Imagining the future food court
by Andrea Gilly
What does the future of food look like? How do you picture yourself eating in 5 years? What about 10 years? Are you eating the same things as you do today? How have things changed? What technologies are there? What remains the same?
VTT, the research and innovation institute from Finland, created a scenario for 2040, where many of the challenges that make the food system unsustainable were addressed: From power sources to logistics, to production and waste recycling. This vision was set in a food court- as a shopping mall can be a great place to address circularity, once the challenge of fast fashion is addressed and we no longer have a need for so many brands and shops.
However, in order to cultivate a more grounded and comprehensive vision of this future, VTT sought to actively involve various stakeholders. The objective of engaging diverse stakeholders in a futures scenario-building project is multifaceted: to validate assumptions, ensure inclusivity by considering all voices, enrich the vision with diverse perspectives, and collectively discern a preferable future.
We collaborated with VTT with the goal of engaging with industry “pioneers”, specifically Chefs and restaurant owners wanting to do things differently and push the industry to become more sustainable. The goal of consulting them was to validate how realistic such a vision could be, and whether this vision makes sense with the path the industry is taking and their desires for the future.
A speculative concept of the future food court that emerged from the project: The lab where food is made. (Image: Andrea Gilly)
Insights
1. We identified some positive signals of the future in Helsinki, which can shape the restaurant industry and be drivers, for sustainability transitions.
There is a noteworthy surge in the number of diners seeking a laid-back dining experience, and the industry will have to adapt to this. While this is not an obvious signal, more laidback experiences could be the key to the industry reducing waste, by shortening offering options while increasing the quality of their products.
Another important signal is the “zero waste” movement. It has gained notoriety among environmentally conscious customers, which could be a great opportunity for restaurants. However, regulatory constraints and a lack of implementation from other restaurateurs pose challenges to its widespread adoption, constraining its efficacy to a niche market segment.
Lastly, Helsinki is witnessing a surge in the availability and affordability of vegan and vegetarian options, fueled by increasing demand from younger generations. This shift towards plant-based diets not only reflects evolving consumer preferences but also underscores the growing accessibility of sustainable dining choices.
2. At the moment, some practices lock-in behaviours and practices in the local food system. However, for the system to become more sustainable, some of these behaviours need to be recognised and addressed.
Firstly, a widening gap exists between urban lifestyles and the processes behind food production. Urban dwellers are becoming increasingly disconnected from the realities of food cultivation, often taking the availability of food for granted. This disconnect is evident in the evolving perceptions of farmers' roles within the future of a sustainable food system. Notably, in Helsinki, a concerning trend among young people is the perception of farming as an outdated and detrimental practice. However, this perception stands in stark contrast to the reality that farmers play a pivotal role in maintaining the health of our land and ecosystems. It's imperative to bridge this gap in understanding and highlight the indispensable contributions of farmers in sustaining our food systems and preserving environmental integrity.
A speculative concept of the future food court that emerged from the project (Image: Andrea Gilly)
Secondly, subsidies allocated to food production create a perceived imbalance, where the true cost of products is obscured by artificially low prices. To effect systemic change, prices must accurately reflect the genuine value and cost of the foods we consume. This entails acknowledging that resource-intensive, emission-heavy, and costly-to-produce items such as meat and dairy should be priced to reflect their environmental impact and true cost.
Thirdly, an often-overlooked aspect of sustainability in the restaurant industry is the social dimension. While many establishments prioritise environmental sustainability, the social welfare of restaurant workers remains neglected. Restaurant environments are notoriously demanding, characterised by long hours, rigid hierarchies, low wages, and pervasive tension. In Helsinki, a significant portion of restaurant workers are members of ethnic and racial minority groups, and face precarious living conditions. This concerning trend underscores the urgent need for change. Which is directly connected to the last point, the relentless pursuit of economic growth. It compels restaurants to prioritise profitability over ethical and sustainable practices, perpetuating an unsustainable cycle. Addressing these intertwined social and economic factors is crucial for fostering a truly sustainable and equitable restaurant industry.
A version of the Berkana Institute’s Two Loops model, adjusted for the restaurant industry
3. We identified the actors in the system that hold responsibility and power to create these changes. But it is important to point out that the responsibility lies in their ability to collaborate and create flows of information with each other.
The first group of actors are decision-makers. They hold responsibility when it comes to: fair taxation, relocation of subsidies that (1) support the pioneers creating sustainable transformation and (2) reflect the true cost of products, support to innovators who drive sustainability and updating legislations that encourage sustainable ways of doing over profit-making. This means remaining aware of the changes needed by collaborating with the people driving sustainable transformations in the industry.
The second group are what we called the pioneers of the industry. They are practitioners and researchers working in materialising sustainable models for the industry. As pioneers, they hold the responsibility to steer the industry in the right direction by creating examples or best practices, sharing information and collaborating with the decision-makers.
The third and last group are customers, while customers cannot be blamed for the unsustainability of the current system, they can be drivers of change. And they have been, by supporting initiatives like restaurant Nolla, who are creating a paradigm shift in the way restaurants operate & think of “waste”. In this sense, customers need information, and their perceived responsibility relies on what information and knowledge they have access to. This being said, the responsibility is on the decision-makers and the pioneers to recognize this, and create campaigns or accessible content to raise awareness and drive the change forward.
