2015 retail energy management report

PROGRAM SPONSOR ANALYTICS PARTNER RENEWABLES PARTNER
Find more at www.rila.org/energy 1

2
The Retail Industry Leaders Association (RILA) is proud to present
RILA’s second Retail Energy Management Report. For the past eight
years, RILA has provided resources to empower, enhance, and
accelerate sustainability activities in the retail industry. At the
beginning of 2014, RILA launched a new, targeted retail energy
management program to help transform how the industry manages
energy. For 2015, we honed the project's focus to two key areas that
hold major opportunities for energy programs: financial management
and leased store management. In each area, RILA and its program
members are working to develop "leading practice" implementation
models, educate the industry, and spur adoption of those
implementation models.
Research like this report is a cornerstone of our efforts, and is
intended to help companies benchmark how they compare to others
in the industry, where there are opportunities for improvement, and
what resources can help them achieve even more benefits.
The objective of this report is to act as a snapshot of the industry’s
energy management practices. Please use this report to understand
the core components of a retail energy management program,
benchmark against other retailers, and find resources to help improve
your own energy program.
We look forward to continuing to assist the industry in its pursuit of
leading energy management practices.
Letter from the Retail
Industry Leaders Association

Report Contents
Letter from the Retail Industry Leaders Association 2
About the Retail Industry Leaders Association 4
About this Report 5
Key Findings and Observations 6
Energy Teams and Operations 7
Dimensions of Energy Management 10
Conclusion 42
Appendix: Survey Questions 43

About RILA
The Retail Industry Leaders Association (RILA) is the trade association for the world’s
largest and most innovative retail companies. RILA members include more than 200
retailers, product manufacturers, and service suppliers, which together account for
more than $1.5 trillion in annual sales, millions of American jobs, and more than
100,000 stores, manufacturing facilities, and distribution centers domestically and
abroad.
About RILA’s Retail Sustainability Initiative
RILA’s Retail Sustainability Initiative (RSI) engages retail sustainability executives to
share leading practices, develop new processes, and communicate their efforts to
the industry’s stakeholders. RILA uses its annual conference, benchmark studies,
collaborative partnerships, and research on behalf of retail sustainability interests to
help our members learn and develop their programs.
About RILA’s Retail Energy Management Program
Retailers have a significant opportunity to reduce the energy consumption and
associated greenhouse gas emissions of their vast portfolio of locations, to the
benefit of both companies and the environment. RILA is committed to helping its
members overcome barriers to enhanced energy performance across their building
portfolio through its Retail Energy Management program, one of RSI's key areas of
focus.
Program Workstreams
RILA and its program members are working to develop implementation models,
educate the industry, and spur adoption of implementation models with a focus on
two key areas:
• Financial management, by exploring how to “speak finance,” improve project
proposal and piloting processes, create innovation funds, and utilize external
financing.
• Leased store management, by engaging landlords and internal real estate,
construction, and store associate teams to overcome the additional energy
management challenges faced in leased store locations.
Learn more or access the program’s resources at www.rila.org/energy
About the Retail Industry
Leaders Association (RILA)

The Retail Energy Management Report portrays a high level view of the
industry’s adoption of various energy management practices. Specifically,
we asked large retail companies about their teams and operations as well
as the level of maturity at which their companies operate for twenty-three
energy dimensions.
Energy Teams and Operations Questions
Our first set of questions asked retailers about their energy teams and
budgets to get a better context for what “energy management” really
means at a national retail company.
Energy Management Dimensions Questions
Retailers were then asked to consider their company’s progress in twenty-
three dimensions of energy management.
The twenty-three dimensions and corresponding maturity stages come
from RILA’s Energy Management Maturity Matrix (www.rila.org/energy).
The Maturity Matrix is a standalone roadmap to help retail energy
managers optimize their programs. Retailers can use the matrix to first to
baseline the maturity of their program and then to identify the highest
leverage opportunities for improvement.
In the survey, retailers were asked to select the maturity stage that most
closely represents their current state and then the maturity stage that
most closely reflects where they plan to build their program over the next
two years. There is no prescribed progression; the activities documented
for each maturity stage are meant to detail some of the typical activities
as programs develop.
Average and leader responses were determined by assigning each stage a
number (1 through 5). The leader response is the highest maturity level
reported by any respondent for that dimension.
Respondent Breakdown
Respondents generally fell into four categories, based on most
comparable energy load profiles and operations:
1. Large format with grocery (6 retail respondents)
Ex. Grocery stores, mass retail
2. Large format without grocery (20)
Ex. Department stores, home improvement, pet stores
3. Small format based in malls (11)
Ex. Apparel, cosmetic stores
4. Small format not based in malls (10)
Ex. Drug/pharmacy, dollar stores
Future Surveys
We will continue to update the report over time to see how the industry
progresses in the coming years. Will the industry’s efforts continue to
accelerate? Will energy management stay housed in the same
departments? Will the scope of energy programs continue to grow, or will
companies focus their attention on a few particular areas? This report will
allow us to answer these questions over time.
Sources of Information
This report was developed through an online survey of 58 questions. The
survey was disseminated in February of 2015; 47 retail companies
responded, representing more than 100,000 locations and $1 trillion in
sales.
2014 and 2015 Respondents and Findings
Readers should note that 41 percent of the 2015 respondents changed
from 2014, impacting the direct comparability of the datasets. The 2015
pool includes higher representation from large format stores without
grocery and small format stores in malls.
About this Report

1. Mature programs aren't slowing down.
Even for the dimensions where retailers are the most
mature, they still plan to improve over two years.
The momentum of internal success in a dimension
can accelerate companies into leadership positions
once they begin to uncover benefits and as
technologies improve.
2. Internal and external stakeholder engagement are
not afterthoughts.
Results show retailers are actively working on
stakeholder engagement in parallel with energy
consuming systems. While energy managers are first
tasked with keeping the lights on and managing
costs, maintaining relationships with internal and
external stakeholders is just as much part of an
energy manager's day to day. Having allies in senior
management, finance, utilities, and landlords can
help issues get resolved faster.
3. Materiality guides strategy.
Individual respondents tend to be very mature in
only a handful of dimensions. Thoughtful
prioritization of dimensions yields the most benefits,
not only by identifying the biggest savings
opportunities, but also by aligning energy
performance with other company priorities. For
example, LED lighting can save money and provide
better light quality for everything from products to
parking lots.
4. Leaders are pushing the edge on all fronts. While
the industry averages for the dimensions fall no
higher than excelling, every single dimenion has at
least one retailer at "leading" or above. Our Maturity
Matrix notes that "not every company can/will
achieve every leading practice" - but some
companies are clearly finding its worthwhile to be
above average.
Key Findings and Observations
While this report documents key findings for each dimension, there were four notable trends:

Energy Teams and Operations
The first set of questions asked respondents about their
energy teams, budgets, and time allocation to
determine how roles and responsibilities of an energy
management team are defined.
Energy Teams
While the large majority - 85 percent - of retailer
respondents have at least one full time energy staff
person, the number of staff devoted to energy
management varies greatly across companies. Teams
ranged from 15 percent of respondents with no full
time person to 13 percent with more than ten. The
most common range was one to three full time staff (47
percent), with the senior-most staff person being a
manager or senior manager. Over 73 percent of
respondents report to either the Facilities or Real Estate
departments.
And goals are common, as 83 percent of survey
respondents have an energy reduction goal (internal or
public) measured in either energy, greenhouse gas
(GHG), or cost savings. Sixty-two percent of those with
energy reduction goals have a public goal.
Resources
When proposing projects, 77 percent of energy
managers are held to a 1-3 year payback requirement,
though for 13 percent it depends on the individual
proposal. While no clear trend emerges in budgets, 36
percent of respondents did see a larger investment in
their energy programs than in 2014. The majority of
respondents spend most of their time on energy plan
implementation, and half hire third-party vendors to
help.

Staff Devoted to Energy Management Title of Senior-Most Energy Manager
Energy Team Reporting Structure Reduction Goals
Energy Department Teams
Respondents answered a range of questions relating to the size, structure, and seniority of their energy management teams, as well as whether they have an internal
goal that underlies their work priorities.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Full-time Part-time
Percentofpeerrespondents
> 10
8 to 10
6 or 7
5
4
3
2
1
0 0% 25% 50% 75% 100%
Other / N/A
EVP/SVP
Vice President
Senior Director/
Director
Senior Manager/
Manager
Percent of respondents
0% 25% 50% 75% 100%
Other
Sustainability / CSR
Legal
Procurement
Finance
Real Estate
Merchandising
Store Operations
Construct. & Design
Facilities
0% 25% 50% 75% 100%
Energy
GHG
Cost
Private
Public
# people:

Budget for Energy Reduction in 2015 Capital Investment Payback Requirement
Leveraging a Third-Party or Consultant How the Energy Team's Time is Used
Energy Department Resources
Respondents answered a range of questions relating to their budgets for energy efficiency projects, payback requirements, use of third-party consultants, and time
allocation.
0% 25% 50% 75% 100%
No dedicated budget
Decreased
Remained the same
Increased
0% 25% 50% 75% 100%
No
Yes
Ad hoc issues
Executing strategy
Creating reports
Researching trends
Plan implementation
Strategic planning
Vendor interaction
Low - Time Spent - High
0% 25% 50% 75% 100%
It depends
No minimum
More than 5 years
3-5 years
2-3 years
1-2 years
Less than a year

Respondents were also asked to consider their
company’s progress in 23 dimensions that define an
effective retail energy management program. On the
following pages, we track the current status, predictions,
and 2014 data of the industry’s energy programs. Each
page documents one of the 23 dimensions by overlaying
the industry’s 2014 and 2015 average maturity, the
maturity of the current industry leader, and the average
and industry leaders’ desired maturity two years from
now. These “flags” are placed over the description of the
corresponding maturity stage.
Those dimensions, and corresponding maturity stages,
were initially described in RILA’s Energy Management
Maturity Matrix. The Maturity Matrix as a standalone
document is a roadmap to help retail energy managers
optimize their energy programs. Retailers can use it first
to baseline the maturity of their program and then to
identify the highest leverage opportunities for
improvement.
In the survey, retailers were asked to select the maturity
stage that is best represents their current state and then
the maturity stage that most closely reflects where they
plan to build their program in the next two years. Having
those two data points allowed us to plot the industry’s
current average and the highest performing “leader,” as
well as their ambitions for development over the next
two years.
Further, each dimension was linked to a range of existing
resources, case studies, and existing working groups
catalogued in RILA’s Energy Management Resource
Library.
You can view the complete Maturity Matrix and the Resource Library at www.rila.org/energy.
Dimensions of Energy Management

Dimensions of Energy Management
12 Maturity Comparison Across All Dimensions
13 Strategy & Commitment
14 Reduction Strategy and Goals
15 Corporate Employee and Vendor Engagement
16 Executive Engagement
17 People & Tools
18 Energy Team
19 Engaging Utilities
20 Leased Store Management
21 People & Tools
22 Energy Management Information Systems (EMIS)
23 Measuring, Tracking, and Benchmarking
24 Aligning Incentives for Energy Performance
25 Front Line Employee Engagement
26 Projects & Data
27 Financial Management
28 Systems Procurement
29 Building Auditing and Re-Tuning
30 Visibility
31 Reporting and Communicating
32 Consumer-Targeted Education
33 Collaborative Involvement
34 Energy Consuming Systems
35 Lighting
36 Heating, Ventilation, and Air-Conditioning (HVAC)
37 Plug Loads
38 Energy Storage, Generation, and Demand Response
39 Refrigeration
40 Food Service
41 Architecture and Shell Program

Maturity Comparison Across All Dimensions
1)ReductionStrategyandGoals
2)CorporateEmployeeandVendorEngagement
3)ExecutiveEngagement
4)EnergyTeam
5)EngagingUtilities
6)EngagingLandlords
7)InternalEnergyManagementSystem(EMS)
8)Measuring,Tracking,andBenchmarking
9)AligningIncentivesforEnergyPerformance
10)FrontLineEmployeeEngagement
11)FinancialManagement
12)SystemsProcurement
13)BuildingAuditingandRe-tuning
14)Reporting&Communicating
15)Consumer-targetedEducation
16)CollaborativeInvolvement
17)Lighting
18)Heating,VentilationandAirConditioning
19)PlugLoads
20)EnergyStorage,Generation,andDR
21)Refrigeration
22)FoodService
23)ArchitecturalandShellProgram
2014 Average 2014-15 Change 2 Year Estimate Change 2015 Leader
Leading
Excelling
Standard
Starting
Next practice

The first critical steps toward successfully achieving the desired outcomes of any
business program is a strategy that reflects the company's priorities, operating
environment, assets, and challenges; as well as strong senior executive commitment.
In this section:
Dimension 1 | Reduction Strategy and Goals
Dimension 2 | Corporate Employee and Vendor Engagement
Dimension 3 | Executive Engagement
Strategy & Commitment

Overview
The industry's maturity
Example resources to improve
Robust business programs are built on management strategies and goals. Defined energy program strategies enable holistic planning, accountability, and cross-department alignment by
setting achievement benchmarks.
Key Findings:
2014 Average
2015 Leader2017 Prediction
Dimension 1 | Reduction Strategy and Goals
2015 Average
10
17 17
3 16
20 16
4 10
8
16 17
6
2014 Maturity 2015 Maturity 2017 Predictions
Advanced Energy Retrofit Guide for Retail Buildings
(DOE PNNL Report)
- 83% of survey respondents have an energy goal (measured in energy, GHG emissions, or cost reduction)
- 62% of those with energy goals have a public goal (others are internal)
Sears Environmental Policy Statement
(EPA ENERGY STAR)
Improving the Energy Efficiency of Commercial
Buildings (DOE Engagement Opportunity)
Guidelines for Energy Management
(EPA ENERGY STAR)
Strategic Energy Planning
(Schneider Electric Online Course)
Target Finder Calculator (EPA ENERGY STAR)
Walgreens Evanston Net Zero Energy Retail Store (DOE
BBA)
Sprint's Corporate Goal is a Catalyst for Custom
Efficiency Strategies for Office, Retail and Data Assets
(DOE BBA)
ISO 50001 Energy Management Standard (International
Organization for Standardization)

Overview
Both employees and vendors need to be aware of and aligned with a company’s energy management strategy to achieve potential savings. Because all aspects of the business consume
energy, there are universal opportunities to reduce consumption and costs.
Key Finding:
2014 Average
Dimension 2 | Corporate Employee and Vendor Engagement
2015 Average
7
23
11
5 27
28
10
0 20
7
23
14
3
- One of the 5 dimensions with the biggest gap between leaders and the industry average
Communications Toolkit (EPA ENERGY STAR)
Energy Efficiency Competition Guide (EPA ENERGY STAR Workbook)
Legrand and City of El Paso Intra-organization Energy Efficiency Competitions (DOE
BBA Webinar - Nov. 5, 2013) Toolkit (EPA ENERGY STAR)

Overview
For any business program, the engagement of senior management is crucial. Energy management is no different. Proper executive buy-in requires demonstrating the business value of
energy management and helps ensure that resources are allocated for a complete energy program.
Key Finding:
2014 Average
Dimension 3 | Executive Engagement
2015 Average
15
8
16
5 4
16 11 9 9
20
7 10
20
10
- One of the top 5 dimensions where retailers plan to be the most mature in 2 years
USAA Building Upgrade Value Calculator (DOE BBA) Kohl's Speaking the CFO Language: Building the Case for Energy Efficiency with
Financial Decision-makers (DOE BBA Webinar - Oct. 1, 2013)

Any successful business program requires strong engagement of both internal teams and
relevant external stakeholders. In the case of energy management, utilities and shopping
center landlord relationships can either enable or inhibit cost reduction.
In this section:
Dimension 4 | Energy Team
Dimension 5 | Engaging Utilities
Dimension 6 | Leased Store Management
Resource Investment

Overview
A team devoted to energy management is a crucial component of an effective strategy. A team carries the capacity to review performance, recommend and manage projects, and
communicate results.
Key Findings:
2014 Average
2017 Leader2015 Leader2017 Prediction
Dimension 4 | Energy Team
2015 Average
11 12 15
9
1
11 14 11 11
01 4
14
23
5
- One of the 5 dimensions with the least difference between the industry average and leaders' maturity
University Of Pittsburgh Medical Center Centralized Energy Management and Capital Set-Aside Fund (DOE BBA Case Study)

Overview
Forming relationships with the energy utilities has a wealth of benefits, from procuring energy at a negotiated rate, to identifying new technologies, and using financial incentives for
energy efficiency upgrades.
Key Findings:
2014 Average
Dimension 5 | Engaging Utilities
2015 Average
3
13
20
8 42
11
23
7 40 4
12
18 13
- The dimension with the most retailers (4) currently with "next practice" maturity
Database of State Incentive for Renewables & Efficiency
(DSIRE) (DOE)
Making Utility Funds Work for You
(DOE BBA Webinar - December 2, 2014)
Technical Solutions Teams
(BBA Engagement Opportunity)
Rebate & Solutions Provider Finder
(Green Per Square Foot Planning Tool)
EEI Utility Customer Advisory Group

Overview
Having a strong point of contact for landlords (at the corporate and local levels) enables mutually beneficial energy savings opportunities and ensures each party’s energy reduction
efforts are supported by the other.
Key Findings:
2014 Average
Dimension 6 | Leased Store Management
2015 Average
21 19
5 2 0
13 16
6 2 01
12 10 13
1
- One of the 5 dimensions with the lowest overall industry maturity
- 83% of retailers at "starting" or "standard" for this dimension want to mature at least one step by 2017
• 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
• Exploring submetering and
proof of use billing to verify
need for lease provisions that
promote energy efficiency
(and lower operational costs)
• Developing and piloting
“green lease” provisions with
relevant internal stakeholders
to improve energy efficiency
(and lower operational costs)
• Working with construction to
improve efficiency of standard
build out spec design
• Incorporating “green lease”
provisions in lease
negotiations
• Periodically discussing energy
opportunities (i.e. lighting,
HVAC, solar, electric vehicles,
etc.) with key landlords for
existing and new 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 in base
lease
• Efficient standard build out
spec design
Energy Aligned Clause (PLANYC Lease Clause) Success in Sustainability Landlords and Tenants Team
Up to Improve Energy Efficiency (EPA ENERGY STAR)
Leasing & Split Incentive Market Solutions Team
(DOE BBA Engagement Opportunity)
Green Lease Library (IMT Resource Library)
Green Lease Primer (RILA-IMT Primer)
Tower Companies Leveraging Green Leases to Reduce
Energy and Water Use (DOE BBA)
IMT Green Lease Guidance & Sample Language for
Retailers (IMT Guide)
Green Lease Leaders Program
(IMT DOE BBA Recognition Opportunity)

Energy consumption is tied to systems and behavior. Key technologies like EMIS systems
can automate HVAC and lighting controls so that store associates do not have to
manually control units, and produce data to track usage, but incentives and training are
key to employee engagement.
In this section:
Dimension 7 | Energy Management Information Systems (EMIS)
Dimension 8 | Measuring, Tracking, and Benchmarking
Dimension 9 | Aligning Incentives for Energy Performance
Dimension 10 | Front Line Employee Engagement
People & Tools

Overview
Energy management systems can be used to track consumption and provide a means to automate systems like lighting and HVAC. Automation reduces the burden on employees to
change settings, and energy use monitoring allows for measurement and verification of project outcomes.
Key Findings:
2014 Average
Dimension 7 | Internal Energy Management Information System
2015 Average
8
16 21
2 1
9 11
21
4 20 5
15 19
8
• USAA Building Upgrade Value Calculator (DOE)
- One of the top 5 dimensions where retailers are currently most mature
• Basic alert and analytic
capabilities
• Measuring and tracking
energy on a store by store
basis at the utility billing level
• Periodically reviewing some
control set-points, lighting
control timers, etc. in stores,
corporate offices, data
centers, and DCs
• Basic measures are available
but not real time measures
• Implementing EMIS at all
stores, corporate offices, data
centers, and DCs
• 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
• Vertical integration of data
from EMIS at operational level
to enterprise reporting,
benchmarking, and analytics
Managing Sustainability & Energy Performance
Software – From Spreadsheets to Performance
(Schneider Electric Video)
Best Buy Real-time Energy Management
(DOE BBA Webinar – Feb. 4, 2014)
Energy Management Information Systems Technology
Solutions Team
Sustainability & Energy Management Software - Which
Platform is Best for You?
(Schneider Electric Video)
EMIS for Retail, Food Service & Grocery
(DOE BBA Webinar - December 9, 2014) ISO 50001 Energy Management Standard (International
Organization for Standardization)

Overview
Gathering and analyzing energy usage data can be done using a combination of data gathering technologies paired with analytics tools. This analysis, when combined with other data like
a store’s operational hours, climate zone, and equipment, can reveal actionable information about energy systems and store performance.
Key Findings:
2014 Average
Dimension 8 | Measuring, Tracking, and Benchmarking
2015 Average
7
25
14
2 02
27
12
6
00 3
19 21
4
- One of the top 5 dimensions with the most improved maturity from 2014 to 2015
• 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
• Working with ENERGY STAR
to improve platform and
recruit/mentor other
members
• Integrating sales data, comp
sales, foot traffic, etc. with
energy data
Deriving Maximum Value from Meter Data (Wipro Article)
Portfolio Manager (EPA ENERGY STAR Benchmarking Tool)
Submeter Deployment (Legrand Guide)
Kohl's ENERGY STAR Success Story (EPA ENERGY STAR)
Macy's Real-Time Energy Monitoring and Weekly Engagement with Field Staff
(DOE BBA)
Schneider Electric Uniform Methodology to Measure Energy Efficiency Improvement
(DOE BBA)

Overview
Mechanisms like job descriptions, evaluations, and P&Ls drive departmental performance. However, sometimes these internal incentives inhibit enterprise-wide performance. For
example, it is occasionally the case that one department pays for energy usage while another invests in efficiency upgrades, or a “split incentive.”
Key Findings:
2014 Average
Dimension 9 | Aligning Incentives for Energy Performance
2015 Average
16
23
8
1 0
13
25
7 2 02
9
23
11
2
- Seven of the 9 retailers ranked at "leading" or "excelling" for this dimension are medium/large format
• Energy costs not considered
in relevant business decisions
• 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
• Identifying synergies between
internal partners to consider
lifecycle costs including
facilities, maintenance, real
estate, store operations,
construction, etc.
• Awards/recognition for
biggest contributions to
energy conservation
• 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
• ROI of projects considers total
cost of ownership as well as
non-financial value of project
implementation
Alcoa, HEI Hotels, and TIAA-CREF Tying Energy Efficiency to Compensation & Performance Review (DOE BBA Webinar - Sept. 3, 2013)

Overview
National retailers operate a large number of stores, which are managed by thousands or even hundreds of thousands of associates. Simple behavioral changes, like managing the heating
and cooling loads, are no- or low-cost energy savings opportunities.
Key Findings:
2014 Average
Dimension 10 | Front Line Employee Engagement
2015 Average
31
9 6 2 0
28
12
3 4 02
16 16
10
3
- The single dimension with the lowest overall industry maturity
• 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
colleague
• Training employees to
educate customers about
company’s
energy/sustainability efforts
Communications Toolkit (EPA ENERGY STAR Toolkit)
Portfolio Manager (EPA ENERGY STAR Benchmarking Tool)
Kohl's ENERGY STAR Success Story (EPA ENERGY STAR)
Macy's Real-Time Energy Monitoring and Weekly Engagement with Field Staff (DOE
BBA)

Defining a project is only the first step towards implementation. Energy managers need
financial literacy to gain capital for projects as well as a strong case to procure energy-
saving systems. Maintaining and re-tuning those systems after implementation are key to
ensuring they continue to run efficiently.
In this section:
Dimension 11 | Financial Management
Dimension 12 | Systems Procurement
Dimension 13 | Building Auditing and Re-Tuning
Projects & Data

Overview
Because energy projects face the same financial approval requirements as any other project, it is critical that the finance team has strong energy literacy and the energy team has strong
finance literacy.
Key Findings:
2014 Average
Dimension 11 | Financial Management
2015 Average
12
17
10 9
0
10
17
6
14
00
8
13 19
7
• Limited interaction with
finance team (e.g. only for
project approval)
• Energy project approval not a
high priority for the finance
team
• 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
• Identified projects receive a
high priority
• Allowing use of external
financing (e.g. loans from
banks, service providers, etc.)
to fund projects
• Tracking all investments in
energy projects and
associated cost-savings after
implementation
• Strong working relationship
with finance team
• Together with finance team,
develop a process to pilot
new projects in ways that
identify scalable energy
reduction strategies
• Integrating finance team into
energy management
decisions
• Special fund to periodically
test new energy reduction
strategies/ technologies
• Considering ROI, internal rate
of return (IRR), hurdle rate,
net present value, energy
price growth expectations in
energy strategy and projects
• Developing new financing
models like the “PPA for
efficiency projects”
• Considering environmental
key performance indicators
(KPIs) like GHG emissions
• Projects which exceed the
internal ROI are funded
through incremental debt
financing
Cash Flow Opportunity Calculator (EPA ENERGY STAR) Kohl's Energy Finance Strategy (DOE BBA) Funding & Financing for Energy Projects (DOE BBA)
Energy Project Evaluation Tool (Legrand)
Financial Analysis of Energy Efficiency Projects
The Transformation of Total Cost of Ownership
(Siemens Whitepaper)
Kohl's Speaking the CFO Language: Building the Case
for Energy Efficiency with Financial Decision-makers
(DOE BBA Webinar - Oct. 1, 2013)
Adidas GreenENERGY Fund (Adidas Blog)
U. Of Pittsburgh Medical Center Centralized Energy
Management and Capital Set-Aside Fund (DOE BBA)

Overview
By instituting efficiency requirements for procuring energy consuming systems, retailers can ensure that their new equipment is as efficient as possible. This saves costs relative to
retrofitting equipment after it is already installed.
Key Findings:
2014 Average
Dimension 12 | Systems Procurement
2015 Average
8
22
11 7
04
26
6 11
00
6
15
22
4
• 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
3 Steps to Reduce Energy Supply Costs (Schneider Electric Video)
Energy Procurement & Energy Rate Structures (Schneider Electric Online Course)
Energy Supplier Tactics (Schneider Electric Video)
Technology Performance Exchange (TPEx) (DOE NREL Database)
Technical & System Specifications (DOE BBA Specifications)

Overview
Building systems always require maintenance. Proactively addressing maintenance, through auditing and re-tuning, ensures that energy consuming systems are functioning at the most
optimal efficiency -- and that they will last longer.
Key Findings:
2014 Average
Dimension 13 | Building Auditing and Re-Tuning
2015 Average
21
10 10 5 2
18
12 9 8
00
7
15 17
8
- The single dimension where retailers plan to mature the most in 2 years
• No comprehensive building
re-tuning strategy in place;
only re-tuning buildings as
issues arise
• Walk-through energy audits
on ad hoc basis
• 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
• Continuously re-tuning
building systems
• Working with landlords to
ensure common areas are
periodically re-tuned
eco Treasure Hunt Checklist (GE) Staples Fulfillment Center retrofit (DOE BBA) Building Re-Tuning Training (DOE PNNL)
Energy Audits (Schneider Electric Online Course) Building Re-Tuning to Reduce Energy Waste (DOE BBA
Webinar - September 2, 2014)

Energy projects are often worth pursuit by virtue of their energy savings, but that is not
always apparent to internal or external stakeholders. Therefore it is critical to tell success
stories, whether through formal reporting or other means.
In this section:
Dimension 14 | Reporting and Communicating
Dimension 15 | Consumer-Targeted Education
Dimension 16 | Collaborative Involvement
Visibility

Overview
Both internal and external audiences value reports that highlight energy management goals, strategies, and achievements. Reporting increases awareness, and effective communications can
articulate the value of energy efficiency to a company.
Key Findings:
2014 Average
Dimension 14 | Reporting and Communicating
2015 Average
14
21
11
2 0
16 14 14
2 11
8
19 15
4
- Five of the 7 "excelling" respondents for this dimension also have at least one public energy goal
• Reporting internally to
relevant stakeholders
• Energy content in public CSR
or Sustainability Report
• Reporting externally to CDP or
other formal channels
• 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
Greenhouse Gas Calculators (Greenhouse Gas Protocol) Kohl's ENERGY STAR Success Story (EPA ENERGY STAR) ENERGY STAR Portfolio Manager Benchmarking (EPA
ENERGY STAR Engagement Opportunities)

Overview
Energy reduction is one aspect of a comprehensive sustainability program that can enhance the public image of a company and resonate with consumers, ultimately driving sales and brand
loyalty. Moreover, customers may appreciate learning energy-saving techniques to use in their own homes.
Key Findings:
2014 Average
Dimension 15 | Consumer-Targeted Education
2015 Average
18 21
5 3 1
17
23
1 4 22
13 15 14
3
- The single dimension with the biggest gap between leaders and the industry average
• 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 and/or products
for sale to help consumers
reduce their energy usage
• Promoting/providing
alternative transportation to
stores
Verizon Wireless Communications Success Story (EPA ENERGY STAR Case Study)

Overview
Engagement through industry groups and with peers builds the visibility of an energy program, and provides a platform for peers to learn, share, and collaborate.
Key Findings:
2014 Average
Dimension 16 | Collaborative Involvement
2015 Average
8
26
13
0 16
23
13
2 31
8
18 13
7
- One of the 5 dimensions where retailers plan to mature least in 2 years
• 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
• Partnership with NGO to
identify improvement
opportunities
• Identify opportunities for and
actively develop new
collaborations
The Collaboration Imperative (HBR Article) Adidas, Apple, AT&T, Belk, JC Penney, Office Depot,
Outerwall, REI, Sprint, Staples, Target, Tiffany & Co.,
Verizon, Walmart, Williams-Sonoma Climate Corps
Findings (EDF)
Retail Energy Management Program (RILA Engagement
Opportunity)

The energy load profile of a retail store is typically the result of just a few energy
consuming systems, namely lighting, HVAC, plug loads, and refrigeration; the efficiency of
which is often dictated by the building's shell. Food service is increasingly relevant, as
more retailers are offering prepared meals. And the more sophisticated retailers are also
using in-store energy storage, generation, and demand response mechanisms.
In this section:
Dimension 17 | Lighting
Dimension 18 | Heating, Ventilation, and Air Conditioning (HVAC)
Dimension 19 | Plug Loads
Dimension 20 | Energy Storage, Generation, and Demand Response
Dimension 21 | Refrigeration
Dimension 22 | Food Service
Dimension 23 | Architecture and Shell Program
Energy Consuming Systems

Overview
Lighting can be a major energy expense for retail and subsequently represents one of the best reduction opportunities. Moreover, bulbs and lighting management technologies are
constantly improving as costs decrease and efficiency increases. Assessing the lifetime costs of lighting is becoming industry practice.
Key Findings:
2014 Average
Dimension 17 | Lighting
2015 Average
3
17 20
7
12
14
21
9
10 1
13
22
11
- The single dimension where retailers plan to be the most mature in 2 years
• 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
• 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
CALiPER Report 21.3: Cost Effectiveness of Linear (T8)
LED Lamps (DOE PNNL Report)
Macy's Washington, D.C. LED Lighting Retrofit
(DOE BBA)
Lighting Energy Efficiency in Parking (LEEP) Campaign
(DOE BBA)
Lighting & Electrical Technology Solutions Team
(DOE BBA)
Walmart Demonstrates LEDs on the Sales Floor
(DOE BBA)
Lighting Upgrades (Schneider Electric Online Course)
Interior Lighting Campaign (ILC) (DOE BBA)

Overview
Heating, ventilation, and air-conditioning (HVAC) are typically the largest energy expenses for retailers that do not have refrigeration systems. Operating efficiently while ensuring
customer and employee comfort can be achieved by using efficiency-certified units, maintaining them properly, and leveraging automated or centralized controls.
Key Findings:
2014 Average
Dimension 18 | Heating, Ventilation, and Air-Conditioning (HVAC)
2015 Average
13 13 17
5
0
13 16
10
7
11
7
15 14
10
- One of the 5 dimensions with the least change in maturity from 2014 to 2015
• 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
• 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
Energy Implications of Retrofitting Retail Sector Rooftop
Units with Stepped-Speed and Variable-Speed
Functionality (DOE NREL Report)
Advanced Rooftop Unit Campaign Replacements
(DOE Case Studies)
Advanced Rooftop Unit Campaign (DOE BBA)
HVAC Efficiency and Equipment Optimization
RTU Specifications: Procurement, Installation,
Maintenance, and More
(DOE BBA Webinar - November 18, 2014)
Utility Barriers and Solutions to RTU Controllers
Incentives (DOE BBA Webinar - March 23, 2015)
Space Conditioning Technology Team (DOE BBA)

Overview
Equipment like monitors, vending machines, digital displays, and service products all draw power – typically from outlet plugs. There is opportunity to reduce the energy use of these
devices by procuring efficiency-certified models or working with the vendors to improve the devices’ efficiency.
Key Findings:
2014 Average
Dimension 19 | Plug Loads
2015 Average
27
10
3 0 0
21
9 5 2 04
11 11 10
2
• 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
Assessing and Reducing Plug and Process Loads in Retail Buildings
(DOE NREL Guide)
Plug and Process Loads Technology Team (BBA DOE Engagement Opportunity)

Overview
Supply-side strategies like storage, generation, and demand response can reduce expenses and hedge against future cost increases. These encompass technologies like onsite and offsite
solar, load control devices, battery storage, and phase changers, as well as utility programs and control devices.
Key Findings:
2014 Average
Dimension 20 | Energy Storage, Generation, and Demand Response
2015 Average
15 20
5 3 5
14 19
9 4 13
12 17
9 6
• No energy storage,
generation, or demand
response programs in place
• Purchasing renewable energy
credits to offset a portion of
electricity purchases
• Implementing a demand
response program
• Testing solar, wind, biogas, or
geothermal at corporate
offices, store, data centers or
DCs.
• Developing portfolio-wide
onsite renewable generation
strategy including a financial
plan and prioritization of
opportunities by state/region
• Renewable Energy Credit
(REC) procurement policy
• Implementing onsite
renewable generation
strategy and maximizing
renewable energy across
portfolio
• Testing fuel cells, geothermal,
battery storage, phase change
materials, or other storage
and generation systems
• Developing renewable energy
purchasing cooperatives with
landlords and other retailers
• Making large renewable
energy purchases
Demand Responsive Lighting: A Scoping Study
(DOE LBNL)
jcpenney Using On-site Renewable Energy as the Next
Step to Improving Energy Performance and Reducing
Emissions (EPA ENERGY STAR)
Green Power Partnership
(EPA Recognition Opportunity)
Purchasing Green Power (EPA Guide)
Walgreens Evanston Net Zero Energy Retail Store
(DOE BBA)
Introduction To Commercial Building Control Strategies
And Techniques For Demand Response (DOE LBNL
Report)
Renewable Energy (Schneider Electric Video)
Screening Sites for Solar PV Potential
(EPA Decision Tree)
Whole Foods Market Showcase Project (DOE
BBA)
The Business Case for Fuel Cells
(Breakthrough Technologies Institute [BRT]
Report)

Overview
Refrigeration represents the largest energy expense for retailers that sell grocery products in their stores. Because of their high energy demand, efficiency-certified refrigeration systems,
relatively minor retrofits, or even design changes can yield substantial returns.
Key Findings:
2014 Average
Dimension 21 | Refrigeration
2015 Average
3 4
1
4 2
7
11
2 1 22
7 6
3 5
• Aware of refrigerant types in
portfolio & associated energy
factors
• Purchase only base model
efficiency refrigeration
• Doors are used on 80% of all
low temp cases
• Choosing some refrigerant
types in portfolio based on
associated energy factors
• ENERGY STAR procurement
policy for all qualified
products
• Routine cleaning of
compressors and other
components that can impact
efficiency
• Doors are used on 100% of
low temp cases
• Using doors on 50% or more
of medium-temperature
refrigerated display cases
(excluding fresh bulk produce)
• All compressors are remotely
located outside the store to
avoid waste heat issues (or
waste heat is vented/piped
outside)
• Control of anti-sweat heaters
in new cases
• Using doors on 80% or more
of medium-temperature
refrigerated display cases
(excluding fresh bulk produce)
• Anti-sweat control in all cases
• Piloting stores using natural
refrigerants or alternative
approaches to dramatically
lower the climate impacts
associated with direct
emissions of refrigerants
Advanced Retrofit Guide for Grocery Stores
(DOE NREL Guide)
Fresh & Easy Reduces Gas and Electricity Expenditures
by Retrofitting Open Refrigeration Display Cases with
Doors (DOE BBA)
Refrigeration Technology Team
Refrigeration Commissioning Guide (ASHRAE Guide)
Whole Foods Market Showcase Project (DOE BBA)

Overview
Food preparation and presentation equipment, generally found in grocery stores, can consume a significant amount of energy. Efficiency-certified models and improved operational
procedures can reduce energy consumption and the associated costs.
Key Findings:
2014 Average 2015 Leader2017 Prediction
Dimension 22 | Food Service
2015 Average
2
0
3
0 1
6
3 4
1 12 2
5
3 3
- The single dimension with the most improved maturity from 2014 to 2015
• Some attention paid to
operational procedures, like
ensuring walk-in doors don’t
remain open
• Starting to focus on
operational procedures
• Installing at least one piece of
high-efficiency (e.g., ENERGY
STAR) equipment
• Official guideline to
operational procedures
• A number of high-efficiency
(e.g., ENERGY STAR)
equipment purchases
• Plans for continual
improvement through
retrofits or replacements
• Built out specs require nearly
all equipment to be of
highest-available efficiency
• Benchmarking energy metrics
are extended to deli/food
service areas and energy
efficiency measures are
identified, approved and
adopted
• Testing next gen food service
efficiency technologies with
vendors
• Actively using energy
information from
benchmarking or EMS to
analyze continuous
opportunities to reduce
energy
Technical Support Document: 50% Energy Savings for Quick-Serve Restaurants
(DOE PNNL)
Food Service Technology Team (DOE BBA)
Food Service Technology Center

Overview
Design and construction, including the building envelope, dictate a significant portion of lifecycle energy usage in a building by impacting lighting, heating, and cooling systems. Examining
build-out specifications can identify opportunities to reduce energy consumption from the onset.
Key Findings:
2014 Average
Dimension 23 | Architecture and Shell Program
2015 Average
11 15 15
4 3
11
23
8 3 21
10
18 14
4
- 21% of survey respondents' energy teams report to design & constrution or property development
- 3 survey respondents' energy teams report primarily or exclusively to the design & construction department
• Have a standard build out
document with energy specs
• Meets local, state, and federal
codes
• Build-out specs includes
efficiency requirements for
HVAC, lighting, etc.
• Energy team is a decision
making partner on new store
construction
• Using third-party standards
such as LEED for Retail, LEED
Volume, LEED for Commercial
Interiors, BREEM, etc.
• Using weather stripping and
double pane windows where
applicable
• Use of the ENERGY STAR by
Design tool
• Building design is approached
as a system and energy points
are maximized achieving 20%
or better than ASHRAE code
by design
• Building and construction
processes use an enhanced
commissioning process on
every building
• Commissioning data is
integrated with the EMS
program to provide
performance and startup data
tracking (for incorporation
into benchmarking programs)
The Home Depot's Most Efficient Store (DOE BBA Webinar - May 9, 2013)
The Home Depot Upgrades its Corporate Building Prototype (DOE BBA)
EnergyPlus Energy Simulation Software (DOE Software)
Advanced Energy Design Guide for Small Retail Buildings (ASHRAE)
Advanced Energy Design Guide for Medium to Large Retail (ASHRAE)

The maturity of retail energy management programs may
vary widely by focus and team structure, but one trend is
clear: all retailers are maturing and prioritizing the
management of energy as an asset.
RILA has learned both from survey results, and its
conference calls and in-person meetings, that cross-
functional collaboration opportunities, employee and
executive engagement, testing new technologies, and
tracking and communicating results yields improved
energy performance and reduced costs for companies.
Managing energy takes work in far more areas than just
installing the most efficient technologies.
As new technologies and approaches evolve, so will
retailer management strategies and opportunities for
research and leading practice sharing. We look forward to
continuing to engage retail energy executives as the
industry’s energy management programs evolve and
mature.
What is next for RILA
RILA will continue to engage retail executives on the
energy journey, further building the business case for such
programs, and providing venues for retailers to share with
one another and learn from one another. And we look
forward to tracking and reporting on these developments
in the future.
Conclusion

Appendix: Survey Questions
1. Which of the following best reflects your typical store format?
a) Medium/Large format with grocery
b) Medium/Large format with no grocery
c) Small format in malls
d) Smal format not in malls
2. How is your company's energy team structured?
Internally with __ people full-time
3. How is your company's energy team structured?
Internally with __ people part-time
4. How is energy managed at your company? Outsourced to a 3rd party/consultant?
a) Yes
b) No
5. What is the title of the top full-time energy leader at your company?
a) EVP/SVP
b) Vice President
c) Senior Director/Director
d) Senior Manager/Manager
e) Other (please specify)
6. To which department does your energy management team report?
7. Did your energy program’s budget per square foot for energy
efficiency/consumption reduction projects increase, decrease, or remain the same
for 2014?
a) Increased in 2014
b) Decreased in 2014
c) Remained the same in 2014
d) N/A – no dedicated energy efficiency/consumption reduction budget
8. On which of the following activities does your energy management team spend the
majority of its time working? (Rank from 1-7 where 1=more time)
a) Interacting with energy vendors
b) Strategic energy management planning
c) Energy management plan implementation
d) Reading or researching trends and best practices
e) Creating content for stakeholder reports
f) Addressing or executing energy procurement strategies
g) Ad hoc operational issues in stores
9. Generally, what is the minimum payback a capital improvement project related to
energy must show before being approved?
a) Less than a year
b) 1-2 years
c) 2-3 years
d) 3-5 years
e) More than 5 years
f) No minimum required
g) It depends
10.What, if any, are your goals for the following:
a) Energy reduction
a) Public goal; state goal
b) private goal; state goal
b) GHG emissions reduction
c) Cost reduction
a) Facilities
b) Construction & Design
c) Store Operations
d) Maintenance
e) Merchandising
f) Real Estate
g) Property Development
h) Finance
i) Procurement
j) Legal
k) Sustainability / CSR
l) Other, (please specify)
a) 0
b) 1
c) 2
d) 3
e) 4
f) 5
g) 6-7
h) 8-10
i) > 10
a) 0
b) 1
c) 2
d) 3
e) 4
f) 5
g) 6-7
h) 8-10
i) > 10

Appendix: Survey Questions
Each of the 23 dimensions for energy management used the same question format. An example of that question format is documented below:
1) Reduction Strategy and Goals
Which best fits your company now:
…and which reflects where you want to be in two years:

2015 retail energy management report

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