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APR. MAY. 2021 XIII to initiate sustainable mobility, health, inclusion and cohesion. Focusing on two of the missions, namely ‘digitalisation, innovation, competitiveness and culture’ and ‘green revolution and ecological transition’, important aspects directly linked to the revitalisation of tourism emerge. In the first case, a total of 46 billion euro is envisaged, with a ‘special focus’ on the chapter on Culture and Tourism (8 billion euro), in which the Recovery Plan provides for specific programmes such as the redevelopment of villages, parks, suburbs and historic gardens, or more targeted projects such as the one embracing Rome in anticipation of the 2025 Jubilee. The document also highlights the fact that Italy has 55 UNESCO World Heritage sites, a key issue for the entire economy. The Green Revolution and Ecological Transition, on the other hand, envisages 69.9 billion euro, aimed precisely at the idea of handing over to future generations a greener and more sustainable country, an aspect of great social importance and of great relevance to tourism, especially if we see this mission flanked by a special nation such as Italy. ______________________________ AT PAGE 34 IN THE PANTRY Time for change The pandemic has accelerated phenomena that would probably have taken longer to manifest themselves. The entire supply chain, including wholesalers, will have to adapt to remain competitive. by Elena Consonni Where is the eating out food supply chain heading? What changes will this pandemic bring? These issues were discussed in the online edition of Sigep, one of the reference trade fairs in the Eating Out sector (this time in a digital version), with the aim of giving operators some indications on the strategies to be undertaken in order to face the challenges awaiting them in the right way. What emerged above all was the consideration that some of the sudden social changes brought about by the healthcare emergency and which have such an impact on the catering industry (smartworking, development of delivery, digitalisation...) would in any case have been destined to take place, perhaps over a longer period of time. The players in the supply chain are therefore forced to deal rapidly with phenomena which, in the absence of the pandemic, they would have had more time to adapt to. A first necessary observation concerns consumption styles outside the home. Despite the desire to return to normal social life, which is evident whenever the easing of restrictions allows it, a great deal of attention may continue to be paid to safety for a long time to come: compliance with rules, table spacing, etc. Consumption in places that inspire confidence will be preferred. Another trend is the changing way of working. Smartworking, which has accelerated dramatically over the past year, could be consolidated even when it is no longer strictly necessary, and will have an impact on lunchtime consumption. But even those who work from home may need convenient and quick meal solutions. There is therefore room to develop typical lunchtime formats even in residential areas, far from the production and office centres where they have developed until now. It will be necessary to focus on food that lends itself to being eaten outside the restaurant, through delivery and take-away. The car could become an important new point of consumption. Habits adopted out of necessity will force restaurateurs to revisit their menus by focusing on foods that lend themselves to home consumption and to choose packaging that is better suited to transport and consumption on the go. Digitisation will facilitate the renewal of the supply chain, facilitating dialogue between the various players - food producers, distributors and restaurateurs - and providing consumers with the security they so desperately need. THE EFFECTS ON WHOLESALERS While there is no shortage of challenges for restaurateurs, they have repercussions for the entire supply chain, including distributors, who will necessarily have to adapt their offer and level of service to new consumer styles. Are they ready to do so? We asked Angela Borghi, commercial director of Tradelab. Based on your research, what are the main concerns for wholesalers at the moment? So far, wholesalers have shown great resilience and there have been very few closures (of operators already in difficulty in the pre-Covid era). However, the concern is widespread: the difficult situation has been going on for a year now, with a heavy drop in turnover against fixed costs that have remained more or less constant, and with a great deal of uncertainty about the future and about the real restart. Wholesalers are also concerned about the liquidity crisis: many of their customers are suffering and some have not yet reopened. In addition, they are facing changes in the way they work (e.g. on the digital front), so they have to reorganise and adapt quickly. Operators are preparing for the summer of 2021, which for many will be an opportunity for recovery and should not