WBA AnnualOperations Plan9INTRODUCTION
With this plan we hope to bring clarity to themilestones we have set out for 2019. These stretch
across the development of the benchmarks in theimmediate pipeline, to the operational pieces thatwill facilitate that these benchmark cycles remainsmooth, efficient and successful. It is crucial that theinstitutional designs and mechanisms are in placeand high functioning to deliver against the timelinesahead and the expectations of stakeholders. This
includes the key areas reflected in the right sidecolumn.
The prioritised benchmarks for 2019 are direct resultsof the conversations during the consultation and arefurther legitimised by Allies' support. Starting withthe six benchmarks on p. 3 provides a solid basis foraddressing the seven transformations as well as thecontribution of an operating benchmark to ODA
priorities.
All of the deliverables discussed in this paper form
part of the budget on p. 2, however, you will notethat there is a funding gap still which we have to take
into account when planning. Some objectives will
only be achieved by closing that gap. Beingtransparent with these limitations will keep us
ambitious, as well as help us prioritise our work inorder to achieve the most impact possible with thecapacity and capital that we have at our disposal.

Benchmarks & Research
All benchmarks are atdifferent stages in their development
cycle but our objective is to have theyoungest benchmarks ready for datacollection in Q1 2020.
Organisational Capacity
In order to push the benchmarks through the pipeline we needto grow our human capital and skill.
We will have filled the Executive
Board with a Research Director andan Engagement Director by Q1. The
research capacity provided throughdownstream partners will be key todeliver on our commitments.
Engagement & Alliance
The Alliance legitimises
the benchmarks and the more
knowledge we gather within it, themore robust the methodology andthe further the reach. Our aim is toexpand the Alliance to 125 by end
2019.
GovernanceTo ensure WBA's credibility and independence, we needto back all of the above with robust governance structures andBoard composition. We will haveinstalled a Chair by Q1 and aim togrow the Board to desired
composition of 9 members by Q3.

BUDGET

Total Salaries
Outreach &Comms€ 3,086,486€ 445,342

Data Platform &Research Partners
Operation Support€ 1,782,376€ 455,010€ 5,769,215

Total
Li uidity Reserves€ 500,000€ 6,269,215

Grand Total

9 Funding Gap
Secured funding €4.44m

Funding gap € .

m

BENCHMARKS ROADMAP
Quarterly High Level Deliverables
SEAFOOD

CLIMATEGENDER

DIGITALQ Revie and incorporate
the public consultation
feedback, and publish final
methodology.

Q Automotive: Update
methodology and ensure it
is TCFD proof. Hold first
consultation ithin ERC
and online;- Oil & Gas: In parallel.*

Q Solidify the partnershipagreement ith E uileap tocommence methodology
research. First roundtable in
Mumbai, March.

Q Produce scoping report
and test it at roundtable in
Mumbai

FOOD

CHRB

Q1
Q2
Q3
Q4

Q Commence data collection.
Q Data set analysis,verification and scoring.
Q Produce company
scorecards. Publish
benchmark.

Q Auto: Data collection &verification.
- O&G: In parallel.
- Electrics & Utilities: Refine
methodology and start
consultation.
Q Auto: Write report andscorecards.
- O&G: In parallel.
- E&U: data collection andverification
Q Auto: Publish benchmark.
- O&G: In parallel.
- E&U: Writing report andscorecards*Italics & lo

opactiy = Funding dependent

Q Continued research formethodology andindicators. Second
roundtable ill be held.
Q ERC revie
methodology.

ofQ Methodology release forpublic consultation.
- Potential data platforme pansion.

Q Kick off research aroundmethodology andindicators.
Q E pert consultation on
methodology and e ploring
potential data collection
partners.
Q Methodology released
for public consultation.

Q Work ith the Science
Based Targets standards torefine methodology andERC preliminary revie .
Roundtable in Mumbai.
Q Produce a methodology
outline. The benchmark
approach ill be presented
at EAT Forum.
Q Engagement ith
business to ensure
methodology relevance.
Q Finalisation of themethodology.

Q Announce ICT methodology.
Engage ith ICT, agriculture,apparel and e tractives. Kick off
research for 4 companies.
- Developing Finance Sector
Methodology.
Q Engage ith 4 companies
to discuss draft score anddisclosures.
- Research additional 6companies in AG, AP and EX.
Q Finalise scores for 4
AG,AP,EX,ICT companies. Finalise scores for 6 additional companies.
- CHRB Core Analysis of WBA
companies .
Q Analysis, creation andlaunch of benchmarks.
- CHRB Core Analysis of WBAcompanies .
- Deliver Finance Sector
Methodology.

INSTITUTIONAL MILESTONESQ Board Meeting

APRIL

SEPTEMBER

In ongoing consultation ith theAlliance, donors and the WBA
Supervisory Board, e ill continue to elaborate on the institutional Theory of Change andthe associated log-frame. Theseill both be completed byApril st.

We ill throughout the year beplacing significant focus on solidifying
the governance structure of WBA, including the terms of reference for
the ERCs, rules of engagement forthe Alliance and building the Board.
We e pect the SB meeting in Q
to host a full Board
composition.

JANUARY
On the backdrop of legallytransitioning from Inde
Initiative to WBA, internal
emphasis ill be placed on
finalising the office move, therecruitment of the E ecutive
Board as ell as the onboardingof Board Members.

MARCHJUNE

NOV/DECEMBER

We ill hold our second Allies
Assembly in Mumbai, in adjacency
to International Women's Day. It
ill be accompanied by roundtables on the Digital, Genderand Food benchmarks,as ell as a potential site
visit to a relevant regionalcompany.

9 ill be an instrumental year indemonstrating to our donors andBoard that WBA is in control of its
processes. During the coming simonths e are building the Risk
and Control Matri , hich ill
consider significant risks, theirappropriate mitigation and theeffectiveness ofthese.

The session at the Bellagio Centre
allo ed us to really operationalisesome of the relationships ith Allies
and e ill aim to repeat this type of
intimate session ith a small group ofAllies in
9 to revie the pastyear, and ork on hoe continue to deliver, and be impactful, as a community.

Q Board Meeting

Q Board Meeting

Q4 Board Meeting

ONGOING OUTREACH AT KEY EVENTS