Retailers Calendar

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The 2006 UNEP publication ‘Greening Shops and Saving Costs’ outlines many benefits and opportunities for ecoefficiency in retail settings http://www.un ep.fr/pc/retail Opportunities in energy efficiency and waste prevention Energy for heating and lighting represents on average the third largest cost to retail stores and much more so in operations with freezing and refrigeration. The UK Carbon Trust indicates that a 20% reduction in energy use typically represents the same benefit to bottom lines as a 5% increase in sales turnover. Unnecessary disposal of solid wastes, costs associated with inefficient water use and wastewater discharges as well as staff motivation issues connected to perceptions about environmental sustainability of the retail operation all influence retail bottom lines. Box 3.1: Opportunities in energy efficiency and waste prevention Planning and pre-assessment Critical to the success of any business project is management endorsement to proceed. An environmental program in a retail environment is no different and this should be the first priority. Management should clearly communicate and demonstrate their support in addition to providing financial necessary resources for the program. Once receiving management endorsement, you will need to build a team to undertake the project. Team members should be open minded, possess creativity, drive, and have expertise in operational management of the facility. Importantly, the team should be empowered to effectively conduct the project (e.g. concerning access to information) and implement improvements. In some instances staff may need to be recruited to provide advice and input for specific phases of the project. Involving non-core team members in the project offers the opportunity to build ‘ownership’ and support for the initiative from front-line workers, which can be a critical success factor for the overall success of the project. Some additional issues to consider at this stage: • Responsibilities of each team member should be clear and agreed on to avoid confusion. • A work plan and deadlines should be developed. Dates for periodic meetings for progress reporting and feedback should be established. • The form and frequency of communication with staff, management, suppliers and customers, where appropriate, should be decided. Facility review The objective of this phase of the project is to identify key areas for action by understanding baseline conditions in your operation. Based on this understanding you should focus on the areas where the greatest gains can be achieved. The project team should familiarise itself with the facility, areas of water use, waste disposal, and transportation practices. In particular, you should focus on areas where energy is used such as coolers, freezers, boilers and heating and air conditioning units. The team should prepare a map and process flow for the facility identifying areas of interest for efficiency improvements. For an example of energy conservation see Box 3.2 below. The table included at the end of this chapter provides an example of how a retail facility might be evaluated by ranking performance of each area as ‘Optimal’, ‘Average’ or ‘Improvement needed’. The tips and questions provided in the table can be used directly or can serve as input to a customised document you develop for your specific needs. Regardless of how you proceed, the end result should be an overview of improvement opportunities and their root causes within the facility. 18
Energy conservation and internal environmental management - Coop Italy A number of branches of Coop Italy, an Italian grocery chain, decided to become members of the European Commission sponsored GreenLight programme. As a members under the GreenLight programme, the Coop branches committed themselves to implement lighting upgrades and document progress. Between 2001 and 2005 Coop Italy implemented 135 lighting efficiency improvement projects that reduced electricity consumption by 20,405 MWh of electricity over a retail floor space of 444,028 square metres ( 474,000 square ft). In recognition of their outstanding achievements, Coop was awarded the 2006 GreenLight Award for improved lighting efficiency. Source: www.eu-greenlight.org Box 3.2: An Example of Energy Conservation and internal environmental management Cause and effect analysis The objective of this phase is to undertake a cause and effect analysis to understand the root cause of the issues as well as determine what other related undesirable effects might be occurring as a result of the root problems. You should undertake the analysis as soon as possible following the initial review as problems and issues will be fresh in the minds of the review team, which will enable a more informed analysis and will lead to better results. Key tools for assessing retail operations are described in detail in the 2006 UNEP publication ‘Greening Shops and Saving Costs’ http://www.un ep.fr/pc/retail To understand the areas of your operation that need improvement in detail, a number of tools are available to assist with determining the root causes of problems and their true effects. These include brainstorming exercises, process flow diagrams identifying process inputs and outputs, layout maps, material and energy balance exercises, and Ishikawa diagrams, also known as a fishbone or cause-effect diagrams originally designed for quality management purposes. Selecting the appropriate tool for your project will depend on your preferences and needs and there is no hard and fast rule concerning which tool is most appropriate. Wherever possible, actual costs for aspects such as water and energy consumption, waste and sewage disposal, recycling and other cost items should be compiled. Having these costs at hand will enable the team to more completely understand the full scope of the problem and will assist with the coming stages of the process described in the next chapters. References Envirowise: Energy and Your Store http://www.envirowise.gov.uk/page.aspx?o=168990 Carbon Trust: Retail Sector Overview. Publication ID CTV001 www.carbontrust.co.uk/Publications/publicationdetail.htm?productid=CTV001&metaNoCache=1 BREEAM Retail Design & Pre-Assessment Estimator www.breeam.org/retail.html 19
Page 1 and 2: www.scp-centre.org Retailers Calend
Page 3 and 4: Table of Contents To start with Mon
Page 5 and 6: Save costs by increasing energy and
Page 7 and 8: Improve reputation and community re
Page 9 and 10: Month 2 Scoping for performance imp
Page 11 and 12: Chapters 6,7 and 8 deal with findin
Page 13 and 14: Figure 2.5: Identification of geogr
Page 15 and 16: Month 12 deals with communication o
Page 17: Month Enhance efficiency of your in
Page 21 and 22: Internal environmental issue - Ener
Page 23 and 24: Facility Green building design is b
Page 25 and 26: Month Enhance efficiency of your in
Page 27 and 28: When generating options, it may be
Page 29 and 30: Option generation The tables in the
Page 31 and 32: external expertise and/or apply mor
Page 33 and 34: information as possible, in the rig
Page 35 and 36: Capture real supply chain performan
Page 37 and 38: Your supply chain functions Transpo
Page 39 and 40: in several manufacturing and servic
Page 41 and 42: How to? In order to identify major
Page 43 and 44: Month Capture real supply chain per
Page 45 and 46: Sustainable purchasing at small-sca
Page 47 and 48: Description Info All members agree
Page 49 and 50: Month Capture real supply chain per
Page 51 and 52: Schenker’s Online Emission Calcul
Page 53 and 54: Month Discover new grounds in marke
Page 55 and 56: Value Hidden in Product Use Phase P
Page 57 and 58: over the age of forty-five, who wer
Page 59 and 60: Stakeholder Meetings Involve your l
Page 61 and 62: Month 10 Discover new grounds in ma
Page 63 and 64: y the Marine Stewardship Council (M
Page 65 and 66: Home Depot expands their customer r
Page 67 and 68: How to? The following technique cha
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disposal Partner with others • Ad
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Month Discover new grounds in marke
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Canon has improved consumer relatio
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Operational aspect in focus (e.g. s
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Month 12 Communication of your achi
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External stakeholders Table 12.1: I
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Publishing Details Authors & Editor
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