Initiating Orvis' Strategy Identifying Strategic Priorities & Sustainability Champions Within the Business

Masters project submitted in partial fulfillment of the requirements for the Master of Environmental Management degree in the Nicholas School of the Environment of Duke University

April 28th, 2017

Proposed to Tiffany Teaford, Commercialization Manager, Orvis

Adviser: Deborah Gallagher Barbara Gore, MEM 2017 [email protected]

Daniel Hutter, DEL-MEM 2017 [email protected]

Lili Pita, MEM 2017 [email protected] Executive Summary Introduction Global consumers deplete 30% more resources annually than our planet can replenish. If every person on Earth consumed like Americans, we would need five planets to keep up with demand1. Globally, this type of consumption pattern places significant strain on Earth’s resources manifested in deforestation, depletion of water resources, and accumulation of greenhouse gases in the atmosphere2. As a result, governments have enacted environmental regulation, consumers incorporate social and environmental performance into purchasing decisions and interest groups have become engaged in holding companies accountable for their actions. The net impact of these developments has led retail companies to adopt new social and environmental business strategies, i.e. sustainability.

Project Objective As such, this study seeks to develop and initiate an overarching sustainability strategy for a global outdoor industry retailer, Orvis. Orvis has taken on many sustainability initiatives; however, the company currently does not have an overarching strategy that would allow the company to align various siloed sustainability initiatives with internal business objectives. In order to fill this gap, our research strives to capture an understanding of the perceptions, attitudes, and priorities of Orvis associates, managers, and executives with regard to sustainability initiatives. Insights gathered through the creation and distribution of employee engagement surveys, along with industry best practice research, and an analysis of Orvis’ Higg Index results, will be used to develop key components of a long-term sustainability strategy.

The Client: Background & Sustainability at Orvis Orvis is America’s oldest mail-order outfitter and longest continually-operating fly- fishing business; offering more than 5,000 products including men’s and women’s sportswear, fine gifts and home furnishings, luggage and travel accessories, dog beds and more. Orvis was founded on principles of conservation, outdoorsmanship, and an authentic appreciation for nature and continues to embeds these values into its philanthropic endeavors. Recently, Orvis developed a new brand mission that is aligned with strong sustainability values and an appreciation for the outdoors. Further, in 2015, Orvis began making significant efforts in sustainability through

1 Knowles et al., "Consumer Futures 2020," Consumer Futures 2020 | Forum for the Future, accessed March 25, 2017, https://www.forumforthefuture.org/project/consumer-futures-2020/overview. 2 Howard, Emma. "Humans have already used up 2015's supply of Earth's resources – analysis." The Guardian. August 12, 2015. Accessed April 19, 2017. https://www.theguardian.com/environment/2015/aug/12/humans-have-already-used-up- 2015s-supply-of-earths-resources-analysis. 1 development of a new Supplier and completion of the Higg Index, a powerful suite of self-assessment tools used by textile industry to assess social and environmental performance.

The Higg Index The Higg Index, provides a platform for Orvis to institutionalize sustainability across three company business dimensions - brand, products, and manufacturing facilities. Review of Orvis’ Higg Index scores lead to the development of tools and resources that the company can utilize to boost their social and environmental performance scores for three brands: Orvis, Gokey, and Scientific Anglers.

Employee Engagement Survey Two company-wide employee engagement surveys were developed to assess Orvis associates, managers, and executives value sets in relation to social and environmental issues and to solicit feedback in regards to future improvements to Orvis sustainability strategy and initiatives. In total the survey reached 1,134 Orvis employees with an average 66% response rate between both surveys. Three of the most significant insights from the employee engagement survey include: 1) Orvis associates, managers and executives alike care strongly and deeply about social and environmental topics and would like to improve the company’s sustainability performance 2) Water was a key area of concern for all regions and 3) Opportunities exist to utilize the Higg as a learning and education tool while also improving the company’s social and environmental performance. In addition to the surveys, onsite conversations with Orvis associate revealed that packaging innovation is also as a key area of interest for the company.

Recommendations In conclusion through the development of two employee engagement surveys, an assessment of Orvis Higg Index scores and industry peer review three primary recommendations emerged: 1) Internal Alignment & Strategy Development – Create and execute multi- tiered Sustainability Advisory Council to align sustainability priorities with business operations and elevate sustainability to a strategic business priority

2) Boost Internal Higg Scores –Improve Orvis’, Gokey, and Scientific Anglers Higg Index scores and complete Facility Module for Orvis Rod Shop

3) Strategically Address Water & Packaging – Address Orvis’ top priorities, water conservation and packaging innovation, by aligning initiatives with the Higg Index and leveraging the tools and resources provided

2 Contents Executive Summary ...... 1 Abstract ...... 5 Confidentiality ...... 5 Acknowledgements ...... 5 Disclaimers ...... 5 Glossary of Terms ...... 6 The Client: Orvis ...... 7 Sustainability at Orvis ...... 7 Orvis Founding Principals ...... 8 Orvis Philanthropy - Orvis Commitment & Partnerships ...... 8 Brand Mission & Framework ...... 8 Care & Repair ...... 9 Industry Engagement ...... 9 Vendor Onboarding ...... 9 Higg Index ...... 10 Project Objective ...... 10 Why Should Business Care? ...... 10 Engagement ...... 13 Competitive Advantage ...... 13 Trends in Industry ...... 14 Higg Index ...... 14 Introduction ...... 14 Brand Modules ...... 15 Facility Modules ...... 17 Product Modules & Tools ...... 17 The Higg & Orvis ...... 18 What Orvis, Scientific Anglers, & Gokey Do Right...... 18 Looking Forward: Expected Updates to Higg Index ...... 18 Employee Engagement Surveys ...... 19

3 Survey Goals & Objectives ...... 20 Discussion and Results ...... 20 Managerial Insights ...... 26 Recommendations ...... 29 Internal Alignment & Strategy Development ...... 30 Boost Internal Higg Scores ...... 34 Strategically Address Water & Packaging ...... 36 Water ...... 36 Packaging Innovation ...... 38 Conclusions ...... 39

4 Abstract Orvis is America’s oldest mail-order outfitter and longest continually-operating fly- fishing business with more than $340 million in sales, offering a wide assortment of fly-fishing, hunting, and sporting goods. The company dedicates itself to personal responsibility and strives to the restore, enhance and protect wild places; however, Orvis does not currently have an overarching sustainability strategy. In order to fill this gap, our research strives to capture an understanding of the perceptions, attitudes, and priorities of Orvis associates, managers, and executives with regard to sustainability initiatives. Insights gathered through the creation and distribution of employee engagement surveys, along with industry best practice research and an analysis of Orvis’ Higg Index results, will be used to develop key components of a long-term Corporate strategy.

Confidentiality All individual survey responses were keep private and only viewed by the assigned researchers and associated research professors. Responses to the survey can in no way be traced back to the individual. Secondary research was conducted using publicly available information and is cited where appropriate. All other information such as correspondence with additional parties outside the company is cited when necessary.

Acknowledgements The authors are incredibly grateful for the opportunity to be a part of Orvis’ sustainability journey and are happy to have helped contribute to the company’s growth in sustainability. We would like to thank Tiffany Teaford, Sourcing & Commercialization Manager and our advisor Dr. Deborah Gallagher.

Recommendations are based on Orvis associates’ generous participation in the sustainability survey along with insights gathered from conversations with various Orvis associates, managers, and executives during a company visit on February 22nd and 23rd, 2017.

Disclaimers The authors’ conclusions and recommendations are a personal synthesis of all contributing individuals and do not reflect in its entirety the position of Orvis. Additionally, this report does not reflect the actions of Orvis moving forward nor does indicate that Orvis has or will implement any of our recommendations in the future. 5

Glossary of Terms Higg Index - The Higg Index is the core association and voice of the outdoor driver of the SAC. This groundbreaking recreation industry, serving more than suite of self-assessment tools empowers 1200 manufacturers, distributors, brands, retailers and facilities of all sizes, suppliers, sales representatives, and at every stage in their sustainability retailers7. The OIA was founded by journey, to measure their environmental members including Patagonia, The North and social and labor impacts and identify Face, and DuPont. areas for improvement. Higg delivers a holistic overview of the sustainability Sustainable Apparel Coalition (SAC)- performance of a product or company—a The Sustainable Apparel Coalition is the big-picture perspective that is essential apparel, footwear and home textile for progress to be made.3 industry’s alliance for sustainable production. The Coalition’s main focus is Forum for the Future - Forum of the on building the Higg Index, a Future an international nonprofit standardized measurement founded in 1996 by three leading figures tool for all industry participants to of the UK environment movement with a understand the environmental and social mission to accelerate change to a and labor impacts of making and selling sustainable future4. The organization their products and services8. works with business, government and more to solve complex sustainability Organization for Economic Co- challenges5. operation and Development (OECD) - OECD is an intergovernmental economic Retail Leaders Industry Association organization with 35 member countries, (RILA) - The Retail Industry Leaders founded in 1961 to promote policies that Association (RILA) is an American trade will improve the economic and social association that leads public policy well-being of people around the world. It advances for the retail industry and is is a forum of developed countries that comprised of more than 200 retailers, score highly on the Human Development product suppliers, and manufacturers in Index and are committed to democracy the United States6. and the market economy. OECD provides a platform to compare policy Outdoor Leaders Industry Association experiences, seek answers to problems, (OIA) - The OIA is the leading trade and coordinate efforts.

3 "The Higg Index – Sustainable Apparel Coalition." 14, 2017. Accessed March 25, 2017. Sustainable Apparel Coalition. Accessed March 23, 2017. https://en.wikipedia.org/wiki/Retail_Industry_Leaders_ http://apparelcoalition.org/the-higg-index/. Association. 4 "Our history." Our history | Forum for the Future. 7 "Who We Are - Outdoor Industry Association." Outdoor Accessed March 23, 2017. Industry Association. Accessed March 25, 2017. https://www.forumforthefuture.org/about/our-history. https://outdoorindustry.org/who-we-are/. 5 "Forum For The Future." Forum for the Future. 8 "The Coalition – Sustainable Apparel Coalition." Accessed March 25, 2017. Sustainable Apparel Coalition. Accessed March 25, 2017. https://www.forumforthefuture.org/. http://apparelcoalition.org/the-coalition/. 6 "Retail Industry Leaders Association." Wikipedia. March 6 produce, Orvis also offers a wide variety The Client: Orvis of editorial and educational content Orvis is America’s oldest mail-order including articles and videos about fly outfitter and longest continually- fishing, wing-shooting, dogs, operating fly-fishing business founded conservation, and more. The Orvis by Charles F. Orvis in Manchester, Learning Center provides a Vermont, in 1856. The company has comprehensive collection of online been privately owned by the Perkins videos and resources devoted to family since 1965. Today, Orvis is an teaching the world how to fly fish. Orvis’ international, multi-channel retailer sporting services also include fishing with more than $340 million in sales and shooting schools, an international (2012) and approximately 1,700 sporting and eco-travel agency, and the employees. In addition to being the Orvis-endorsed network of lodges, world leader in fly fishing, Orvis offers a outfitters and guides.11 wide assortment of men’s and women’s Sustainability at Orvis sportswear, fine gifts and home furnishings, luggage and travel Orvis’ brand mission states we “seek to accessories, dog beds and other pet inspire a deep connection to adventure items. Orvis is most notably known for and wonder in the outdoor world.” For technical gear and equipment including Orvis and its customers alike, “the shotguns, gear, and technical apparel for outdoors not only sustain us, but wing-shooting and sporting clays9. demand of us, if we are to benefit from the use of our natural resources, that we Orvis’ website offers more than 5,000 be willing to act to preserve them. products and attracts 11 million visits a Without flourishing wildlife habitat, year. The company mails more than 50 wilderness forever wild, and living catalog editions each year, with a total rivers and oceans to sustain us, the very annual circulation in excess of 55 existence of our valued outdoor million. As of 2015, Orvis has 69 retail experiences are threatened.”12 stores and 10 outlets in the US, and 18 retail stores in the UK. Orvis’ wholesale “If we are to benefit from the use division services more than 500 of our natural resources, we must independent dealers worldwide10. be willing to act to preserve them.” -Perk Perkins, Orvis CEO13 In addition to the products they

9 "About the Orvis Company." About The Orvis Company. 12"Mission Statement." Conservation - Mission Statement. Accessed March 25, 2017. http://www.orvis.com/s/about- Accessed March 25, 2017. the-orvis-company/261. http://www.orvis.com/s/conservation-mission- 10 "About the Orvis Company." About The Orvis Company. statement/4601?dir_id=31746&group_id=31747&cat_id=31 Accessed March 25, 2017. http://www.orvis.com/s/about- 751. the-orvis-company/261. 13 "About the Orvis Company." About The Orvis Company. 11"Orvis Awards & Accolades." Orvis Awards and Accolades. Accessed March 25, 2017. http://www.orvis.com/s/about- Accessed March 25, 2017. http://www.orvis.com/s/orvis- the-orvis-company/261. awards-and- accolades/1626?dir_id=35438&group_id=35449. 7 As a whole, the company strives to commitment reflects Orvis' “personal enhance outdoor lifestyles that are rich responsibility” and “collective efforts to in heritage, hospitality, and love for the the restore, enhance and protect great natural environment. Orvis currently wild places.”16 participates in an array of initiatives that reflect the company’s commitment Additionally, the company has partnered to the environment, community, and with over 33 non-profit and consumer well-being. These initiatives environmental organizations including comprise the beginnings of a more American Forests, Atlantic Salmon formal sustainability strategy and are Federation, The Chesapeake Bay important to understanding Orvis’ Foundation, The Nature Conservancy, sustainability journey14. Petfinder Foundation, Trout Unlimited, the World Wildlife Fund and more17. Orvis Founding Principals One exceptional partnership that aligns Orvis was founded on principles of Orvis' mission with its philanthropic conservation, outdoorsmanship, and an endeavors includes the ‘1,000 Miles authentic appreciation for nature. Campaign.’ Orvis has partnered with Founder Charles Orvis worked in Trout Unlimited to help reconnect 1,000 fisheries conservation and management miles of stream habitat by replacing and in the late 19th century. Eventually, the reconstructing poorly maintained company was sold to Leigh Perkins, who culverts, allowing migratory fish to pass received the Chevron Conservation and enhancing ecosystem quality. In Award for lifetime achievements in total, Orvis has pledged $90,000 to the conservation15, continuing to carry out campaign18. the company’s the long history of strong Brand Mission & Framework conservation values. Orvis’ recently developed a new brand Orvis Philanthropy - Orvis Commitment & mission and framework that better Partnerships aligns the company's value set with their Orvis and its customers have raised and brand. Their new brand mission states donated more than $14 million to we ‘seek to inspire a deep connection to protecting nature over the past 25 years adventure and wonder in the outdoor through grant matching and donations. world.’ Orvis’ products ‘allow customers Orvis' 5% for Nature Campaign commits to live a lifestyle full of depth, meaning 5% of pre-tax profits back to protecting and exploration.’ This brand mission is nature. Orvis' strong philanthropic well aligned with sustainability values,

14 "About the Orvis Company." About The Orvis Company. 17 "The Orvis Commitment: Our Conservation Partners." Accessed March 25, 2017. http://www.orvis.com/s/about- Orvis Conservation Partners. Accessed March 25, 2017. the-orvis-company/261. http://www.orvis.com/s/orvis-conservation- 15"Orvis." Wikipedia. April 21, 2017. Accessed March 25, partners/5370?dir_id=31746&group_id=32193&cat_id=321 2017. https://en.wikipedia.org/wiki/Orvis. 94. 16 "Mission Statement." Conservation - Mission Statement. Accessed March 25, 2017. 18 "Help Orvis and Trout Unlimited Remove Harmful http://www.orvis.com/s/conservation-mission- Culverts." Trout Unlimited. Accessed March 25, 2017. statement/4601?dir_id=31746&group_id=31747&cat_id=31 http://www.tu.org/Orvis-TU-Fund. 751. 8 evoking a sense of responsibility and Orvis also became a voting member of appreciation for nature. the Sustainability Working Group (SWG). The SWG is led by an Advisory Care & Repair Council comprised of leading outdoor Orvis goes to great lengths to make sure companies such as Black Diamond, Bolt all of their private label products and Threads, Burton, Columbia Sportswear, technical equipment are high quality Mountain Equipment Co-op, Patagonia, and long lasting. Specifically, Orvis PMI, Sustainability Apparel Coalition, offers experienced repair specialists to and The North Face23. Similar to OIA, evaluate and repair waders, rods, and SWG membership allows for greater luggage. Detailed equipment repair, collaboration with industry peers and cleaning and care instructions can be keeps companies abreast of pertinent found on Orvis website to maximize sustainability trends. product life span and divert products Vendor Onboarding from landfill19,20,21. Codes of conduct are a first step for Industry Engagement many companies in ensuring actors in Orvis became a member of the Outdoor their supply chain agree to uphold basic Industry Association (OIA) in November social and environmental standards. 2015. The OIA is the leading trade Orvis recently adopted the OIA’s Code of organization and a major voice of the Conduct and requires a vendor’s outdoor recreation industry. The agreement during the vendor organization advocates for policy onboarding process. This code of policies that support public lands, active conduct ensures that “working recreation22 and the general interest and conditions in the outdoor industry values of its members. All 1200 supply chain are safe, that workers are members are united by a shared set of treated with respect and dignity, and values and appreciation for the that manufacturing processes are outdoors. OIA membership greatly environmentally responsible24.” Orvis is expands opportunities for learning from currently building out a more robust industry peers, increases company Vendor Onboarding Process that visibility, and provides companies with validates that compliance are resources that drive change and obtained using either globally improve environmental and social recognized certifications, a well-known responsibility. brand certification, or a 3rd party .

19 "Orvis Customer Service: Fly Fishing Wader Care & Accessed March 25, 2017. http://www.orvis.com/s/fly-rod- Repair." Fly Fishing Waders Care & Repair -- Orvis. Accessed repair/2730. March 25, 2017. http://www.orvis.com/s/fly-fishing- 22 "Benefits of Membership - Outdoor Industry Association." waders-care-repair/744. Outdoor Industry Association. Accessed March 25, 2017. 20 "Orvis Customer Service: Caring for Your Orvis Luggage." https://outdoorindustry.org/benefits-of-membership/. Luggage Care | Orvis. Accessed March 25, 2017. 23 Teaford, Tiffany. Orvis Corporate Responsibility Intern http://www.orvis.com/s/orvis-luggage-care- 360. Orvis. VT, 2016. 1-19. instructions/1807. 24 "Code of Conduct - Outdoor Industry Association." Outdoor Industry Association. Accessed March 25, 2017. 21 "Orvis Fly Fishing: Fly Rod Repair." Fly Rod Repair. https://outdoorindustry.org/resource/code-of-conduct/. 9 Higg Index currently does not have an overarching sustainability strategy that would allow The Higg index, created by the the company to align various siloed Sustainable Apparel Coalition (SAC) in sustainability initiatives with internal 2012, offers a suite of self-assessment business objectives. tools for apparel and footwear companies to measure their In order to fill this gap, our research environmental, social, and labor impacts strives to capture an understanding of as well as identify areas for the perceptions, attitudes, and priorities improvement25. It is used by many of Orvis associates, managers, and companies as a benchmarking tool to executives with regard to sustainability assess environmental performance initiatives. Insights gathered through the against industry peers. The Higg Index creation and distribution of employee can be used by any footwear or apparel engagement surveys, along with company during any stage of its industry best practice research, and an sustainability journey; including analysis of Orvis’ Higg Index results, will companies just starting a sustainability be used to develop key components of a program to those already recognized as long-term sustainability strategy. a sustainability leader. This powerful A more holistic approach to assessment tool is designed to measure sustainability that combines Orvis sustainability impacts across the value environmental stewardship, long history chain at the brand, product, and facility of conservation values, and new brand level. It allows companies of all sizes to framework will help Orvis integrate obtain a systems perspective on sustainability more purposefully into its sustainability performance while also core business strategies and objectives. giving granularity to specific sustainability indicators; both crucial Why Should Business Care? components for progress in sustainability to be made26. ORVIS Traditionally, business have focused on recently completed its first assessment their bottom line as the sole indicator of of the Higg Index for 3 different brands a company’s performance. The term to better understand the company’s “bottom line” comes from its literal environmental impact and to begin representation of last line on the income developing a stronger sustainability and statement that displays company corporate social responsibility strategy. profits27. Many businesses are shifting away from this mindset and adopting Project Objective Sustainable business practices and philosophies, including the triple bottom Although Orvis has taken on many line. The focuses on 3 sustainability initiatives, the company

25 "The Higg Index – Sustainable Apparel Coalition." Sustainable Apparel Coalition. Accessed March 25, 2017. 27 Miranda, Carolina. "The Breakthrough Thinking of the http://apparelcoalition.org/the-higg-index/. Triple Bottom Line." Cultivating Capital. September 17, 2016. 26 "The Higg Index – Sustainable Apparel Coalition." Accessed March 25, 2017. Sustainable Apparel Coalition. Accessed March 25, 2017. http://www.cultivatingcapital.com/business-sustainability- http://apparelcoalition.org/the-higg-index/. triple-bottom-line/. 10 things, often referred to as the ‘3Ps’: Profit, People, and Planet. The triple Case Study 1 – bluesign bottom line evaluates business Chemicals performance multi-dimensionally across social, environmental, and financial Management factors. The apparel industry uses chemicals at The triple bottom line is a particularly practically every stage across the value chains. relevant business strategy in today's In an effort to reduce hazardous chemical world as social and environmental pollution and environmental degradation issues are increasingly impacting the bluesign has developed prolific standards way business operate. The international around environmental health and safety in non-profit Forum of the Future, the textile manufacturing, Retail Leaders Industry Association bluesign audits textile mills and inspects (RILA), Unilever, and Target conducted manufacturing processes, approaching extensive industry research to management from a life-cycle perspective understand these issues and their with a strong emphasis on ecotoxicological implications for the retail sector. This impact. Textile mills that commit to research identified the leading top 22 certifiably adopting bluesign standards trends that will drive change in the become certified “System Partners.” Brands retail industry over the next 20 years. such as Patagonia, REI, The North Face, and Trends are broken down into 3 more, purchase from bluesign system categories: Global megatrends, U.S. partners because of their strong macro-trends and Society and Industry environmental standards. trends specific to the retail sector28. Similarly, eco-aware consumers are drawn Trends such as empowered consumers to bluesign products because are confident and a focus on health & wellbeing are that they are buying the most emerging; companies such as bluesign environmentally friendly, socially conscious have emerged to address these trends version. Given the shifting trends to health & wellbeing, and empowered consumers, (see Case Study 129). Page 12 of this adopting bluesign certified suppliers will report describes these trends and continue to gain traction29. indicates how many are already directly influencing Orvis' operations30, 31, 32, 33, 34.

28 "Retail Horizons: Envisioning the Future of Retail." Trends Shaping alReport_Water_150624.pdf. the Future of Retail. Accessed March 25, 2017. 32 Sershon, Katie. "Urbanization: Challenge or Opportunity for Retail https://www.rila.org/sustainability/future/Documents/04%20Tren Industry?" JLL Retail Blog. July 21, 2014. Accessed March 25, 2017. ds%20Shaping%20the%20Future%20of%20Retail.pdf. http://retailblog.jll.com/2014/07/21/urbanization-challenge-or- 29 "What Is the 'bluesign' Standard for Textiles?" RSS. opportunity-for-retail-industry/. November 11, 2012. Accessed March 25, 2017. http://business- 33 "Urban Lifestyle Emerging as Growth Category for Outdoor ethics.com/2012/11/11/what-is-the-bluesign-standard-for-textiles/. Retailers and Brands - Outdoor Industry Association." Outdoor 30 "World population projected to reach 9.7 billion by 2050 | UN DESA Industry Association. Accessed March 25, 2017. Department of Economic and Social Affairs." United Nations. July 29, https://outdoorindustry.org/article/urban-lifestyle-emerging-as- 2015. Accessed April 25, 2017. growth-category-for-outdoor-retailers-and-brands/. http://www.un.org/en/development/desa/news/population/2015- 34 Graham, Gary, et al., "Distributed Manufacturing: Scope, Challenges, report.html. and Opportunities." ResearchGate. November 2015. Accessed March 31 Maxwell, D. McAndrew, and J. L. Ryan. "The State of the Apparel 25, 2017. Sector: 2015 Special Report." Water. August 2015. Accessed March https://www.researchgate.net/publication/290445246_Distributed_ 25, 2017. http://glasaaward.org/wp- Manufacturing_scope_challenges_and_opportunities. content/uploads/2015/05/GLASA_2015_StateofApparelSector_Speci 11 Society & Industry Trends U.S. macro-Trends Global Trends Ecosystem Ecosystem in Decline Demographics Shifting Climate Change with Coping Water Insecurity Wellbeing & Health Time Poverty Economy Circular Consumers Empowered Economy Sharing the of Rise Reliance Community &Self Manufacturing Distributed Reality Augmented Everywhere is Retail Biotechnology in Advancement Data of Ubiquity Transformation Energy Radical the US in Urbanization Shifts Economic Global Instability Geopolitical Scarcity Resources Services

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Engagement an organization being socially and environmentally responsible and the Employee engagement is a critical percentage of employees who are aspect of any company. Gallup’s 2017 engaged, Figure X. State of the American Workplace collected data from more than 195,600 US employees to give a glimpse into the Competitive Advantage modern workforce. When focusing on Once seen at odds with a business’ engagement, companies in the top performance, sustainability is now seen quartile saw 17% higher productivity and 21% higher profitability than their as a tool companies can use to gain a competitive advantage over their counterparts in the bottom quartile35. competitors. Companies who integrate One way a company can drive sustainability into their business engagement is through sustainability programs, as it highlights to employees strategies, brand, and core business, what they care about. When employees tend to perform better and are able to access better financing rates37. feel that their company’s values align Furthermore, companies who view with their own values, they tend to be sustainability as a competitive more enthusiastic and productive36. A study conducted by Canadian Business advantage create cost savings through operation and resource efficiencies. for Social Responsibility and Hewitt & Businesses that create a competitive Associates shows a correlation between advantage using sustainability continually find ways to achieve and secure lasting value38. Benefits of incorporating sustainability in a business include innovation, new market entry, risk mitigation, and brand enhancement39

Figure 1 Correlation Between Engagement & Social & Environmental Responsibility

35 "State of the American Workplace." Gallup.com. Accessed resources/articles/sustainability-performance.html#. March 25, 2017. 38 Giudice, Linda. "Sustaining a Competitive Advantage with a http://www.gallup.com/reports/199961/state-american- Sustainability Edge." Sustrana. July 31, 2015. Accessed March workplace-report-2017.aspx. 25, 2017. 36 Willard, Bob. "CSR Efforts Correlate with Employee http://www.sustrana.com/blog/2015/7/31/sustaining-a- Engagement." Sustainability Advantage. May 09, 2015. competitive-advantage-with-a-sustainability-edge. Accessed March 25, 2017. 39 Kennedy, Sandy, and Adam Siegel. "2015 Retail http://sustainabilityadvantage.com/2010/10/12/csr- Sustainability Management Report." RILA. 2015. Accessed efforts-correlate-with-employee-engagement/. March 25, 2017. 37 Rassart, Chantal. "Sustainability: gain a competitive http://www.rila.org/sustainability/Documents/Sustainabilit advantage | Deloitte Canada | Energy & Resources." Deloitte y%20Maturity%20Matrix/2015%20Retail%20Sustainability Canada. January 10, 2017. Accessed March 25, 2017. %20Report.pdf. https://www2.deloitte.com/ca/en/pages/energy-and- 13

Trends in Industry more streamlined program with better direction. Over half of the companies According to the Retail Industry Leaders that responded to the RILA survey had a Association’s (RILA) 2015 Retail sustainability council with clearly Sustainability Management Report, defined sustainability goals and which surveyed 42 companies, 80% of initiatives40. retail companies have at least one full-

time staff member devoted to sustainability. Furthermore, 60% Higg Index responded that their business has a staff member with part-time sustainability Introduction functions; most often executives who The Higg Index is a suite of self- work to integrate sustainability into assessment tools created by the operational functions. Sustainable Apparel Coalition (SAC) in 2012 that companies, such as our client Another trend in the retail space is Orvis, use to assess the social and governance and executive engagement, environmental performance of brands, as it guarantees buy-in from business products, and manufacturing facilities. leadership. Incorporating engaged Companies voluntarily utilize the Higg executives and employees allows for a Index to enter data into 5 core modules

Figure 2 Connections & Partnerships via Higg Index40

40 RILA 2015 Retail Sustainability Management Report %20Report.pdf

http://www.rila.org/sustainability/Documents/Sustainabilit y%20Maturity%20Matrix/2015%20Retail%20Sustainability 14 regarding various environmental, social, progress and aspirational practices.42 and labor impact areas. After modules are completed, companies receive Brand Modules standardized performance scores and Four brand modules evaluate a brand’s industry benchmarking based on their programs, policies and practices that answers. Companies can connect their support reduced environmental completed modules with others in the impacts43. Each brand module industry to gain deeper insight into the specifically assesses either footwear or social and environmental performance apparel, or completes a combined of their entire supply chain. Currently, assessment. A company selects which the Higg has over 31,000 one to one module to complete based on the connections and 8,238 completed products the brand produces. modules. The ability of the Higg Index to connect various actors across the supply Environmental modules assess chain is quite compelling. Figure 2 performance across the life cycle in 7 shows how various actors within the key areas including: General industry including retailers, brands, Assessment, Materials, Packaging, manufactures, NGOs, and more can Manufacturing, Transportation, Care & leverage the power of the Higg index to Repair, and End of Use. The modules share information, form partnerships, include practice-based, qualitative, and and drive sustainability across the quantitative questions to assess industry41. performance.44 Two brands that translated results from the packaging Companies can use their anonymized submodule into cost savings include and aggregated scores to benchmark Burton and Patagonia (see Case Study 2, their performance scores against the pg. 16)45 46 47. industry to understand how their performance compares to their peers The primary difference between and partners. More generally, the Higg footwear and apparel modules lies in the Index helps to assess 1) awareness, manufacturing section because of the understanding and baseline inherent difference in the manufacturing performance, 2) planning and process of these products. Apparel management, and 3) demonstration of

41 Kibbey, Jason. "Emerging Vertical Partnerships for Scale in https://outdoorindustry.org/article/audio-outdoorist- Impact Measurement: The C..." LinkedIn SlideShare. June 23, special-editionhow-burton-saved-50k-year/. 2014. Accessed March 25, 2017. 46 "10 Ways the Higg Index Creates Business Value." https://www.slideshare.net/sustainablebrands/emerging- Sustainable Apparel Coalition. Accessed 2015. vertical-partnerships-for-scale-in-impact-measurement-the- http://apparelcoalition.org/wp- case-of-the-higg-index. content/uploads/2015/08/Higg_BusinessValue_Oct22_FINA 42 General Changes – Module Video Guidance - SAC L.pdf . 43 “Overview of the Environmental Brand Module – Video.” 47 Cohen, Nellie, and Elissa Loughman. "Patagonia's Plastic Higg Index – Video Guidance. Accessed March 25, 2017. Packaging – A study on the challenges of garment delivery." 44 “Overview of the Environmental Brand Module – Video.” The Cleanest Line. March 07, 2016. Accessed March 25, 2017. Higg Index – Video Guidance. Accessed March 25, 2017. http://www.patagonia.com/blog/2014/07/patagonias- 45 Schenck, Ben. "Audio Outdoorist: How Burton Saved $50K plastic-packaging-a-study-on-the-challenges-of-garment- a Year - Outdoor Industry Association." Outdoor Industry delivery/. Association. December 2016. Accessed March 25, 2017. 15

Case Study 2 – Burton & Patagonia

Burton and Patagonia are key examples of how the utilization of the Higg Index can lead to tangible improvements to their company. Both companies leveraged the Environmental Brand Module to develop strategic initiatives, policies, and programs around packaging innovation. Prior to the conducting a Higg Index Assessment, Burton did not have strategic sustainability objectives related to packaging. After Burton completed the assessment, the company utilized the brand module as guidance for development of a strategic packaging program. Burton first conducted audits of all their product packaging to determine which products presented the highest opportunity for improvements. They discovered that inside their snowboard binding boxes was piece of cardboard that no longer served the original purpose of protecting the product during shipping; after ensuring it was unnecessary, the piece was removed. This saves the company $50,000 and tens of thousands of meters of cardboard annually. The Higg results also led to similar improvements across product lines and ushered in policies that increase materials traceability and packaging recycled content requirements45. Similarly, Patagonia utilized insights from the Environmental The HIGG Index prompted Brand Module to develop, implement, and track strategic Patagonia to document daily goals related to packaging46. Patagonia’s first formal practices that improve packaging policy emerged from utilization of the Higg Index. environmental performance and The Higg Index proved so valuable that Patagonia embed them into policies that can be restructured its sustainability team to align with shared around the company, rather the Higg Index and linked annual staff bonuses to goals than passes as tribal knowledge.” -Cara Chacon, Patagonia’s Director of Social and 47 derived from the Higg Index . Environmental Responsibility

modules focus more on water use and activity including: conservation while the footwear - Internal Performance & modules focus on the use of solvents. Specifically, the apparel modules ask - Supplier Tracking & Risk questions about water usage and water Assessment reduction goals while the footwear - Product Life-Cycle Assessment module asks questions about programs - Chemicals Management Systems to reduce solvent impacts such as - Public Reporting Verification reduction in the release of volatile organic compounds.48 Materials – - Materials Program to Track, Below are key focus areas that the brand Measure and Document modules asses. Environmental Impact of Materials General Assessment – The general - Chemical Responsibility and assessment section includes evaluation Restricted Substance List (RSL) of a brand’s overall sustainability - Sustainable Chemistry Programs

48 “Overview of the Environmental Brand Module – Video.” Higg Index – Video Guidance. Accessed March 25, 2017. 16

- Materials Selection and Approval - Design Policies Procedures Facility Modules Packaging - Orvis has not yet completed a facility - Packaging Program to Track, module; however, this module evaluates Measure and Document social and environmental performance Environmental Impact with a focus on the environmental - Packaging Restricted Substance impact of manufacturing facilities. List Specifically, this module focuses on: - Materials Portfolio Energy & Greenhouse Gases, Water Use, - Policies to increase recycled Wastewater Effluent, Air Emissions, content in packaging or reduce Waste Management, and Chemicals. This use of adhesives, labels, colorants module has a strong focus on etc. quantitative data and the development of baseline measurement to track impact Manufacturing over time. Overall, this module is very - Manufacturing Program to Track, useful in providing manufacturers with Measure and Document a clear understanding of their facility’s Environmental Impact impact hotspots and identify - Environmental Guidelines for opportunities for improvement49. Manufacturing Suppliers - Water Use & Conservation Product Modules & Tools - Manufacturing Efficiency Higg Index Product Tools are used to - Environmental Impacts of help companies understand the impacts Assembly and Production of various different types of products including apparel, footwear, and home Transportation textiles. There are 2 primary Product - Transportation Program to Tools including: Higg Material Track, Measure and Document Sustainability Index (MSI), and the Higg Environmental Impact Design & Development Module (DDM). - Engagement of Contract Carriers - Optimization of Transportation The MSI was originally created by Nike and was adopted by the SAC in 2012. It Care and Repair is a cradle-to-gate material scoring tool - Product Care & Repair Service that allows companies or designers to Programs understand the impacts of specific - Design Standards materials50. The DDM builds of the MSI - Consumer Communication by helping incorporate sustainability at the product design and development End of Use stage. - End of Use Programs

49 "Facility Tools – Sustainable Apparel Coalition." 50 "Learn more about the Higg MSI." Sustainable Apparel Sustainable Apparel Coalition. Accessed March 25, 2017. Coalition - Higg MSI. Accessed March 25, 2017. http://apparelcoalition.org/facility-tools/. http://msi.higg.org/page/learn-more. 17

The Higg & Orvis members’ scores, Orvis, Scientific Anglers, and Gokey all performed below The Higg Index was first introduced to the median across all categories. the Orvis Executive Team in fall of 2015. Orvis completed their first assessment What Orvis, Scientific Anglers, & Gokey Do of the Higg Index in the summer of 2016. Right Thus far, Orvis has completed the Durable goods with longer life spans put Environmental Brand Module for three less strain on the environment and of its own brands including Scientific society by using less natural resources Anglers, Gokey, and Orvis. Table 1 and sending less goods to landfill. Orvis indicates which modules Orvis and Scientific Anglers products are completed or has interest in completing. designed for durability and longevity. Orvis Completed Higg Index Modules Both have Quality Assurance Programs Orvis in place that seek to understand and Type Module Type Brand Progress enhance product durability and Apparel longevity. These programs maintain Orvis Rod Facility Environment & Interested Shop product durability criteria, product Footwear durability lab testing, and have feedback Scientific systems for product creation teams to Environment Apparel Completed Anglers help designers incorporate this Environment Footwear Gokey Completed information and other product Brand information such as returns and Orvis Environment Apparel Completed performance into product design. Brand Additionally, these brands set annual Not Social/Labor (Beta) goals and targets for their QAD Completed programs to constantly improve Not Design & Development performance over time. Both brands Completed offer repair services that allow Product N/A customers to bring in waders, rods, Footprinting Tool (Available luggage, and more to be repaired or 2017) mended by specialist, increasing the life Table 1 Orivs' Completed Higg Index Modules span of products and encouraging more sustainable decision making by Relative to the industry, Orvis, Scientific consumers. Anglers, and Gokey’s, Environmental Brand Module scores fall within the bottom 25% of scores across general, Looking Forward: Expected Updates to Higg materials, packaging, transportation, Index and end of use categories. However, One of the SAC’s five key 2020 outcomes both Scientific Anglers and Orvis is to help consumers better evaluate the performed above the industry median for care and repair. Gokey performed above the industry median in manufacturing. Relative to OIA 18 products they choose to buy51. The sustainability and environmental issues organization are seeking to accomplish as they related to Orvis. Questions were this through a consumer facing labeling created with the help of our client, scheme that assigns products a unique Tiffany Teaford, and with guidance and environmental impact score according review from Duke University’s Social to their performance. The SAC is Science Research Institute, our advisor currently piloting these efforts in order Deborah Gallagher, and Social Science to understand consumer reaction in the Surveys instructor Randall Kramer. marketplace through The Product Additionally, secondary research about Environmental Footprint (PEF) Pilot. sustainability topics was gathered using Brands participating in the pilot publicly available information and used program include Adidas, H&M, Nike, to influence survey questions. Lastly, Stella McCartney, Vans and Inditex. themes, lexicon, and questions from the Throughout 2016 these brands are Higg Index were also used to develop tracking sales data of labelled products questions. versus non-labeled products to understand how consumer purchasing The surveys were administered in decisions change when confronted with January 2017 via an email sent from our standardized environmental client, along with the endorsement of information. Orvis President, Bill McLaughlin; see Appendix A for recruitment language. To To help brands prepare for a potential incentivize participation, respondents new labeling scheme the SAC is also had the opportunity to enter a raffle developing the Higg Communication once the survey was completed. Three Roadmap to Transparency which will prizes, provided by Orvis, were given provide companies with tools, support out randomly. Our client, Tiffany and information to achieve greater Teaford, did not participate in the transparency. As Orvis should keep survey, as she assisted us in the creation these upcoming changes to the Higg of the surveys and her response would Index in mind as they progress further be biased. along their sustainability journey. These results were collected using Employee Engagement Surveys Qualtrics Survey software and analyzed Two unique surveys were created to using Microsoft Excel, and the statistical better understand Orvis associates’, software, R, specifically The Pairwise managers’, and executives’ views on Multiple Comparison of Mean Ranks Package (PMCMR) 52,53. Both surveys

51 "Product Environmental Footprint Pilot – Sustainable Apparel Coalition." Sustainable Apparel Coalition. Accessed 53 Pohlert T (2014). _The Pairwise Multiple Comparison of March 25, 2017. http://apparelcoalition.org/pef-project/. Mean Ranks Package (PMCMR)_. R package, . 52 R Core Team., R: A language and environment for statistical computing. 2015 R Foundation for Statistical Computing, Vienna, Austria. https://www.R-project.org/.

19 and additional statistics can be found in relates to Orvis as a whole, as well as the Appendix. their departments specifically.

The Managerial Survey (Appendix B) Discussion and Results was distributed to 62 individuals that Demographics hold managerial or executive positions Demographic data for both surveys was within Orvis while the Associate Survey combined to give a representative (Appendix C) was delivered to 1,072 picture of all associates who Orvis associates including retail store participated in the survey. For both age associates, distribution center and gender, the respondents were associates, and office associates. The relatively evenly distributed. Fifty surveys contained 6 identical questions, percent were male, 43% were female, the remaining questions were unique to 6% preferred not to say (Appx. D Tbl 1). the surveyed population. The surveys For age, millennials aged 18-34 made up were tailored to the specific population 28%, Generation X aged 35-50 to ensure that results would prove accounted for 37%, and Baby Boomer, valuable and actionable to Orvis. In total 51+, accounted for 35% (Appx. D Tbl 2). 38 survey responses were collected from the Managerial (61% response Since Orvis has locations all over the US, rate) and 737 survey responses were as well as in the UK, we asked associates collected from the associate (71% which region they were from. The response rate). It should be noted that breakdown of regional responses can be not every survey respondent answered seen in Figure 3 (Appx. D Tbl 3). every question, so the sample size differs for each question.

Survey Goals & Objectives The overarching objectives for both Survey A and Survey B were to identify how environmental concerns were perceived by Orvis associates in order to craft meaningful environmental strategies for Orvis moving forward. Another goal of the surveys was to be able to identify associates who feel strongly about environmental and social Figure 3 Survey Response by Region issues and would be interested in Environmental Perceptions forming and shaping an Environmental The first question posed to participants and Social Sustainability Advisory as “What does sustainability mean to Council at Orvis. Survey A to aimed to you?” in order to understand how Orvis quantify how familiar Orvis managers associates managers, and executives were with the Higg Index and how it perceive sustainability without any 20 influence. Important to Very Important (Appx. D Tbl 4). The environmental topic which Responses showed a range of views – was most important to Orvis associates from purely environmental to lifestyle was Water Use. habits to recognizing the need for production in such a way that it doesn’t Many brands in the apparel industry impede future generations nor natural also recognize water as a significantly resource availability54. material issue. Levi’s is addressing this issue by innovating their garment finishing process to use less water55,56,57. “Manufacturing and creating (See Case Study 4) products at the same rate that we are creating or growing When broken down into region, there replacement materials” was variation in how respondents answered, specifically between

Roanoke, VA (green line) and the West Next, we asked participants to rate how Coast (yellow line) (Figure 4) . To see if important they viewed eight different any regions were significantly different 58 environmental issues: than another, statistical tests were run . waste, water use, energy use, resource consumption, climate change/carbon emissions, animal conservation & welfare, aquatic conservation & welfare, and land conservation. This question served to gain insight into which topics Orvis associates considered most important, on a scale from Not Very Figure 4 Percentage of Associates that Selected Very to Extremely Important for Specific Environmental Topics by Region

54 For our surveys the following definition of sustainability 2017.http://www.levistrauss.com/sustainability/planet/wa was use: “We consider sustainability to encompass the triple ter/. bottom line. This includes profit, planet, and people as a 57 "Levi’s – Sustainable Apparel Coalition." Sustainable means to measure financial, social, and environmental Apparel Coalition. Accessed March 25, 2017. performance of the corporation over time. http://apparelcoalition.org/member_spotlight/levis/. 55 "Water challenges in the fashion industry." Green Strategy 58 The first test that was run was a global statistical test, Sustainable and Circular Fashion Consulting. April 04, 2015. Kruskal-Wallis. If the Kruskal-Wallis test was found to be Accessed March 25, significant (p < 0.05), the Dunn’s multiple comparison 2017. http://www.greenstrategy.se/water-challenges-in- posthoc test was run. Both tests are nonparametric fashion-industry-2/. 56 "Sustainability - Planet: Water." Levi Strauss. Accessed March 25, 21

Case Study 4 – Levi’s

Water & Apparel – Levi Water

Freshwater is a critical issue for the apparel industry as it is used in nearly every step of production. During early stages of production, freshwater is needed for the cultivation of natural fibers, such as cotton. Once materials make it to fabric processing, water is used as a solvent in washing, dyeing, and chemical treatment. Additionally, water is the recipient of large volumes of pollution from fabric facilities and fabric factories55.

Levi Strauss, an active participant of the Higg Index, addresses water issues through aggressive goals and innovation. Per a comprehensive lifecycle assessment, Levi’s identified that one pair of their ‘501 jeans’ consumes 3,781 liters of water across its life cycle from raw material cultivation to manufacturing to consumer use and end of life disposal56. The Water

To date, Levi has saved 172 million liters of water through this initiative. Although Levi was working on sustainability initiatives before the Higg Index was created, the Higg has given the company visibility across their supply chain and has allowed for important partnerships to form57.

Kruskal-Wallis tests found that region importance on environmental issues, played a significant role in how respondents answered on all topics, indicating this region would be ideal for except energy (Appx. D Tbl. 5): Orvis to run pilot programs relating to • Waste (p=0.011) sustainability. Roanoke, VA, where the • Water Use (0.027) Orvis US distribution center is located, • Resource Consumption often put the least amount of (p=0.009) importance on environmental issues., • Climate Change/Carbon This could influence the responses Emissions (p=5.792e-06) because every item that is distributed • Animal Conservation & Welfare throughout the US passes through this (p=0.047) center meaning they see all of the waste • Aquatic Conservation & Welfare associated with packaging, distribution, (p=7.189e-05) and transportation and may have • Land Conservation (0.0005) become immune the effects it has on the environment. Dunn’s posthoc test was run for all significant issues and it was found that Lifestyle Habits Roanoke, VA and the West Coast were Overall, Orvis associates make conscious the two regions most statistically efforts to reduce, reuse, and recycle different (Appx. D Tbls 6-12). The West when possible with 89% selecting this Coast associates often put more option. Seventy-three percent of Orvis

22 associates actively try to reduce energy The second question was regarding usage and sixty percent conserve water communicating Orvis’ strategic brand wherever possible. These results were mission internally. The phrases that similar among all ages and regions. resonated best were Habitat When considering transportation habits Preservation and Conservation (78% of Orvis associates, stark differences responded very -extremely well), appear between the US and the UK. Environmental Stewardship (73%), and Please note: Participants could select all Environmentally Conscious (71%). The transportation styles that they use so terms that didn’t resonate well with numbers will not add up to 100%. associates were efficiency, carbon footprint, and global citizen (Appx. D Tbl USA UK 14).

Drive Yourself 93% 76% Brand Alignment Bike / Walk 25% 48% Another question posed to all Public 08% 40% participants of the survey asked them to Transportation identify which industry peers most closely align with Orvis’ product lines, Brand Mission brand mission, and overall strategy. The Since Orvis is in the midst of a results of this question were utilized in rebranding, two questions aimed to the market research and best practices identify the preferred language to use aspects of this project where it was with regard to the environment and important to know which companies’ sustainability. The objective of the first associates believed best aligned with question was to see which words Orvis. The top companies that were resonated the best with Orvis associate, identified as peers were L.L. Bean, managers, and executives when relating Barbour, and Patagonia (Appx. D Tbl the company’s environmental and 15). Identifying L.L. Bean as a company sustainability initiatives to an external that aligns with Orvis led to research audience. The four words that showing how Orvis can utilize results resonated the best were Conservation from the Higg Index to reduce the (86% answered very to extremely well), impacts associated with the 55 million Nature (85%), Adventure (80%), and catalogs they distribute a year59, 60, 61, 62 Preservation (78%). The words which (See Case Study 3). resonated with associates the least were education, community, global, and Sustainability at Orvis humanity (Appx. D Tbl 13). Since Orvis has already begun to move

59 "About the Orvis Company." About The Orvis Company. Catalogs." Ecolife - A guide to green living. Accessed March Accessed March 25, 2017. http://www.orvis.com/s/about- 25, 2017. http://www.ecolife.com/recycling/paper/how-to- the-orvis-company/261 recycle-magazines.html. 60 "Forest Facts." American Forests. Accessed March 25, 62 "L.L.Bean and the Environment." L.L.Bean. Accessed 2017. http://www.americanforests.org/explore- March 25, 2017. forests/forest-facts/. https://www.llbean.com/customerService/aboutLLBean/en 61 Priebe, Maryruth Belsey. "How to Recycle Magazines & vironment.html. 23

Case Study 3 – L.L. Bean forward with sustainability initiatives, it was important to see how associates perceive Orvis’ leadership actions on sustainability.

Sixty-nine percent of associates agreed or strongly agreed that Orvis management actively supported sustainability and 48% of respondents Paper/Forest Management observed management having actively used sustainability practices. With Through the Higg Index regards to sustainability, 40% of associates agreed or strongly agreed Each year, Americans receive that management clearly explained approximately 19 billion catalogs a year. Orvis’ sustainability goals; however, To produce these catalogs, over 53 44% strongly agreed or agree that they million trees are cut down. If not done understood how their workplace has sustainability, this results in worked towards these goals (Appx. D approximately 1.27M tons of CO to be 2 Tbl 16) (Figure 5). When Orvis released into the atmosphere60. Further, implements a more formal sustainability only 20% of magazines are recycled61. strategy, it will be critical that This means that most of the resources used to create the magazines including leadership clearly explains the goals and everything from the growth of tree each department understands their role. saplings to the application of ink onto finished paper is wasted at the end of a Kruskal Wallis tests were run for the magazines very short life cycle. question asking associates to rate their agreeance to “Management clearly The Higg Index Brand Module inspired explains Orvis’ sustainability goals” L.L. Bean to develop a policy requiring (p=0.006) (Appx D. Tbl 17). Dunn’s that 90% of the fibers in their catalog posthoc test revealed significant adheres to a credible certification system (i.e. Forest Stewardship Council) and 10-20% of each catalog must be recycled fibers. Orvis could adopt a similar policy for the millions of catalogs their company produces a year; making a significant and meaningful reduction in their environmental footprint.

L.L. Bean also requires suppliers to identify all sources of fiber for their paper, specific percentages of fibers from each certification system, and Figure 5 Percent of Associates that Agree, Disagree or are 'Neutral' to report on progress towards fiber goals62. Sustainability Within Orvis 24 differences between Sunderland, VT and Roanoke, VA (Appx. D Tbl 18). While the Kruskal-Wallis test came back significant for understanding how workplaces have worked towards sustainability goals (p=0.020) (Appx. D Tbl 17), the Dunn’s multiple comparisons test show no region is significantly different than another (Appx. D Tbl 19). Once Orvis has sustainability goals, they should establish a uniform and concise way to management to explain these goals to Figure 6 Percentage of Associates that are in Favor of the associates to ensure all associates Having a Place to Share Sustainability Ideas understand how they relate the company and understood how their role has contributed to the company’s CSR at Orvis | Orvis Pride brand vision and goals (80%, Part of Orvis’ independent sustainability 77% agree-strongly agree, respectively). initiatives have been hosting various Associates were asked to rate their Corporate Social Responsibility events. agreement to the following: “I see myself These events ranged from workplace working at this company in five years”, activities to philanthropy; conservation “I would recommend this company to and environmental partnership to family or friends as a great place to community involvement. Community work”, “This company motivates me to activity days were the most well- known go above and beyond my role”, and with 65% of associates being aware of lastly “I feel proud to tell people where I or having participated in those types of work”. Most associates enjoy working at events. Fifty-nine percent of associates Orvis, indicating associate satisfaction were familiar with or participated in (Appx. D Tbl 22). workplace activities and 55% with conservation/environmental Communication & Involvement partnerships (Appx. D Tbl 20). Forty- Internal communication is a critical four percent of associates were familiar aspect to employee engagement and with philanthropic events. These sorts of sustainability. When asked if their activities were good for employee workplace offered a method for morale as 89% said that Orvis- associates to share sustainability ideas, sponsored events in the local thirty-two percent yes and thirty-nine community strengthen their admiration percent said no. However, twenty-nine of Orvis (Appx. D Tbl 21). percent said while they don’t have one currently, they would like to have some Overall, most associates were happy to method implemented. Overall, many be working at Orvis and were in Orvis associates are in favor of having a agreement with the vision and goals of place to share sustainability ideas (Figure 6) (Appx. D Tbl 23). 25

the question freely and open-endedly Going forward with an overarching prior to receiving any knowledge about sustainability strategy means Orvis must formal definitions of sustainability. Two have buy-in from executives, managers, thoughtful responses can be found and associates alike. When asked if they below: would like to improve the sustainability performance of their department, eighty “Behavior and practices that percent of Orvis associates, managers, positively support long-term and executives would like to improve health of the planet. From a the sustainability performance of their company standpoint, this means department; seventy-three percent practices and policies specifically would like support in doing so. aimed at minimizing harm to the Furthermore, over half (52%) of the associates who participated in the planet and depletion of its natural survey would also like to be involved in resources.” shaping an Environmental and Social Sustainability Advisory Council (Figure “To me, sustainability is an 7. This is important going forward opportunity for a business to because we are recommending Orvis operate beyond the sphere of pure implement a Sustainability Governance "for-profit" motives and do what's structure and having positions filled by right for its employees, interested and engaged associates, communities, and our beautiful managers, and executives is critical for planet earth. It means taking a success. socially and environmentally Managerial Insights responsible stance to ensure the success of our planet, our species Those who hold the title of manager or higher were given the managerial and help people in their ‘pursuit of survey which had a total of 32 happiness.’” questions; 6 of which were identical to the associate survey. Differing questions on the managerial survey primarily asked about topics relating to the Higg index and interest levels in implementation of various Higg inspired initiatives. Personal Definitions of Sustainability Participants were asked “What does sustainability mean to you?” in order to explore the manager’s personal definition of the term and allow participants to answer

26

Figure 7 Percent of Associates Who Would Like to Help Shape the SAC Awareness of Higg Index Transportation, and Other. When asked to answer the statement “I am aware of the Higg Index”, 58.3% of After selecting their department, respondents said yes while the participants were then presented with remaining 41.67% said no (Figure 8). multiple sustainability initiatives specific to their department or Of the of respondents that answered functional area and asked to select ‘yes’ I am aware of the Higg Index, which ones interested them. Sample 57.13% were either not aware or sizes for each department were too uncertain of specifics of how the Higg small to be analyzed statistically. Index can be used, what competitors However, Figures 9, 10, and 11 show utilize the Higg Index and how the Higg responses from departments with 5 or Index can help measure impacts. more respondents.

Departmental Insights We see relatively strong interest in Participants were first asked to choose sustainability storytelling across all 3 which department they worked in. departments. Within the Product, Participants could choose from the Design, Development & Merchandise following: Executives, Retail Operations, department we see the strongest Warehouse/Distribution, Orvis Sporting, interest in establishing internal metrics Quality Assurance, Manufacturing, for product teams, and innovating Marketing Branding & Communication, packaging. Product Design, Development & Merchandising, Logistics & Although some generalizations can be made about relative interests across

Figure 8 Executive & Manager Awareness Level of Higg Index

27 sustainability initiatives, it is important to note that sample sizes are still relatively small and further investigation may be necessary to determine if these responses are truly representative of the interests of each department. Departments with 4 respondents or fewer, including Figure 9 Sourcing/QAD, Retail Operations, Warehouse/Distribution, Orvis Sporting, Human Resources, Manufacturing, and Logistics/Transportation were not considered for further analysis. The total number of survey participants belonging to Figure 10 each department ranged from 1 to 7.

There are many reasons why some departments received a low number of responses. The following 3 reasons are the most probable: 1) there are less associates that work in these departments 2) associates within these departments spend less time at a computer and thus had less accessibility to the survey and 3) these departments may be less interested in Figure 11 sustainability.

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Recommendations

Insights gathered through the creation, distribution, and analysis of two employee engagement surveys, along with industry best practice research, Higg Index analysis, and numerous conversations with our client and Orvis associates have led to the development of 3 primary recommendations, neatly nested underneath a 2- year sustainability strategy (Figure X). These recommendations include:

• Internal Alignment & Strategy Development – Implementation of a multi- tiered Sustainability Advisory Council to align sustainability objectives with business operations, develop and communicate sustainability initiatives across the entire company, and elevate sustainability to a strategic business priority.

• Boost Internal Higg Scores – Increase Environmental Brand Module scores for Orvis, Scientific Anglers, and Gokey to the median OIA scores by 2018. Complete the Facility Modules for Orvis’ Rod shop to assess and improve sustainability at Orvis’ cornerstone manufacturing facility.

• Strategically Address Water & Packaging – Tackle Orvis’ top priority issues including water conservation and packaging innovation by aligning initiatives with the Higg Index and leveraging the tools and resources provided

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Internal Alignment & Strategy Development Analysis of the managerial and associate employee engagement survey revealed that Orvis associates embrace the value of sustainability and want to be involved in sustainability initiatives across the company. Accordingly, as shown in Figure X, Orvis should establish a sustainability governance structure that will empower Orvis executives and associates to implement sustainability initiatives at every operational and functional level throughout the company.

Goal: Identify thought-leaders to hold positions across all 3 tiers of the Sustainability Advisory Council immediately. Determine and implement the Council’s meeting times, dates and operational procedures by January 2018.

Key Steps: 1) Gain approval of Sustainability Advisory Council structure by convening with internal stakeholders 2) Nominate and establish a Sustainability Advisory Council Chairperson to organize and facilitate implementation of the council including meeting times, operational procedures and instituting accountability mechanisms. 3) Finalize Sustainable Advisory Council structure, positions, and operational procedures and announce to all associates 4) Create mechanisms by which associates not directly involved in the Council can communicate ideas and engage in decision making in accessible and legitimate ways 5) Host first Sustainability Advisory Council kick-off meeting and begin tackling high priority issue. a. Utilize resources provided including RILA Future Horizons Toolkit and RILA Sustainability Management Leadership Model to challenge executives and managers to think outside the businesses four walls and integrate long-term thinking into Orvis’ sustainability strategy. Tools: - Proposed Sustainability Advisory Council - Proposed Sustainability Advisory Council Charter - RILA Future Horizons Toolkit - RILA Sustainability Management Leadership Model - RILA Retail Sustainability Management Resource Library - UNEP Integrated Governance: A New Model of Governance for Sustainability

To ensure sound governance at Orvis, we suggest the company establish a multi- level sustainability governance structure comprised of 3 different tiers. Each tier plays a different role in carrying out the company’s strategic sustainability objectives and initiatives.

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For example, the top tier in the Sustainability Advisory Council is the Executive Advisory Committee which is comprised of Orvis Directors, Vice Presidents, and Senior Management Leaders. This tier is responsible for governance oversight including championing Orvis sustainability vision, mission and values, developing long-term sustainability objectives, advocating for sustainability as a business priority and appointing the Sustainability Leadership Committee.

The second tier in the council is the Sustainability Leadership Committee. It is comprised dedicated leaders from the following supply chain, merchandizing, marketing, distribution, retail operations, and human resources departments. This tier is primary responsible for strategy and tactics including identifying actionable steps to achieve sustainability objectives, tying sustainability to measurable business performance and appointing and engaging the Sustainability Task Forces to carry out initiatives.

The last tier in the council is the Sustainability Task Force. This tier is comprised of various cross-function groups of associates, managers, and directors that form initiative specific task forces. The primary responsibility of this tier is to support and collaborate with the Sustainability Leadership Committee, collaborate cross- functionally across work areas, and execute sustainability initiatives as identified by the Sustainability Leadership Council. Task Forces are adaptable, changing in size and composition depending on the sustainability initiative’s objectives, length, and difficulty.

Together the three tiers comprise a governance structure for the Sustainability Advisory Council. The sustainability advisory council becomes the Orvis governance mechanism and allows the company to communicate and coordinate sustainability strategically. The governance structure bridges the gap cross the company’s functional areas and provides a forum to collaborate on the company’s strategic approach to sustainability initiatives, ask and resolve touch governance questions, and delegate and initiate sustainability responsibilities.

The effectiveness of how well a company administers governance activities can determine how effective the company coordinates sustainability activities. Therefore, Orvis must also appoint a Sustainability Advisory Council chairperson who is responsible for managing relationships between tiers, initiating and facilitating Sustainability Advisory Council meetings, and ensuring accountability across all tiers, groups, and members. A member of the Supply Chain & Sourcing department is best positioned to carry out this role, because this department already plays a fundamental role in carrying out pertinent sustainability initiatives such as managing the Supplier Code of Conduct, Vendor Onboarding and Higg Index Assessment. Inherently, this department is best positioned to drive meaningful change because a business’s supply chain’s is inextricably linked to the social and environmental issues that encompass sustainability. 31

Utilizing Tools & Resources The RILA Sustainability Management Leadership Model (Fig. X) is a tool for retail sustainability managers and executives to identify management practices that will drive improved corporate and sustainability performance across various topics and business functions including: Strategy & Communications, People & Tools, Visibility, Retail Operations, Supply Chain, Products, & Sustainability. This tool was developed using RILA’s primary knowledge of the industry and industry expertise. The RILA Retail Sustainability Management Resource Library is organized around the Leadership Model and offers a plethora of resources for sustainability executives and managers including, tools, case studies, and resources

Figure 12 Snip From RILA Sustainability Management Leadership Model The RILA Future Horizons Toolkit is a program created by RILA, Forum of the Future, Target and Unilever. It can be used as an engaging and insightful exercise to help executives and managers think about how global and local trends are shaping the future of retail. The toolkit allows businesses to explore how they can adapt to rapid changes in technology, energy, climate change, and consumer shifts.

The UNEP Integrated Governance: A New Model of Governance for Sustainability Figure 13 RILA Retail Horizons Toolkit identifies corporate governance practices that promotes a durable culture of sustainability through integrated governance. There are three phases: Phase 1 is for companies have not integrated sustainability into their strategic agenda. Phase 2 is for companies that have established sustainability committees and have measurable goals. Phase 3 is for companies that have integrated sustainability into the corporate strategy. 32

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Boost Internal Higg Scores Orvis has already dedicated time, money, and resources to carry the Higg Index assessment for three different brands. Orvis has received each brand’s Higg Index score and benchmarked their performance relative to the industry. Additionally, OIA membership gives Orvis access to sustainability resources and better positions the company to learn and collaborate with industry leaders.

Orvis must now utilize the results of the Higg Index and capitalize on the company’s current internal awareness and excitement in order to implement change.

Goal: Increase Orvis, Scientific Anglers, and Gokey Environmental Brand Modules scores to the OIA median and complete the Facility Module for Orvis Rod Shop by January 2018. Exceed the OIA median by 10 points across each category by January 2019.

Key Steps: 1) Engage senior leadership and management on the Higg Index through education, training, and utilizing the tools and resources below 2) Develop the business case for allocation of more company resources to improvement of Higg Index scores in order to truly integrate the Higg Index into business strategy and engage cross-functionally across the business 3) Begin assembling teams and engaging the Sustainability Advisory Council on development and implementation Higg Index initiatives and align strategy with company priorities including water and packaging 4) Engage and collaborate with other brands and companies on Higg Index Scores and supply chain challenges through OIA and SWG membership and by leveraging current relationships with industry peers.

Tools & Resources: - Provided: Higg Index Resource Sheet - Provided: Environmental Brand Module Goal Tracking Excel Sheet - Provided: Initiating Orvis’ Sustainability Strategy Identifying Strategic Priorities & Sustainability Champions Within the Business – Duke Presentation - Ways the Higg Index Creates Business Value - REI and MEC Are Sharing Their Supply Chain Scores, But There’s a Catch

Utilizing Tools & Resources The Higg Index Resource sheet created by the Duke Team can be used by Orvis to quickly find relevant case studies, articles, and resources for each submodule of the Environmental Brand Module. Orvis can utilize these resources to identify best 34 practices for specific initiatives, develop the business case, understand what industry competitors are doing or simply for sustainability inspiration.

The Environmental Brand Module Goal Tracking Excel Sheet, created by the Duke team, can be utilized by the Sustainability Advisory Council to delegate Higg specific initiatives to different Advisory Council members or associates, track progress over time, and quickly compare individual brands scores to the median OIA and industry scores. This resource can help centralize Higg Index information and institute systems of accountability.

In addition to this report, the presentations provided can be used as educational and training material for all Orvis associates to learn more about sustainability, the Higg Index, and current ways Orvis is improving social and environmental performance.

If Orvis would like to engage on the Higg Index through industry partnerships, the company can look to partner with REI and Mountain Equipment Co-Op. The article “REI and MEC Are Sharing Their Supply Chain Scores“ details how REI and MEC are sharing Higg Index scores with brands that share their own scores with them.

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Strategically Address Water & Packaging Water was identified as a high priority issue in both the associate and managerial surveys. Water is also a material issue to the company given both the apparel industry’s high dependence on water and current global trends in water scarcity and water insecurity. Packaging innovation was also identified as a priority issue given insights from the managerial survey along with in-person conversations with Orvis managers and executives. Many brands and companies, regardless of industry or sector, are innovating packaging to both reduce costs and reduce environmental impacts.

Orvis should strategically address both of these issues because of their materiality to the industry, prioritization by the company, the abundance of resources on the topic, their alignment with the Higg Index and lastly because these initiatives have high social, environmental, and financial returns and can be implemented along relatively short timeframes. Water Goal: Identify strategic management approaches for water, considering impacts from supply chain, manufacturing, and products as well as retail operations. Explicitly establish the boundaries for each management approach to ensure sustainability initiatives are targeting issues relevant to Orvis. Align with the Higg Index when possible.

Key Steps: Supply Chain, Manufacturing & Products

1) Identify key strategic suppliers to form partnerships with and engage on water issues. Consider engaging with Tier 1 suppliers that fall into one or more of the following categories: a. Suppliers located in water stressed regions b. Largest suppliers by unit or dollars c. Suppliers with largest water consumption or water footprint 2) Benchmark water consumption of suppliers identified in step one 3) Use benchmarking data and other relevant information to understand Orvis’ water dependency and water risk along the supply chain 4) Carry out pilot programs to determine how initiatives might work in practice and identify which initiatives offer the greatest opportunity for measurable impact

Key Steps: Retail Operations 1) Identify champions across all levels of the company, by engaging Sustainability Advisory Council members, regional retail managers, and onsite retail associates 2) Facilitate the development of green teams at retail locations in order to 36

implement site specific initiatives related to water 3) Concurrently begin tracking water consumption at key sites including: storage facilities, retail stores, distribution centers, and warehouses 4) Co-develop internal operations efficiency strategy, water metrics, and goals with Facilities for the sites identified in step 3 5) Carry out pilot programs to determine how initiatives might work in practice and identify which initiatives offer the greatest opportunity for measurable impact

Tools & Resources: - Levi’s Water Recycling and Reuse Standard - RILA Sustainability Leadership Model – ‘Retail Operations’ & ‘Supply Chain’ Section - WRI Aqueduct: Measuring and Mapping Water Risk Tool - Global Water Partnership: Integrated Water Resources Management ToolBox

Utilizing Tools & Resources

The Levi Strauss & Co. Water Recycle/Reuse Standard can be used as guidance when partnering with suppliers on addressing water. The guidelines are in compliance with the Global Effluent Requirement to recycle and reuse effluent water as a full or partial replacement of fresh water facilities. This document includes how to apply the guidelines, their purpose, the scope and definitions, and lastly the standards.

The WRI Aqueduct Measuring and Mapping Water Risk Tool can use used to understand where and how water risks and opportunities are emerging across the world. This can help understand which suppliers along the supply chain operate in water stressed regions. Additionally, the IWRM Toolbox is a free resource that contains tools and resources to integrate water resource management systems. There are three specific Tools within the Toolbox: Enabling Environment, Institutional Arrangements, and Management Instruments. These can be used in combination with one another to create a management approach to address water- related obstacles.

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Packaging Innovation Goal: Utilize the Higg Index as a guiding strategic framework for development and implementation of an Innovative Packaging Program by January 2018

Key Steps:

1) Engage the appropriate persons within the Sustainability Advisory Council and within Orvis’ business departments on packaging innovation. This may include but is not limited to: Supply Chain & Sourcing, Manufacturing, Product Design & Development, and Distribution 2) Review Higg Index’s Environmental Brand Module packaging section to identify elements of an actionable and successful packaging program including developing: a. A materials portfolio for all materials components of packaging b. Policies to reduce the use of adhesives, labels, foils, colorants, inks, seals, liners, laminates, waxes, coatings, etc. c. Policies to increase use of recycled content d. Initiatives to reduce packaging design in weight, size and volume, including using less materials and/or lighter materials 3) Utilize the Higg Index Action Plan Excel sheet to assign members of the Sustainability Advisory Council to oversee the packaging program and to set measurable and timebound targets and goals 4) Draw upon resources provided to develop successful packaging initiatives that reduce costs and environmental impacts

Tools & Resources: - Provided: Higg Index Action Plan Excel Sheet - Provided: Higg Index Resource Sheet - Provided: Burton, & Patagonia Case Studies

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Conclusions Since July 2016, a team of three graduate students from Duke University’s Nicholas School of the Environment has quantitatively analyzed Orvis’ results from their first Higg Index assessment and qualitatively analyzed the current state of the apparel, retail, and outdoor industries. Additionally, two surveys were sent out across Orvis to understand how associates relate environmental issues with Orvis, as well as assess what managers and executives know about the Higg Index and how they relate to business performance. The results of these analyses highlighted key recommendations for Orvis to formalize their sustainability strategy:

• Internal Alignment & Strategy Development – Create and execute a multi- tiered Sustainability Advisory Council to align sustainability priorities with business operations and elevate sustainability to a strategic business priority and align

• Boost Internal Higg Scores –Improve Orvis’ Higg Index scores so they meet the Outdoor Industry Association averages; complete Facility Module for Orvis rod shop

• Strategically Address Water & Packaging – Address Orvis’ top priorities, water conservation and packaging innovation, by aligning initiatives with the Higg Index and leveraging the tools and resources provided

There has been lots of progress made in industries related to Orvis with regards to sustainability. Relevant tools and resources from industry peers, non-profits, and industry organizations have been included to aide Orvis as these recommendations are executed. The team is grateful for the opportunity to help Orvis as they work towards an overarching sustainability strategy through these recommendations.

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Appendices

Appendix A - Recruitment Language

As you know, Orvis has a rich heritage founded upon authenticity, a love for the natural environment and providing meaningful outdoor products and experiences for our customers. Our brand mission seeks to inspire a deep connection to adventure and wonder in the outdoor world while our products allow customers to live a lifestyle full of depth, meaning and exploration. Our CEO Perk Perkins once said "If we are to benefit from the use of our natural resources, we must be willing to act to preserve them.”

As we move further along a path of greater environmental stewardship and respect for nature we are continuously exploring ways to embed sustainability into both our culture and our company’s operations. This past summer we started looking more deeply into our global supply chain and assessing Orvis’ social and environmental footprint through a sustainability self-assessment tool called the HIGG index used by many leading brands in the outdoor gear and retail industry.

We would like to continue exploring these important topics with you, our associates. Tiffany Teaford, Commercialization Manager, and I invite you to partake in a 5-15 minute survey that will help us assess the culture and opinions of our associates. We would like to understand what you think about environmental stewardship, sustainability, and what we should be doing to further these efforts at Orvis. Your feedback invaluable and will be used to strengthen and guide Orvis’ sustainability strategy moving forward. We have partnered with three Duke University graduate students to create the sustainability survey and they may also use the anonymous results of the survey in their master’s project.

If you complete the survey you will have the opportunity to be entered to win one of three awesomely- ORVIS raffle prizes. To be entered to win please follow the link at the end of the survey.

You may participate in the survey by clicking this link XXXXX

Like any great adventure, the destination is not always in clear sight. We’re on a path towards improving our point of view on Sustainability and we need your help to bring it into focus.

Thank you for participating!

Tiffany and Bill

Appendix B - Managerial Survey

Q1 This research project uses a survey to understand Orvis associate perceptions and feelings towards sustainability and corporate social responsibility. The survey has been developed by and is being carried out by a group of Duke University Environmental Management graduate students, Barbara Gore, Dan Hutter, and Lili Pita in partial fulfillment towards graduation. No Orvis associates will have access to the raw data collected in the survey, and results will be grouped or anonymized when the Duke Team reports back to Orvis. Orvis hopes that insights collected from this survey will help Orvis understand where improvement opportunities exist in the company, how to engage our associates better and how to incorporate sustainability throughout the company. Some of the results of this survey may also be used in the Duke Team’s master project report.

Participation in the survey is completely voluntary. Whether or not you participate will not affect your relationship with Orvis. If at any time, you would like to quit the survey, please feel free to do so by closing your browser. You may complete this survey at any time, either during your work hours or at a time more convenient to you. This survey will take approximately between 5 and 15 minutes to complete and you may skip questions as you wish. If you complete the survey you will have the opportunity to be entered to win one of three awesomely-ORVIS raffle prizes! To be entered to win you must follow the link at the end of the survey and submit your name. Your name is collected separate of your survey responses and the two can in no way be linked together. We are hoping for 80% participation so your chances of winning are 3 out of approximately 1,360.

If you have any questions, please feel free to reach out to the students leading this survey. Our email addresses are: [email protected], [email protected] or [email protected]. Additionally, if you have concerns about your rights as participants in this study, you may contact the Duke Institutional Review Board at (919) 684-3030.

By proceeding you agree to participate in this survey and to allow the Duke Team to use the grouped or anonymized results in their final reports. We thank you for your participation!

Barbara Gore Dan Hutter Lili Pita

Q2 What does 'sustainability' mean to you?

Q3 Thank you for your response! There are many definitions of sustainability. For the purpose of this survey we will consider sustainability to encompass the triple bottom line. This includes profit, planet, and people as a means to measure the financial, social, and environmental performance of the corporation over time.

Q4 How important are the following environmental topics to you? Not Slightly Moderately Very Extremely Important Important Important (3) Important (4) Important (5) (1) (2) Waste (1)      Water Use (2)      Energy Use (3)      Resource Consumption (4)      Climate Change/Carbon Emissions      (5) Animal Conservation & Welfare (6)      Aquatic Conservation & Welfare      (7) Land Conservation (8)      Enter Your Own: (9)      Enter Your Own: (10)      Enter Your Own: (11)     

Q5 How do the following terms resonate with you in regards to Orvis’ brand mission? Not Well Moderately Well Extremely Well Slightly Well (2) Very Well (4) At All (1) (3) (5) Nature (1)      Conservation (2)      Adventure (3)      Habitat (4)      Exploring (5)      Environment (6)      Community (7)      Preservation (8)      Wilderness (9)      Natural (10)      Global (11)      Education (12)      Humanity (13)      Enter Your Own:      (14) Enter Your Own:      (15) Enter Your Own:      (16)

Q6 How do the following phrases or terms resonate with you in regards to Orvis’ sustainability strategy? Not well Slightly well Moderately Very well Extremely

at all (1) (2) well (3) (4) well (5) Sustainability (1)      Corporate Social Responsibility      (CSR) (2) Corporate Citizenship (3)      Environmental Impact (4)      Impact Reduction (5)      Socially Conscious (6)      Environmentally Conscious (7)      Efficiency (8)      Habitat Preservation &      Conservation (9) Social & Environmental      Performance (10) Environmental Stewardship (11)      Carbon Footprint (12)      Global Citizen (13)      Enter Your Own: (14)      Enter Your Own: (15)      Enter Your Own: (16)     

Q7 Please indicate how much you agree or disagree with this statement: I think the following are important to the business: Strongly Neither agree Disagree Strongly agree disagree nor disagree Agree (4) (2) (5) (1) (3) Reducing our environmental      impact (1) Increasing our sustainability      practices (2) Making our supply chain more      sustainable (3) Being better environmental      stewards (4) Being socially conscious and      responsible (5) Reducing water consumption      (6) Reducing our waste (7)      Reducing energy usage (8)      Understanding how climate      change impacts Orvis (9)

Q8 Please indicate how much you agree or disagree with the following statements: Strongly Neither agree Disagree Agree Strongly Disagree nor disagree (2) (4) Agree (5) (1) (3) I know who to talk to at Orvis if I have questions about social and      environmental topics (1) I would be able to answer associate and customer questions      about Orvis’ sustainability (2) I have sufficient scientific and technical support to implement      sustainability improvements within my role (3) I know what other departments at Orvis are doing to improve      sustainability (4) I understand the company's strategy for improving Orvis'      sustainability (5)

Q9 Please indicate how much you agree or disagree with these statements: I am familiar with how I can... Strongly Neither agree Disagree Strongly disagree nor disagree Agree (4) (2) agree (5) (1) (3) identify sustainability goals and/or opportunities for      improvement within my position (1) directly drive sustainability performance improvements      within my position (2) measure sustainability performance within my position      (3) influence Orvis' sustainability as a      company. (4)

Q10 I am aware of the Higg Index.  Yes (1)  No (2)

Display This Question: If I am aware of the Higg Index.; Yes Is Selected Q11 Please indicate how much you agree or disagree with these statements: I am aware of... Strongly Neither agree Strongly agree disagree Disagree (2) Agree (4) nor disagree (3) (5) (1) what competitors utilize the Higg Index      (1) how competitors utilize the Higg Index      (2) how the Higg Index can help Orvis identify areas of      sustainability improvements (3) how the Higg Index can help me improve the      performance of my department (4) how the Higg Index can help improve      Orvis’ performance (5)

Q12 Please indicate how much you agree or disagree with these statements: I think Orvis should... Strongly Neither agree Strongly agree disagree Disagree (2) Agree (4) nor disagree (3) (5) (1) share sustainability goals      internally (1) share Orvis' sustainability      goals publicly (2) create science-based      sustainability goals (3) share Orvis’ sustainability      achievements internally (4) share Orvis’ sustainability      achievements publicly (5)

Q13 Please indicate how much you agree or disagree with the following statements: I would like... Strongly Somewhat Neither agree Somewhat Strongly agree disagree disagree (2) nor disagree (3) agree (4) (5) (1) to improve the sustainability performance      of the departments I manage (1) more support to improve sustainability performance      of the departments I manage. (2) to help shape or participate in a Sustainability Advisory      Council, if given the opportunity (3)

Q14 Which brand(s) do you think most closely aligns with ORVIS? Please select all that apply.  Timberland (1)  LL Bean (2)  REI (3)  Patagonia (4)  Enter Your Own: (5) ______ SIMMS (6)  Eddie Bauer (7)  ExOfficio (8)  Barbour (9)

Q15 Which work area is most representative of your job role within Orvis? Please select all that apply.  Marketing, Branding or Communications (1)  Product Design, Development or Merchandising (2)  Sourcing or Quality Assurance Department (QAD) (3)  Manufacturing (4)  Retail Operations (5)  Orvis Sporting (fishing/hunting, adventures, travel) (6)  Warehouse/Distribution (7)  Logistics/Transportation (8)  Executive (9)  Human Resources (10)  Other, please specify (11) ______

Display This Question: If Which work area is most representative of your job role within Orvis? Marketing, Branding or Communications Is Selected Q16 Please select which initiatives you would like to see implemented in the Marketing, Branding or Communications department  Create marketing campaigns focused specifically on sustainability initiatives (1)  Increase efforts and funding related to marketing sustainable products or services (2)  Integrate sustainability communication and storytelling into brand (3)  Add a dedicated sustainability-focused marketer to the marketing team (4)

Display This Question: If Which work area is most representative of your job role within Orvis? Sourcing or Quality Assurance Department (QAD) Is Selected Q17 Please select which initiatives you would like to see implemented in the Sourcing or Quality Assurance Department (QAD) department  Track water, energy, emissions or other environmental impacts from sourcing operations (1)  Set sustainability goals or targets for sourcing (2)  Set sustainability goals or targets specific to global supply chain (3)  Work with suppliers to increase efficiency and improve sustainability (4)  Integrate measurable sustainability metrics into Supplier Code of Conduct (5)  Work to elevate transparency throughout global supply chain (6)  Sourcing teams use sustainability scorecards or other sustainability assessments tools as part of sourcing decisions (7)

Display This Question: If Which work area is most representative of your job role within Orvis? Retail Operations Is Selected Q18 Please select which initiatives you would like to see implemented in the Retail Operations department  Track water, energy, emissions or other environmental impacts from retail operations (1)  Set sustainability goals or targets for retail stores (2)  Set sustainability goals or targets specifically to increase recycling, energy efficiency, or water efficiency of retail stores (3)  Set sustainability goals, targets and strategies specifically for new store design and construction or retrofitting of current stores (4)  Set sustainability goals, targets and strategies specifically for new store design and construction or retrofitting of current stores (5)  Improve transportation efficiency along distribution routes (6)  Allow retail locations to have community recycling hubs (7)  Implement an Orvis product care and repair program located within retail stores (8)

Display This Question: If Which work area is most representative of your job role within Orvis? Human Resources Is Selected Q19 Please select which initiatives you would like to see implemented in the Human Resources department  Incorporate sustainability questions into new hire interview process (1)  Integrate overview of Orvis’ sustainability practices and strategy into new associate orientation and on-boarding (2)  Integrate sustainability into associate performance reviews and bonuses (3)  Neither like nor dislike (4)

Display This Question: If Which work area is most representative of your job role within Orvis? Manufacturing Is Selected Q20 Please select which initiatives you would like to see implemented in the Manufacturing department  Track water, energy, emissions or other environmental impacts from product manufacturing and operations (1)  Set sustainability goals or targets for manufacturing (2)  Develop innovative changes to reduce packaging weight, size and/or volume to reduce environmental impact while still maintaining functionality (3)  Develop innovative changes to packaging, products, and fixtures to increase usage of sustainable material (4)

Display This Question: If Which work area is most representative of your job role within Orvis? Product Design, Development or Merchandising Is Selected Q21 Please select which initiatives you would like to see implemented in the Product Design, Development or Merchandising department  Track water, energy, emissions or other environmental impacts from product design, development and merchandising (1)  Set sustainability goals or targets for Product Design, Development and Merchandising (2)  Set sustainability goals or targets specifically to increase use of recycled, sustainable and/or responsibly sourced materials in Orvis products (3)  Set sustainability goals or targets specifically to reduce environmental impacts associated with product materials (4)  Develop innovative changes to reduce packaging weight, size and/or volume to reduce environmental impact while still maintain functionality (5)  Conduct product life cycle assessments for a few key products (6)  Develop a chemicals tracking and management program (7)  Develop a sustainable packaging program (8)  Obtain compliance documentation for all downstream suppliers (9)  Integrate sustainability communication within product positioning/storytelling (10)  Establish internal metrics to hold product team(s) accountable for sustainability performance and continuous improvement (11)

Display This Question: If Which work area is most representative of your job role within Orvis? Warehouse/Distribution Is Selected Q22 Please select which initiatives you would like to see implemented the Warehouse/Distribution department  Track water, energy, emissions or other impacts from warehouse and distribution operations (1)  Set sustainability goals or targets for Warehouse and Distribution (2)  Set sustainability goals or targets specifically to increase use of recycled or sustainable content in packaging and/or fixtures (3)  Develop innovative changes to reduce packaging weight, size and/or volume to reduce environmental impact while still maintain functionality (4)  Improve transportation efficiency along distribution routes (5)  Improve internal & external communication around product end of life practices (recycle, donate, discard etc.) (6)

Display This Question: If Which work area is most representative of your job role within Orvis? Logistics/Transportation Is Selected Q23 Please select which initiatives you would like to see implemented in the Logistics/Transportation department  Track water, energy, emissions or other impacts from logistics or transportation operations (1)  Set sustainability goals or targets for logistics/transportation (2)  Set sustainability goals and targets specifically to reduce emissions and optimize transportation of products (3)  Improve transportation efficiency along distribution routes (4)  Engage carriers on environmental improvement initiatives and encourage participation in environmental impact reduction program(s) (5)

Display This Question: If Which work area is most representative of your job role within Orvis? Orvis Sporting (fishing/hunting, adventures, travel) Is Selected Q24 Please select which initiatives you would like to see implemented in the Orvis Sporting (fishing/hunting, adventures, travel) department  Track water, energy, emissions or other impacts from Orvis adventures or (1)  Set targets and goals to reduce environmental impacts associate with Orvis adventures or travel (2)  Create recycling hubs at sporting locations for plastic, glass, and aluminum or for gear, apparel or equipment (3)  Integrate sustainability communication into Sporting or Orvis Adventures through brand messaging and storytelling (4)

Display This Question: If Which work area is most representative of your job role within Orvis? Executive Is Selected Q25 Executives, please select which initiatives you would like to see implemented  Integrate sustainability communication into Orvis internal and external brand messaging and storytelling (1)  Produce quarter, bi-annual, OR annual report(s) about Orvis’ sustainability efforts and performance via a formal report such as a Sustainability Report, CSR Report, Integrated Report, or an equivalent, for various stakeholders (2)  Regular systematic monitoring of vendor compliance and chemical use regulations to ensure compliance and reduce risk (3)  Establish internal metrics to hold departments and teams accountable for sustainability performance and continuous improvement (4)  Set sustainability goal to have product teams conduct a full Life Cycle Assessments to inform environmental performance strategy and priorities. (5)

Q26 Are there any other sustainability initiatives you'd like to see implemented in your department? If you listed 'Other' as your work area please also include which department you work for.

Q27 How long have you worked at Orvis?  Less than 1 year (1)  1-5 years (2)  5-10 years (3)  10+ years (4)

Q28 In which region do you work?  East Coast (1)  Southeast (2)  Central (Great Lakes Region) (3)  West Coast (4)  Sunderland, VT (5)  Roanoke, VA (6)  UK (7)

Q29 What is your gender?  Male (1)  Female (2)  Prefer not to say (3)

Q30 How old are you?  18-34 (2)  35-50 (3)  51+ (4)

Q31 I'm interested in the following  Learning more about Orvis sustainability through updates or a newsletter (1)  Learning or getting involved in sustainability leadership opportunities (2)  Participating in a new Sustainability Advisory Council (3)

Q32 Is there anything else you'd like to tell us?

Appendix C – Associate Survey

Q1 This research project uses a survey to understand Orvis associate perceptions and feelings towards sustainability and corporate social responsibility. The survey has been developed by and is being carried out by a group of Duke University Environmental Management graduate students, Barbara Gore, Dan Hutter, and Lili Pita in partial fulfillment towards graduation. No Orvis associates will have access to the raw data collected in the survey, and results will be grouped or anonymized when the Duke Team reports back to Orvis. Orvis hopes that insights collected from this survey will help Orvis understand where improvement opportunities exist in the company, how to engage our associates better and how to incorporate sustainability throughout the company. Some of the results of this survey may also be used in the Duke Team’s master project report.

Participation in the survey is completely voluntary. Whether or not you participate will not affect your relationship with Orvis. If at any time, you would like to quit the survey, please feel free to do so by closing your browser. You may complete this survey at any time, either during your work hours or at a time more convenient to you. This survey will take approximately between 5 and 15 minutes to complete and you may skip questions as you wish. If you complete the survey you will have the opportunity to be entered to win one of three awesomely-ORVIS raffle prizes! To be entered to win you must follow the link at the end of the survey and submit your name. Your name is collected separate of your survey responses and the two can in no way be linked together. We are hoping for 80% participation so your chances of winning are 3 out of approximately 1,360.

If you have any questions, please feel free to reach out to the students leading this survey. Our email addresses are: [email protected], [email protected] or [email protected]. Additionally, if you have concerns about your rights as participants in this study, you may contact the Duke Institutional Review Board at (919) 684-3030.

By proceeding you agree to participate in this survey and to allow the Duke Team to use the grouped or anonymized results in their final reports. We thank you for your participation!

Barbara Gore Dan Hutter Lili Pita

Q2 What does 'sustainability' mean to you?

Q3 Thank you for your response! There are many definitions of sustainability. For the purpose of this survey we will consider sustainability to encompass the triple bottom line. This includes profit, planet, and people as a means to measure the financial, social, and environmental performance of the corporation over time.

Q4 Please respond to the following statements. Strongly Neither agree Strongly agree disagree Disagree (2) Agree (4) nor disagree (3) (5) (1) Environmental issues directly      affect my life. (1) I have a personal responsibility to help make a difference on      environmental issues such as climate change, air, land, and water. (2) I enjoying doing outdoor activities such as fly fishing,      gardening, canoeing, wing shooting, etc. (3)

Q5 How important are the following environmental topics to you? Not Slightly Moderately Very Extremely Important Important Important (3) Important (4) Important (5) (1) (2) Waste (1)      Water (2)      Energy Use (3)      Resource Consumption      (4) Climate Change / Carbon      Emissions (5) Animal Conservation and      Welfare (6) Aquatic Conservation and      Welfare (7) Land Conservation (8)      Enter Your Own: (9)      Enter Your Own: (10)      Enter Your Own: (11)     

Q6 Which of the following choices or activities describe your current lifestyle? Check all that apply.  Active efforts to reduce energy usage. (1)  Active efforts to conserve water. (2)  Active efforts to reduce, reuse, recycle. (3)  Double-sided copies/print jobs. (4)  Use green/sustainable home and care products (5)  Enter Your Own: (6) ______

Q7 Which of the following choices describe your transportation habits? Check all that apply.  Public Transportation (1)  Carpool / Vanpool (2)  Bike / Walk (3)  Drive Yourself (5)  Enter Your Own: (4) ______

Q8 How do the following terms resonate with you in regards to Orvis' brand mission? Not well at Moderately well Extremely well Slightly well (2) Very well (4) all (1) (3) (5) Nature (1)      Conservation (2)      Adventure (3)      Habitat (4)      Exploring (5)      Environment (6)      Community (7)      Wilderness (8)      Preservation (9)      Natural (10)      Global (11)      Humanity (12)      Education (13)      Enter Your Own:      (14) Enter Your Own:      (15) Enter Your Own:      (16)

Q9 How do the following phrases or terms resonate with you in regards to Orvis' brand mission? Not well Slightly Moderately well Extremely well Very well (4) at all (1) well (2) (3) (5) Sustainability (1)      Corporate Social      Responsibility (CSR) (2) Corporate Citizenship (3)      Environmental Impact (4)      Impact Reduction (5)      Socially Conscious (6)      Environmentally Conscious      (7) Efficiency (8)      Social and Environmental      Performance (9) Habitat Preservation and      Conservation (10) Environmental      Stewardship (11) Carbon Footprint (12)      Global Citizen (13)      Enter Your Own: (14)      Enter Your Own: (15)      Enter Your Own: (16)     

Q10 Please mark how much you agree or disagree with the following statements. Strongly Neither agree Disagree Strongly agree disagree nor disagree Agree (4) (2) (5) (1) (3) I would like to improve the sustainability performance of the      departments I work in. (1) I would like more support to improve the sustainability      performance of the departments I work in. (2) I would be interested in helping shape an Environmental & Social      Sustainability Advisory Council if given the opportunity. (3)

Q11 Which brand(s) do you think most closely aligns with Orvis? Please select all that apply.  Timberland (1)  LL Bean (2)  REI (3)  Patagonia (4)  Enter Your Own: (9) ______ SIMMS (5)  Eddie Bauer (6)  ExOfficio (7)  Barbour (8)

Q12 Please mark how much you agree or disagree with the following statements. Strongly Neither agree Disagree Strongly agree disagree nor disagree Agree (4) (2) (5) (1) (3) Orvis' leadership actively      supports sustainability. (1) I observe management at my workplace using sustainability      practices. (2) Management at my workplace clearly explains Orvis'      sustainability goals. (3) I understand how my workplace is working towards Orvis'      sustainability goals (4) Orvis leadership actively encourages feedback from      associates on sustainability issues. (5)

Q13 My workplace offers a method, i.e. committee, for associates to share sustainability ideas.  Yes (1)  No (2)  No, but I would like a place to share sustainability ideas. (3)

Q14 I am aware of or have participated in the following types of CSR and sustainability events at Orvis. Please select all that apply.  Workplace Activities (i.e. Wellness Events) (1)  Community Activities (i.e. Green Up Days) (2)  Philanthropy, non-profit charity (3)  Conservation & Environmental partnerships to protect the places we love (4)  Enter Your Own: (5) ______

Q15 Orvis-sponsored events in the local community strengthen my admiration and/or experience with Orvis.  Yes (1)  No (2)

Q16 Please respond to the following statements. Strongly Neither agree Strongly agree disagree Disagree (2) Agree (4) nor disagree (3) (5) (1) I feel proud to tell people      where I work. (1) This company motivates me to go above and beyond in      my role. (2) I would recommend this company to family or      friends as a great place to work. (3) I see myself working at this company in five years time.      (4) I have a good understanding of this      company's brand vision and goals. (5) I agree with the brand vision and goals of this      company. (6) I understand how my role contributes to the      company's brand vision and goals. (7)

Q17 How long have you worked at Orvis?  Less than 1 year (1)  1-5 years (2)  5-10 years (3)  10+ years (4)

Q18 In which region do you work?  East Coast (1)  South East (2)  Central (Great Lakes) (3)  West Coast (4)  Sunderland, VT (5)  Roanoke, VA (6)  UK (7)

Q19 Please select your gender:  Male (1)  Female (2)  Prefer not to say (3)

Q20 Please select your age:  18-34 (1)  35-50 (2)  51+ (3)

Q21 I am interested in the following:  Learning more about Orvis sustainability through updates or a newsletter (1)  Learning or getting involved in sustainability leadership opportunities (2)  Participating in a new Sustainability Advisory Council (3)

Q22 Is there anything you'd like to tell us?

Appendix D - Employee Engagement Survey Tables

Table 1 Results from Managerial and Associate surveys for gender

Managerial Count Total Male 16 24 Female 6 24 Prefer not to say 2 24 Associate Count Total Male 238 481 Female 213 481 Prefer not to say 30 481 Combined Count Total Male 254 505 Female 219 505 Prefer not to say 32 505

Table 2 Age breakdown for both Managerial and Associate surveys.

Managerial Count Total 18-34 1 23 35-50 12 23 51+ 10 23 Associate Count Total 18-34 138 475 35-50 174 475 51+ 163 475 Combined Count Total 18-34 139 498 35-50 186 498 51+ 173 498

Table 3 Results for region for Managerial and Associate surveys.

Managerial Count Total East Coast 7 24 South East 0 24 Central (Great Lakes) 1 24 West Coast 0 24 Sunderland, VT 12 24 Roanoke, VA 2 24 UK 2 24 Associate Count Total East Coast 106 483 South East 46 483 Central (Great Lakes) 44 483 West Coast 24 483 Sunderland, VT 99 483 Roanoke, VA 139 483 UK 25 483 Combined East Coast 113 507 South East 46 507 Central (Great Lakes) 45 507 West Coast 24 507 Sunderland, VT 111 507 Roanoke, VA 141 507 UK 27 507

Table 4 Results for importance of environmental topics for both Managerial and Associate surveys.

Managerial Very Important Extremely Important Waste 10 11 Water Use 5 15 Energy Use 8 12 Resource Consumption 12 10 Climate Change/Carbon Emissions 11 8 Animal Conservation & Welfare 8 12 Aquatic Conservation & Welfare 7 14 Land Conservation 7 11 General Very Important Extremely Important Waste 199 191 Water Use 130 331 Energy Use 210 188 Resource Consumption 209 186 Climate Change/Carbon Emissions 165 198 Animal Conservation & Welfare 153 289 Aquatic Conservation & Welfare 152 281 Land Conservation 182 246 Combined Very Important Extremely Important Waste 209 202 Water Use 135 346 Energy Use 218 200 Resource Consumption 221 196 Climate Change/Carbon Emissions 176 206 Animal Conservation & Welfare 161 301 Aquatic Conservation & Welfare 159 295 Land Conservation 189 257

Table 5 Kruskal Wallis results for importance of environmental topics

Chi-squared Degrees of Freedom p-value Waste 16.48 6 0.01141 Water Use 14.29 6 0.0266 Energy Use 12.50 6 0.05164 Resource Consumption 17.026 6 0.009189 Climate Change/Carbon Emissions 34.337 6 5.792e-06 Animal Conservation & Welfare 12.748 6 0.04721 Aquatic Conservation & Welfare 28.616 6 7.189e-05 Land Conservation 24.199 6 0.0004799

Table 6 Dunn’s multiple comparisons results – Waste

cen ec se uk va vt ec 1.00 - - - - - se 1.00 1.00 - - - - uk 1.00 1.00 1.00 - - - va 0.12 1.00 0.89 0.32 - - vt 1.00 1.00 1.00 1.00 1.00 - wc 1.00 0.89 1.00 1.00 0.12 0.78

Table 7 Dunn’s multiple comparison results – Water

cen ec se uk va vt ec 1.00 - - - - - se 1.00 1.00 - - - - uk 1.00 1.00 1.00 - - - va 0.42 1.00 1.00 1.00 - - vt 0.42 1.00 1.00 1.00 1.00 - wc 1.00 1.00 1.00 1.00 0.12 0.12 Dunn’s multiple comparison results – Water

Table 8 Dunn's multiple comparison results - Resource Consumption

cen ec se uk va vt ec 1.00 - - - - - se 1.00 1.00 - - - - uk 1.00 1.00 1.00 - - - va 0.285 0.215 0.118 1.00 - - vt 1.00 1.00 1.00 1.00 1.00 - wc 1.00 1.00 1.00 1.00 0.091 0.725

Table 9 Dunn’s multiple comparison results – Climate Change / Carbon Emissions

cen ec se uk va vt ec 1.000 - - - - - se 1.000 1.000 - - - - uk 1.000 1.000 1.000 - - - va 0.683 0.011 0.652 0.054 - - vt 1.000 1.000 1.000 1.000 0.017 - wc 0.033 0.039 0.033 0.777 0.0000096 0.034

Table 10 Dunn’s multiple comparison results – animal conservation and welfare

cen ec se uk va vt ec 1.000 - - - - - se 1.000 1.000 - - - - uk 1.000 1.000 1.000 - - - va 1.000 0.376 0.084 1.000 - - vt 1.000 1.000 1.000 1.000 1.000 - wc 1.000 1.000 1.000 1.000 0.432 1.000

Table 11 Dunn’s multiple comparison results – aquatic conservation and welfare

cen ec se uk va vt ec 1.00000 - - - - - se 1.00000 1.00000 - - - - uk 1.00000 1.00000 1.00000 - - - va 0.01980 0.00576 0.00093 0.93363 - - vt 1.00000 1.00000 1.00000 1.00000 0.04251 - wc 1.00000 1.00000 1.00000 1.00000 0.04277 1.00000

Table 12 Dunn’s multiple comparison results – land conservation

cen ec se uk va vt ec 1.0000 - - - - - se 1.0000 0.6152 - - - - uk 1.0000 1.0000 1.0000 - - - va 0.0381 0.4618 0.0041 0.2578 - - vt 0.7123 1.0000 0.2010 1.0000 1.0000 - wc 1.0000 1.0000 1.0000 1.0000 0.1158 0.8361

Table 13 Results for terms resonating with Orvis' brand mission for Managerial and Associate Surveys

Managerial Very Well Extremely Well Nature 10 13 Conservation 5 20 Adventure 6 13 Habitat 7 7 Exploring 9 5 Environment 13 7 Community 5 8 Wilderness 5 12 Preservation 12 7 Natural 10 8 Global 4 4 Humanity 4 5 Education 5 3 Associate Very Well Extremely Well Nature 184 239 Conservation 183 243 Adventure 178 222 Habitat 180 139 Exploring 182 138 Environment 192 176 Community 137 95 Wilderness 185 147 Preservation 195 195 Natural 181 147 Global 135 74 Humanity 115 85 Education 159 99 Combined Very Well Extremely Well Nature 194 252 Conservation 188 263 Adventure 184 235 Habitat 187 146 Exploring 191 143 Environment 205 183 Community 142 103 Wilderness 190 159 Preservation 207 202 Natural 191 155 Global 139 78 Humanity 119 90 Education 164 102

Table 14 Results for terms resonating with Orvis' sustainability strategy for Managerial and Associate Surveys

Managerial Very Well Extremely Well Sustainability 8 4 Corporate Social Responsibility (CSR) 7 5 Corporate Citizenship 7 6 Environmental Impact 8 9 Impact Reduction 4 5 Socially Conscious 4 4 Environmentally Conscious 14 8 Efficiency 4 2 Habitat Preservation & Conservation 7 14 Social & Environmental Performance 6 3 Environmental Stewardship 13 9 Carbon Footprint 4 5 Global Citizen 3 4 Associate Very Well Extremely Well Sustainability 154 113 Corporate Social Responsibility (CSR) 146 92 Corporate Citizenship 140 67 Environmental Impact 173 120 Impact Reduction 128 76 Socially Conscious 168 82 Environmentally Conscious 187 156 Efficiency 112 71 Habitat Preservation & Conservation 150 85 Social & Environmental Performance 187 206 Environmental Stewardship 189 161 Carbon Footprint 111 62 Global Citizen 114 52 Combined Very Well Extremely Well Sustainability 162 117 Corporate Social Responsibility (CSR) 153 97 Corporate Citizenship 147 73 Environmental Impact 181 129 Impact Reduction 132 81 Socially Conscious 172 86 Environmentally Conscious 201 164 Efficiency 116 73 Habitat Preservation & Conservation 157 99 Social & Environmental Performance 193 209 Environmental Stewardship 202 170 Carbon Footprint 115 67 Global Citizen 117 56

Table 15 Results for peer brand alignment to Orvis from Managerial and Associate surveys

Managerial Total Timberland 4 LL Bean 17 REI 6 Patagonia 13 SIMMS 8 Eddie Bauer 8 ExOfficio 8 Barbour 14 Associate Total Timberland 60 LL Bean 273 REI 109 Patagonia 245 SIMMS 138 Eddie Bauer 119 ExOfficio 195 Barbour 266 Combined Total Timberland 64 LL Bean 290 REI 115 Patagonia 258 SIMMS 146 Eddie Bauer 127 ExOfficio 203 Barbour 280

Table 16 Results from the Associates survey to Sustainability within Orvis

Strongly Neither agree Strongly Question disagree Disagree nor disagree Agree agree Orvis' leadership actively supports sustainability. 7 27 118 239 96 I observe management at my workplace using sustainability practices. 18 53 179 187 46 Management at my workplace clearly explains Orvis' sustainability goals. 21 92 182 147 46 I understand how my workplace is working towards Orvis' sustainability goals 21 82 167 169 47 Orvis leadership actively encourages feedback from associates on sustainability issues. 31 71 165 166 53 Table 17 Kruskal Wallis results for questions relating to Sustainability within Orvis

Chi-squared Degrees of Freedom p-value Management at my workplace clearly 12.953 6 0.044 explains Orvis' sustainability goals. I understand how my workplace is working 15.006 6 0.020 towards Orvis’ sustainability goals

Table 18 Dunn’s multiple comparison results – Orvis management clearly explaining sustainability goals

cen ec se uk va vt ec 1.0000 - - - - - se 1.0000 1.0000 - - - - uk 1.0000 1.0000 1.0000 - - - va 1.0000 1.0000 1.0000 1.0000 - - vt 0.0820 0.3006 0.9463 1.0000 0.0017 - wc 1.0000 1.0000 1.0000 1.0000 1.0000 0.3313

Table 19 Dunn’s multiple comparison results – Understand how workplace is working towards sustainability goals

cen ec se uk va vt ec 1.00 - - - - - se 0.63 1.00 - - - - uk 1.00 1.00 1.00 - - - va 1.00 1.00 0.12 1.00 - - vt 1.00 1.00 1.00 1.00 0.17 - wc 1.00 1.00 1.00 1.00 0.52 1.00

Table 20 Results for Associate awareness of Orvis CSR events

Count Workplace Activities (i.e. Wellness Events) 251 Community Activities (i.e. Green Up Days) 277 Philanthropy, non-profit charity 187 Conservation & Environmental partnerships to protect the places we love 235 Enter Your Own: 27 Total 427

Table 21 Associate Survey results for "Orvis-sponsored events in the local community strengthen my admiration and/or experience with Orvis.

Answer Count Yes 115 No 13

Table 22 Results from the Associate Survey relating to Orvis Pride

Strongly Neither agree Strongly Question disagree Disagree nor disagree Agree agree I feel proud to tell people where I work. 4 1 55 202 225 This company motivates me to go above and beyond in my role. 10 26 88 206 156 I would recommend this company to family or friends as a great place to work. 5 18 95 204 163 I see myself working at this company in five years time. 15 21 100 186 162 I have a good understanding of this company's brand vision and goals. 5 22 52 234 173 I agree with the brand vision and goals of this company. 1 17 79 221 166 I understand how my role contributes to the company's brand vision and goals. 10 13 87 217 157

Table 23 Results from the Associate Survey about methods for sustainability communication

Count Yes 153 No 187 No, but I would like a place to share sustainability ideas. 140 Total 480

Appendix E – Higg Index Resource Sheet

Higg Index Resource Sheet Reference Brand or Company Initiative or Resource Name Tag in Report General

Columbia Use of Higg Index General Initiatives N/A

REI REI Stewardship Reports N/A Retail Sustainability Management Leadership Model RILA Tools, Management Practices Pgs. 30, 32

& Worksheet - Sustainability Performance Materials Product Standards, Chemicals, REI Product Sustainability – Bluesign Standard Sourcing Pg. 11

Burton Sustainable Chemicals Management Policy RSL, Example Chemicals Policy N/A Example RSL, Manual & Columbia Restricted Substance List and Product Safety Manual Chemicals Policy N/A Burton Burton and Bluesign Chemicals Initiative N/A

Eileen Fisher Why We're Choosing Organic Linen Organic Materials N/A

Patagonia Materials and Technology Organic, Hemp, Recycled Down N/A

Ann Inc. We Protect the Environment - Sustainable Materials Sustainable Materials Policy N/A Packaging

Patagonia Packaging and Merchandising Policy Packaging & Merchandising Patagonia Policy Pg. 16 Implementation Guidelines

L.L.Bean Recycled Content / Packaging Reduction Paper Certifications N/A Packaging – Shipping Boxes, Polybag, Hangtag, Retail Columbia Packaging Initiatives N/A

Bags, Ecommerce Packaging Manufacturing Supply Chain, Code of Conduct, Patagonia Working With Factories Labor, N/A Supply Chain, Transparency, Nike Transform Manufacturing Goals N/A

Nike Nike Manufacturing Map Manufacturing Database N/A Levi Strauss Water

Levi Open Source: Water Innovation Garment Finishing, Fabrics, Pg. 37 Techniques We Protect the Environment - Supply Chain -Water & Ann Inc. Supply Chain Goals N/A

Energy Transportation

Levi Strauss How Our Clothing Gets Around (Sustainably!) Logistics N/A Product Care & Repair

Levi Garment Care – Conscious Washing End of Life Care N/A Product Care – Care Instructions for Columbia Columbia End of Life Care N/A

Products End of Use

Patagonia Worn Wear – Repair is a Radical Act End of Life Initiative N/A I:Collect I:CO Closes Loops End of Life Services N/A

Renewal Workshop The Renewal System End of Life Services N/A