- Please provide edits in Track Changes by COB February 10 to Erin Hiatt at
- Review and suggested changes to the accompanying online Energy Management Resource Library is also due by COB February 10 to
- 2017 versions will be released by early March
Strategy & Commitment
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)1.Reduction strategy and goals / • Ad hoc efforts, no formal program
• Annual internal goals based only on cost reduction / • Defined energy management roadmap with internal energy or greenhouse gas (GHG) reduction goals
• Benchmarking against peer activities
• Using standard metrics for measuring energy performance / • Executing on a public goal that is a relative energy or GHG emissions reduction target
• Reporting to third-parties such as Carbon Disclosure Project (CDP) and pursuing recognition opportunities
• Setting a goal to improve ENERGY STAR or other third party sustainability measurement score across full portfolio / • Comprehensive Scope I, II, and III GHG reduction goals
• Using a balanced scorecard (people, planet, and profit) system for reviewing energy strategies and projects
• Integrating supply chain/value chain into reduction strategy
• Collaborating with industry peers to establish sector goals and initiatives / • Setting aggressive Scope I, II, and III GHG reduction goals
• Net zero store operations goal
• Extending GHG emissions goals to supply chain/value chain
• Goal to be supplied by 100% renewable energy
2.Corporate employee and vendor engagement / • No efforts to engage strategically-relevant corporate employees and vendors / • Training (one time or limited) relevant corporate employees and vendors with energy reduction opportunities within their own roles
• Soliciting office energy reduction suggestions from corporate employees
• Providing support for personal employee energy savings efforts (i.e. biking/public transit incentives, etc.) / • Hosting events for corporate employees to learn about energy reduction in their retail roles and in their home
• Following internal communications plan to periodically update and engage corporate employees and vendors
• Encouraging vendors to improve energy performance of their operations / • Hosting annual “Energy Summit” with all vendors that impact energy consumption
• Integrating energy management training into onboarding and continuing education for all employees and vendors
• Collecting vendor energy performance data through internal questionnaires or a third party (ex. CDP Supply Chain)
• Hold corporate office cross-departmental energy reduction competitions / • Testing and actively partnering with research groups or vendors to design next generation equipment
• Energy performance evaluation included in vendor selection
3.Executive Engagement / • No stated corporate commitment to energy management / • Sharing energy success stories with Executive Team on an ad-hoc basis
• EPA ENERGY STAR Partner and/or DOE Better Buildings Alliance member / • Sharing energy success stories with Executive Team on a quarterly basis
• Executives reiterate corporate energy reduction goals directly to stakeholders / • Regular access to and visibility of Executives on energy management efforts
• Executives refer to energy successes in some external communications
• DOE Better Buildings Challenge member / • Energy performance shared by Executives in quarterly leadership updates to company
• Some C-suite and board level incentives tied to environmental goals
Resource Investment
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)4.Energy team / • Either no designated energy team or one person or small team responsible for energy management
• No explicit internal instructions to coordinate and fund energy investments across the organization / • Energy manager (or team) with specific function to advance energy projects
• Hiring external consultants or service providers to help implement energy projects or expansion of internal energy team to implement additional energy projects / • Multi-person energy team with division of responsibilities
• Accessing energy training and other educational resources to boost team’s capabilities
• Documenting process to identify, design, select, and execute energy use reduction projects into existing stores / • Cross-functional team meeting periodically to identify and execute on energy management strategy
• Hiring or leveraging Energy Service Companies (ESCO) to help implement energy projects
• Building design is approached as a system / • Working with universities, non-profits, etc. to supplement energy management resources with additional expertise
5.Engaging utilities / • No engagement / • Participating in utility-related events like EEI’s National Accounts meetings
• Using some utility energy efficiency incentives
• Identifying optimal rate schedules / • Developing working relationships with utilities
• Proactively maximizing appropriate energy efficiency incentives / • Developing working relationships with Public Utility Commissions
• Implementing an energy procurement strategy that capitalizes on market-specific timing & opportunity and renewables / • Partnering with utilities to develop retail-specific energy efficiency and renewables incentive programs or procurement offerings
6.Leased store management (primarily applicable to retailers in malls) / • No internal (i.e. real estate, construction, legal) or landlord engagement on energy reduction programs / • Educating relevant internal stakeholders about the impact of energy usage on operational costs
• Using stores with submetering and consumption-based billing to prove need for energy transparency and lease language revisions / • Developing and piloting energy efficiency-enabling “green lease” provisions with relevant internal stakeholders
• Working with construction to improve efficiency of standard build out spec design / • Coordinating and collaborating with landlords to deliver high efficiency box shell options in new stores to maximize efficiency of tenant fit out
• Using lease adjustments to correct for split-incentives and/or installing submeters in all new stores
• Periodically discussing energy opportunities (i.e. lighting, HVAC, solar, electric vehicles, etc.) with key landlords for all leases
• Working with landlords to obtain common area energy data / • Member of collaborations acting to educate the retail real estate sector on the benefits of “green leasing” (ex. Green Lease Leaders)
• Incorporating energy reduction measures and submeter installation in all new and existing lease agreements
• Highly efficient standard build out spec design
People and Tools
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)7.Energy Management Information System (EMIS) / • Basic alert, control, and analytic capabilities
• Measuring and tracking energy on a store by store basis at the utility billing level / • EMIS included in new stores
• Developing plans to deploy EMIS in stores, corporate offices, data centers, and DCs
• Periodically reviewing some control set-points, lighting control timers, etc.
• Basic measures are available but not real time measures / • Implementing EMIS at all facilities
• EMIS includes controls, remote monitoring and tracking for real-time usage, advanced alerts, analytic capabilities, and demand response / • Incorporating a decision tool to identify opportunities for energy reduction across full portfolio
• ISO certified 50001
• Implementing a proactive maintenance program based on EMIS data to reduce energy waste
• Automated Demand Response 2.0 capable / • Vertical integration of data from EMIS at operational level to enterprise reporting, benchmarking, and analytics
8.Measuring, tracking, and benchmarking / • No systematic measurement, tracking, or benchmarking program in place / • Using utility bill pay system and/or EPA’s ENERGY STAR Portfolio Manager to benchmark energy performance and identify anomalies
• Using energy data to identify and analyze best and worst performing stores / • Measuring and tracking Scope I & II GHG emissions
• Tracking all possible properties in EPA’s ENERGY STAR Portfolio Manager and having data automatically uploaded via web services
• Tracking co-benefits to improved energy performance (like brand value, environmental performance, employee morale) / • Measuring and tracking Scope III GHG emissions, including vendor emissions
• Using enterprise energy management software to perform automated benchmarking, bill/rate analysis, measurement & verification (M&V), and advanced analytics
• Employing energy modeling to clearly and accurately define the energy use in a space
• Using EMIS submetering to measure, track, and benchmark asset-level energy performance / • Working with ENERGY STAR to improve platform and recruit/mentor other members
• Integrating sales data, comp sales, foot traffic, etc. with energy data
9.Aligning incentives for energy performance / • Energy costs not considered in relevant business decisions / • Identifying alignment with internal partners to consider lifecycle costs including facilities, maintenance, real estate, store operations, construction, etc.
• Awards/recognition for biggest contributions to energy conservation / • Store incentives and P&L statements tied to store energy use (as a controllable expense)
• Some departments can recuperate some of the cost savings from energy projects
• Some employee incentives tied to energy performance / • Departments can capture the majority of cost savings and reinvest in new projects or are provided dedicated long-term funding
• District/regional managers and department heads’ bonuses recognize energy performance / • Corporate bonuses recognize energy performance and/or peer rankings
• Evaluation of projects considers total cost of ownership as well as non-financial benefits of project implementation
10.Front line employee engagement / • Educating through basic environmental-awareness signage in stores / • Developing store green team(s) or energy advocates to monitor on-site performance, reduction opportunities, and provide feedback to corporate energy management team
• Including store managers and associates in energy audits / • Posting store energy consumption for all store associates to compare their store to other similar stores
• Leveraging online platform for employees to review store consumption and submit ideas to reduce use
• Providing support for personal employee energy savings efforts (i.e. biking/public transit incentives, etc.) / • Energy awareness campaign throughout stores, including signage, orientations, periodic trainings, competitions, in-store green teams, store meetings, scorecards, newsletters, etc.
• Providing collaborative best practices platform for high-initiative employees to receive recognition while sharing best practices with colleagues / • Training employees to educate customers about company’s energy/ sustainability efforts
Projects and Data
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)11.Financial management / • Limited interaction with finance team (e.g. only for project approval)
• Simple ROI used to evaluate potential projects
• Energy projects held to stricter payback requirements than other projects / • Allow use of utility & government rebates and incentives for capital improvement projects
• Considering energy reduction projects as part of annual capital planning
• Communicating energy reduction in terms of the bottom line
• Project proposals that meet minimum internal finance requirements are likely to be funded / • M&V designed to track all financial benefits and strengthen future business cases
• Considering ROI, internal rate of return, hurdle rate, net present value, energy price growth expectations in energy strategy and projects
• Strong working relationship with finance team; present energy efficiency projects as investments / • Formally integrating finance team into energy management decisions
• Special fund to periodically test new energy reduction strategies/ technologies
• Developing a process with the finance team to quickly scale technologies once proven in successful in pilots
• Evaluating alternative internal and external financing models (beyond rebates & incentives) / • Deploying innovative internal and/or external financing models
• Considering environmental key performance indicators (KPIs) like GHG emissions
• Projects which exceed the internal ROI are funded through incremental debt financing
12.Systems procurement / • Operational costs/energy costs not considered in procurement decisions / • Some consideration of total cost of ownership in procurement decisions and negotiations / • Teams that procure energy consuming equipment consider total cost of ownership and it often influences purchase decisions
• Procuring ENERGY STAR Certified for all qualified products / • Considering energy costs as an integral component of vendor and initiative valuation / • Procurement business rules require net reduction in GHG emissions
13.Building auditing,
re-tuning,
and retro-commissioning / • No comprehensive building re-tuning strategy in place; only re-tuning buildings as issues arise / • Walk-through energy audits on ad hoc basis
• Include utility-performed energy audits as part of routine business reviews with national account reps. / • Strategy in place to periodically audit and re-tune stores, corporate offices, data centers, and DCs to identify and act on reduction opportunities / • Implementing portfolio wide re-tuning and replacement strategy
• Performing regular retrocommissioning on buildings and using results to judge and motivate GC/ developer/ builder performance
Visibility
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)14.Reporting & communicating / • Reporting internally to relevant stakeholders / • Energy content in public CSR or Sustainability Report
• Ad hoc reporting to field and corporate staff on energy strategies and successes
• Sharing lessons learned and success stories with other organizations at sustainability or energy conferences
• Promoting third party recognitions (e.g. DOE or EPA awards, Platt Global Energy Awards, inclusion in Dow Jones Sustainability Index, etc.) / • Reporting externally to CDP or other formal channels
• Framing success stories in terms of profits generated, costs saved, risks reduced, and/or competitive advantages created
• Generating energy scorecards to compare buildings
• Creating and using an executive energy dashboard / • Acting on benchmarking data to target energy performance improvements where most needed
• Commissioning third-party verification of energy savings/GHG reduction
• Hosting a company newsletter, blog, and/or social media dedicated exclusively to energy
• Comprehensive energy communications strategy / • Developing annual integrated financial and sustainability reports
• Using SASB standards when preparing annual 10-K filings
15.Consumer-targeted education / • No consumer facing energy messaging / • Messaging on website and Sustainability or CSR Report / • Basic in-store signage about company’s energy management efforts
• Social media used to occasionally share energy success stories and tips / • In-store signage and other channels to promote company’s efforts (in-store intercom announcements, circulars, website, etc.)
• Educating store associates to articulate energy/environmental strategy to consumers / • Messaging to help consumers reduce their energy usage
• Promoting/providing alternative transportation to stores
16.Collaborative involvement / • No involvement in collaborations / • Joining results-oriented groups like RILA’s Retail Energy Management program or DOE’s Better Building Alliance / • Actively sharing practices, developing case studies, supporting peer companies / • Partnering with NGO(s) to identify improvement opportunities / • Identifying opportunities for and actively develop new collaborations
Energy Consuming Systems
Dimension / Initiating (1) / Progressing (2) / Excelling (3) / Leading (4) / Transforming (5)17.Lighting / • Periodically reviewing lighting options / • Using T8 fluorescents for interior lighting
• Using LEDs in new construction for all exterior and sign lighting
• Occupancy sensors where appropriate in new construction
• Testing in-store high performance lighting and developing rollout plans
• Implementing centralized control and monitoring / • Implementing portfolio-wide high performance lighting rollout where appropriate
• Merchandising and energy team coordination in lighting design
• Retrofitting site and sign lighting with LEDs
• Retrofitting with occupancy sensors
• Eligible for EPAct tax deductions due to level of light power density / • Implementing high performance lighting throughout stores, corporate offices, data centers, DCs, and parking lots
• Daylight harvesting strategy in place
• Building and space designs are optimized to reduce lighting use and follow Illuminating Engineering Society (IES) recommended practices / • Piloting next gen systems that integrate the lighting with other energy consuming systems
• Working with vendors of other in-store energy-consuming devices (e.g. vending machines) to reduce lighting load of their systems
18.Heating, Ventilation, and Air Conditioning (HVAC) / • Periodically proactively review higher efficiency HVAC options / • Testing new higher-efficiency HVAC units, O&M practices, and Variable Frequency Drive (VFD) retrofits
• Implementing a quality maintenance program following ASHRAE/ACCA Standard 180 / • Developing roll-out strategy for highest efficiency replacement and retrofit options
• Right sizing of HVAC tonnage based on heat loss/heat gain calculations
• Economizers, CO2 sensors, and RH sensors to inform runtimes and set points
• Performing duct sealing projects to minimize air leakages and accompanying energy waste. / • Highest efficiency HVAC installed throughout corporate offices, stores, data centers, and DCs
• Implementing an active HVAC asset performance tracking program and efficient operational practices
• Periodically reviewing newest technologies / • Working with vendors to define next generation specifications for integrated HVAC-lighting-controls systems
19.Plug loads / • Inventorying the in-store devices that consume plug energy (e.g. vending machines, store displays) / • Installing monitoring and controlling devices for plug-in devices (e.g. vending misers) / • Tracking device energy usage across stores to benchmark devices and identify alerts / • Requesting energy saving devices from vendors
• Using a mobile application to remotely turn on/off plug loads / • Working with device vendors to develop technologies that consume minimal energy necessary for functionality, or to completely eliminate the need for energy
20.Energy storage, generation, and demand response / • No energy storage, generation, or demand response programs in place / • Purchasing renewable energy credits to offset a portion of electricity purchases
• Installing a few onsite solar installations using Power Purchase Agreements (PPAs)
• Implementing a demand response program / • Testing a variety of onsite renewable energy technologies at all facilities
• Developing a renewables strategy, including a financial plan and prioritization of opportunities by state/region, participation in community solar, remote net metering, and virtual net metering
• Renewable Energy Credit (REC) procurement policy / • Implementing onsite and offsite renewable generation strategy and maximizing renewable energy procured to progress towards 100% renewable energy supply
• Testing fuel cells, geothermal, battery storage, phase change materials, or other storage and generation systems
• Maximizing use of demand response / • Developing renewable energy purchasing cooperatives with landlords and other retailers