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25 Years of Trust
Featured Compliance Isn’t Enough: Supply Chains, Scrutiny, and Stakeholder Trust Even as EU rules ease, supply chain human rights risks remain high. Reputation and trust hinge on visibility and accountability. KEEP READING Reframing the Narrative Around Young Men I met Richard Reeves at the PR Seminar in June in Savannah. He is the founder of the American Institute for Boys and Men, launched after a decade at the Brookings Institution, and the author of Of Boys and Men, which argues that supporting young men and boys is essential to true equality. KEEP READING My Summer Reading List Each summer, I like to pretend I am a student again—with time to read, learn, and explore new stories. Here are books that I have enjoyed in the past few weeks. KEEP READING Explore All Insights

2025 Edelman Trust Barometer: Special Report - Food and Beverage

Explore key insights from the 2025 Edelman Trust Barometer for the Food & Beverage sector, revealing strong overall trust—but rising skepticism around innovation, health claims, and industry subsectors. Learn how brands can navigate this evolving landscape.

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2024 Edelman Trust Barometer: Special Report - Food and Beverage

The 2024 Edelman Trust Barometer shows a continued high level of trust in the overall F&B sector. However, that trust does not necessarily translate into all sub-sectors or into the industry innovations.

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Food X - Warming World

The Food and Beverage industry is on the front lines of the crisis– both in the impact it has on the environment and the opportunity it holds for change.

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Food X - Tightening Wallets

Food X, an exploration of how food culture intersects with the most pressing topics of today.

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Food & Beverage

We are experts who believe in making what the world eats and drinks better for all.

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Research

2019 Edelman Trust Barometer: Food and Beverage

The 2019 Edelman Trust Barometer: Food and Beverage report brings to light a sector experiencing a slight recovery in trust after a four-point drop in 2018 yet it is not keeping pace with recovery and growth in trust in business overall. When evaluating results across the 26 markets, most of them are not back to their 2017 trust levels and the food and beverage sector garners higher levels of trust than business in general. However, over eight years, food and beverage trust levels moved from 64 to 68 percent, while trust in business increased from 47 to 56 percent. When we look at food and beverage sub-sectors, we also see a slight recovery in all of them, with the exception of additives which was just added in 2019.

These findings confirm that while trust in the sector experience a slight recovery, trust is not necessarily stable, but rather fragile.

Despite a four-point increase in trust in the Food and Beverage industry since 2012, the sector is not keeping pace with trust in business in general.
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When analyzing the behaviors that build trust, we found out that the sector is behind in operating with transparency and authenticity and has shown almost no recovery in developing innovations that have a positive impact in people's lives. Despite having a better performance in ensuring quality control, given the nature of the sector, a good score at this behavior is essential to drive trust thus confirming that the sector is not keeping up with expectations.

We also identified that while a slight majority believe that large scale production has helped reduce hunger, there is a strong belief that there is not a plan to produce enough food for the future population; and there is even less doubt that the sector has harmed the environment and lowered nutrition standards.

More than half of respondents believe large-scale food and beverage production has helped reduce hunger by making more foods available, but are divided on whether the industry can carry that into the future.

It is not just the general population who is concerned and expecting the sector to do more; these skeptical sentiments are held by people in the industry as well.

We also looked at food and beverage employees’ perception of the sector. As witnesses of the efforts to improve innovation, nutrition and environmental practices, we would expect them to have a more positive view, but overall employees share the same concerns about the future, their overall health and the environment.

Building trust from the inside out

Food and beverage employees also look to their employer to lead the change (73 percent versus 71 percent of the General Population); and to be a trustworthy source of information about contentious societal issues (53 percent versus 58 percent for the General Population).

We identified the expectation compared to their levels of trust as an opportunity to build trust. When employees trust their employers, the dividends are significant. In fact, food and beverage employees who trust their employer are far more likely to engage in beneficial actions on their behalf—they will advocate for the organization (a 34-point trust advantage), are more engaged (31 points), and remain more loyal (33 points) and committed (32 points) than their more skeptical counterparts.

Like employers in general, food and beverage companies have an opportunity to engage more directly and regularly with their employees and also to activate their voices in building trust outside the company and with all stakeholders.

Building trust with all stakeholders

  • Underscore your contribution to the greater good. It is imperative that you lead on change: Having a purpose, and sharing it, are crucial ingredients for building trust while making a positive impact on society.
  • Be transparent and authentic. Make sure you are leading on relevant issues and that you are bringing your stakeholders with you on that journey. Be transparent and authentic about everything with everyone.
  • Engage the CEO in leading with purpose. CEOs are expected to lead change, engage directly, be visible and show a personal commitment, both inside and outside the organization.
  • Engage your employees and activate their voices. Include your employees, give them a voice, create opportunities for shared action and empower them with information. When employees feel empowered, they become your source for building trust outside the organization.

With bold action and a new employer-employee contract, the potential for building trust capital has never been greater.

Markus Spiske

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What’s on the Menu? 2019 Food and Beverage Trends

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What’s on the Menu? 2019 Food and Beverage Trends

Over the past five years, Edelman’s Food and Beverage sector has been mapping the trends shaping the industry across the globe.

Every year, while preparing the report, we look back to compare our latest findings to past years’ outcomes, analyzing their evolution. In 2019, we again confirmed that the trends transforming the food and beverage industry are more diverse, comprehensive and interconnected.

The overall story is clear: The future of the sector revolves around being healthier, more sustainable and more concerned about how the food we eat affects the environment and society at large.

Consumer activism is changing the food and beverage landscape. People now expect more from the foods they put in their mouths and from the corporations behind them. Companies must be responsible for any issues circumspect to their business, including how their products impact consumers’ health, whether they are meeting their employees’ expectations and how they are affecting the environment and urban development.

This year’s trends fall into four major categories:

The Quest for New Flavors and Ingredients – The search for new experiences drives chefs and marketers to create unexpected food pairings and inspires consumers to explore innovative flavor combinations and textures. Innovation is key to keeping brands relevant for both consumers and the media.

Nutrition and Wellbeing Reinvented – There is a clear evolution toward a more natural and holistic approach to nutrition and its role in overall wellbeing, beyond weight management. “Better-for-you” options, alternative fats and personalized nutrition are ways for companies to keep up with consumers’ evolving demands.

Sustainability Takes Center Stage – Governments and companies are grappling with sustainability-related questions, including plastic use, their carbon footprint and water usage reduction efforts. A focus on sustainability is no longer a “nice-to-have” for food and beverage companies. Investment in resource-efficient technology and in innovative ways of turning food waste into usable material are just two of the opportunities that companies can take to tackle these issues head-on.

Food Shapes Society – Consumers’ demand for purposeful brands has ushered in a new wave of claims. Companies are expected to raise their voices and act on societal issues such as migration, diversity and gender equality. Food and beverage companies are also in the spotlight to focus on integrity and take a stand on the issues that matter most to their employees and customers.

Jesse Ballantyne

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What’s on the Menu?

Tish Van Dyke /

I recently presented our latest trends report, “What’s on the Menu in 2018?” to colleagues and clients in the Asia Pacific region. It’s been interesting to see that the 15 trends we chose to highlight this year are as relevant in places like Indonesia and India as they are in New York and the Netherlands.

Developed with colleagues in 29 markets across our global network, the trends help us understand not only where the industry is today, but also what’s happening in regional and local markets and how that could impact the future for the industry, broader society and our individual palates.

Here are five key areas that exemplify what’s happening in the food and beverage sector today:

Climate Conundrum — Trend No. 3, “Endangered Foods,” shows that with climate change comes mounting pressure on our global food system. Mainstream consumers are starting to understand this dynamic and are shifting their consumption habits. Many of the regional foods that have become globally accepted in recent years are now at risk of disappearing from grocery shelves and menu boards. Meanwhile, trend No. 6, “Plant-based Palates,” demonstrates that the industry is making changes that are meeting both stakeholder expectation and consumers’ “greener” palates.

Quest for Health — With the help of science, we have a better understanding of the link between the foods and beverages we consume and our health. The result? Globally, we’re actively seeking health through food. This year, foods and beverages that are improving gut health, as seen in trend No. 5, “Follow your Gut”; contain lower or no alcohol, as in trend No. 7, “Healthy M(C)ocktails”; or contain numerous bioactive compounds, such as trend No. 10, “Functional Mushrooms.”

Disruption — Technology and market pressures have forced profound change in the industry, and we are seeing signs that the sector is shifting from playing defense to playing offense. Some have even been bold enough to predict that legacy players – in CPG/FMCG, agribusiness and grocery – might go away.  We’re also seeing, as shown in trend No. 2, “Innovate or Evaporate,” that some of the more traditional industry players are taking on the role of disruptor instead of being disrupted, with the greatest disruption happening in the retail and grocery space.

A Feast for the Eyes (and for Instagram) — Our palette of food colors is changing; the more the novel, the better. Why? Trend No. 4, “Going Beyond Taste,” shows that we’re all looking for something to frame and share on social media. Something exotic, intense and beautiful. Intense pops of color – pinks, purples, oranges and even black – are “a must” on every plate coming out restaurant kitchens – and every post, pin, snap or story that accompanies them. According to Mintel, “Unexpected tactile experiences in food and beverage will be a new realm for manufacturers to explore.”

Personalization and Experience —The data-driven mindset is not only a disruption for the online shopper, but also an opportunity to offer consumers the best possible end-user experience. That is what brands are trying to do by offering engagement that delights the senses and offers customization. Trend No. 11, “Malls to Halls,” shows that when it comes to food, the experience rules. Differentiation will come from offering consumers what they can’t get online – letting them see, smell and taste their foods, and then take that experience home with them. Playing on customization, trend No. 14, “Purposeful Packaging,” underscores how purpose must not sit in a company’s CSR silo, but must be driven through brands and products in ways that engage consumers and help build both a trusted relationship and leadership.

It is important that we have a clear point of view on how events outside the day-to-day business present both challenges and opportunities for the food and beverage industry. This year’s trends provide a strong roadmap that offers experts new insights that can help the industry succeed not only today and next week, but in the coming few years.

View the 2018 trends

Tish Van Dyke is global chair, Food & Beverage sector

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Research

Trust in Food & Beverage

Tish Van Dyke /

A Five-Step Recipe for Success

This blog post originally appeared in Institute of Food Technologist’s (IFT) Wellness Newsletter.

There is no magic formula to building trust among food and beverage industry stakeholders, but there are actions individual companies and organizations can take to establish and maintain trust in this environment. This year, Edelman’s 2016 TRUST BAROMETER offers a five-step recipe for increasing trust levels in food and beverage.

  • Purpose is the missing essential ingredient in food and beverage industry trust. Not only do people agree that a company can take actions that increase profits and improve economic and social conditions in the community where it operates (80 percent), but when we examine why trust in business shifts, the common denominator is whether or not people believe business contributes (45 percent) or fails to contribute (50 percent) to the greater good.
  • CEOs must lead and engage in discussions that go beyond their business. In this transformative food and beverage environment, CEOs are expected to be personally visible in discussions about societal issues. While 70 percent of the general population believe that CEOs should be talking about financial results, an even greater number (80 percent) want to hear what CEOs have to say about societal issues.
  • If CEOs are the executive chefs, industry employees at all levels are the untapped, indispensable sous chefs in building and maintaining trust. This year’s Trust Barometer found that over 25 percent of employees in the food and beverage industry don’t trust their employer to do what is right, and nearly half say their companies aren’t engaged in societal issues. Further, 60 percent say they don’t believe their CEO is engaged in societal issues. This presents a unique opportunity for food and beverage companies. It’s important to think about how you can use employees to build and amplify trust. For example, you might use mid-level employees to help you communicate employee-centric benefits and senior-level executives to talk about innovation.
  • “Swing trusters” are the food and beverage industry’s equivalent to on-the-fence voters, and they need to be further examined and engaged. Swing trusters within the industry and its sub-sectors represent between 54 to 60 percent of the general population. Research and analytics provide a powerful way to understand who those people are, how their views intersect (or don’t) with the issues companies care about, what channels they use and what they need from you to build trust.
  • Trust-building content must engage all stakeholders. The gap in trust that we see between informed publics and the general population in the Trust Barometer also applies to industry. This is especially true in sub-sectors – grocery and supermarkets, food and beverage manufacturers, fast food restaurants, agribusiness, farming and fishery, and brewing and spirits. The average consumer doesn’t go to Davos or read CSR reports, but they are still interested in the companies who make their food.

When we asked about the kinds of actions people will take when they trust – or distrust – companies and organizations, we learned that “ROI” can have two different meanings when it comes to trust. On one hand, there’s the return on investment. If people trust you, they’ll buy your products (and are even willing to pay more for them), share positive opinions and purchase stock. On the other hand, we see a return on inaction. If you’re not trusted, people will boycott your products, share negative opinions, criticize your company and sell shares. Trust-building picks up where moment-to-moment marketing leaves off. And the payoff is long-term business sustainability and success – for companies and their brands.

Tish Van Dyke is the global lead of Edelman’s Food & Beverage sector.

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