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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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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+
*+
*+
& 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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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+
*+
*+
R e t a i l ' $ e r a t i o
n s
1'
16
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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+
*+
*+
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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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+
*+
*+
# 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$inclusive of raw material,manufacturing, and other
production activities
? +ustainability principles havebeen incorporated to meet onlyregulatory reJuirements
? Measures against those targetsand communicates success andimprovement opportunities tofacilities
rod-ct 5 acagingEnd:o4:Li4e
Steardsi/
? /roducts are not designed withtheir end-of-life in mind
? +ome limited mechanisms inplace to design products thatconsider reuse or recyclability atend of their useful life
? &esigns N'(3 of all products toconsider reuse or recyclability ofproduct at end of useful life
? =o recycling or product take-backinitiatives available to customers
? ffers select recycling andproduct take-back bins in someretail locations
? ffers select recycling andproduct take-back bins are locatedin all retail locations
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# Dimension Starting (6.7%) Standard (13.3%) Excelling (20%) *+
*+
*+
E
n ( i r o n m e n t a l I s
s u e s
2&
2'
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Summary o) Sustainability #rogram Maturity
Sort by* 4
# Dimension ,-rrent at-rit$ 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%
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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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)