Food Chain Reaction—
A Global Food Security Game
Mary “Kate” Fisher, Ph.D., Yee San Su, Ph.D.

December 2015

Cleared for Public Release

Distribution Unlimited

This document contains the best opinion of CNA at the time of issue.
It does not necessarily represent the opinion of the sponsor.
Distribution unlimited.

Photography Credit: Left-to-Right: Steve Niedorf, George Hammerstein, Cargill, Steve
Niedorf, Farrukh Nagar

Approved by:

December 2015

Timothy L. Beres
Executive Vice President, CNA

Copyright © 2015 CNA

Abstract
The Center for American Progress, World Wildlife Fund, Cargill, Mars, and CNA
developed and executed a policy decision-making game designed to explore issues
arising from, and possible responses to, global food system disruptions. The game
took place in November 2015 in Washington, D.C., and included senior officials andsubject matter experts on teams representing Brazil, Continental Africa, China, theEuropean Union (EU), India, the United States, Multilateral Institutions, and Businessand Investors. During four rounds of game play spanning the decade 2020 to 2030,
players confronted food system pressure at the intersection of population growth,urbanization, severe weather, and social unrest. In response, players crafted policies,
made decisions, and took actions that dynamically influenced the state of the world
as the game advanced. As the chain reaction of impacts tied to their choices became
apparent, players experienced first-hand how their decisions and actions influenced
global food security. At the conclusion of the game, players highlighted significant
lessons learned and expressed increased preparedness to collaboratively address
food security.

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iv

Executive Summary
BackgroundThe global food system is heavily networked and complex, making it vulnerable to avariety of risks. In 2007 and 2008, the world watched as a modern-era food crisis
arose from the complex interplay of several drivers: droughts in major grain- andcereal-producing regions, increased biofuel production consuming grain supplies,
and a range of evolving structural problems in the global food supply chain.
Disruptions affected developed and developing countries alike, creating political andeconomic instability, and contributing to social unrest in certain areas. The crisis
highlighted the critical importance of better understanding the interdependencies
and cascading effects of decisions made throughout the global food system and how
the effects of climate change may exacerbate such challenges.
Recognizing the need to address threats to food security, World Wildlife Fund, theCenter for American Progress, Cargill, and Mars (hereafter referred to as thesponsors) came together to develop a game exploring a range of questions including:Will increasing levels of stress on the global food system disrupt markets? Will
individual nations become isolationist—or cooperate—to restore stability? Will global
leaders identify new and innovative approaches to balance short- and long-run
considerations? CNA, in collaboration with the sponsors, designed and conducted apolicy decision-making exercise with 65 international thought leaders to better
understand the global impacts of and responses to deepening global food system
disruptions.

Game Design
Food Chain Reaction—A Global Food Security Game was held November 9–10, 2015 inWashington, DC. Players with considerable influence and deep expertise inagriculture, trade and economics, climate and the environment, diplomacy, andsecurity represented national and international governing bodies and organizations
and the private sector. During the game, players encountered a decade marked byfood price and supply swings amidst burgeoning population growth, rapid
urbanization, severe weather events, and social unrest. Recognizing their influence
over global conditions, players took action—and, in the process, shaped the world.

v

The game’s dynamic design allowed players to experience a chain reaction ofconsequences resulting from their choices.
The game was set between the years 2020 and 2030, a period that was near enoughto be familiar, but distant enough to allow players to focus beyond current policy
debates. The longitudinal nature of the game presented players with the opportunity
to realize the impacts of their choices in the context of the environment-foodstability nexus. The players were organized into eight teams. Six of the teams
represented Brazil, China, the European Union (EU), India, the United States, andContinental Africa. The seventh team represented Business and Investors, and theeighth team represented Multilateral Institutions (e.g., World Bank, United Nations,
Non-Governmental Organizations). The interests of and events in other key regions,such as the Middle East and Central Asia, were represented within the underlying
background scenario and through events that emerged as the game proceeded.
Prior to game conduct, players received background information relevant to eachteam’s unique geographic and climatic situation, national security issues, andeconomic and political status. Based on this information and the evolving state of theworld—driven to a large extent by their own actions—players confronted a variety ofsignificant decisions and tradeoffs. Teams were afforded the ability to employ
national, bilateral, and/or broadly cooperative approaches to addressing the world’s
growing food security challenges. Based on team actions and external stresses, apanel of experts (the “Adjudication Cell”), relying on qualitative and quantitative
judgment, updated the state of the world to illustrate for players the results of their
combined actions. The game proceeded in this manner over four rounds until the
scenario advanced roughly ten years.

Game results
Prior to the start of the game (through 2019), demographic changes, climate
pressures, and political crises had combined to threaten food security. The firstround spanning 2020 – 2021, included lower than average global foods stocks, risingfood prices, weather-related disasters, and instances of social unrest. The cumulative
actions of players influenced worldwide conditions in subsequent rounds. In thesecond round spanning 2022 - 2024, players experienced the game’s food security
crisis peak, followed by a tempering of global pressures in round three (2025 – 2027).
The fourth and final round concluded in 2030 and brought players full circle toincreasingly tight global circumstances, similar to those in the first round.
Game play produced insights on governmental, multilateral institutional, and private
sector reactions to food system disruption drivers such as extreme weather events,
and consequences of disruptions—including global food price volatility, social
unrest, environmental pressures, and migration and humanitarian crises. One of thefundamental conclusions that emerged from the game is that stakeholdervicooperation and collaboration are paramount to the development of effective shortand long-term food security initiatives.
The overall game findings follow:•

Institutional inertia pervaded the first round of the game, when global
conditions were clearly trending toward crisis but had not yet peaked. Teams
did not assume an action-oriented stance until the second round, when they
were faced with a crisis situation characterized by multiple extreme weather
events, record low food stocks, record high food prices, social unrest, andareas of significant humanitarian need. In direct contrast to thecontemplative rather than action-oriented game play in Round 1, when globalpressures tapered in Round 3 most teams sustained the momentum gainedin the face of crisis (Round 2) and assumed a forward-leaning posture withthe goal of building resilience in preparation for future disruptions. In the
final round, as dramatic climate stress returned, teams increasingly acted on
immediate challenges while maintaining deliberate focus on building resilient
structures to systematically face ongoing longer term challenges.

•

Teams quickly sought to build an environment of global cooperation andcollaboration, although the balance of domestic versus global collaborativedecisions varied across teams and throughout the game. As the gameprogressed, a surprising convergence of ideas allowed teams to agree oncommon goals and engage in complementary activities. Teams deepened
their commitment to global and regional cooperation and collaboration
during crisis periods, in large part due to players’ open acknowledgementthat no one nation, organization, or business could adequately address global
food security.

•

Many of the teams’ actions reflected players’ acknowledgment that foodsystem vulnerabilities are exacerbated by the unpredictability of climate
effects. Teams sought to develop and implement policies and actions thatrecognized the link between climate and food security. Similarly, teams
acknowledged the relationships between water, energy, and food security;
however, these linkages were not operationalized to the same degree as theclimate–food security connection.

•

A broad consensus developed around the need for timely, relevant, andcredible global information on food security drivers and indicators. Players
viewed the availability of accurate data from all nations as a strong defense
against global food system volatility.

•

As the decade unfolded, teams evolved from being immediately reactive tobalancing short- and long-term actions. Players sought to maintain avii

consistent focus on food vulnerability and security, rather than simply
reacting in the face of a crisis.
•

Prompted by instances of significant internal and external migration andsocial unrest, teams identified the contribution of food security to regional
stability. Players expressed concern that extreme weather events, foodinsecurity, and major refugee movements contribute to conflict.

•

Many of the teams’ specific longer-term domestic and international actions
developed as a range of investments and innovative financing approaches.
Funding endowments were provided for basic research and development(e.g., seed development, pest management approaches), food production andprocessing improvements, and infrastructure development and enhancement.
It is important to note that players made significant commitments as a resultof game design, without the tension of budgetary constraints.

As the game progressed, players developed greater appreciation and understandingof the complexity and importance of achieving and maintaining global food security.
Players finished the game excited to use their experiences as a springboard for
initiating future conversations about the importance of proactive, cooperative, andbalanced approaches to promoting global food security.

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Contents
A Global Food Security Game .................................................................................................. 1
The Game ................................................................................................................................ 2
Game Play................................................................................................................................ 3
Brazil ................................................................................................................................. 3
China ................................................................................................................................. 3
Continental Africa .......................................................................................................... 4
European Union .............................................................................................................. 5
India .................................................................................................................................. 6
United States ................................................................................................................... 7
Business and Investors ................................................................................................. 8
Multilateral Institutions ................................................................................................ 9
Observations ..............................................................................................................................11
Institutional inertia and sustained momentum ............................................................ 11
Cooperation and collaboration ......................................................................................... 12
Climate, energy, water, and food nexus ......................................................................... 13
Information systems and transparency ......................................................................... 14
Consistent focus .................................................................................................................. 14
Food security and stability ................................................................................................ 15
Investments toward a more secure future ..................................................................... 16
Conclusion ..................................................................................................................................17
Appendix A: Game Design ......................................................................................................19Game design ......................................................................................................................... 19
Participant roles .................................................................................................................. 20
Scenario ................................................................................................................................. 22
Appendix B: Food Chain Reaction Game Materials ..........................................................25
Round 1 Narrative: 2020–2021 ......................................................................................... 25
Round 2 Narrative: 2022–2024 ......................................................................................... 28
Round 3 Narrative: 2025–2027 ......................................................................................... 31
Round 4 Narrative: 2028–2030 ......................................................................................... 34ix

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xA Global Food Security Game
“The most daunting aspect of the existing global food system is not only thestrong possibility that food crises are an inherent aspect of the global foodsystem … but also that this system may well be hit hard by several shocks in the
future. These include adverse weather shocks and declining productivity related
to climate change, and a recurrence of oil price shocks and surging biofuels
demand.”—Derek Headley and Shenggen Fan

Based on their research of the determinants and consequences of the 2007–2008
global food crisis, Headey and Fan’s 1 conclusion underscores the complex interplayof factors, including drought, restrictive trade measures, and long-term structuralproblems responsible for record upward food price movements. The crisis
highlighted the need to better understand the interdependencies, cascading effects,
and aggregate impact of decisions made throughout the world with regard to theglobal food system and food security.
Food Chain Reaction—A Global Food Security Game took players beyond what theworld has already experienced. Over four rounds representing a decade-long period,
players experienced the impacts of cumulative pressures—including those resulting
from private sector, organizational, and governmental actions—on the global foodsystem. The longitudinal design provided players with the opportunity to experiencelinkages between climate and food that would not have been realized if play had notbeen allowed to proceed over time. Players contributed their expertise and debated
the trade-offs of possible policy actions, while interacting with and learning fromothers. This approach was well suited for an issue as complex as food security, which
is tied not only to agriculture and food production, but also to issues of diplomacy,
security, the environment, climate change, economics and trade, and development.

Derek Headey and Shenggen Fan, Reflections on the Global Food Crisis: How Did It Happen?
How Has It Hurt? And How Can We Prevent the Next One? IFPRI Research Monograph 165(Washington, DC: International Food Policy Research Institute, 2010).
1

1

The GameAn overarching game objective was to identify the ways in which the public andprivate sector might intervene in responding to climate and global food system
disruptions. This meant the game had to have a particularly open-ended design. The
remaining game objectives include the following:•

Understand how key players respond to key trigger points in a crisis•

Determine if and how the global food system can be stabilized in a period ofcrisis and disruption•

Explore through pragmatic and policy responses how to
disruptions—but also how to respond to them should they arise•

Explore climate change mitigation and adaptation to understand benefits andtrade-offs for both types of climate change responses•

Derive compelling insights to share with food security thought leaders to
inform food security thinking and policymaking•

Improve understanding and appreciation of the roles of prices, markets, open
trade, and private sector and commercial interests in enabling the global foodsystem to make the world more food secure•

Improve understanding of the impact of government intervention onmarkets.

prevent

The highly networked nature of the global food system did require the game tocapture the world’s top food producing and consuming populations, as well as
vulnerable nations affected by surging global food prices. The end result was eightteams—totaling 65 players—representing teams from Continental Africa, Brazil,
China, the European Union, India, the United States, Multilateral Institutions, andBusiness and Investors. An Adjudication Cell panel comprising subject matter
experts with relevant expertise adjudicated the collective outcomes of team decisions
and actions, and advanced the game’s scenario accordingly.
Game play was subject to several influential artificialities, including the absence ofbudgetary constraints and specific political regimes, or specific election cycles (i.e.,
players could not be “voted out”). In addition, teams did not directly mirror the realworld composition of the entities they represented during game play (e.g., theEuropean Union team did not include representatives of all EU members), and teams
were limited to players’ expertise and experience, and the game materials.

2

Game PlayThe following subsections describe the perspectives and behaviors of the eightteams, highlighting the main areas of discussion and the positions taken within eachof the teams. 2

Brazil•Faced little internal disagreement due to relatively homogenous teamcomposition that agreed to focus strongly on growth-oriented domestic
policies and actions. Appeared to feel somewhat insulated from significant
global food security challenges.

•

Promoted the position that domestic agricultural production expansion andsupply chain improvements (e.g., seed development, infrastructure
investment, technology transfer, biofuel policies, insurance programs) benefit
the world and help to alleviate global food price pressure.

•

Implemented policies (e.g., reclaiming degraded land, honoring the ForestCode) aimed at reducing impacts on climate and the environment.
Demonstrated strong support for further development of the bio-economy,
including advanced biofuels.

•

Invested in domestic research and development promoting long-term
agricultural improvements (e.g., improved fertilizer efficiency).

•

Expressed a willingness to contribute to global initiatives by avoiding
bilateral actions in favor of multilateral agreements.

China
•

Encountered minimal internal
represented within the team.

•

Focused primarily on domestic issues in keeping with a strong stance toward
national self-sufficiency. The team took the position that, given the size of

conflictdue

toconsistentviewpoints

It is important to note that the team characterizations reported in this section are specific to
the game environment. The game planners identified potential players with the goal of building
teams that represented a diverse range of positions and interests. The composition of teams
during the game was not necessarily representative of real-world governments, organizations,
and/or businesses.
23

China’s population and rapidly growing middle class with greater preferences
for protein, Chinese achievement of self-sufficiency could reduce pressure on
the global food system and thus be beneficial to the world.
•

Focused heavily on water resource strategies (e.g., irrigation, pollution andcontamination control, desalination). Most of the approaches taken werefocused on domestic approaches and impacts; however, China did agree toconsider joint river management approaches with India, using the Mekong
Delta model as a framework. Realizing the potential mutual benefits, India
and China agreed to continue negotiations regarding joint management ofshared water resources, including the Brahmaputra River—a possible testbed
for a collaborative approach.

•Expressed a relatively strong willingness to make investments in Africa(although not to the degree requested by the Continental Africa team) andprovide funds for humanitarian relief efforts.

•

Agreed that enhanced global food security and water information systems
are critical.

•

Supported global initiatives (e.g., global food stock system) to be undertaken,
or overseen by Multilateral Institutions. However, there was reluctance tobeing fully transparent, particularly with respect to food stock levels.

•

Initiated enhanced food cooperation in Southeast Asia through informationsharing, solar and hydroelectric power-source development, emergency
assistance measures for climate refugees, and short-term application of
artificial rainfall technology.

Continental Africa•

Team comprised players representing a variety of backgrounds and interests.
Encountered challenges balancing the interests of countries, regionalorganizations, and the African continent.

•

Embraced the position that the African continent can play a major role inenhancing global food security (i.e., Africa is a major part of the solution).
African Union and heads of state committed significant resources to“climate-smart” initiatives designed to close yields gaps and transform Africa
into the “breadbasket of the future.”•

Pushed for ambitious levels of free trade within the African continent.
Recognized the need for intracontinental approaches to improving
agricultural productivity, encouraging foreign direct investment and trade,and promoting resilience and stability.

4•Promoted continental economic transformation through efforts to raise andmobilize capital. Promoted continental free trade and resource mapping, andentered into negotiations with the Business and Investors team, the U.S. team,
the China team, and the India team to secure investments in research anddevelopment (to improve agricultural productivity and to enhance
infrastructure) and to create a more robust business culture, thereby
reducing reliance on other nations’ more traditional development and relief
approaches. Private sector investment in technology and infrastructure wasrecognized as the way forward.

•

Developed internal safety nets (e.g., stocks, conditional cash transfers),
encouraged international partners to develop and invest in a globally
coordinated quick response capability to address climate change–related
disasters, and called on other nations (e.g., East Asian countries) to avoid
implementation of trade restrictions.

European Union•

Faced considerable internal debate due to the politically and geographicallyheterogeneous composition of the team. Nonetheless, the European Union
players agreed to reform Common Agricultural Policy away from direct
payments (i.e., income supplements) to a public-funds-for-public-goods
approach. For example, the team allocated 40 million Euros for a rewards
system providing payments to agricultural producers engaged in goodenvironmental behaviors (the environment being the public good). The teamalso temporarily suspended environmental regulations while simultaneously
implementing a tax on meat when faced with the peak of the food crisis.

•

Supported development of publicly owned stockholding, in addition to
private grain stockholding, tied to proportional price movements (e.g., stocks
accumulated when prices fall below 150 percent of long-term averages andare released, for humanitarian purposes, when prices rise above 350 percent
of long-term averages).

•

Invested in research and development initiatives targeted toward increasingsustainable productivity in low income countries through extension services,development financing, locally appropriate improved seed technology (notgenetically modified), soil management practices, infrastructure investment,
and access improvements.

•

Committed to the development and implementation of policies consistent
with sustainable food-climate-environment principles. Joined other teams insupport of carbon pricing, carbon trading, and a global emissions cap. Sought
to address food waste and reflect the costs of negative environmental

5externalities in food pricing. Considered criminalizing food waste, butultimately implemented a food waste best-practices initiative. Implemented ameat tax and tied a carbon tax to agricultural production based on emissions
impacts.
•

Provided support for conflict-sensitive humanitarian aid, as well as peacebuilding and resilience efforts in partnership with Multilateral Institutions.
Encouraged Multilateral Institution leadership in land tenure rights andcontract transparency initiatives.

India
•

Team comprised of players representing a variety of positions initially. 3 Early
actions required greater internal negotiation.

•

Focused on further developing domestic capacity and efficiency by improving
infrastructure for India’s 4,000 census-designated “market towns” 4 using
revenues from expanded coal taxation.

•

Agreed to join other teams in support of a global emissions cap consistent
with India’s prior commitments. Also increased domestic coal sector
regulation to reduce associated negative environmental impacts.

•

Entered into an agreement with China to explore and address joint
approaches to managing shared water resources.

•

Promoted the development and implementation of global food security andwater information systems, and volunteered information technology
expertise and funding to support related efforts. Maintained that India’s foodstock data is accurate and offered to contribute a portion of domestic foodstocks to relieve short-term global food shortages. Encouraged China to betransparent about stock levels and to release a percentage of its stocks for
short-term relief purposes.

•

Advocated for climate-smart agricultural research and development andtechnological improvements, including technology transfer of climatetolerant seed varieties, integrated pest management approaches, and organic
fertilizer practices. Agreed that researchers should have the opportunity toSome of the India team players were unable to return for the second day of game play, whichchanged the dynamic of later discussions.
3

4

India has approximately 4,000 “market towns” where farmers bring their produce to sell.

6research geneticallyinvestigation.

modifiedseeds,

but

did

not

elaborate

beyond•Noted the underutilized potential in Africa 5 early on and committed to more
openly share intellectual property. Committed more broadly to assist Africa
as well.

•

Proposed creation of a global food bank to address vulnerability due to foodprice volatility, and the establishment of the Organization for Response to
Disaster and Emergency Relief (ORDER). ORDER was characterized as anonmilitary, humanitarian disaster relief organization that would serve as acoordinating mechanism to address climate change–induced disasters. In
developing such a mechanism, the United States suggested the creation ofcommon standards to allow for interoperability across responding nations.

United States•

Encountered minimal internal conflict due to the seemingly homogenous
composition of the team.

•

Established Global Consortium on Agricultural Research and Development
and secured funding commitments from other teams. Promoted the Global
Summit on Climate Security and Vulnerability, convened by the United
Nations, to address security, diplomacy, and the implications of climaterelated disasters on vulnerable nations.

•Supported agricultural productivity research in areas where capacity was
underutilized (e.g., Africa). Promoted sector improvements through theapplication of crop rotation and nitrogen-fixing legume knowledge andpractice; shared other agricultural research outcomes; and advocated for
initiatives promoting women farmers (according to the Food and Agriculture
Organization of the United Nations, women account for 43 percent of the
global agricultural labor force, but they are often hindered by laws andculture).

•Committed to domestic emissions-reduction targets. Developed programs to
incentivize domestic agroforestry, cover crop practices, complex crop
rotations, pulse and perennial cultivation, water resource conservation

5
The first round’s scenario included information about a report that detailed underutilized
agricultural potential in Africa.

7

practices, and urban agriculture. Funded climate
improvements to Mississippi River infrastructure.

resilience–focused•

Shifted from the production of first-generation biofuels to programs
promoting more sustainable, renewable energy sources. Realigned domestic
funding sources to create a single climate-investment fund (the U.S.
Infrastructure and Climate-Smart Development Bank) targeting overseas
climate-smart agricultural and development initiatives.

•

Focused on encouraging ready access to nutritious food while seeking topromote diet shifts (less red meat, more poultry and fish) to simultaneously
achieve nutrition and food waste–reduction goals.

Business and Investors•

Encountered minimal internal conflict and was comprised primarily of North
American entities.

•

Advocated for improved global food security information, including accurate
measures of food stocks and flows, and improved forecasts of potential
shortages. Considered developing reports that would use, but protect, private
industry data. Supported other countries and multilateral institutions’ push
for information transparency, and sought to contribute analyticalinterpretation knowledge and skills to data- and information-sharing efforts.

•

Focused on the promotion of technological innovation (in particular,
genetically modified crop development) and the reduction of barriers totrade. Encouraged nations to avoid crisis implementation of short-term,
potentially distortionary policies (e.g., export restrictions, bilateralagreements, etc.) that result in negative long-term impacts.

•

Supported investments in global technology transfer and diffusion, andinfrastructure (particularly in Africa and Brazil). However, uncertainty withrespect to rule of law and governance tempered efforts. Expressed concern
about the security of private investments and input markets (e.g., fertilizer)
in areas of regional instability.

•

Committed to developing a food waste–reduction initiative throughinvestments targeted toward improving production, processing, anddistribution efficiency.

•

Expressed concern about water availability. Entered into discussions aboutwater scarcity with China and agreed to share technology to improve water
efficiency in irrigation. Requested that Multilateral Institutions assist in
negotiations with China regarding water flow restrictions.

8•Engaged other teams in discussions regarding wider acceptance of geneticallymodified seeds, particularly in the context of food crisis relief. Expressed
concern over water scarcity worldwide and indicated willingness to invest in
drought-tolerant seed varieties. Receptiveness by other teams was mixed,with Brazil and the U.S. accepting of the technology; India and Africa willingto consider adoption; Multilateral Institutions not committing to a for-oragainst position, but concerned about the politicized nature of the subject;
China hesitating due to past experiences (e.g., “Golden Rice”); and the EU
unwilling to discuss the matter.

•

Recognized that global food insecurity is in large part an issue of access as
opposed to insufficient global production. Partnered with MultilateralInstitutions to increase capacity for food delivery to targeted hotspots.

Multilateral Institutions•

Encountered challenges achieving internal harmony due to the diversity ofplayers (e.g., nongovernmental organizations, development banks, the United
Nations) on the team. Ultimately, assumed role as trusted partner capable offacilitating conversations among nations (e.g., China–U.S. relationship).

•Committed to significant investments (via recapitalization, or restoringbalance sheets to financial health) for the development and expansion ofclimate-smart agriculture and fisheries. Specifically supported investments infood system logistics, land tenure reform, small holder inclusiveness, water
management, and research and development on climate-resilient, highly
productive, and low–environmental footprint cropping systems.

•

Agreed to collaborate with governments to harmonize food policies for more
effective distribution and broader access.

•

Advocated for the strengthening of existing international institutions whileconsidering the possibility of a new international institution using strengthsof existing institutions to engage in long-term approach to the food, water,
and climate nexus.

•

Proposed testing new approaches to climate change that build from thesustainable development goals and are systematic and sustainable rather
than reactive. Suggested the application of whole-system approaches (e.g.,river basins, Mekong Delta) with a politically neutral agent (e.g., the United
Nations) leading the charge.

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Observations
This section highlights the overarching themes arising from game play. 6 Key
observations range from “tipping point” conditions—prompting leaders to movefrom aspiration to action—to an organically developed environment of international
public- and private-sector cooperation focused on countering the influence of climate
challenges on the global food system. Investment and financing commitments geared
toward longer-term approaches to achieving and maintaining global food security
were also discussed at great length during the two days of game play.

Institutional inertia and sustained momentum“The problems are getting worse, the actions remain static, that is as bad as you
can get.”—Adjudication Cell Member

Although the 2020–2021 scenario events signaled a looming crisis fraught withweather and climate disturbances in areas of major food production that prompted
food stock drawdowns and rising prices, teams dedicated a significant level of effort
to domestic actions. Overall, teams exhibited aspirational reactions to the firstround, concentrating more on the identification of goals than the execution ofactions. As the crisis loomed large, teams generally embraced a “business as usual”
mentality.
Round 2 presented a tipping point that launched teams from institutional inertia tomore active development and implementation of policies and agreements. Round 2—
with its crisis of historical proportions—caused teams to recognize the pitfalls of thestatus quo, prompting more innovative and aggressive engagement. The degree towhich teams transitioned from goals to actions varied, but on the whole, the change
in culture was apparent and lasting. By Round 3, the world had entered a period of
It is important to note that as with any game, the findings from Food Chain Reaction are
subject to and influenced by the presence of certain artificialities. For discussion of specificartificialities at play, see Appendix B: Food Chain Reaction Game Materials.
611relaxation during which teams could have opted to relax their behavior. Instead,teams took advantage of the relative calm by leaning forward and focusing on
initiatives to build resilience and prepare for future challenges. As a result, in the
fourth round, when presented with increasing stress reminiscent of the first round,teams were action-oriented from the onset.

Cooperation and collaboration“International cooperation on these kinds of issues is much more possible thanpeople might think. There is a wide diversity of opinions in all countries andtherefore there are always like-minded people with whom you can start theconversation.”—India Team player

Early on, teams began to explore potential relationships with the range ofstakeholders represented in the game. Teams were able to pursue similar goals,
regardless of their domestic implications, because of the common realization that“everyone was in the same boat.” Following the first round of team-to-team briefings,
players were surprised by the convergence of ideas across a diverse set of actors. As
the severity of the scenario deepened, teams came to the conclusion that no one
organization, business, or nation could successfully address global food security, andthat the isolated actions of any one actor, or small group of actors, may result incascading impacts worldwide. This revelation drove more robust international
cooperation and collaboration. Most of the teams agreed to avoid bilateralcommodity agreements, opting instead to engage in broad multilateral arrangements.
There were, however, bilateral agreements on side issues including China’s disaster
relief agreement, and the U.S.-Brazil agreement on harmonizing accounting rules in
the land use sector.
The final round of play culminated in the convening of a Global Summit on Climate
Security and Vulnerability, 7 during which representatives of all teams, except theBusiness and Investors team, which was not invited, 8 expressed the desire for a morerobust global coordination mechanism, with greater capacity to respond to climaterelated conflict and food system volatility.

7

See the “Security and Stability” section for an expanded description of the Global Summit.

8
The Business and Investors Team was not asked to join the Global Summit, because it wasviewed as a government-to-government convening.

12

It is important to note that although players embraced global cooperation andcollaboration as an essential component for adequately addressing food security,
sectors (e.g., multilateral institutions and nongovernmental organizations) andgeographic regions (e.g., the African continent and the EU) first had to addressinternal competing priorities and build internal cooperation. A lack of internal
agreement tended to challenge the ability of sectors and regions to identify theircontributions to, and level of, engagement in global efforts.

Climate, energy, water, and food nexus
The link between climate and food security was well recognized across the wide
variety of global leaders who played the game. Many of the teams’ actions reflected
players’ acknowledgment that food system vulnerabilities are further exacerbated by
the unpredictability of climate effects. Agricultural production can also contribute tonegative environmental outcomes, and yet agriculture is often the first sector toexperience the consequences of environmental degradation. Recognizing thepotentially destructive nature of this feedback loop, players looked to increase
agricultural productivity through sustainable and climate-smart practices. In
addition, teams agreed to price environmental services, price carbon, support thedevelopment of a market for carbon trading, and cap global emissions levels. Teams
entered into negotiations regarding a global carbon cap, carbon taxes, carbon“shadow pricing” through regulations, and carbon trading early in the game, but did
not agree on implementation actions.
Although the climate–food security linkage surfaced relatively quickly and remained
a focus throughout the game, issues surrounding water and energy—particularly, theclimate-energy-water-food nexus—did not clearly rise to the top. Food production
exerts a strong influence over water demand and usage, as well as energy demandand extraction. Teams—particularly China and India—dedicated some time to
discussing water in the context of irrigation and transboundary water management.
However, teams did not directly implement actions addressing the water–foodsecurity relationship.
Similarly, discussions regarding energy focused predominately on a transition awayfrom first-generation biofuels 9 to reduce pressure on agricultural commodities
needed for food, but did not entail in-depth conversations about uneven availabilityof electricity across the globe, the dependence of agriculture on energy sources, orthe impact of energy generation on the environment and its capacity for food
9First-generation biofuels are generally manufactured from food crops, including sugar cane,corn, soybeans, and even vegetable oils.

13

production (if degraded by energy generation mechanisms). In this instance, it wasinteresting to note the prominence of climate in game discussions when manynations will first have to address significant energy considerations to be able toaddress climate and food security linkages in a meaningful way.

Information systems and transparency
Players across all of the teams called for the collection of more relevant and accurate
data by a globally trusted agent. Similarly, players stressed that increased
information transparency is a necessary precursor to moderating food systemvolatility, and improving global data on the levels, geographic distribution, andavailability of stocks is of particular concern.
Improved information about not only food production items (e.g., plantings, yields,
areas of production), but also a wider range of related variables, including areas offood demand; water availability, usage, and rights; nutrition and food access; andinfrastructure will allow global leaders to monitor and track developments related tofood security. In turn, improved real-time awareness of food security drivers andindicators will lead to the development of better-informed actions capable of preempting or mitigating crises. Players noted that data efforts designed specifically tocollect information related to food security will improve leaders’ perspectives oncurrent trends and potentially enhance their decision-making positively.

Consistent focus
As the game progressed, players developed the view that vulnerability related to foodsecurity requires a consistent focus, and that too often it receives only heightened
attention in the face of crisis. Similarly, reactions to food insecurity typicallymaterialize in the form of short-term crisis response measures rather than long-term
prevention and mitigation approaches. Players realized the need to change thisdecision-making culture.
During the “relaxation period” in Round 3, teams seized the opportunity to focus
more specifically on longer-term approaches to global food security (e.g., building
greater production capacity and resilience in Africa and India). Teams also looked tophase out policies and actions that present the potential to exacerbate foodinsecurity (e.g., mandated production of first-generation biofuels) and to promote atransition to newer, more sustainable alternatives. Then, when faced with what
appeared to be an uptick toward a new crisis in Round 4, teams responded
aggressively to immediate humanitarian needs while maintaining their commitment
to longer-term, more sustainable approaches.

14

The concept of global shared stockholding was an interesting development proposedby several teams. Without near-complete transparency and accuracy regarding stocklevels, stock accumulation, and release policies, widespread stockholding potentiallycould be market distorting. Most teams openly decried distortionary approaches (e.g.,
panic buying, stock hoarding), and yet they were comfortable developing what would
amount to a relatively substantial stock volume comprising private, global, and/or
domestic reserves.

Food security and stability
As the game advanced, teams confronted a “new normal” characterized to a large
degree by volatility and uncertainty. In this environment, players acknowledged thelink between food insecurity and instability. Food insecurity and increasing numbersof refugees may give rise to an increase in conflict and even illegal (e.g., humantrafficking) and/or terrorist actions.
Toward the end of the game, during the Global Summit on Climate Security and
Vulnerability, representatives of each of the teams (except the Businesses andInvestors team 10) came together to address security issues in the new, more volatile
world. Convened by the United Nations, the summit highlighted the need for a more
systemic capacity to address instabilities that had occurred over the course of thegame. Parties focused their discussion on developing better coordination ofhumanitarian interventions, and improving prediction and prevention of climatedriven security threats.
Although the parties involved in the summit did not finalize an agreement, they did
concur on the general framework for a near-future agreement. Key initiatives in theframework included:•

Strengthening existing institutions and authorities under the United Nations(e.g., the World Food Programme, the World Health Organization, the Foodand Agriculture Organization, the Department of Peacekeeping Operations,
the Office of the High Commissioner for Refugees, and the International Fundfor Agricultural Development) and developing better coordination among
them.

•

Establishing a new coordinating entity under the United Nations/G20 tocreate the capacity to respond in a more timely way.

10
The Business and Investors Team was not asked to join the Global Summit, because it wasviewed as a government-to-government convening.

15

•

Creating a new Strategic Headquarters under the United Nations to better
coordinate member states’ use of military and nonmilitary assets, and to preposition materials in areas of anticipated need.

In addition to commitments for funding from China, the parties agreed to fundinitiatives with a modest transaction fee on global carbon trades in the expanding
carbon trading market (initiated in 2025).

Investments toward a more secure future“The world can get it right. The simulation showed that we really need to getahead of the curve.”—Continental Africa Team player

Teams expressed near-uniform support for making significant investments in crop
production research and development, increasing supply chain efficiency with thegoal of reducing food waste, and enhancing infrastructure. Research anddevelopment programs focused heavily on creating heat-tolerant and climateresilient seed varieties, developing integrated pest management approaches,enhancing diffusion of production and processing technology, and improving thenutritive value of foodstuffs. Several teams noted that the intellectual property
generated from research and development needs to be more open.
Discussions regarding food waste increased over the course of the game.
Governments and the private sector took action to reduce waste through investments
geared toward supply chain efficiency gains. Further, teams sought to invest inefforts to enhance the nutritive value of individual products. Players noted that foodwaste is linked to negative environmental consequences and is a major contributor tocarbon emissions.
Building capacity and resilience through infrastructure development andenhancement was a central theme across all teams. Food insecurity is often more of
an issue of distribution and access rather than overall production. Players generally
believed that the capacity to feed the world exists, but that there are regions where
people lack sufficient access due, in part, to poor infrastructure. Distribution to theareas of greatest need must evolve from a primary reliance on humanitarianmechanisms (e.g., the World Food Programme) to the development of adequate
production and distribution infrastructure and the promotion of local markets. In
keeping with this approach, several teams committed funds to smallholder capacitybuilding initiatives and rural development (e.g., see the “India” section regarding the
4,000 “market town” development approach).

16Conclusion“The ‘new normal’ is volatility.”—Adjudication Cell member

The game was designed to promote a strategic conversation about global foodsecurity among government, private sector, and international organization leaders.
Over the course of two days, players developed new insights into realistic challenges
during major climate-related food supply disruptions and potential outcomes. The
game served not only as the forum for solving global food security challenges, butalso as a venue for developing the innovative approaches and relationships necessary
to advance a wide dialogue on global food security.
Ultimately, the game elevated food security to a global-level conversation. Players left
the game with the realization that policies and actions affecting climate, stability,
environment, and trade can cause, or mitigate, food system pressure and volatility
worldwide. With each round, teams demonstrated increasingly integrated,
coordinated, and systemic responses to the challenges, even as the pressure
ratcheted upward. Teams progressed toward longer-term views, more multilateral
actions, and an increased focus on global governance issues. The longer-term focus,
particularly on long-term investments in research and development in infrastructure
and in African agriculture, held even under sustained pressure. As new crises arose,teams moved away from an exclusive focus on short-term approaches, balancing
actions with longer-term initiatives that will better enable people to respond to crisisand build greater resilience.
Across the board, teams placed real emphasis on building information-sharing
systems, working to open trusted channels of information to allow the world toshare data about conditions and locations of global stocks, as well as information
about the way the food system works (e.g., choke point locations, points of network
convergence). Shared information in a transparent environment is fundamental tobuilding the shared governance system required for future food security. The world
will also need ready and sustained collaboration in both the face of global pressure
and in times of relaxation. Teams’ commitment to a collective path toward systemictreatment of the root causes of the crisis—even as tensions subsided—underpinned
their ability to dampen the noise of later crises and concentrate on the fundamental
long-term challenges. With resolute focus, teams committed to building a collective

17

infrastructure targeting the root causes of food instability and its downstream
consequences, and to building up a set of responses appropriate to the scale of the
problem.
Lessons learned from the game, in combination with future discussions prompted by
the game, will enhance decision makers’ ability to design proactive policies tomitigate future global food security risks. The question remains: Where do we gofrom here? Several areas for continued work include:•

Pursuing more innovative collaborations. The policies that accumulated overthe course of the game weren’t radically new and they carried a significant
public-sector bias. Public-private partnerships gained less traction than was
expected, given their more prevalent use over the past two decades. Nextgeneration partnerships will need to include innovative combinations ofregional actors, citizen groups, and scientists, to name a few.

•

Integrating security problems and food policies. In the end, teams dedicatedrelatively little attention to finding effective strategies to deeply integrate thesecurity problems of the world with the food policies of the world. Efforts
focused on being ready for conflict rather than changing food system
investments and food policies to pre-empt conflicts. The world’s ability torelate conflict to food is inadequate, and both the security community andthe food security community need to connect the two issues effectively.

•

Changing attitudes from reactionary to visionary. History has shown that theworld tends to make big changes after big catastrophes. Games like Food
Chain Reaction seek to prompt thinking about big changes before big
catastrophes happen. One major challenge to this approach is making futurecatastrophes as visible, potent, visceral, and motivating as an actual presentday catastrophe. It is hard to motivate people about catastrophes that are
distant and more uncertain than real, present-day ones. Hence, the world
needs new ways to create scenarios that can be specified with real depth andpotency, so that when specific questions relative to the scenario are asked, it
is possible to provide answers compatible with plausible evolutions of theworld.

•

Finally, although Food Chain Reaction took place weeks before COP21, it isimportant to build on the energy from the game, from Paris, and beyond. The
motivation is clear: The game saw the world agree to a global price on carbon
that, amidst crisis, didn’t lose traction. Players stayed the path that would
lend the political will to address a key underlying cause of volatility—climatechange—and achieve a global emissions cap by 2030.

18

Appendix A: Game DesignGame design
The design process for Food Chain Reaction began in January 2015 with defining
game objectives. Through this process, game planners identified several overarching
objectives (see “The Game” section) to guide game design, as well as a dozen moredetailed learning goals from which to build the scenario that players would
encounter. To develop the underlying scenario, the core group of planners
representing the game sponsors conducted in-depth research on the determinants ofpast food crises, consulted numerous subject matter experts across a wide range of
disciplines, and conducted a test drill in advance of the game. Through this process,the planners gathered information necessary to construct a “baseline” scenario that
included events and conditions, mainly weather and crop production fluctuations,spanning 2020–2030. A majority of the baseline scenario elements were exogenous—
in other words, the baseline scenario did not include policy-based decisions andactions of playing entities. The choice of exogenous components was deliberate, andintended to promote policy actions organic to the game (not prompted by policies inthe baseline scenario).
Early on, the game designers recognized that if players were to be given the freedomof developing strategies and negotiating agreements, it would be impossible todevelop quantitative models that would accurately account for all possible player
decisions. Instead, the game designers designed the game with a human simulation
cell (the Adjudication Cell), comprising numerous subject matter experts, which
adjudicated the collective outcomes of team decisions and actions. Although the
Adjudication Cell members had access to research documents, aids, and priceforecasting tools, they ultimately relied on their expertise to modify the baseline
scenario and determine outcomes over the course of the game. This element
facilitated robust gameplay and allowed players to better realize the potential
consequences of their behavior.
In advance of the game, all players received a Food Chain Reaction Situation
Manual—Player Briefing Book. The information in the Situation Manual preparedplayers for game play by moving the world from the year 2015 to the year 2020—
providing necessary context for the year 2020—the starting period of the game. The

19

Situation Manual also contained a detailed game schedule and information disclosurerules. Players were not privy to scenario details beyond 2020 prior to game conduct.
Over a two-day period, players participated in four rounds spanning the decade2020–2030. The rounds were segmented in the following manner.
•

Round 1: 2020–2021•

Round 2: 2022–2024•

Round 3: 2025–2027•

Round 4: 2028–2030

The first round began with a plenary session that included a “State of the World in2020” scene-setting video and a briefing on events in the years 2020 and 2021.
Following the plenary session, teams proceeded to separate into designated rooms
and began to deliberate on and respond to the first round’s events. Teams wereencouraged to confer with one another to share information and to coordinate andpursue joint actions and/or agreements.
At the conclusion of the first round of deliberations, each team recorded its key
decisions and actions in a briefing presentation template. Teams provided a copy ofthe completed briefing template to the Adjudication Cell for review. Members of the
Adjudication Cell analyzed the decisions and actions submitted by each team anddetermined their combined impact. The Adjudication Cell used this information todevelop an update of conditions around the world. Concurrent to the adjudication
process, teams briefed one another on the same decisions and actions underconsideration by the Adjudication Cell. This process was repeated at the end of all
four rounds. Rounds 2 through 4 commenced with the Adjudication Cell’s
determination of the “new normal”—in other words, the updated state of the world.
Similar to the first round, players deliberated and negotiated within and among theteams in response to updated global conditions and new events during the second,
third, and fourth rounds. Following the fourth round, the Adjudication Cell weighed
the teams’ final decisions and actions, as well as the cumulative impacts of theteams’ decisions and actions throughout the game. The game concluded with amoderated panel presentation of the short- and long-term implications of game play.

Participant roles
The term “participant” encompassed many groups of people, not just those
designated as players. Groups of participants involved in the game, and theirrespective roles and responsibilities, included:20•Players. Players were organized into one of eight teams representing
governments, the private sector, and multilateral organizations. Players
performed their assigned roles (e.g., member of a national government) anddiscussed and initiated decisions and actions in response to the scenario andgame “injects” (i.e., pieces of information inserted into game play to prompt
additional player discussion of specific issues—see the expanded description
and inject examples later in this section).

•Control Cell. The Control Cell planned and managed game play, set up andoperated the game site, and acted in the roles of organizations or individuals
that did not play in the game (e.g., Russia). The Control Cell monitored thepace of game play, provided key data to players, and prompted certain player
actions to ensure game continuity. In addition, the Control Cell issued gamematerial to players, ensured adherence to the game timeline, and collected
data. The Control Cell comprised the Game Directors, the Senior Controllers,and members of the Adjudication Cell.

•

Game Directors. The Game Directors monitored overall game flow,
troubleshot design and gameplay issues, coordinated with other Control Cell
members to carry out necessary adjustments, and facilitated the “newnormal” scenario presentations.

•Adjudication Cell. Members of the Adjudication Cell were responsible forseveral functions, including role playing nonparticipating organizations andnations. Adjudication Cell members inserted (or “injected”) information into
the game, as necessary, to moderate game play and ensure achievement ofgame objectives.
Members of the Adjudication Cell functioned semiindependently under the supervision of the Game Directors. The
Adjudication Cell discussed and analyzed team decisions and actions
following each round of play, and determined the parameters of the “newnormal” scenario that stimulated subsequent rounds of play. The
Adjudication Cell also served as an expert panel that concluded the gamewith an overview of short- and long-term implications of game play.

•

Senior Controllers. Senior Controllers possessed subject matter expertise in
one or more of the game’s topical areas (e.g., agriculture, trade, security).
Senior Controllers were assigned, one each, to every team room. SeniorControllers monitored game play and reported to the Game Directors whenteams had questions about the scenario or game rules, and/or when they
determined that team play was not moving beyond a specific issue or wasotherwise stagnating.

•

Recorders/Junior Controllers. Recorders were assigned, one each, to every
team room. Recorders documented player discussions during the scheduled21

team deliberation periods, and recorded the team decisions and actions (asdictated by the teams) into the briefing presentation template.
•Role Actors. Role Actors simulated specific roles during game play and were
not players. For example, a former leader within the U.S. Congress assumed
the role of narrator at the start of two rounds, and team mentor during therounds.

•Media Personnel. A very limited number of media were present, playing
during the game and documenting the deliberations. Media included staff
members from the sponsoring organizations who were cast in media roles,
and an embedded journalist playing the role of print reporter. Media players
worked directly with the Game Directors to ensure game integrity.

•

Host and Support Staff. Game host and support staff performed event
planning and management, administrative, and logistical support tasks (e.g.,registration, venue management, accommodations, transportation, catering).

Game play was generally allowed to proceed unimpeded; however, the SeniorControllers informed the Game Directors of issues that required intervention. Game
Directors either took action immediately or conferred with the Adjudication Cell toidentify an appropriate intervention and mechanism for the intervention’s delivery(e.g., delivery of a diplomatic cable or media news report with prompting details).
During the game, the Adjudication Cell and Game Directors used injects to introduce
players to events or situations that had not been fully discussed. For example, theAdjudication Cell and Game Directors injected one news story covering unrest and ahumanitarian crisis in Bangladesh to prompt additional player discussion abouthumanitarian needs, and another news story covering a military coup andgovernment overthrow in Pakistan to prompt further player discussion about
regional instability stemming from increasing food scarcity.

Scenario
The game’s opening mock newscast challenged players to imagine a global foodsystem under stress due to extreme weather and other environmental factors,
urbanization and other demographic pressures, rising global food prices, and falling
food stock levels. As this scenario unfolded before players’ eyes, signals of a looming
potential shock to global food security became increasingly apparent. Players
negotiated, collaborated, and deployed policy tools in response to the evolving
scenario details. Teams received information regarding the impact of their decisions
and actions during the Adjudication Cell Chairperson “scorecard” briefing following
Rounds 1, 2, and 3.

22

After receiving scorecard information, teams were provided with a narrativedescription 11 of updated global conditions, the “New Normal.” The game flowed froma period of mounting global food system pressure in Round 1 to a period of acutecrisis characterized by record high food prices, record low food stock levels, andincreasing social tension in Round 2. In Round 3, global pressures from weather andother factors eased, allowing for a period of relative calm. In the final round of play,
Round 4, players once again encountered increasing global pressures on food prices,
food stocks, the environment, and regional stability.

11
For the full text of the narratives for each of the rounds, see Appendix B: Food Chain
Reaction Game Materials.

23

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24

Appendix B: Food Chain Reaction
Game Materials
Round 1 Narrative: 2020–2021••••

Weather disruptions from El Nino and La Nina
Major droughts across North America
Social unrest in Southeast Asia and Africa
Food prices rise from 158 to 262 percent of long-term averages

We begin the decade in 2020 with a growing global economy and oil prices at $75 abarrel. Food stocks are tighter than average. Global food commodity prices—while
below the record highs of nearly a decade ago—remain at nearly 1.5 times long-term
averages.
Food prices in 2020 and 2021 are climbing, the result of weather-related disruptions
to agricultural production. Scientists believe there is a strong link to El Nino and La
Nina events that have occurred in successive years. In 2020, El Nino causes warm anddry conditions in South and Southeast Asia and Australia. India and Australia are
impacted, with Australia losing almost half of its wheat harvest.
In the Western Hemisphere, warm winters and moist conditions highlight how
climate change is spreading pests and plant pathogens. Asian soybean rust expandsin the United States, Brazil, and Argentina, but it is effectively treated, adding somecost but avoiding most yield loss. The largest stressor on global food markets is theNorth American drought of 2021. Intense summer heat from La Nina stresses crops
and water supplies, obliging the United States Department of Agriculture to declaredisaster status for more than half the counties of the United States. Corn andsoybean yields decline significantly.
Overall, with supply stimulated by rising prices but held back by crop problems,
global crop production falls 1 percent short of expectations in 2020 and 2021.
Stocks decrease from 20.5 percent to 19 percent of annual use, increasing prices by25

65 percent from the beginning of 2020, from 158 percent to 262 percent of longterm averages.
Rising food prices add stress worldwide, especially in the poorest food importing
countries of Southeast Asia and Africa, where instances of social unrest are reported.
Price increases compound other social and economic challenges. Africans migrate,seeking refuge and better conditions. Bangladesh experiences flooding in early 2021
and the resulting migration strains border areas, prompting social disturbances.
Related flooding in Pakistan further stresses the region.
Countries seeking
emergency help further strain the budget of the World Food Programme.
The price increases also lead several agencies and international organizations to
examine ways to address short-term and long-term food security challenges. One
such study, sponsored by the Food and Agriculture Organization of the United
Nations, comes from the International Institute of Applied Systems Analysis. The
study authors reiterate the barely tapped potential for increasing yields in subSaharan Africa, echoing other organizations that emphasize the need forinfrastructure development to strengthen Africa’s connectivity to global input andoutput markets.
Other effects remain to be seen. Brazil, for example, tries to divert acreage expansion
interest to degraded, previously disturbed ground, but with limited success. Timewill tell whether those efforts or new deforestation will shape land use trends.
Meanwhile, the 6th Intergovernmental Panel on Climate Change (IPCC) Assessment
Report presents additional evidence and increasing confidence that climate change isreducing food security.

26

Round 1 Scorecard

27

Round 2 Narrative: 2022–2024
•
•
•
•
•

Significant droughts scattered across major production areas
Oil prices rise dramatically, reinforcing biofuels production
Unrest and migration intensify, panic buying in the face of uncertainty
Relief organization budgets are strained
Food prices increase from 262 to 395 percent of long-term averages

Stress continues to mount in the global food system. While 2022 starts without crop
problems, food is still expensive, and normal crop harvests are only large enough toslow the continuing rise in food prices. Public dissent continues and migration
within and from food-importing Africa persists, in spite of progress on regional free
trade agreements, exerting pressure on the African continent and Europe. Despite an
intended increased focus on social protection by multilateral organizations, a lack ofclear fundraising means that relief agencies are running low on cash and arechallenged to address rising hunger stress.
Things turn worse in 2023. In the Northern Hemisphere, heavy spring rains flood
the Mississippi River, disrupting orderly export flow. Later that year, contract
disputes between labor union members and their employers result in a strike atshipping ports in the Pacific Northwest. Both events temporarily disrupt U.S. exports,
highlighting the sensitivity of supply chains in the global food system. World prices
rise, awaiting supply relief, but more problems loom. China and India experiencedrought. Chinese scientists report that declines in underground water are disrupting
irrigation, exacerbated by policies focused on achieving self-sufficiency in rice andwheat. Heat and dryness in India damage crop yields, cause heat stroke in the
population, and affect power production. Russia and Ukraine experience heat stressthat reduces grain supplies.
By the end of 2023, tight global stocks push food prices upward even further, beyond
the 2007–2012 peaks of 280 percent. The impacts register in many dimensions.
Urban poor in the most vulnerable geographies become increasingly food insecure.
Relief agencies issue urgent pleas for contributions. Organization of Petroleum
Exporting Countries (OPEC) members, prompted by food import budget stress,
organize strict production controls driving petroleum above $100 per barrel. Despite
United States and European Union actions to reduce biofuels mandates, biofuels
production remains steady, continuing to aggravate the food balance. High crop
prices accelerate land clearing in South America outside of Brazil, due to strict
adherence to its Forest Code, and tropical Asia, causing climate experts to warn that
new CO2 release will contribute to long-term warming.

28

In 2024, crop yields approach normal across the globe, except in the European Union,
Russia, and the Ukraine, where heat and drought negatively impact production.
Panic buying and stockpiling by some importers prevents relief in stock levels andprices. Concerned about its future food supply, South Korea quietly negotiates along-term food access agreement with Ukraine. Russia is asked by others to consider
similar arrangements. Russia’s people are agitated by higher prices, spreading
rumors of a possible export embargo.
The only relief comes from livestock systems, which plateau in most places andcontract in in a few.
Overall, from 2022 through 2024, though high prices stimulate crop productionslightly more than the weather-induced 2 percent average annual crop losses, global
demand outperforms expectations. Stocks decrease from 19 percent to 18 percent ofannual use. Farmers work very hard to keep up with demand, but do not overtake it.
Despite increased international discussion about sharing food stock information to
improve food security, anxiety about food security increases prices by another 51
percent from the beginning of 2022, rising to new records, reaching 395 percent oflong-term averages.
With stress felt across much of the world, the global economy slows, signaling thepossibility of recession.

29

Round 2 Scorecard

30

Round 3 Narrative: 2025–2027
•
•
•
•
•

Widespread crop production recoveries ease market pressures
Isolated drought causing unrest in the Sahel region of Africa
World Food Programme refunded
Renewed global focus on climate change, focus on longer-term food security
Global food prices ease from 395 to 141 percent of long-term averages

The period 2025–2027, sees a significant easing of global market pressures. Earlier
high food prices have slowed economic growth, diminishing demand. Likewise, highprices have stimulated food production. Farmers nearly everywhere enjoy a respitefrom weather-related disruptions. For three successive years, global food production
exceeds consumption. As food stocks build, crop prices steadily decline.
Isolated parts of Africa are the exception to this period of easing stress. In 2027,
severe drought affects the Sahel region, causing unrest and pockets of starvation.
Global Information and Early Warning System (GIEWS) alerts indicate the possibilityof famine, but the warnings are weaker than the reality and arrive a bit late. Regionsthat have implemented food-system reforms and emphasized food security largely
avoid the worst impact, while areas that have not, notably Sudan and Chad, suffer
disproportionately. In those countries, internal displacement is creating strain on the
United Nations High Commissioner for Refugees (UNHCR), and in Sudan, terrorgroups complicate food aid delivery by destroying infrastructure and restricting
movement.
In Pakistan, political leadership is struggling to maintain food security as internal
unrest leads to volatile food prices and continued tension with neighbors. China's
water infrastructure programs lead to statements of concerns from Vietnam andother Association of Southeast Asian Nations (ASEAN) countries that their watersupplies may be depleted, leading to public protests.
Media across the world cover the developments, causing viewers and listeners tolobby their governments for action. Generous donations to the World Food
Programme in 2024–2025, combined with lower food prices, leave the world well
prepared to handle the catastrophe in areas humanitarian groups can reach. Also,
measures such as the U.S. carbon tax and India's coal tax put climate change higher
on the global agenda in the aftermath of the mid-decade price spike, leading to
renewed attention.

31

Meanwhile, the global economy begins to recover. Decreasing food prices are
decreasing pressure on land clearing. Poultry and livestock production increases in
the face of declining feed prices. Biofuels producers accelerate as crop prices drop.
These forces point to a future shift from stock-building to eventual balance and thenpossibly stocks drawdown.
Overall, from 2025 through 2027, strong prices and good weather cause farmers tostrongly overpower recovering demand. Stocks are restored from 18 percent to 21
percent of annual use. Anxiety over food security relaxes, and prices drop by 64
percent from the beginning of 2025, from 395 percent to 141 percent of long-term
averages.
Even with the relaxation, the IPPC again highlights the risks of deforestation,
particularly in areas such as Bolivia and Paraguay, in its 7th IPCC Assessment Reportin 2027. The report emphasizes the critical nexus between climate, energy, water,
and food production, and commends Brazil for its efforts against deforestation.
With much less immediate stress, many countries outside of Africa look for ways toenhance longer-term food security, including long-term supply agreements, althoughlarger exporters such as the U.S., EU, and Brazil shy away from such arrangements.
Ukraine, which saw its government toppled after its agreement with South Korea,
recovers quickly with EU assistance, exceeding previous records in production by
2027. Direct overseas investment in agriculture is also under consideration,
particularly focused on Africa.

32

Round 3 Scorecard

33

Round 4 Narrative: 2028–2030••••

Drought in Brazil, China, and the U.S.
Weak monsoon and social unrest in India
Protests in West African cities
Food prices surge again from 141% to 387% of long-term averages

Scientists report that 2028 and 2029 are two of the hottest years on record, and they
serve as reminders of the degrading impact of higher temperatures on foodproduction. Drought in Brazil in 2028 significantly reduces crop production, whichfalls 15 percent, or 39 million tons, short of normal. Due to the existence of adomestic stock buildup, the price pressure on domestic food business is somewhat
reduced.
Then in 2029, El Nino negatively impacts numerous regions. A weak monsoon inIndia delivers insufficient moisture to crops, resulting in a 10 percent crop loss of 32
million tons. Desperate Indian farmers are showing their dissatisfaction, blocking
highways and demanding relief. Government food stocks and the food security
program are under severe pressure.
China suffers a moisture deficit, damaging wheat and corn, which drop 6 percent, or
46 million tons. Corn imports rise. Chinese scientists again report falling watertables and new groundwater pollution.
El Nino further damages crops in Indonesia, Philippines, Australia, northeastern
Brazil, and in southern parts of Africa, causing a negative impact of 2 percent, or 33
million tons. In all, crops fall 3 percent, or 110 million tons, short of normal.
Because of the thinness in the world rice trade, unexpected demand in Indonesia andthe Philippines has sent prices soaring. Increased rice prices spark protests in West
African cities and present key Asian exporting countries with political decisions onwhether to keep their markets open or not.
Once again, global food prices are on the rise. Energy demand and petroleum prices
also remain high. With prices rapidly rising, the Gulf Cooperation Council (GCC)
countries go on a buying spree across food commodities. Expansion of agriculture
into degraded lands in Brazil, African production increases, and increased use of
seed varieties raise the appetite for fertilizer, driving prices and volatility up, limiting
farmers’ ability both to purchase fertilizer and produce affordable food. With 95
percent of the world’s phosphorous reserves, Morocco’s importance to global
fertilizer markets is increased.

34

To complicate matters more, agronomists observe increasing pest pressure due tooverwintering from gradual warming.
In 2030, although the El Nino weakens, moderate drought returns to the UnitedStates. Despite new efforts to increase resilience to effects like drought, the country
experiences an 18 percent loss in major grains and oilseeds equating to 108 million
tons.
Increased prices globally draw down the financial reserves of the World Food
Programme.
In sum, from 2028 through 2030, with prices on the rise again stimulating farm
activity, offset by several weather problems, production falls just barely short oforiginal expectations. Demand however, is strong, exceeding expectations after
recent years of favorable economic growth. Food stocks tighten again from 21
percent to 17.5 percent, which is the tightest stock level in a decade. Although prices
rise strongly, from the beginning of 2028 to the end of 2030, at 387 percent of longterm averages, they fall just short of the 395 percent peak in 2024.
Organizations and media are closely monitoring events to see if governments learned
from the food price surge earlier this decade and are wondering what may lie ahead.

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CNA
This report was written by CNA’s Safety and Security (SAS) division.
SAS’s work helps improve decision-making during crisis operations andfosters innovative answers to challenges in the areas of first response;
emergency management; public health and agriculture; homeland
security; risk-management policy development and operations; andresponse and recovery capabilities at a national level.

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CNA is a not-for-profit research organizationthat serves the public interest by providing
in-depth analysis and result-oriented solutions
to help government leaders choose
the best course of action
in setting policy and managing operations.

Nobody gets closer—
to the people, to the data, to the problem.

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