Leading with Trust: The Blueprint for Transparency and Authenticity
Debbie Morrison • April 19, 2023

As consumers become increasingly informed about the products and services they purchase, they demand more transparency from the companies they do business with. This is particularly true for FMCG and Food/Beverage businesses, who face mounting pressure to be transparent about their operations. The days of keeping information under wraps and relying on traditional marketing tactics are over.


The rise of social media and online reviews has given consumers a voice and the power to impact a company's reputation with just a few clicks. In this new age of consumer empowerment, transparency and authenticity have become non-negotiables for executive leaders who want to build trust with their customers.



So, what exactly do transparency and trust mean for FMCG and Food/Beverage businesses?

For starters, it means openly and honestly sharing information about product ingredients, sourcing, manufacturing processes, and supply chain operations. Consumers are more interested in knowing where their food comes from, how it's grown, and what ingredients are used. They are also more interested in knowing about the ethical and sustainable practices that businesses use in their operations. According to a survey conducted by Label Insight, 94% of consumers are more likely to be loyal to a brand that offers complete transparency.


Transparency isn’t just about clear labelling and ingredient lists, it also extends to a company's values, mission, and culture. Stakeholders want to support companies that align with their personal beliefs and values.


Trust, on the other hand, is the foundation of any successful business and is achieved through a company's ability to deliver on its promises and to act with integrity. Trust is earned over time through consistent and transparent actions. Once trust is established, it can lead to customer loyalty, positive word-of-mouth, and increased profits. Yet this vital aspect of a business is fragile and once broken can have significant consequences and result in lasting reputational damage for organisations. 


For instance, the 2015 E. Coli outbreak associated with Chipotle Mexican Grill led to a significant drop in sales and stock price, highlighting the importance of trust and transparency in the food industry. 


Whilst food safety remains an ongoing focus for the food and beverage industry, the recent explosion of cyber attacks has, more than any other type of scandal, called into question the concept of trust and transparency among organisations. In February 2021, Coles Group and Latitude Financial were hit by a cyber attack that exposed the personal information of thousands of customers. The breach was a wake-up call for these companies and the industry as a whole, highlighting the need for robust cybersecurity measures and increased transparency.


The fallout from a cyber attack can be severe, causing irreparable reputational damage to a business. Customers expect their personal information to be kept secure, and when that trust is broken, it can be challenging to win it back. In this context, transparency is vital for executive leaders who want to maintain trust with their stakeholders. By being open and honest about a breach and taking swift action to remedy it, companies can demonstrate their commitment to customer safety and security. Ignoring or downplaying the issue will only exacerbate the damage and erode trust further.



Transparency: The Path to Maintaining and Restoring Trust

Transparency starts at the top. Executive leaders must be transparent in their communication with employees, customers, and stakeholders. This means being open and honest about company performance, challenges, and goals. 


For example, embracing transparency and authenticity in the aftermath of a cyber attack can be a challenging but necessary step for executive leaders. Customers want to know what happened, what steps are being taken to prevent future breaches, and how their information will be protected moving forward. In some cases, a cyber attack may even present an opportunity for companies to showcase their commitment to security and transparency, providing a competitive advantage over rivals who may be less forthcoming with information.


Executive leaders should also be accessible to employees and customers, responding to questions and concerns in a timely and respectful manner. By creating an environment of open communication, executive leaders can build trust and establish a positive company culture.


Another way executive leaders can maintain trust is by taking responsibility for mistakes and working to correct them. No company is perfect, and mistakes will inevitably happen. However, how a company responds to those mistakes is what matters. Executive leaders must be willing to admit fault, apologise, and take steps to prevent similar mistakes from happening in the future. This shows consumers and stakeholders that the company is committed to transparency and accountability.



Transparent Communication: The Essential Ingredient in Creating Consumer Appeal and a Positive Company Culture

Transparent communication means being open and honest in all aspects of business. This includes providing clear and accurate information about products and services, as well as the company's values, mission, and culture. Transparent communication also means listening to feedback from customers and stakeholders and taking action to address their concerns.

Transparent communication is essential in creating consumer appeal because it builds trust and establishes a positive reputation. Consumers want to support companies that are transparent about their products and services. They also want to know that the company is committed to ethical and sustainable practices. By communicating transparently, companies can attract and retain loyal customers.


Transparent communication is also crucial in creating a positive company culture. Companies can create a more engaged and motivated workforce by fostering open communication and feedback. Employees who feel heard and valued are more likely to be productive and committed to the company's success.



The Role Technology and Data are Playing in Helping Organisations to Become More Transparent

Technology and data are increasingly important in helping organisations become more transparent. For example, blockchain technology can be used to track products from farm to table, providing consumers with information about where their food comes from and how it's produced. Data analytics can also track and measure company performance, allowing for more transparent reporting and accountability.


Social media and online reviews have also made it easier for consumers to share their experiences and opinions about companies. While this can be a double-edged sword for businesses, it also provides an opportunity for companies to respond to feedback and demonstrate their commitment to transparency and customer satisfaction.


Companies can also use technology to improve communication with customers and stakeholders. Chatbots, for example, can be used to provide quick and accurate responses to customer inquiries. In contrast, social media platforms can be used to engage with customers and share information about the company's products and values.



Why Reputation Matters

Reputation is everything in the FMCG and Food & Beverage industries. A company's reputation can take years to build, but can be destroyed in a matter of days by a scandal or negative publicity. That's why it's essential for companies to hire executive leaders who are committed to transparency and authenticity.


At ELR Executive, we specialise in helping FMCG and Food & Beverage companies identify and hire executives who lead with authenticity and can build trust during times of uncertainty. We believe that executive leadership is key to establishing and maintaining trust with consumers and stakeholders. We leverage highly customised search, selection, and assessment techniques, informed by more than 20 years of experience in our field. This is our
SELECT methodology, a proven approach to identifying candidates who have the skills and qualities needed to lead in today's fast-paced and complex business environment.


We also recognise that authenticity is essential in building trust. That's why we look for candidates who are committed to transparency and who have a track record of acting with integrity. We believe that by hiring executives who are authentic and transparent, companies can establish a positive reputation and build trust with customers and stakeholders.

If you'd like to learn more about how we can help you hire the right leadership talent, who can navigate your business forward, securing its competitive advantage to thrive in today’s challenging business environment,
speak to us today.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.