supplies for example, the US drought of 2012 severely
impacted wheat and soybean production and the Japanese earthquake
and tsunami of 2011 impacted global supplies to the semi-conductor
industry.

Geopolitical risks

Geopolitical risks include the impact of stockpiling, quotas, export

restrictions and the geographical concentration of supply of some
materials. A good example of a resource which suffers from geopolitical
risk is that of rare earth metals. The production of rare earths is currently
dominated by China which imposes export quotas. Many countries rich in
natural resources are moving to add value by processing the raw material or
manufacturing the end product, rather than simply exporting raw materials
and this can also limit supplies.

Economic risks

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

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Reputational Risks
The public perception of a brand or a company as a whole can be damaged
if the business is exposed as using unsustainable sources of materials
or damaging ecosystems or habitats for instance by consuming large
amounts of water in a water-stressed locale.
Regulatory Risks
Governments may act to legislate to protect supplies of critical materials.
For instance, EU directives on recycling such as the Waste Electrical and
Electronic Equipment Directive which sets collection, recycling and
recovery targets for all types of electrical goods.
Market Risks
Include changes in consumer trends and demands. Consumers may switch
to a competitors more efficient products, or more sustainable products and
services as a result of increasing awareness and interest in environmental
matters. For instance, consumer demands for sustainable sources of palm
oil have forced many food and drink manufacturers to switch to sustainable
sources 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 also
accommodating 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 including

energy, food, water, minerals and metal ores are
rarely infinite in supply and some (such as many
mineral and metal ores) are also concentrated
in small geographical areas. All business is
reliant to an extent on its ability to procure
secure supplies of a range of natural resources.
At a broader level, access to natural resources
at an affordable price also has an impact on the
quality 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 and
2035 with growth driven by non-OECD countries. Despite environmental
pressure, the US Energy Information Administration expects 80% of energy
consumed to come from fossil fuels in 2035. Energy demand is closely
linked to economic growth and demand is expected to more than double
between 1990 and 2035.
High and volatile energy prices have a large impact on government,
business and consumers alike. Not least because changes in energy prices
have important flow-on effects on the price of other commodities and goods

and services through increased costs for lighting, heating and transport for
example. Yet in a time of economic hardship for many, companies find it
difficult to pass on the increases to end-consumers. Oil prices peaked in
2008, before falling back due to the collapse in demand caused by the
global economic crisis. Since then they have remained high and volatile.
Operational (e.g. heating) and input costs (e.g. materials) are all affected
by unpredictable energy prices. Consumers meanwhile are increasingly
keen on energy-efficient appliances in order to keep their own costs under
control.

World Energy Consumption: 1990-2035

Source: Energy Information

Administration: International
Energy 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 with
high water stress by 2030, mostly in non-OECD countries. Water shortages
or security concerns can be driven by population growth, urbanisation,
water pollution, increased use of irrigation, the over-exploitation of
groundwater, floods and climate change.
There is an enormously unequal distribution of water across the world,
but transporting water long distances is economically unviable with the
exception of bottled water. Water shortages are likely to lead to continued
pressure for the more efficient use of water resources. The real value of water
has been recognized with governments and international organisations
talking about the proper pricing of water. For instance, OECD studies
have shown that when people are charged for the amount of water their
household actually uses rather than a flat fee, consumption falls by 20%.
Expect governments to encourage the use of water-efficient appliances
either through tax breaks, subsidies or regulation and the use of water
meters will also become more prevalent. Many companies have already
begun to tackle this issue by instigating new production techniques which
use less water or by recycling water. Consumers are also increasingly
demanding water-efficient products and manufacturing techniques.

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Part 4

Natural Resources Explored: Water

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Part 4

Natural Resources Explored: Food

Food
Agricultural supplies tend to be subject to strong seasonal production
patterns. Demographic growth, pressure on agricultural land (also driven
by the use of biofuels) and the impact of climate change add to growing
stresses on agricultural markets. Food supply issues have a big impact on
countries which import a large proportion of their food. Food imports have
grown strongly in Asia and according to the UNs Food and Agricultural
Organisation, imports have increased by 75% in volume terms between
2000 and 2010.

Like energy, food security is highly vulnerable to external shocks. Food

price spikes in 2008 combined with the global financial crisis had the
combined effect of dampening purchasing power among vast swathes of
the population. This led to an increase in undernourishment globally and
sparked social unrest in many countries. Some governments have also
resorted to stockpiling food to contain potential crises. Food shortages
and fears tend to be more apparent in poorer countries, or for the poor
within any country. This is because a larger proportion of their budgets are
devoted to food.

Worlds Smallest and Largest Spenders on Food: 2012

% of consumer expenditure devoted to food and non-alcoholic beverages

Source: Euromonitor International from

national statistics/Eurostat/UN/OECD
Note: Data refer to a ranking of 85
countries

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Part 4

Natural Resources Explored: Food

Metals and Minerals
Prices of many metals are closely linked to the performance of the Chinese
economy. According to Macquarie Commodities, China was responsible
for 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 in
emerging markets such as China and India has been the key driver of
demand. Despite being in surplus in 2012, pressure on lead is also set to
increase as demand for cars in emerging markets drives lead use.
Another interesting example is that of rare earths. According to the US
Geological Survey, China is responsible for over 90% of the worlds
production and quotas limit the amount of rare earths exported. This causes
supply problems and price hikes for rare earths around the globe. Canada,
USA and Australia are developing new sources which will lessen Chinas
influence on the market. Companies are also busy looking to reduce their
use of rare earths, searching for substitutes and also methods of recycling.
Shortages in the future are likely to be concentrated in what are classified
as heavy rare earths- these include Dysprosium (used in nuclear reactors,
magnets and lasers) and Europium (used in lasers) as they tend to be
scarcer (concentrated in China) and more difficult to extract.

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Part 4

Natural Resources Explored: Food

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

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

Chinese Rare Earth Export Quotas: 2005-2012

Source: US Department of
Energy/Technology Metals
Research

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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?

In this new normal, companies must evaluate the impact of issues around
natural resources on their profits, growth potential and relationships
with suppliers, partners, customers and neighbours. Issues around
resources create risks but also bring new opportunities in terms of the
impetus for resource efficiency and disruptive technologies.

Businesses should be conducting thorough studies of their reliance

on 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, or
protectionist policies from key supplying countries.
How do global patterns of demand and supply impact on the
business? Demand is global, so knowledge of international
patterns of supply and demand therefore is crucial.

Suppliers

Partners
Customers

Are supplies of key materials sustainable? Sustainability continues

to be prominent on the agenda of governments and consumers
alike. Businesses which dont consider sustainability of supplies
risk supply shortages and also reputational damage.
How do resource risks impact the supply chain? A business may
act to protect the security of its supplies, but how well versed in
risks are key suppliers? How would disruptions down the supply
chain impact on the business?
How will future market trends impact on the security of supplies
and risk? For example, increased use of green technologies may
necessitate a greater reliance on critical raw materials such as
minor metals and rare earths.

Neighbours

Is there a constant monitoring and evaluating process focused on

the reliance of critical materials? And in doing so have strategies
been implemented to cope with supply disruptions?
Are the supply risks of raw materials taken into account at all
levels of the company, including product design?

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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 and
engage with suppliers and consumers by improving their supply chain. Of
all the options available for companies, increasing efficiency is the most
important and rewarding.
One example of this was cited in a World Economic Forum report and
involved Walkers Crisps, a PepsiCo company. The study found that:
The most energy-intensive part of the process of making crisps was in
the drying of raw potatoes. These potatoes had been soaked with water
by 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 with
farmers to find new varieties of potato which are drier. The outcome was
a win-win scenario. Walkers saved money and also reduced their carbon
footprint at the same time.
Infosys, a provider of business consulting, technology, engineering
and outsourcing services, offers another example of a company making
significant resource-efficiency savings. With a target to reduce electricity
consumption by 50% at the end of 2017 compared to 2008 levels, the
company retrofitted existing buildings and incorporated sustainable
design principles into new buildings with an emphasis on utilizing natural
daylight, employing energy-efficient building materials and efficient
cooling systems.

Adnams invested in an energyefficient distribution centre and

improvements 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.

Another example comes from Adnams, a UK-based brewer, hotelier and

retailer. Adnams invested in an energy-efficient distribution centre and
improvements 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.

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Part 6

What Opportunities Are Out There for Business?

Recycling
Recycling can help companies cut costs and reduce risk by securing
supplies of inputs and building a reputation amongst end consumers.
Recycling effectively turns waste into a resource. A 2011 Price Waterhouse
Coopers report, Minerals and Metals Scarcity in Manufacturing: The Ticking
Time Bomb, found, In Europe, almost 80% of senior executives from global
manufacturing companies cite mineral and metals scarcity as a pressing
issue. Recycling technology was perceived to be important in combatting
scarcity by 72% of respondents in the same survey.
The supply of minor metals, metals which are often mined as a by-product
of base metals, is an area which has benefitted from increased recycling.
Minor metals have very specialist, and often high- tech applications, thus
have 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 of
many minor metals; it also benefits from low production costs, government
support and strong domestic consumption. Concerns over security of
supplies have led to innovation from end users in order to secure their
stocks.
One example is the minor metal, indium, which is used in LCDs for mobile
phones, computers and TV screens amongst other things. A joint study
by the International Lead and Zinc Study Group (ILZSG), the International
Copper Study Group (ICSG) and the International Nickel Study Group
(INSG) found that reclaimed indium from the manufacture of flat screens
adds around 900 tonnes per year to newly mined production of indium
of approximately 600 tonnes. The recycling process is highly efficient with
recovery yields in excess of 95% and turnaround times fewer than 15 days.
Similar trends can be seen in the recycling of rare earths, rhenium and
tellurium.

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Recycling of these inputs and many others, for instance ICSG estimated
more than 30% of global copper consumption came from recycled copper,
are crucial for the continued security of supplies. Recovery of raw materials
can be, and in some cases already is, a crucial source of supply. The Sony
Groups GO Recycling program is a closed-loop recycling scheme with
an emphasis on using waste as a substitute for the raw materials required
for production in order to reduce the overall amount of virgin materials
consumed, the amount of waste sent to landfill each year, or sent to be
recycled to be used by other companies. In 2011, Sony also developed
SoRPlas (Sony Recycled Plastic), which contains more than 99% recycled
materials 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 recycling
with exciting opportunities for companies who are able to target consumers
directly with take back services. An example of a firm reaching out direct
to consumers today is Mazuma Mobile a UK-based online mobile phone
reuse and recycling service launched in 2007. Mazuma Mobile buys
secondhand handsets direct from consumers, refurbishes them and sells
them on to suppliers in emerging markets such as China, Africa, Pakistan
and India. Not only do they sell them to suppliers in emerging markets but
also to insurance companies and phone retailers in the UK.

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Part 6

What Opportunities Are Out There for Business?

Substitution
Substitution is another area in which companies can look to find cost
savings, mitigate risk and improve resource efficiency. Substitution occurs
when a material is switched for an alternative which is more readily available
or when new technology is brought to bear on a problem, which in turn
avoids 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 thinnest
known material but is also incredibly strong and flexible, conducts electricity
better than copper, is 100-300 times stronger than steel and has many
mechanical, electronic, optical, thermal and chemical properties. Research
is underway for future applications including flexible touch screens, highspeed electronics, wireless antennas, graphene-plastic composites to
replace metals, developing batteries, fuel cells and photovoltaic cells. It
holds great promise the European Commission announced 1 billion
of funding in January 2013. Some analysts believe it has the potential
to replace the highly purified and expensive silicon currently needed in
semiconductors 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, production
printing, office solutions and IT services. Ricoh has developed a GreenLine
whereby previously leased printers and copiers are inspected, dismantled,
renewed and provided with updated software and replacement components
before being sold as remanufactured products under the GreenLine label.
In the companys own words this provides customers with a product that
offers you all the advantages of the original machine at a lower cost.
Other examples would include companies introducing more energy
efficient lines or making their entire product range energy efficient. These

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strategies can bring cost savings, and reputational rewards as well as

increased sales. One example is the move towards lighter vehicles in the
automotive sector in order to aid fuel economy. Ford Motor Company, the
global automotive manufacturer, in a joint venture with Dow Automotive
Systems, has announced a strategy to cut the weight of its cars and trucks up
to 750 lbs. by 2020 by focusing on incorporating lightweight materials such
as carbon fibre into product design. Carbon fibre is used in the aerospace
sector and the racing car industry, but is currently too expensive for wide
scale use in mainstream cars.

Ford Motor Company,

the global automotive
manufacturer, in a joint
venture with Dow Automotive
Systems, has announced a strategy to
cut the weight of its cars and trucks
up to 750 lbs. by 2020 by focusing on
incorporating lightweight materials
such as carbon fibre into product
design.
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Part 6

What Opportunities Are Out There for Business?

New Business Models
An example of a possible new business model is whereby a business
retains ownership of the product and rents it to end users. This enables
the company to recycle and reuse products more efficiently by retaining
ownership of the product, and the materials used to produce it. This also
ties in with the increasingly popular consumer trend of collaborative
consumption, one facet of which is consumers choosing to rent goods
rather than purchasing them outright. Examples of companies offering
this service include Solar City, a US company which allows homeowners
to lease solar power systems and BMWs Drive Now premium car-sharing
service. A Dutch clothing manufacturer, Mud Jeans, has entered this market
by 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 the
jeans back and request a new pair, and continue with the 5 subscription
fee for another year or buy the jeans outright for a further 20. When the
consumer returns the jeans they are either washed, repaired, and put back
into service; or shredded and sent back to the factory.
Another related model is the buy-sell-trade-model. GameStop, a global
video game entertainment software retailer, has a large and successful
refurbishment arm which accounts for a significant proportion of revenue.
Dutch carpet manufacturer Desso follows a cradle-to-cradle model and has
redesigned 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 natural
resources and recognition for increased emphasis on assuring security
of supplies at the governmental and company level. This coupled with
consumer and government demands for sustainability, makes resource
management a priority for all companies.

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

Economic and demographic growth, combined with income and

expenditure growth in emerging markets are driving increased demand
for natural resources and raw materials.

At the more extreme end of the range of options available is a complete

or partial change of business models to incorporate ideas such as
retaining ownership of products and leasing them to clients and
customers or introducing take-back and re-manufacturing schemes.

Recycling and substitution offer additional ways for companies to

manage their supply of raw materials.

Consumer demands for sustainability are also having a transformative

effect on issues around natural resources. Today, green concerns have
an impact on the purchasing decisions of almost all consumers
Physical, geopolitical and economic supply risks impact businesses
across every sector.
Businesses face operational, reputational, regulatory and market risks
as a result of exposure to risks around the supply of natural resources.
The imperative to change patterns of production and consumption will
only grow and companies who are ahead of the curve, educating and
leading 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 key
raw materials, constantly reviewing and updating plans and processes.
Increasing resource efficiency is a win-win scenario and of all the options
available for companies, increasing efficiency is the most important and
rewarding.

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Part 7: How Can Euromonitor International Help?

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Part 7

How can Euromonitor International Help?

Information is critical in order to increase vigilance to risks and opportunities

surrounding natural resources. Euromonitor International can help
businesses understand the vulnerability of global supplies, production of
raw materials and the impact on supply chains across market sectors to
build a picture of their exposure to resource risks.
Euromonitor Internationals Passport database offers a host of relevant
information to help companies understand supply and production patterns
of natural resources and the economic, demographic and income drivers
of demand. We help companies gain a better understanding of risks to
supply, including the physical, geopolitical and economic risks identified
in this report. We also analyse consumers, focusing on trends such as
sustainability, eco-awareness, green thrift and collaborative consumption
all directly relevant to issues surrounding natural resources.

Euromonitor International is a global market research company providing

statistics, analysis, reports and breaking news on industries, countries and
consumers worldwide. We connect market research to your company goals
and annual planning by analyzing market context, competitor insight and
future trends impacting businesses worldwide. Companies around the
world rely on us to develop and expand business opportunities, answer
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This knowledge enables companies to compile detailed risk assessments

and understand the global supply and demand factors having a direct
impact on their businesses. Our raw materials data includes commodity
price forecasts, energy resource and production data, agricultural
production, and metals and mineral data. In total, Countries and Consumers
contains more than 15 million statistics across more than 5,000 indicators
and 210 countries, as well as insightful analysis of economic, consumer and
technology trends impacting the business environment.

www.euromonitor.com
2013 Euromonitor International

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Part 8: About the Author

www.euromonitor.com
2013 Euromonitor International

< 29 >

Part 8

About the Author

Sarah Boumphrey, Editor
Head of Countries and Consumers, Euromonitor
International
@SarahBoumphrey
Sarah heads up the Countries & Consumers team
managing a team of economic and consumer trends
analysts based around the world. In her role, Sarah focuses on translating
economic and consumer trends information into useful insight; and
advises client companies on how these trends have a real-life impact on
their business. Sarah was instrumental in designing our market-leading
programme of income research and has played a lead role in developing
Euromonitor 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 a
postgraduate degree in International Commerce. She joined Euromonitor
International in 1999 as a Project Coordinator and has more than fourteen
years experience of socio-economic research.
Euromonitor International is the leading provider of global strategic
intelligence on consumer markets, with regional offices in Chicago,
Singapore, Shanghai, Vilnius, Santiago, Dubai, Cape Town, Tokyo, Sydney
and Bangalore and a network of 800 in-country analysts worldwide. For
more than 39 years, Euromonitor has published internationally respected
market research reports, business reference books and online information
systems, providing strategic business intelligence for the worlds leading
FMCG multinationals.

www.euromonitor.com
2013 Euromonitor International

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