Analyze the Plan Phase of the BEST-Method

The highest score can be assigned for nearly all characteristics (Figure 5.14).

5.2.19.1.1 Description

The processes are described at a high level and demonstrated in a comprehensive illustration on the Loblaw website. See also the introductory text to this chapter.

5.2.19.1.2 Stakeholders

Every 2 years, Loblaw consults a panel of stakeholders to assess the quality and value of the CSR report. This includes surveys and interviews with senior representatives from key vendors, academic institutions, and NGOs, as well as CSR and sustainability research and advisory firms. They also routinely conduct ad-hoc conversations with major ethical fund managers.

The CSR report 2013 mentions no less than 38 partners and stakeholders!

5.2.19.1.3 Responsibilities

This is indirectly present, but not explicitly described in the document. Ownership is one of the key values of Loblaw. The report is not detailed enough to include names of the people responsible for the large number of (sub)processes, objectives, and KPIs.

5.2.19.1.4 KPIs and Pis

Table 5-4 shows the transformation of the focus areas into targets, action plans, and KPIs. Targets and results achieved (from the CSR Annual Report 2017) are described in Table 5-6.

5.2.19.1.5 Segmentation

See Table 5 5 Origins of C02 production.

Segmentation: all results of energy consumption from the different stores are consolidated. The same is done for the different types of vehicles (cars and trucks, trailers).

5.2.19.1.6 Prevention

Identification and evaluation of the risks of business is a key responsibility that is managed through the Board’s various committees, such as the Audit Committee and the Environment, Health and Safety Committee, which exercise specific oversight on a range of environmental, health and social (EH&S) matters.

As part of its fiduciary responsibility, the Board oversees the company’s management of EH&S issues and opportunities. Prioritization of efforts

Table 5.6 Targets set, and the results achieved for the three pillars at the end of 2017

TARGET

PROGRESS SUMMARY

Environment

Reduce our operational carbon footprint by 20% by 2020 and 30% by 2030.

20% by 2020 achieved in 2017. Making good progress to reduce carbon emissions 30% by 2030. Carbon emissions in corporate operations have been reduced 21.9% relative to a 2011 baseline.

Source fiber used in corrugated boxes and trays, folding cartons and paperboard trays from recycled material and/or certified sustainably managed forests by year-end 2018.

Target in progress. We are working with vendors to collect product packaging specifications and tracking compliance.

Sourcing

Source all fresh veal from suppliers that have transitioned to group housing by year-end 2018.

Target in progress. We continue to engage and receive status updates from our fresh veal suppliers.

Source all fresh pork from suppliers that have transitioned to group housing by year-end 2022.

Target in progress. We continue to engage and receive status updates from our fresh pork suppliers.

Transition all shell eggs to cage-free by year-end 2025.

Target in progress. In 2017, our President's Choice free-run egg offering was extended to include PC Blue Menu Omega-3 Free-Run white eggs. This new offering was rolled out in all Fortinos banner stores in Ontario, transitioning these stores to be our first banner to offer only free-run eggs under the President's Choice and PC Blue Menu brands. PC Organics eggs continue to be free-range.

Formulate our Life Brand and President's Choice household, beauty, and cosmetic products without triclosan, phthalates, or plastic micro beads by year-end 2018, and encourage our suppliers to identify and eliminate phthalates that may come from other sources, such as manufacturing equipment and packaging.

Successfully stopped manufacturing products formulated with plastic micro beads, triclosan, and phthalates by year-end 2017.

We continue to encourage our suppliers to identify and eliminate phthalates that may come from manufacturing equipment and packaging.

(Continued)

Table 5.6 (Continued) Targets set, and the results achieved for the three pillars at the end of 2017

TARGET

PROGRESS SUMMARY

Disclose on our corporate website the list of offshore apparel factories we do direct business with and update the list twice a year.

List of factories is disclosed and updated twice a year.

Transition three farms in Ontario and Quebec to grow five ethnic products to help increase our multicultural product offering by year-end 2017.

Three farms in Ontario and Quebec were transitioned in 2017 with three new ethnic products grown.

Community

With the help of our customers, colleagues, employees and business partners, we will contribute more than $65 million to charities and non-profit organizations across Canada, which includes support to programs benefiting women and children's health through SHOPPERS LOVE. YOU. and President's Choice® Children's Charity, by year-end 2017.

Donated more than $74 million to charities and non-profit organizations across Canada, benefiting women and children's health through SHOPPERS LOVE. YOU. and President's Choice® Children's Charity.

Educate 500,000 children about food and food sustainability in market stores by year-end 2017.

Educated 297,246 children through in-store events, school tours, and child-focused cooking classes.

Raise and donate $3 million to various charities as part of our "Save It Forward" program in discount stores by year-end 2018.

Raised $2.2 million in 2017 through three events, as part of the "Save It Forward" program in discount stores.

Launch a health and wellness platform for colleagues and customers by year-end 2017.

Launched a health and wellness pilot app for colleagues.

within the three CSR pillars based on the urgency of an issue, its importance to customers and Canadians, its relevance to business and the potential for Loblaw to make a meaningful impact.

5.2.19.1.7 Benchmarking

The carbon strategy, including targets and action plans, is informed by Science-Based Targets. Working with partners like WWF-Canada (a key driver of Science-Based Targets) Loblaw intends to deliver emission reductions in line with industry standards.

The 2017 CSR report mentions that the target for the corporate fleet must be lower than 13 L/100 km (see Table 5.4 Transformation of the focus areas into targets, action plans, and KPIs). However, European middle cars already have a fuel consumption which is lower than 10 L/km. This is an illustration of the importance of using (external) comparisons to be sure that you achieve the best possible results.

5.2.19.1.8 Data

This is indirectly present, but not explicitly described in the document.

Analyze the Do-Step of the BEST-Method

5.2.19.2.1 Implementation

It is not possible to achieve the results described in the CSR report without implementation of the enablers and processes.

5.2.19.2.2 Cause-Effect

The illustration on the website explaining the whole CSR approach explains the cause and effect between enabler and results achieved.

5.2.19.2.3 Accountability

This is indirectly present, but not explicitly described in the document.

Be reminded that ownership is one of the Loblaw values (Figure 5.15).

5.2.19.2.4 SMART

This is clearly present in the reports.

Analysis of the Check Step of the BEST-Method

5.2.19.3.1 Monitoring

From the different CSR reports (2007-2017) we conclude that Loblaw makes use of a monitoring system (Figure 5.l6).

The reports mention the targets, but also the degree to which targets are achieved. There are three categories: 1) target met, 2) target almost met or on track, and 3) target not met or at the initial stage.

Figure 5.15 Assessment of the Do phase.

5.2.19.3.2 Audit

No evidence of application of a systematic audit of approaches, processes, and results.

5.2.19.3.3 Adjustment and Learning

From the different CSR reports (2007-2017) we conclude that Loblaw applies adjustment and learning topics.

Analysis of the Act Step of the BEST-Method

See Figure 5.17.

5.2.19.4.1 Improvement

Through the reading of the CSR reports we see that improvement is present in the Loblaw culture.

5.2.19.4.2 Processes Description is done on a high level.

5.2.19.4.3 Resources

This is indirectly present, but not explicitly described in the document.

We believe that it is impossible to achieve such excellent results without the necessary resources present (budget, people, and time).

5.2.19.4.4 Knowledge and Experience

This is indirectly present, but not explicitly described in the document.

We believe that it is impossible to achieve such excellent results without cm active development of knowledge and continuous gain in experience.

5.2.19.4.5 Benchmark

These reports are impressive. CSR at Loblaw can be considered as a benchmark for other organizations.

In this case study the enablers are well developed, and much evidence is given. Let us now assess the results of the case study.

 
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