About the RILAs Retail Sustainability Management Maturity Matrix

The Matrix is a tool for retail sustainability executives to identify the management practices that will drive
improved corporate and environmental performance.
The Matrix is divided into seven sections, including:
Strategy & Commitment
People & Tools
Visibility
Retail Operations
Supply Chain
Products
Environmental Issues
The Matrix is intended to identify possible pathways to strong environmental sustainability programs in
retail. The leading practices are currently only performed by a few companies at most; and not every
company can/will achieve every leading practice.
You can download the full version of the Matrix, as well as the corresponding Resource Library, at
www.rila.org/sustainability

How to Use this Matrix Excel Worksheet

This Matrix Worksheet allows you to document your existing practices, opportunities for growth, and
next steps -- including owners of those next steps. On the following page, type a "Y" (for "Yes") in the
yellow cells, labeled "Y?", to the right of each practice that your sustainability program is currently
exhibiting. Doing so will update the scoring for that dimension, then indicate your 2020 target score, and
the next steps and owners of those steps. A summary appears on the Results Summary page.
Understanding the Worksheet Scoring
This Matrix Worksheet is scored on a percentage system. Practices are scored according to their
maturity level as follows:
"Starting" practices are worth a total of 6.7% (1 of a total of 15 points per dimension)
"Standard" practices are worth a total of 13.3% (2 of 15)
"Excelling" practices are worth a total of 20% (3 of 15)
"Leading" practices are worth a total of 26.6% (4 of 15)
"Next practices" are worth a total of 33.3% (5 of 15)
For example, if a dimension has four "Excelling" practices, each individual practice will be worth 5%.
Alternatively, if a dimension has only one "Excelling" practice, that practice will be worth the full 20%.

Dimension

Starting (6.7%)

Ad hoc efforts, no formal

sustainability program or program
relies on volunteers only

Strategy

Ad hoc efforts to identify

sustainability risks and
opportunities

Strategy & Commitment

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Y
?

Next Practice (33.3%)

Defined sustainability team with

responsibilities on short and longterm sustainability strategy

Defined sustainability team aligns

with various key departments on
sustainability strategy for the shortand long-term

Sustainability strategy aligns

across departments and with
overall corporate strategy

Sustainability strategy and

corporate strategy are one and the
same

Sustainability strategy is primarily

focused on operational priorities
rather than sourcing or
merchandizing practices

Sustainability strategy
encompasses operations, and
merchandizing and sourcing
practices

Incorporates internationally
recognized standards (e.g., UNGC,
SA8000, etc.) into long-term
organizational strategy

Sustainability strategy / results

regularly reported to executives
and the board

Balanced scorecard (people,

planet, and profit) system in place
for reviewing strategies and
projects

CEO regularly incorporates

sustainability strategy in meetings
and communications (e.g.
employee town halls / investor
calls, etc.)

Assesses risks and opportunities

and conducts bi-annual review

Individual departments (e.g.,

sourcing, operations) review
materiality assessment

Integration of sustainability and

corporate risks

Assessment incorporates a
timeframe of 3-6 years

Uses the same processes to

review sustainability risks and
opportunities as corporate risks
and opportunities

Assessment incorporates a
timeframe of more than 10 years

Assesses risks and opportunities

through a formal materiality
process

Materiality / Risk
Identification

Y
?

Dimension

Current
Maturity

2020 Target

Strategy

0%

0%

Materiality / Risk
Identification

0%

0%

Goals

0%

0%

Governance &
Executive
Engagement

0%

0%

Incentives

0%

0%

Assessment incorporates a
timeframe of more than 6-10 years

Goals

Annual goals based on cost

saving only

Short- and long-term

sustainability goals, mostly focused
on operations

Identifies absolute reduction

goals for two or more material risk
categories (i.e., energy
consumption, water,
waste/recycling, sourcing,
consumer education)

Defines comprehensive,
aggressive, and cross-functional
goals addressing all material risk
categories

Uses global and local context of

environmental conditions and
aligns with science-based targets
to set appropriate goals

No efforts in place to benchmark

sustainability goals against peers

Efforts in place to benchmark

sustainability goals against peers

Routine and comprehensive

benchmarking efforts in place to
prioritize focus areas

Goals address most aspects of

sustainability

Quantitatively links profit goals

with sustainability goals

Includes separate goals focused

on supply chains, products,
sourcing, and marketing

Governance &
Executive
Engagement

Ownership and accountability for

sustainability has either not been
defined or is confined to one
function (e.g., Environmental
Health and Safety)

Dedicated sustainability executive

to design, manage, and
continuously improve sustainability
program and initiatives

Board and company leadership

develop and/or endorse goals and
initiatives to improve sustainability

Board oversees and endorses

sustainability goals and initiatives

Board and key executives held

accountable for sustainability
performance

No sustainability council in place

Sustainability council comprises

senior leaders from key functional
roles and meets periodically

Sustainability council comprises

executives, defines priorities, and
periodically reports to senior
leaders

Dedicated executive champion

for sustainability appointed by
board

Dedicated Chief Sustainability

Officer reports directly to CEO

Accountability is clearly defined

for sustainability goals and
initiatives

Senior management's
sustainability roles are clearly
defined

Executives from all of the relevant

parts of the business are engaged
(e.g., strategy, innovation, finance,
HR, legal, marketing, sourcing)

CSO & CEO partner to

demonstrate business relevance of
program to investors and other
stakeholders

Performance evaluation and

compensation considers multiple
"balanced" goals and performance
metrics

Includes sustainability metrics in

annual reviews and performance
ratings for each business function

Reviews mid-level management

processes regularly and links it to
sustainability performance

Links executive compensation to

sustainability performance

Include basic sustainability goals

for select leaders as part of metrics

Rewards (monetary or nonmonetary) biggest contributions to

sustainability performance

Provides some incentives to

influence positive personal
behaviors for all employees (e.g.,
hybrid car or mass transit subsidy)

Invests in incentives to influence

positive employee behaviors (e.g.,
charging stations for electric
vehicles at store or office parking
lots)

Sustainable business and

leadership practices do not factor
into annual evaluations and
compensation
5

Incentives

Next steps to achieve

target maturity

Owner

Dimension

Stakeholder
Engagement

Starting (6.7%)

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Identifies key stakeholders

Assesses stakeholder concerns

systematically through materiality
analysis

Addresses stakeholders concerns

through materiality analysis and
identifies some KPIs from the
process

Identifies some stakeholder

concerns on a periodic basis but
no defined method of proactive
engagement

Establishes and communicates

methods of stakeholder
engagement

Builds relationships with key

stakeholders

Y
?

Leading (26.6%)
Identifies comprehensive list of
KPIs through stakeholder
engagement process

Y
?

Next Practice (33.3%)

Y
?

Dimension

Current
Maturity

2020 Target

Stakeholder
Engagement

0%

0%

Employee
Engagement

0%

0%

Funding
Mechanisms

0%

0%

Business Innovation
Mechanisms

0%

0%

Consistently monitors and reports

publically on KPIs identified
through stakeholder engagement

Establishes and communicates

methods of stakeholder
engagement by type and
stakeholder group, including
frequency of engagement
Incorporates feedback from key
stakeholders into sustainability
strategy

People & Tools

Educates through basic

environmental-awareness signage
in stores

Employee
Engagement

Develops store sustainability

team(s) or sustainability advocates
to monitor on-site performance and
provide feedback to corporate
sustainability team

Posts store sustainability

performance (e.g., energy
consumption, waste/recycling
generation) for all store associates
to compare their store to other
similar stores

Provides collaborative forum for

high-initiative employees to receive
recognition for their sustainability
efforts while sharing best practices
with colleagues

Regularly educates employees on

company sustainability vision and
business case to underscore
relevance to employee daily work

Solicits sustainability suggestions

from corporate employees

Develops and maintains online

platform for employees to review
store & company sustainability
performance and submit ideas to
reduce environmental footprint

Holds highly visible senior

leadership meetings on
sustainability where store
employees, sourcing, merchants,
logistics, and other staff are
recognized

Trains in-store employees to

educate customers about
companys sustainability/ecoawareness efforts

Dedicated fund for sustainability

programs (e.g., energy efficiency
initiatives, recycling programs, etc.)

Key retail functions include

sustainability budgeting (e.g.,
distribution, sourcing,
merchandizing, store operations)

Corporate funding requests

always include sustainability
metrics relevant to the division or
business unit

All corporate funding requests

routinely include relevant
sustainability metrics

Sustainability related funding on

an upward trajectory over time

Hosts events for corporate

employees to learn about
sustainability in their retail roles
and in their home (e.g., Earth
Month events)

Funding
Mechanisms

Minimal funding dedicated for

sustainability programs

Ad-hoc funds for sustainability

programs (e.g., energy efficiency,
recycling programs, marketing,
etc.)

No mechanism to track ROI of

sustainability efforts

Conducts some adjustment of

ROI on internal projects to account
for sustainability metrics

ROI of projects considers total

cost of ownership and reputational
value

No specific channels in place to

invest in sustainable innovation
(e.g., 3D printing, RFID
Business Innovation innovations, mobile, etc.)
Mechanisms

Innovation mechanisms in place sustainability is a criteria but not

weighted to receive favorable
score

Innovation mechanisms in place

to invest in sustainable innovations

Solicits ideas from employees,

suppliers, and external
stakeholders

Dedicated team to create and

invest in sustainable innovations

Innovation fund and dedicated

team in place to invest in retail
innovation around sustainability
Chief Innovation Officer
incorporates sustainability and
continuous improvement into goals

Next steps to achieve

target maturity

Owner

Dimension

Starting (6.7%)

No defined metrics for

sustainability

10

Metrics &
Measurement

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Y
?

Next Practice (33.3%)

Limited set of sustainability

metrics; focused mainly on
operations

Sustainability metrics focused on

only certain aspects of
sustainability

Sustainability metrics focused on

all material aspects; including
innovation

Comprehensive metrics defined

to cover all aspects of
sustainability; linking people &
planet with profit

Basic Excel spreadsheets used to

track metrics

Metrics informed by materiality

assessment and aligned to global
frameworks (e.g., GRI, IIRC,
SASB)

Sustainability metrics tracked for

all of the most relevant regions of
the global business

Material metrics chosen from

most global frameworks with
rationale for metric selection clearly
communicated

Sustainability metrics tracked for

some regions of the global
business

Automated measurement tools;

IT systems in place to periodically
track the majority of sustainability
metrics

Metrics captured consistently

across entire organization, globally

Y
?

Dimension

Current
Maturity

2020 Target

Metrics &
Measurement

0%

0%

Reporting &
Communicating

0%

0%

Point-of-Purchase
Consumer Education

0%

0%

Marketing
Campaigns

0%

0%

Collaborative
Involvement

0%

0%

Measurement tools track metrics

Reporting &
Communicating

Company either publishes a

sustainability report on a regular
basis, or provides detailed
webpages covering all aspects of
sustainability

Sustainability information is
readily accessible in multiple
formats and sustainability goals
publicly articulated and tracked

Scores in top 10% of industry

peers in sustainability measures
and indices (e.g., Dow Jones
Sustainability Index, Carbon
Disclosure Project)

Scores in top 5% of industry

peers in sustainability measures
and indices (e.g., Dow Jones
Sustainability Index, Carbon
Disclosure Project)

Some limited sustainability/CSR

information is available on website
(e.g., a webpage, or grouped with
corporate philanthropy)

Sustainability report includes both

quantitative metrics and qualitative
stories

Includes a balanced and honest

discussion of challenges as well as
progress

Uses 3rd-party standards (e.g,

GRI)

Uses integrated reporting

Discloses climate change, water,

or forest-risk impacts as part of the
CDP

Sustainability statements are

independently audited

Focused multi-channel
sustainability campaign with
features such as an interactive
sustainability website

Communicates sustainability
programs in multiple, accessible
formats (e.g., websites, product
marketing and labeling,
advertising)

Communicates sustainability as
integrated with brand ethos

Dedicated online storefronts

encourage consumers to select
products with sustainability benefits

Engages consumers about

products with sustainability benefits
(e.g., catalogs, web filters, icons,
online calculators, product stories)

Provides consumers with tools or

incentives for sustainable behavior
change and actively engages with
the consumer even after the
purchase (via website, product
packaging, etc.)

Actively engages with customer

even after the purchase (via
website, product packaging, etc.)
to mitigate any environmental
impact of products

Significant in-store signage or

sections dedicated to products with
advanced sustainability benefits

Most own-brand products have

advanced sustainability benefits,
and communicate benefits on
packaging

Dedicated sustainability focused

marketer within marketing team

Significant marketing budgets for

sustainability-related marketing

Marketing effectiveness metrics

focus on reputation/brand value

Marketing effectiveness metrics

include financial ROI

Premier member of one or more

industry associations or multilateral groups focused on relevant
sustainability issues

Takes a leadership role in

developing new tools or
capabilities that will enable peers
to improve sustainability impact

Visibility

11

Regularly published report

contains cursory mention of
sustainable business practices

Few products are explicitly

designed to reduce negative
environmental impacts

12

13

Point-of-Purchase Limited education for consumers

Consumer Education to learn about sustainability
dimensions of products

Marketing
Campaigns

Ad hoc sustainability-related
marketing campaigns

Does not formally engage with

peers on sustainability issues
14

Some specifically designated

products offered have sustainability
benefits; ad hoc communication on
the benefits of those products

Collaborative
Involvement

Regular sustainability-related
marketing programs

High percentage of products

offered have specific sustainability
benefits; regular communication on
the benefits of those products
Provides some information or tips
to consumers to use
products/services in a responsible
way (e.g., "Please recycle this cup
when finished", "Wash this
garment in cold water")

Ongoing efforts and funding

related to marketing sustainable
products and services

Tend to focus on specific themes

or times (e.g. Earth Day)

Actively shares sustainability

information with peers

Member of one or more industry

associations focused on
sustainable supply chain issues

Next steps to achieve

target maturity

Owner

#
14

Retail Operations

15

16

Dimension
Collaborative
Involvement

Starting (6.7%)

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Y
?

Next Practice (33.3%)

Actively collaborates with peers to

make positive impact within
industry

Partners with NGOs,

governments, academia, or other
institutions to identify improvement
opportunities

Takes a leadership role in

developing new tools or
capabilities that will enable entire
value chains to improve
sustainability performance

Stores / Corporate
Offices

Construction, renovation, and

leasing decisions adhere to local
regulations, but little or no 'green'
standards

Incorporates some 'green

building' opportunities into
construction, renovation, or leasing
projects

Routinely incorporates
sustainability metrics into
construction, renovation, and
leasing decisions

Majority of store site incentivizes

customers to practice sustainable
behaviors (e.g., premium parking
spaces for hybrid or electric
vehicles)

Green building and certification

(LEED, BREEAM, Living Building
Challenge, EPA ENERGY STAR,
etc.) is expected on all projects,
except in extreme cases

(Green Building &

Land Use)

Environmental impact, energy

use, and occupant health are only
minor considerations

Opportunities are limited to lowercost options (e.g., efficient toilets,

faucets, light bulbs, and ceiling
fans; recycled / reclaimed flooring;
low-VOC paint)

Accounts for sustainability factors

(e.g., recycling infrastructure,
alternative transportation for
customers, etc.) in store site
selection

At least half of facilities have

ENERGY STAR or LEED
certification

Routinely employs smart

landscaping, solar panels, wind
turbines, or other technologies in
the design and construction of new
stores, and warehouses

Small percent of facilities have

ENERGY STAR or LEED
certification

Higher percent of facilities have

ENERGY STAR or LEED
certification

Implements smart landscaping at

some store and warehouse sites to
improve water efficiency

Storage facilities do not employ

any eco-efficient technologies or
practices

Programs are in place to

minimize waste and improve work
flow

Redesigns warehousing facilities

in order to optimize space and
reduce energy consumption

Regularly adds new technology to

reduce energy consumption in
moving and storing goods within
warehouses

Incorporates green standards for

all new warehousing or retrofits
existing warehousing to minimize
energy and safety costs

Emissions are compliant but not

fully contained and inventoried

Upgrades moving technologies

(forklifts, automated belts, etc.)
with energy-efficient power sources

Continuously minimizes footprint

and resource consumption to
create best uses for storage space
and replaces non-sustainable
products

Incorporates green standards for

all new warehousing to minimize
energy and safety costs

Develops partnerships with

customers, upstream processes,
and transportation vendors to
maximize flow of goods through
facilities while minimizing waste

Reduces redundant functions in

inventory of applications

Considers and tracks green

impact along with other business
objectives in data center

Fully leverages enterprise

software across the organization to
maximize use/capabilities

All data center build outs or

contracts must pass through a
rigorous green evaluation process
before approval

Employs some efforts to

consolidate applications

Shares applications and related

platforms across business units

Actively tracks green metrics

against business green objectives

Seeks to improve ENERGY

STAR scores for all data centers

Sizing and layout of owned or

contracted data center
infrastructure is ad hoc and geared
towards meeting current needs

Takes advantage of new

efficiency methodologies in
application development

Software development lifecycle

regularly uses new efficiency
technologies (e.g., virtualization,
SOA and other sharing and flexible
technologies)

Participates in ENERGY STAR

recognition program for energy
efficient data centers

Employs effective 'big data'

strategies to analyze sustainability
data and metrics

There are no explicit decisions

around green IT considerations

Identifies and monitors some

green metrics around power,
cooling, and airflow

Warehouses/ DCs

Y
?

Current
Maturity
0%

2020 Target
0%

0%

0%

Warehouses/ DCs

0%

0%

Data Center &

Applications

0%

0%

Dimension
Collaborative
Involvement

Stores / Corporate
Offices

(Green Building &

Land Use)

Installs low-energy lighting,

HVAC, and refrigeration equipment
Application development has little
or no awareness of potential
techniques for greening
Does not consolidate applications

17

Data Center &

Applications

Follows green technology

standards throughout organization

Next steps to achieve

target maturity

Owner

Supply Chain

18

19

Dimension

Transportation /
Logistics

Supplier
Engagement

Starting (6.7%)

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Employs improved blend of rail,

road, and air transportation modes

Packaging and transportation

system designs concurrently occur
to optimize flow of goods and
minimize space and energy usage

Demonstrates reduction of
environmental impact by optimizing
transportation & warehouse
network

Forms transportation alliances to

maximize load capacity and
minimize waste

No precision or baseline emission

measurements

Includes capacity management

as a criteria in managing
distribution

Develops innovative shipping

mechanisms to maximize load
capacity

Replaces vehicle fleet with 'green

vehicles'

Recognized excellence in
reducing environmental impact
from transportation strategies

Does not implement sustainable

transportation initiatives or they are
in early planning stages

Uses or tests some alternative

fuels in transportation vehicles

Uses reusable containerization

for nearly all products

Considers emissions when

selecting transportation vendors

Participates in EPA SmartWay

Recognized EPA SmartWay

Carrier & Shipper with a highly
ranking score

Does not explicitly consider

sustainability dimensions in
sourcing process

Incorporates key sustainability

considerations into initial supplier
onboarding and ongoing sourcing
decisions

Assesses all suppliers according

to sustainability criteria

Sourcing/merchandise teams use

sustainability scorecards as
integral part of sourcing decisions

Encourages sustainable
manufacturing practices for all
products and suppliers

Supplier code of conduct

addresses various environmental
aspects, but may be missing
certain key attributes from
recognized industry standards
(e.g., SA8000)

Supplier code of conduct

incorporates all dimensions of
recognized industry standards

Supplier code of conduct includes

measurable sustainability metrics
that auditors can objectively check
against

Hosts annual "Sustainability

Summit with key
suppliers/vendors

Employs in-house team of expert

auditors to check suppliers
according to supplier risk profile

Audits suppliers according to a

risk profile or in response to
problems

Delivers some training or

guidance to suppliers on
sustainability opportunities

Tracks supplier sustainability

performance quantitatively over
time

Encourages vendors to improve

and report on sustainability metrics
(e.g. energy, waste, water) of their
products, possibly leveraging
services like CDP Supply Chain

Develops remediation plans in

collaboration with supplier and
closely monitors quantitative
progress against them

No formal internal management

system for tracking audits and
remediation steps

Performs mix of internal and

external audits on a regular basis
according to supplier risk profile

Actively collaborates with

suppliers to capture shared
savings through improvements in
sustainability performance

Works closely with suppliers to

monitor subcontracting
arrangements

Relevant departments test and

actively partner with research
groups or vendors to design next
generation equipment for
sustainable performance

Does not publish any information

on suppliers or country of origin
beyond what is mandated by law

Supply Chain
Transparency &
Traceability

Next Practice (33.3%)

Aware of impact of transportation

decisions on the environment

Y
?

Dimension

Current
Maturity

2020 Target

Transportation /
Logistics

0%

0%

Supplier
Engagement

0%

0%

Supply Chain
Transparency &
Traceability

0%

0%

Defines and executes on

appropriate actions with suppliers
failing to meet performance criteria

Works closely with suppliers to

remediate sustainability issues

20

Y
?

Publishes some summary audit

statistics (e.g., % of factories noncompliant)

Makes audit results available

publicly (e.g., through FLA)

Active member of supply chain

transparency organizations (e.g.,
CDP Supply Chain, TSC, SAC)

Publicly discloses where products

are made (without factory-specific
details)

Supply chain information is

available through a number of
channels/media

Publishes summary audit

statistics (e.g., % of non-compliant
factories)

May disclose some anecdotal

factory-specific information

Publishes supplier code of

conduct and summary of
monitoring and enforcement
mechanisms

Explains challenges in the supply

chain through a number of
channels (e.g., website, reports)

Efforts to trace supply chain from

suppliers to
subcontractors/vendors back to
raw materials suppliers

Works with credible third parties

to introduce sustainable best
practices (e.g., FSC, MSC)
Actively markets supply chain
stories to consumers

Publishes list of factories and

locations, with stories,
photographs, or other information
on all key suppliers

Next steps to achieve

target maturity

Owner

Dimension

Starting (6.7%)
Products are not measured for
environmental impact and not
designed to minimize use of
materials, energy, water, and toxics

21

Product & Packaging

Design and
Development
Minimal attention given to
packaging optimization

Basic understanding of
sustainability principles and
practices

Products

22

Owned
Manufacturing /
Production

Y
?

Standard (13.3%)

Ad hoc measures employed to

reduce product impacts such as
the purposeful merchandizing of
products using credible
certifications (e.g., FSC, fair trade),
and general pronouncements or
guidelines to suppliers to minimize
product and packaging impacts

Develops plans and policies to

make manufacturing processes
more sustainable (including
agricultural practices as applicable)

Sustainability principles have

been incorporated to meet only
regulatory requirements

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Y
?

Next Practice (33.3%)

Y
?

Dimension

Current
Maturity

2020 Target

Product & Packaging

Design and
Development

0%

0%

Owned
Manufacturing /
Production

0%

0%

Product & Packaging

End-of-Life
Stewardship

0%

0%

Designs all products with a

"cradle to cradle" outlook, using
tools based on life cycle and
hazard assessments

Employs credible criteria to

evaluate sustainability performance
of products representing > 30% of
retail sales

Employs credible criteria to

evaluate sustainability performance
of products representing > 60% of
retail sales

Collaborates with suppliers to

identify, develop, and market
product/service innovations that
further reduce environmental
impact

Sets meaningful businessrelevant revenue targets for

product sustainability performance
(e.g., 30% of sales will come from
products that meet design criteria)

Publicly reports on product

sustainability goals and the net
benefits of product sustainability
performance

Sets targets for key sustainability

KPIs (e.g., waste, GHG, water)
inclusive of raw material,
manufacturing, and other
production activities

Benchmarks key environmental

and social sustainability KPIs
against industry standards and
exceeds industry average

Achieves world class

sustainability manufacturing /
production levels

Measures against those targets

and communicates success and
improvement opportunities to
facilities

Sets plans to achieve highly

aspirational goals (e.g., 100%
renewable power, zero waste, zero
accidents)

Publicly report success against

aspirational goals

Uses renewable energy sources

in most manufacturing processes
with limited exceptions

23

Product & Packaging

End-of-Life
Stewardship

Products are not designed with

their end-of-life in mind

Some limited mechanisms in

place to design products that
consider reuse or recyclability at
end of their useful life

Designs >20% of all products to

consider reuse or recyclability of
product at end of useful life

Designs >40% of all products to

consider reuse or recyclability of
product at end of useful life

Designs all products to consider

reuse or recyclability of product at
end of useful life

No recycling or product take-back

initiatives available to customers

Offers select recycling and

product take-back bins in some
retail locations

Offers select recycling and

product take-back bins are located
in all retail locations

Collaborates with other

stakeholders (e.g., trade
associations, civil society,
competitors, value chain) for
system change to upcycle/recycle
product components

Actively retrieves products at the

end of their life for reuse and
recycling

Markets product take-back

services to consumers and see as
a competitive differentiator

Measures and reports the

percentage of reclaimed products
and their packaging materials for
each product category

Begin designing and selling

consumer services to mitigate the
one-way consumption cycle

Next steps to achieve

target maturity

Owner

24

Dimension

Energy & GHG

Emissions

Starting (6.7%)

Y
?

Standard (13.3%)

Y
?

Excelling (20%)

Y
?

Leading (26.6%)

Y
?

Next Practice (33.3%)

No concerted strategies or
policies to reduce energy
consumption in retail portfolio

Measures and analyzes current

energy usage and future
projections of retail portfolio in
manual or fragmented way

Develops coordinated energy

efficiency policies across
operations and value chain

Capital expenditure decisions

consider energy cost implications

Relies on alternative energy for

>40% of energy needs, through
combination of RECs and onsite
generation

Energy usage is not methodically

measured or analyzed

Outdated, inefficient equipment

has been replaced

Designs and executes systematic

energy management program
(data tracking, training of relevant
employees)

Relies on alternative energy for

>25% of energy needs, through
combination of RECs and onsite
generation

Joins external alliances to drive

energy/climate policy

Traditional (non-renewable)
energy sources are relied upon; no
consideration of alternative energy
sources

Undertakes some investigation of

alternative energy sources

Uses only energy efficient

refrigeration equipment and tracks
GHG emissions of equipment
continually

Conducts comprehensive water

footprint across retail portfolio
including stores, warehouses,
distribution centers and offices to
understand where impacts lie

Conducts comprehensive water

footprint exercise across value
chain, including stores,
warehouses, distribution centers
and offices and develops reduction
strategy

Pursues innovative water

reduction techniques such as grey
water recycling, xeriscaping, storm
water management, etc.

Efforts and technologies in place

to minimize company's direct water
usage, such as low-flow faucets

Efforts and technologies in place

to recycle water

Identifies water withdrawal

sources and remediates any
localized risks

Y
?

Dimension

Current
Maturity

2020 Target

Energy & GHG

Emissions

0%

0%

Water & Wastewater

0%

0%

Waste & Recycling

0%

0%

Chemicals & Toxics

0%

0%

Environmental Issues

Currently draws less than 5% of

energy use from alternative
sources
No concerted strategy to reduce
water consumption in retail
operations, product manufacturing
or supply chain
25

Measures current water usage of

stores, warehouses, distribution
centers and offices across some
portion of the portfolio

Water & Wastewater

Identifies water withdrawal

sources and communicates
localized risks

26

Waste & Recycling

Aware of main sources of waste

generation in own company
operations, product manufacturing
and supply chain

Measures waste footprint of

stores, warehouses, distribution
centers and offices, across some
portion of the portfolio

Measures waste footprint across

retail portfolio including stores,
warehouses, distribution centers
and offices, comprehensively

Implements leading waste

technologies and policies (e.g.,
balers for hard-to-recycle
materials, customer recycling
options)

Conducts comprehensive waste

footprint exercise across value
chain

Little active efforts to reduce

waste beyond required local
regulations and limited recycling
options

Ad-hoc efforts to reduce and

recycle waste at stores,
warehouses, distribution centers
and offices

Implements waste minimization

programs involving reduction,
reuse, and recycling at stores,
warehouses, distribution centers
and offices

Waste reduction targets and

continuous improvement method in
place for products, supply chain
and operations

Efforts in place to completely

remove hazardous waste from
retail operations, product
development and supply chain

Commitment to zero waste goals

at some retail locations

Commitment to zero waste goals

across all locations

Complies with minimum

environmental regulations

27

Chemicals & Toxics

Maintains a list of regulated

chemicals or a restricted
substance list (RSL)

Defines relevant metrics to

monitor use of chemicals and
toxins throughout value chain

Understands sources of toxins

throughout value chain and what's
driving them

Establishes alliances with

industry peers to further green
chemistry innovation

Undertakes beyond-compliance
measures to reduce the use of
chemicals and toxics across the
value chain

Defines goals around use of

chemicals and toxics in products

Establishes green chemistry

program with the goal of reducing
toxics across the value chain

Communicates green chemistry

policies to suppliers

Conducts comprehensive
assessment of chemicals in
products and processes, with an
evaluation of hazard and exposure
potential

Next steps to achieve

target maturity

Owner

Summary of Sustainability Program Maturity

The below chart summarizes your sustainability program's current maturity, your 2020 target maturity, and the difference between the two. Use the dropdown menu to sort by each of these metrics to customize the results.
Sort by:

Dimension #

Dimension

Current Maturity

2020 Target

Difference

Strategy

0.0%

0.0%

0.0%

Materiality / Risk Identification

0.0%

0.0%

0.0%

Goals

0.0%

0.0%

0.0%

Governance & Executive Engagement

0.0%

0.0%

0.0%

Incentives

0.0%

0.0%

0.0%

Stakeholder Engagement

0.0%

0.0%

0.0%

Employee Engagement

0.0%

0.0%

0.0%

Funding Mechanisms

0.0%

0.0%

0.0%

Business Innovation Mechanisms

0.0%

0.0%

0.0%

10 Metrics & Measurement

0.0%

0.0%

0.0%

11 Reporting & Communicating

0.0%

0.0%

0.0%

12 Point-of-Purchase Consumer Education

0.0%

0.0%

0.0%

13 Marketing Campaigns

0.0%

0.0%

0.0%

14 Collaborative Involvement

0.0%

0.0%

0.0%

15 Stores / Corporate Offices

0.0%

0.0%

0.0%

16 Warehouses/ DCs

0.0%

0.0%

0.0%

17 Data Center & Applications

0.0%

0.0%

0.0%

18 Transportation / Logistics

0.0%

0.0%

0.0%

19 Supplier Engagement

0.0%

0.0%

0.0%

20 Supply Chain Transparency & Traceability

0.0%

0.0%

0.0%

21 Product & Packaging Design and Development

0.0%

0.0%

0.0%

22 Owned Manufacturing / Production

0.0%

0.0%

0.0%

23 Product & Packaging End-of-Life Stewardship

0.0%

0.0%

0.0%

24 Energy & GHG Emissions

0.0%

0.0%

0.0%

25 Water & Wastewater

0.0%

0.0%

0.0%

26 Waste & Recycling

0.0%

0.0%

0.0%

27 Chemicals & Toxics

0.0%

0.0%

0.0%

Not Present

Campaign Management Context

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Developing

0.1 to 1.0

Approve Campaign Concept

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Practicing

1.1 to 2.0

Design Campaign

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Leading

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Wireless Campaign Management - Process Maturity

(Process Steps Critical to Application & Critical to Process)
3
2.5
2
1.5

Phase

Track & Measure Results [End-Cam paign]

1
0.5

Cam paign Managem ent Context

Phase M aturity (Normalized to 3)

Capture Responses [In-Cam paign]

Improvement
Delta

Monitor Perform ance [In-Cam paign]

Q4 2006

Execute in Touch Points

Q4 2005

Score

Create Target List

Maturity

Design Cam paign

Wireless Campaign Management - Phase

Maturity

Approve Cam paign Concept

Campaign Management Phases

Campaign Management Phases

Definition

No established processes in this part of the end to end campaign management cycle

Campaign Management Context

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

Approve Campaign Concept

Practicing campaign management process best practices in this area, could be improved or
implemented more consistently

Design Campaign

Implemented campaign management process best practices in this area

Create Target List

Execute in Touch Points

Monitor Performance [In-Campaign]

Capture Responses [In-Campaign]

Track & Measure Results [End-Campaign]

Wireless Campaign Management - Process Maturity

(Process Steps Critical to Application & Critical to Process)

3
2.5
2
1.5

Phase

Track & Measure Results [End-Cam paign]

Capture Responses [In-Cam paign]

Monitor Perform ance [In-Cam paign]

Execute in Touch Points

Create Target List

Design Cam paign

Approve Cam paign Concept

1
0.5

Cam paign Managem ent Context

Phase M aturity (Normalized to 3)

0.1
0.2
0.3
0.4
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
2.1
2.2
2.3
2.4
2.5
3.1
3.2
3.3
3.4
3.5
3.6
3.7
4.1
4.2
4.3
4.4
4.5
4.6
4.7
5.1
5.2
5.3
5.4
6.1
6.2
6.3
6.4
7.1
7.2
7.3
7.4
7.5
7.6

Process

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Process Improvement
Delta

Organizational context and accountability for effective campaign management

Process context for effective campaign management
Technology, data & analytics context for effective campaign management
Marketing strategy context for effective campaign management
Create campaign concept
Research and conduct pre-campaign analysis
Review learnings from past campaigns
Gate 0: Approve high-level concept
Create high-level campaign budget
Create high-level business case
Evaluate and approve campaign concepts
Assign campaign-level codes
Gate 1: Campaign-level codes assigned
Initiate campaign documentation
Conduct impact assessment
Initiate marketing content & collateral development
Initiate IT development
Gate 2: Campaign design approved
Complete 'Campaign Brief'
Develop selection & exclusion criteria (SAS: Create campaign diagram part
'a')
Optional: Implement optimization to improve customer selection
Define Response Criteria
Assign touch points & response codes to selection criteria
Create & schedule export file for delivery
(SAS:
diagram
part 'b')
Gate 3:Create
Exportcampaign
files quality
assurance
checked
Optional: Deliver target list to list vendor for final scrubbing
Deliver to touch point
Merge target lists and creative
Prepare executing touch points
Prepare capturing touch points
Gate 4: Readiness checklists signed-off
Launch
Check Progress - Compare campaign performance with objectives
Check Progress - Validate response quality
Implement corrective actions
(as
Gatenecessary)
5: Campaign implementation proceeding to plan
Capture responses in touch points
Deliver responses to systems
Assign responses in systems
Gate 6: Responses assigned and quality checked in systems
Create campaign results
Conduct additional analysis
Conduct Post-Implementation-Review (PIR)
Create learnings for future campaigns
Communicate results to key stakeholders
Gate 7: Sign-off on campaign learnings and recommendations

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P r o c e s s M a tu r ity (N o r m a liz e d t

Wireless Campaign Management - Process Maturity

(Process Steps Critical to Application & Critical to Process)

3.00
2.50
2.00
1.50
1.00
0.50
0.00

Process Step

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Delta

Phase

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Capture Responses [In-Campaign]

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y
cess)