零售行業(yè)工作的未來-英

TMDRS/2023

Thefutureofworkin

retail:Digitalizationas

anengineforsustainableeconomicrecoveryanddecentworkReportfor

discussion

attheTechnical

Meeting

onDigitalizationinthe

RetailSectorasan

Engine

for

EconomicRecoveryandDecent

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25–29September2023)SectoralPoliciesDepartmentGeneva,2023Copyright?InternationalLabourOrganization

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The

future

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work

in

retail:

Digitalization

as

an

engine

for

sustainableeconomic

recovery

and

decent

work.

Report

for

discussion

at

the

Technical

Meeting

on

Digitalization

in

the

Retail

SectorasanEngineforEconomicRecoveryandDecentWork,Geneva:InternationalLabourOffice,

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El

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/publns.FormattedbyRELMEETINGS:TMDRS-2023-[SECTOR-230628-001]-EN.docxPrintedinSwitzerland

TMDRS/20233

ContentsPage7AbbreviationsBackgroundIntroduction1.

Newlandscape

oftheretailsector1.1.

ImpactsoftheCOVID-19pandemic

9913131.2.

Evolutionoforganization,

productionandservicedeliverymodelsintheretailsector162.

Digitalization’spotentialforaresilient,fairandsustainablerecoveryandinterconnectedtrends17172.1.

DigitaltransformationintheretailsectorTechnologicaladvancesandtheirimpactonthesaleanddistributionofgoods17202223252828303234353944Thedigitaldivideintheretailsector

2.2.

Demographicdynamicsinthe

contextofdigitaltransformation2.3.

Globalization

2.4.

Justtransitiontoanenvironmentallysustainableretailsector

3.

Decentwork

opportunitiesandchallengesin

the

retail

sector3.1.

EmploymenttrendsWomen’semploymentYouthemploymentJobtransformationSkillsandlifelonglearningSustainableenterprisedevelopment

Transitionfromtheinformaltotheformaleconomy

3.2.

Socialdialogueinthecontextofdigitalizationandsustainableeconomicrecovery45473.3.

Internationallabourstandardsandfundamentalprinciplesandrightsatwork

inthecontextofthedigitalizationoftheretailsector

Ensuringfreedomofassociationandtheeffectiverecognitionoftherighttocollectivebargaining485154Genderequalityandnon-discriminationAsafeandhealthyworkingenvironmentinthedigitalretailsector

TMDRS/20234Page3.4.

Workingconditionsandsocialprotection56Conditionsofwork,

workingarrangementsandchangesintheregulatoryframework56565960616263EmploymentstatusandformsofemploymentWagesandincomesWorkinghours

WorkingtimearrangementsandworkschedulesDigitalization,e-commerceandchangingemploymentrelationships

Socialprotectionsystems

inachanging

workenvironmentAnnex:

Non-exhaustivereference

listofILOdeclarations,instrumentsandguidanceandotherinternationalinstrumentsand

guidancetoadvancedecentworkintheretailandcommercesector6712Listoffigures1.

E-commerceandsocialcommercevaluechains2.

Examplesofnewtechnologies,processesandapplicationsintheretailsector18213.

Individualsusingtheinternetper100inhabitants,2010–2021

4.

Percentagechangeinretailsalesvia

mailorderortheinternet

intheeurozoneduringthe2020lockdowns

2429293131325.

Wholesaleandretailtradeemployment(thousands)andcontributiontototalemploymentbycountryincomegroup(percentage),20206.

Wholesaleandretailtradeemployment(thousands)andcontributiontototalemploymentbyregion(percentage),20207.

Contributionofwholesale

andretailtradesectorto

totalregionalemploymentby

sex,20208.

Shareofwholesaleandretailtradesectoremploymentbygenderandregion,20209.

Shareofyouth(15–24years)employmentby

subsector,selectedcountriesorterritories,2020

*10.Percentagechangeinthe

shareofyouthemploymentbysubsector,selectedcountries,2018–2020333611.Employmentsharebyskilllevelandsubsector,selectedcountries,2020

12.Employmentshareinthewholesaleandretailtrade

sectorbyenterprisesize,selectedcountriesorterritories,2020404313.Hoursworkedbyestablishmentsize(percentchangein2020)14.Unionmembershipofkey

employeesby

occupationalgroup,in19countries

orterritories51

TMDRS/20235Page5715.Shareofemployment,by

employmentstatusandcountry

incomegroup,selectedcountries,2020

16.Employmentshareofown-accountworkersbygender,selectedcountries,20205817.Employmentshareinthewholesaleandretailtrade

sectorbytype

ofcontract,selectedcountriesorterritories,20205918.Employmentshareofretailworkersby

weeklyworkinghours,selectedcountries

orterritories,2020

6119.Employment

inthe

wholesaleandretailtradeby

social

securitystatus,selectedcountriesorterritories,202064Listoftables1.

Potentialopportunitiesandchallengesrelatedtothedigitalizationoftheretailsector20412.

Sectoraldistribution(%)ofMSMEsinSouth-EastAsiain2020,selectedcountries3.

Examplesoftechnologicalapplications,challenges

andopportunitiesforMSMEs

42504.

RecentsocialdialogueagreementsintheEUretailsectorListof

boxes1.

E-commercetransformationsinAfrica,Asiaandthe

PacificandLatinAmerica2.

Thedata-driveneconomyandthedigitaleconomy14253.

ExamplesofcollectivebargainingintheretailsectorinresponsetotheCOVID-19crisis49624.

Workingtimearrangementsinthedigitalizingretailsector

TMDRS/20237

AbbreviationsAIartificialintelligenceGDPgrossdomesticproductICTinformationandcommunicationstechnologyleastdevelopedcountriesLDCsMNEsMSMEsOSHmultinationalenterprisesmicro,smallandmedium-sizedenterprisesoccupationalsafetyandhealthPPEpersonalprotectiveequipmentOECDSTEMTVETUNCTADOrganisationforEconomicCo-operationandDevelopmentscience,technology,engineeringandmathematicstechnicalandvocationaleducationandtrainingUnitedNationsConferenceonTradeandDevelopment

TMDRS/20239

Background1.Atits346th

Session,

inOctober–November

2022,

theGoverningBody

oftheInternational

LabourOffice

endorsed

the

convening

of

a

technical

meeting

on

digitalization

in

the

retail

sector

as

anengineforeconomicrecoveryanddecentwork.

12.The

technical

meeting

will

discuss

current

and

emerging

issues

in

the

context

of

digitalization

andthe

future

of

work

in

the

retail

sector.

It

will

focus

on

policies,

strategies

and

good

practices

forensuring

that

digitalization

contributes

to

a

human-centred

sustainable

development

and

a

futureofworkwithfullandproductiveemploymentanddecentworkforall.3.Thisreport

highlights

recent

developments

in

the

retail

sector

in

the

contextof

recovery

from

thecoronavirus

disease

(COVID-19)

pandemic,

the

many

other

ongoing

crises,

and

the

interplaybetween

digitalization

and

other

megatrends

and

drivers,

as

they

impact

on

retail

enterprises

andworkers.Introduction4.Digitalization

is

rapidly

transforming

the

landscape

of

the

retail

sector

and

it

has

the

potential,through

appropriate

policies

and

measures,

to

contribute

to

the

post-COVID-19-pandemicrecovery

inthe

context

of

respect

fordecent

work.

Althoughtechnologicaladvances

have

drivennew

business

models

and

changed

the

nature

of

retail

work

and

forms

of

work

organization

fordecades,2

this

process

was

accelerated

by

the

onset

of

the

pandemic,

which

forced

the

retailsector

to

rethink

the

ways

in

which

humans

engage

and

interact

with

it

as

a

result

of

the

shopclosures,

confinements

and

physical

distancing

that

prompted

a

wave

of

digitalization

in

retail.

3Digital

applications

and

e-commerce

were

significantly

upscaled

to

continue

business

throughoutthe

pandemic.

Meanwhile,

digitalization

was

used,

inter

alia,

to

automate

sales,

limit

physicalcontact

and

accelerate

delivery

times

in

response

to

increased

demand,

crisis

situations

andshiftingconsumerpreferences.5.The

retail

sector

consists

of

a

very

diverse

ecosystem

of

business

models,

enterprise

sizes

andspecialized

segments,

with

the

crisis

having

considerable

and

varied

implications

for

enterprisesand

workers.

The

demand-side

implicationsduring

the

peak

of

the

crisis

varied

greatly

across

theindustry,

with

certain

subsectors

experiencing

major

spikes

in

consumer

demand,

while

otherretail

operations

stopped

working

for

significant

periods

of

time.

Online

retailers

fared

better

thanbrick-and-mortar

stores,

and

sellers

of

goods

deemed

“essential”

performed

better

than

others,because

they

were

typically

exempt

from

requirements

to

close.

4

However,

forced

closures

andsubsequent

declines

in

demand

and

sales

had

severe

consequences

for

many

other

enterprises,particularly

for

the

micro,

small

and

medium-sized

enterprises

(MSMEs)

in

retail

subsectors

thatwere

deemed

non-essential.

While

government

policy

measures

such

as

tax

reliefs,

loans

andfinance,

interestratecuts

andjob

retentionschemescontributedtosupportingretailersinmanycountries,

in

some

cases

enterprises

and

workers

that

were

already

prepared

to

implement

and1

ILO,SectoralMeetingsHeldin2022andProposalsforSectoralWorkin2023,GB.346/POL/3,2022.2

ILO,SocialandLabour

Implicationsof

theIncreasedUseof

AdvancedRetailTechnologies,Reportfordiscussion,TMART/2006,2006.3

ILO,COVID-19andFoodRetail,ILOSectoralBrief,June2020.4

Organisation

for

Economic

Co-operation

and

Development

(OECD),

COVID-19

and

the

Retail

Sector:

Impact

and

Policy

Responses,June2020.

TMDRS/202310harness

the

digital

transformation

emerged

best

from

the

crisis.

The

impacts

of

the

COVID-19pandemic

varied

further

by

countryand

region,

withenterprises

in

developing

countries

notablyless

prepared

for

digitalization,

due

to

the

lack

of

adequate

access

to

digital

technologies

andmarkets,

as

well

as

the

shortage

of

skilled

workforces,

the

lack

of

fiscal

space

and

the

ensuinglimitations

of

government

support

measures,

and

the

lack

of

labour

protection

and

social

securitysystems,

especially

in

countries

in

which

inadequate

legal

frameworks

or

weak

labour

marketgovernanceprevail.6.Following

the

COVID-19

pandemic,

interlocking

geopolitical

and

economic

crises

led

to

lowproductivity,

low

economic

growth

and

high

inflation.

Recoveries

in

the

labour

market

andincomesinmostcountriesstalledandhighfood,energyandtransportationcostscreatedseverechallenges

for

people

and

enterprises,

taking

a

particular

toll

on

poorer

households

and

MSMEs.

5Thecost-of-livingcrisishasbeencharacterizedbyan

increaseinthe

prices

of

goodsandservicesand

stagnating

income

growth,

with

many

workers

worldwide

struggling

to

afford

even

basicliving

standards.

This

has

prompted

a

slowdown

in

the

recovery

of

sales

in

the

retail

sector,

withconsumers

tending

to

prioritize

the

purchase

of

essential

goods.

6

Consequently,

retailenterprises

continue

to

face

economic

and

financial

uncertainties

that

threaten

their

businesses,

7including

disruptions

in

supply

chains,

high

operating

costs

due

to

energy

prices

and

a

lack

ofaccess

to

finance.

In

some

countries,

such

as

the

United

Kingdom

of

Great

Britain

and

NorthernIreland,

the

recent

cost-of-living

crisis

has

resulted

in

demands

for

higher

wages

and

a

low

laboursupply,withmanyworkershaving

lefttheretailsector.

87.8.9.The

retail

sector

is

a

key

contributor

to

the

economy

and

a

major

employer

of

workers

in

everycountry.

Consequently,

retail

has

a

critical

role

to

play

in

driving

a

resilient,

fair,

sustainablerecovery

from

the

current

geopolitical

and

economic

crises,

beyond

the

COVID-19

pandemic.While

women

make

up

a

large

share

of

the

sector’s

workforce

in

many

countries,

ILO

estimatesshow

that

overall,

female

employment

and

income

opportunities

have

recovered

slower

thanthoseofmen.

9The

digital

transformation

of

the

retail

sector

may

have

been

accelerated

by

the

COVID-19pandemic,

but

it

is

a

longer-term

trend

and

is

here

to

stay.

Business

operations,

distribution

andlogistics,

as

well

as

employment

relations

and

working

conditions,

are

all

being

shaped

by

thistransformation.

This

also

encompasses

informal

retail

entrepreneurs

and

enterprises

indeveloping

countries,

which

have

started

to

use

social

media

platforms

to

reach

out

to

consumersandincreasetheirbusinessopportunities.Therecoveryprovidesatimelyopportunitytoensurethatsuchchangesareinformedby

policiesthat

promote

decent

work

in

order

to

ensure

a

just

distribution

of

the

benefits

of

digitalization

forallintheretailsector.5

ILO,ILOMonitor

ontheWorldof

Work:NinthEdition,23May

2022.6

Leigh

Sparks,

“How

is

the

Cost

of

Living

Crisis

Affecting

Retailers

and

their

Customers?“,

Economics

Observatory,

28

July

2022;

andAnneD’Innocenzio,“AsRentandFood

Prices

Rise,RetailSalesRemainedFlatinSeptember“,PBSNewsHour,14October2022.7

OECD,PayingthePriceof

War,OECDEconomicOutlook,InterimReport,2022.8

Sparks.9

ILO,ILOMonitor

ontheWorldof

Work:NinthEdition.

TMDRS/20231110.

This

report

will

examine

how

digital

transformation

in

retail

is

likely

to

change

the

dynamics

oftheworldofwork,

withimpactsonemployment,

includingskillsdevelopment;thequalityofjobsand

working

conditions;

and

labour

rights

and

social

dialogue.

It

will

also

examine

the

implicationsof

these

changes

for

the

productivity,

sustainability

and

resilience

of

enterprises,

and

will

showhow

digitalization

is

interacting

with

other

interconnected

megatrends

and

drivers

of

change

inthe

retail

sector,

such

as

demographics,

globalization

and

climate

change,

with

an

emphasis

onthe

importance

of

the

retailsectoras

a

driver

fordecent

jobs.

The

report

concludes

by

exploringopportunitiesforpolicyactiontoensurea

rapid,sustainableandinclusiverecovery.11.

Forthepurposesofthisreport,theterm

“retailsector”includes:?

any

economic

activity

that

acts

as

a

link

betweentheproducers

of

goods

and

their

consumers(suchaswarehouses)and

asafinalstepinthedistributionofgoods;10?

any

economic

activity

that

can

be

for

the

purpose

of

resale

(sale

without

transformation)

of

newand

used

goods

to

retailers

(wholesale)

or

to

the

public

(retail)

for

personal

or

householdconsumption

or

utilization,

by

shops,

department

stores,

stalls,

mail-order

houses,

door-to-door

salespersons,

hawkers

and

peddlers,

consumer

cooperatives,

auction

houses

and

onlinesellers.12.

The

scope

of

the

report

encompasses

workers

engaged

as

retail

and

wholesale

managers;commercial

sales

representatives;

sales

workers;

stall

and

market

salespersons;

shopsalespersons;

shopkeepers;

shop

supervisors;

cashiers

and

ticket

clerks;

street

vendors;

shelffillers;

and

online

operators.

The

report

also

refers

to

a

number

of

groups

of

workers

that

areparticularly

affected

by

the

growth

in

e-commerce,

such

as

last-mile

delivery

and

warehouseworkers,

who

are

more

and

more

integrated

in

the

retail

value

chain,

as

well

as

the

informalenterprises

in

the

retail

sector

that

follow

a

similar

value

chain

through

social

media

platforms(figure1).10

For

the

purpose

of

statistical

analysis,

the

data

is

based

on

codes

G46

(Wholesale

trade,

except

of

motor

vehicles

andmotorcycles)

and

G47

(Retail

trade,

except

of

motor

vehicles

and

motorcycles)

of

theInternational

Standard

Industrial

Classificationof

All

Economic

Activities

(ISIC),

Rev.

4

(United

Nations,

2008)

at

two-

and

three-digit

levels;

however,

the

literature

review

and

thebroaderanalysisof

issuesinthereportincludesotherworkerslinkedtotheretailsector.

TMDRS/202312

Figure1.

E-commerceandsocialcommercevaluechainsE-commerce

valuechainSocialcommerce

valuechainProduct

creationManufacturers

createproductsanddistributethemtowholesalers

orretailersManufacturers

createproductsanddistributethemtoretailers

or

wholesalersInventory

managementWholesalers

or

retailers

manageinventory

andmayusewarehouses

or

third-party

logisticsproviders

tostoreandshipproductsRetailersor

wholesalers

manageinventory

andmayusewarehouses

or

third-party

logisticsproviders

tostoreandshipproductsPlatformschannelsE-commerce

platformsprovide

adigital

marketplaceforretailers

toselltheir

productsSocial

mediaplatforms

provideadigital

marketplaceforretailers

toselltheir

productsMarketing

andsalesRetailersusevarious

marketing

channels

topromote

productsanddrive

sales,suchassearchengine

optimization,

pay-per-clickadvertising,

social

mediamarketing

andemailmarketingRetailersusesocial

mediamarketing

topromotetheirproducts

anddrivesaleson

socialmediaplatformsPaymentprocessingE-commerce

platformsprocesspayments

andmaytakeacommission

oneachtransactionSocial

mediaplatforms

processpaymentsandmaytakeacommission

oneachtransactionFulfilmentand

shippingRetailers

ship

productstocustomers

usingtheirownlogistics

network

orthird-party

logisticsprovidersRetailersship

productstocustomers

usingtheirownlogistics

network

orthird-party

logisticsproviders

TMDRS/202313

1.

Newlandscapeoftheretailsector13.

The

retail

sector

accounts

for

a

large

percentage

of

economic

activity

in

global

economies.

InOrganisation

for

Economic

Co-operation

and

Development

(OECD)

countries

for

instance,

thesectoraccountsforalmost5percentofgrossdomesticproduct(GDP).

11

Takingintoaccountthedifferent

methods

applied

in

the

analysis

of

their

GDP

share,

emerging

markets

report

a

higherfigure;

this

is

the

case

of

India,

where

the

retail

sector

contributes

10

per

cent

of

GDP,

12

anddeveloping

countries

such

as

Nigeria

(16.4

per

cent),

13

Malawi

(12

per

cent)

14

and

Myanmar(15per

cent).15

It

is

also

a

labour-intensive

sector

that

employs

a

significant

share

of

workersacrosseconomies,

both

directly

andindirectly,

complementing

activitiesinmany

other

economicsectors.14.

While

these

fundamental

characteristics

of

the

retail

sector

remain

unchanged,

its

overalllandscape

is

rapidly

changing

and

evolving,

and

digitalization

is

at

the

forefront

of

these

changes.On

the

demand

side,

increased

consumer

interaction

with

digital

technologies

is

drivingconsumer

preferences

in

terms

of

how,

what,

when

and

where

goods

and

services

are

purchased.Digitalization

is

facilitating

new

interfaces

between

consumers

and

retailers,

and

in

manyinstances

making

the

process

faster,

more

convenient

and

increasingly

customized

towards

theindividual

consumer.

Onthesupply

side,

retailerscan

now

utilize

digital

channelsthroughoutthesupply

chain,

including

in

manufacturing,

logistics,

distribution

and

sales.

This

is

the

case

ofmanufacturingplatforms,

inwhichthesupplierrelationshipis

mediatedthroughdigitalbusinessplatforms

that

connect

enterprises

with

buyers

and

ensure

the

manufacturing

and

delivery

ofproducts.

1615.

These

trends

are

in

turn

changing

employment

in

the

sector.

In

some

instances,

digitalization

hasfacilitatedtheformalization

ofwork(such

asthrough

thedigitalization

ofgovernment

servicesore-formalization);17

in

other

cases,

there

has

been

an

increase

in

part-time

and

casual

workingcontracts

and

a

prominence

of

digital

labour

platforms

in

retail

and

retail-adjacent

work,

such

asinlast-miledelivery,whichhasprompted

newformsofworkorganization.

181.1.

Impactsofthe

COVID-19pandemic16.

The

policy

measures

introduced

by

governments

to

contain

the

spread

of

the

COVID-19

virus

havehad

widespread

and

uneven

impacts

on

the

retail

sector.

For

certain

types

of

retailers

–

inparticular

traditional

retailers

of

goods

and

services

that

are

deemed

“non-essential”

–

enterprisesand

their

workers

have

had

to

deal

with

the

repercussions

of

long

periods

of

lost

income

whilebrick-and-mortar

stores

remained

closed.

Other

subsectors

performed

much

better

throughoutthe

crisis

or

even

experienced

un