2015 RILA Retail Sustainability Management Maturity Matrix - Worksheet

8/16/2019 2015 RILA Retail Sustainability Management Maturity Matrix - Worksheet

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About the RILA’s Retail Sustainability Management Maturity Matrix How to Use this Matrix Excel W

The Matrix is divided into seven sections, including:

Unerstaning the Worksheet

The Matrix is a tool for retail sustainability executives to identify the management practices that will driveimproved corporate and environmental performance.

This Matrix Worksheet allows yonext steps -- including owners ofyellow cells, labeled !"%!, to the exhibiting. &oing so will update ththe next steps and owners of tho +trategy ommitment

/eople Tools

0isibility

*etail perations This Matrix Worksheet is scored maturity level as follows: +upply hain

/roducts !+tarting! practices are wo

6nvironmental 7ssues !+tandard! practices are w !6xcelling! practices are w

The Matrix is intended to identify possible pathways to strong environmental sustainability programs inretail. The leading practices are currently only performed by a few companies at most9 and not everycompany canwill achieve every leading practice.

!;eading! practices are wo

!=ext practices! are worth

"ou can download the full version of the Matrix, as well as the corresponding *esource ;ibrary, atwww.rila.orgsustainability

>or example, if a dimension has )lternatively, if a dimension has


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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%)

S t r a t e g y

! " o m m i t m e n t

1 Strateg$

2

3 oals

*+

*+

*+

? )d hoc efforts, no formalsustainability program or programrelies on volunteers only

? &efined sustainability team withresponsibilities on short and long-term sustainability strategy

? &efined sustainability team alignswith various key departments onsustainability strategy for the short-and long-term

? +ustainability strategy is primarilyfocused on operational prioritiesrather than sourcing ormerchandi@ing practices

? +ustainability strategyencompasses operations, andmerchandi@ing and sourcingpractices

aterialit$ isdenti4ication

? )d hoc efforts to identifysustainability risks andopportunities

? )ssesses risks and opportunitiesthrough a formal materialityprocess

? )ssesses risks and opportunitiesand conducts bi-annual review

? )ssessment incorporates atimeframe of 8-1 years

? )nnual goals based on costsaving only

? +hort- and long-termsustainability goals, mostly focusedon operations

? 7dentifies absolute reductiongoals for two or more material riskcategories #i.e., energyconsumption, water,wasterecycling, sourcing,consumer education$

? =o efforts in place to benchmarksustainability goals against peers

? 6fforts in place to benchmarksustainability goals against peers

? *outine and comprehensivebenchmarking efforts in place to

prioriti@e focus areas


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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+

*+

*+

# e o $ l e !

% o o l s

6

? 7dentifies key stakeholders

7

StaeolderEngagement

? )ssesses stakeholder concernssystematically through materialityanalysis

? )ddresses stakeholders concernsthrough materiality analysis andidentifies some I/7s from theprocess

? 7dentifies some stakeholderconcerns on a periodic basis butno defined method of proactiveengagement

? 6stablishes and communicatesmethods of stakeholderengagement

? Duilds relationships with keystakeholders

Em/lo$eeEngagement

? 6ducates through basicenvironmental-awareness signagein stores

? &evelops store sustainability

team#s$ or sustainability advocatesto monitor on-site performance andprovide feedback to corporatesustainability team

? /osts store sustainability

performance #e.g., energyconsumption, wasterecyclinggeneration$ for all store associatesto compare their store to othersimilar stores

? +olicits sustainability suggestionsfrom corporate employees

? &evelops and maintains onlineplatform for employees to reviewstore company sustainabilityperformance and submit ideas toreduce environmental footprint

? Gosts events for corporateemployees to learn aboutsustainability in their retail rolesand in their home #e.g., 6arthMonth events$

8-ndingecanisms

? Minimal funding dedicated forsustainability programs

? )d-hoc funds for sustainabilityprograms #e.g., energy efficiency,recycling programs, marketing,etc.$

? &edicated fund for sustainabilityprograms #e.g., energy efficiencyinitiatives, recycling programs, etc.$

? =o mechanism to track *7 ofsustainability efforts

? onducts some adEustment of*7 on internal proEects to accountfor sustainability metrics


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*+

*+

& i s i b

i l i t y

10

? Measurement tools track metrics

11

etrics 5eas-rement

? =o defined metrics forsustainability

? ;imited set of sustainabilitymetrics9 focused mainly onoperations

? +ustainability metrics focused ononly certain aspects ofsustainability

? Dasic 6xcel spreadsheets used totrack metrics

? Metrics informed by materialityassessment and aligned to globalframeworks #e.g., B*7, 77*,+)+D$

? +ustainability metrics tracked forsome regions of the globalbusiness

e/orting 5,omm-nicating

? *egularly published reportcontains cursory mention ofsustainable business practices

? ompany either publishes asustainability report on a regularbasis, or provides detailedwebpages covering all aspects ofsustainability

? +ustainability information isreadily accessible in multipleformats and sustainability goalspublicly articulated and tracked

? +ome limited sustainability+*

information is available on website#e.g., a webpage, or grouped withcorporate philanthropy$

? +ustainability report includes bothJuantitative metrics and Jualitativestories

? 7ncludes a balanced and honestdiscussion of challenges as well asprogress

? &iscloses climate change, water,or forest-risk impacts as part of the&/

? >ew products are explicitly? +ome specifically designated ? Gigh percentage of products


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*+

*+

R e t a i l ' $ e r a t i o

n s

1'

16


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*+

*+

S u $ $ l y " h a i n

1

? /articipates in 6/) +martWay

1

!rans/ortation Logistics

? )ware of impact of transportationdecisions on the environment

? 6mploys improved blend of rail,road, and air transportation modes

? /ackaging and transportationsystem designs concurrently occurto optimi@e flow of goods andminimi@e space and energy usage

? =o precision or baseline emissionmeasurements

? 7ncludes capacity managementas a criteria in managingdistribution

? &evelops innovative shippingmechanisms to maximi@e loadcapacity

? &oes not implement sustainabletransportation initiatives or they arein early planning stages

? Ases or tests some alternativefuels in transportation vehicles

? Ases reusable containeri@ationfor nearly all products

? *ecogni@ed 6/) +martWayarrier +hipper with a highlyranking score

S-//lierEngagement

? &oes not explicitly considersustainability dimensions insourcing process

? 7ncorporates key sustainabilityconsiderations into initial supplieronboarding and ongoing sourcingdecisions

? )ssesses all suppliers accordingto sustainability criteria

? +upplier code of conductaddresses various environmentalaspects, but may be missingcertain key attributes fromrecogni@ed industry standards

#e.g., +)C((($

? +upplier code of conductincorporates all dimensions ofrecogni@ed industry standards

? +upplier code of conduct includesmeasurable sustainability metricsthat auditors can obEectively checkagainst

? )udits suppliers according to arisk profile or in response toproblems

? &elivers some training orguidance to suppliers onsustainability opportunities

? Tracks supplier sustainabilityperformance Juantitatively overtime

? =o formal internal managementsystem for tracking audits andremediation steps

? /erforms mix of internal andexternal audits on a regular basisaccording to supplier risk profile

? )ctively collaborates withsuppliers to capture sharedsavings through improvements insustainability performance


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*+

*+

# r o u c t s

21

22

23

rod-ct 5 acaging

Design andDeelo/ment

? /roducts are not measured forenvironmental impact and notdesigned to minimi@e use ofmaterials, energy, water, and toxics

? )d hoc measures employed toreduce product impacts such asthe purposeful merchandi@ing of

products using crediblecertifications #e.g., >+, fair trade$,and general pronouncements orguidelines to suppliers to minimi@eproduct and packaging impacts

? 6mploys credible criteria toevaluate sustainability performanceof products representing N 8(3 ofretail sales

? Minimal attention given topackaging optimi@ation

? ollaborates with suppliers toidentify, develop, and marketproductservice innovations thatfurther reduce environmentalimpact

"nedan-4act-ring

rod-ction

? Dasic understanding ofsustainability principles andpractices

? &evelops plans and policies tomake manufacturing processesmore sustainable #including

agricultural practices as applicable$

? +ets targets for key sustainabilityI/7s #e.g., waste, BGB, water$inclusive of raw material,manufacturing, and other

production activities

? +ustainability principles havebeen incorporated to meet onlyregulatory reJuirements

? Measures against those targetsand communicates success andimprovement opportunities tofacilities

rod-ct 5 acagingEnd:o4:Li4e

Steardsi/

? /roducts are not designed withtheir end-of-life in mind

? +ome limited mechanisms inplace to design products thatconsider reuse or recyclability atend of their useful life

? &esigns N'(3 of all products toconsider reuse or recyclability ofproduct at end of useful life

? =o recycling or product take-backinitiatives available to customers

? ffers select recycling andproduct take-back bins in someretail locations

? ffers select recycling andproduct take-back bins are locatedin all retail locations


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*+

*+

E

n ( i r o n m e n t a l I s

s u e s

2&

2'


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Summary o) Sustainability #rogram Maturity

Sort by* 4

# Dimension ,-rrent at-rit$ 2020 !arget

1 Strateg$ 0.0% 0.0%

2 aterialit$ is denti4ication 0.0% 0.0%

3 oals 0.0% 0.0%

& oernance 5 Exec-tie Engagement 0.0% 0.0%

' ncenties 0.0% 0.0%

6 Staeolder Engagement 0.0% 0.0%

7 Em/lo$ee Engagement 0.0% 0.0%

8-nding ecanisms 0.0% 0.0%

9-siness nnoation ecanisms 0.0% 0.0%

10 etrics 5 eas-rement 0.0% 0.0%

11 e/orting 5 ,omm-nicating 0.0% 0.0%

12 oint:o4:-rcase ,ons-mer Ed-cation 0.0% 0.0%

13 areting ,am/aigns 0.0% 0.0%

1& ,olla;oratie nolement 0.0% 0.0%

1' Stores ,or/orate "44ices 0.0% 0.0%

16


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#

ampaign Management /hases Maturity +core

F< '((5 F< '((1

=ot /resent (

0 ,am/aign anagement ,ontext O*6>P O*6>P O*6>P &eveloping (.4 to 4.(

1 =//roe ,am/aign ,once/t O*6>P O*6>P O*6>P /racticing 4.4 to '.(

2 Design ,am/aign O*6>P O*6>P O*6>P ;eading '.4 to 8.(

3 ,reate !arget List O*6>P O*6>P O*6>P

& Exec-te in !o-c oints O*6>P O*6>P O*6>P

' onitor er4ormance ?n:,am/aign@ O*6>P O*6>P O*6>P

6 ,a/t-re es/onses ?n:,am/aign@ O*6>P O*6>P O*6>P

7 !rac 5 eas-re es-lts ?End:,am/aign@ O*6>P O*6>P O*6>P

Wireless ampaign Management - /haseMaturity

7mprovement&elta

4.5

'

'.5

8

(

0 a s e

. a t - r i t $ ( N o r m a l i A e d t o 3 )


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#

ampaign Management /hases

0 ,am/aign anagement ,ontext

1 =//roe ,am/aign ,once/t

2 Design ,am/aign

3 ,reate !arget List

& Exec-te in !o-c oints

' onitor er4ormance ?n:,am/aign@

6 ,a/t-re es/onses ?n:,am/aign@

7 !rac 5 eas-re es-lts ?End:,am/aign@

&efinition

=o established processes in this part of the end to end campaign management cycle

&eveloping campaign management process best practices, but only implemented to a small degree

7mplemented campaign management process best practices in this area

/racticing campaign management process best practices in this area, could be improved orimplemented more consistently


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O /rocess O*6>P O*6>P

(.4 rgani@ational context and accountability for effective campaign management O*6>P O*6>P O*6>P

(.' /rocess context for effective campaign management O*6>P O*6>P O*6>P

(.8 Technology, data analytics context for effective campaign management O*6>P O*6>P O*6>P

(.< Marketing strategy context for effective campaign management O*6>P O*6>P O*6>P

4.4 reate campaign concept O*6>P O*6>P O*6>P

4.' *esearch and conduct pre-campaign analysis O*6>P O*6>P O*6>P

4.8 *eview learnings from past campaigns O*6>P O*6>P O*6>P

4.< Bate (: )pprove high-level concept O*6>P O*6>P O*6>P

4.5 reate high-level campaign budget O*6>P O*6>P O*6>P

4.1 reate high-level business case O*6>P O*6>P O*6>P

4.2 6valuate and approve campaign concepts O*6>P O*6>P O*6>P

4.C )ssign campaign-level codes O*6>P O*6>P O*6>P

4.S Bate 4: ampaign-level codes assigned O*6>P O*6>P O*6>P

'.4 7nitiate campaign documentation O*6>P O*6>P O*6>P

'.' onduct impact assessment O*6>P O*6>P O*6>P

'.8 7nitiate marketing content collateral development O*6>P O*6>P O*6>P

'.< 7nitiate 7T development O*6>P O*6>P O*6>P

'.5 Bate ': ampaign design approved O*6>P O*6>P O*6>P

8.4 omplete Hampaign DriefH O*6>P O*6>P O*6>P

8.' O*6>P O*6>P O*6>P

8.8 ptional: 7mplement optimi@ation to improve customer selection O*6>P O*6>P O*6>P

8.< &efine *esponse riteria O*6>P O*6>P O*6>P

8.5 O*6>P O*6>P O*6>P

8.1 reate schedule export file for delivery O*6>P O*6>P O*6>P

8.2 Bate 8: 6xport files Juality assurance checked O*6>P O*6>P O*6>P

P O*6>P O*6>PP O*6>P O*6>P

5.8 O*6>P O*6>P O*6>P

5.< Bate 5: ampaign implementation proceeding to plan O*6>P O*6>P O*6>P1.4 apture responses in touch points O*6>P O*6>P O*6>P

1.' &eliver responses to systems O*6>P O*6>P O*6>P

1.8 )ssign responses in systems O*6>P O*6>P O*6>P

1.< Bate 1: *esponses assigned and Juality checked in systems O*6>P O*6>P O*6>P

/rocess 7mprovement&elta

&evelop selection exclusion criteria (SAS: Create campaign diagram part

)ssign touch points response codes to selection criteria

7mplement corrective actions


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(.((

(.5(

4.((

4.5(

'.((

'.5(

8.((


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O*6>P O /hase

O*6>P O*6>P ( ampaign Management ontext

O*6>P O*6>P 4 )pprove ampaign oncept

O*6>P O*6>P ' &esign ampaign

O*6>P O*6>P 8 reate Target ;ist

O*6>P O*6>P < 6xecute in Touch /oints

O*6>P O*6>P 5 Monitor /erformance Q7n-ampaignR

O*6>P O*6>P 1 apture *esponses Q7n-ampaignR

/hase 7mprovement&elta


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2015 RILA Retail Sustainability Management Maturity Matrix - Worksheet

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