Measurement & Analysis

1. Definition and challenges

The “Measurement & Analysis” lever refers to a company’s ability to collect data, track indicators and analyse its practices in order to better steer its approach.

Following the awareness-raising phase, this lever enables a shift to a more structured approach: it is no longer simply a matter of understanding or wanting to act, but of drawing on concrete evidence to guide decisions.

For a micro or small-to-medium enterprise, the goal is not to implement complex tools, but to have simple and reliable benchmarks to identify priorities, track progress and adjust actions.

Key challenges:

• Objectifying practices and impacts
• Identifying priority areas for improvement
• Monitoring progress over time
• Strengthening the credibility of the approach

2. What does a good score mean?

A high score indicates that the company has adopted a data-driven management approach.

In practice:

• Key indicators are defined and tracked
• Data is centralised and leveraged
• The company is able to analyse its results
• Decisions are partly guided by measured evidence
• A logic of continuous improvement is in place

The company is no longer simply taking action: it is steering its approach with data.

3. What does a low score mean?

A low score indicates that the company lacks visibility into its practices and impacts.

This may manifest as:

• Few or no indicators being tracked
• Data that is scattered or unused
• Difficulty in prioritising actions
• An inability to measure results achieved
• An approach perceived as unclear or difficult to communicate

The company is moving forward, but without clear benchmarks to guide its decisions.

4. Priority action pathways

1) Define a common set of core indicators

Select a few key indicators to track at the overall company level.

Example: energy consumption, waste volume, share of responsible purchasing.

2) Structure data collection

Put in place a simple method for gathering information.

Example: centralise data in a single accessible spreadsheet.

3) Establish a regular review routine

Create a dedicated moment for data analysis.

Example: hold a quarterly review to analyse indicators.

4) Prioritise actions based on data

Use results to decide where to focus efforts first.

Example: concentrate efforts on the highest expenditure or impact area.

5) Compare over time or against benchmarks

Track changes to measure progress.

Example: compare consumption figures year on year.

6) Communicate results achieved

Share the progress that has been made.

Example: share a reduction in consumption or a measurable improvement internally or with customers.

5. Expected benefits

Implementing this lever enables a shift to a structured and credible approach.

In the short term:

• Better visibility into practices
• Identification of priorities
• First concrete benchmarks

In the medium term:

• More effective and targeted decisions
• Tracking of progress made
• Greater ability to adjust actions

In the long term:

• Strategic management based on reliable data
• A more robust and credible approach
• Communication of results to partners and customers