Improving Energy Efficiency and Cutting Carbon Emissions

Electricity use and fuel consumption at the stores and other properties account for 47% of the overall measured carbon emissions in 2017. Because it is the largest segment in the carbon footprint, Loblaw continues to explore opportunities for developing improved energy management systems that will enable them to increase energy efficiency and reduce carbon emissions across their operations. The goal is to reduce emissions associated with electricity in the stores and distribution centers by 35% by 2030, based on a 2011 baseline.

Converting Refrigerants and Reducing Leak Intensity

In 2011, Loblaw launched a robust refrigerant leak-checking program in all corporate stores, which enables them to find leaks faster and reduce the amount of refrigerant leaked. Loblaw also launched a program to convert the refrigerant in the systems from high global warming potential hydrofluorocarbon (HFC) refrigerants to lower global warming potential hydrofluoro-ole- fin (HFO) blends, which cuts the potential environmental impact of future leaks by half. In 2017, Loblaw converted the refrigerant at 28 stores.

Building Energy Consumption

In 2017, Loblaw reduced electricity use per square foot in existing corporate grocery stores by 4.27%. Loblaw continued the lighting retrofit program and converted ambient lighting from fluorescent to LED at 180 locations and added doors to otherwise open-air refrigeration units at 36 stores.

Converting Fleet to Electric

The electrification of the corporate owned trucking fleet is part of the goal to reduce the overall transportation emissions by 25% by 2030. In November 2017, Loblaw unveiled a first-of-its-kind fully electric Class 8 truck and hybrid refrigerated trailer capable of making commercial grocery deliveries with zero carbon emissions. A new order of 25 heavy-duty electric Tesla semi-trucks will contribute to eliminating the carbon output. Removing diesel from transport trucks and refrigerated trailers will cut CO, emissions by 94,000 tons per year, which is equivalent to taking more than 20,000 cars off the road. Loblaw is committed to reducing transportation emissions and will continue to introduce technological advancements throughout the supply chain.

Reducing and Diverting Waste

Loblaw’s business generates a lot of organic, paper, and plastic waste. Therefore, Loblaw set as a first priority the improvement of waste diversion in operations. It set targets for each of the regions along with a long-term goal of achieving national diversion rates of 80% at corporate stores and 95% at distribution centers by 2030. In 2017, Loblaw achieved the national diversion rates of 66% for corporate stores and 90% at distribution centers.

Additionally, Loblaw made progress on reducing food waste and used several different downstream processes to divert food waste from landfills.

Loblaw also recognizes that it has a role to play in the issue of textile waste. That’s why Loblaw is working with sector leaders and academics to find innovative and scalable solutions to this major challenge.

Important Preliminary Remark

A note to the reader before we begin the assessment of CSR approaches and results at Loblaw.

We found this case study on the Internet. We are pleased to have the opportunity to prove how the BEST-methodology works in practice. Since the authors of the Loblaw case study were not aware of the criteria and characteristics of the BEST-tool, it is understandable that there will be some areas in the case study where information is identified as “missing.”

The CSR reports reflect the use of Loblaw values, e.g. the establishment of the CSR reports shows the application of the value “Excellence.” The Loblaw CSR reports we downloaded are of high quality. If we compare these reports with the submission documents for the European Excellence Award (assessed by “criterion 8 Society Results” of the EFQM model[1]) we may say that these reports are of world class level.

Assessment of the Loblaw CSR Case Study

This section applies the full BEST-tool to the Loblaw case study. The main subject of comparison is the management of Corporate Social Responsibility. As explained above, this is based upon three pillars (environment, sourcing, and community). We will mainly treat the pillar Environment and the objective of CO, reduction.

As described in Chapter 3, The BEST-tool consists of four building blocks-.

  • 1 Enabler
  • 2 Results
  • 3 Management of process
  • 4 Process format

Building Block 1: Enabler (22 criteria and 44 characteristics)

This consists of four parts: Plan, Do, Check, and Act.

  • [1] For details of the EFQM-model, see EFQM-model consists of nine criteria, wherecriterion 8 shows the Society Results. '■
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