An indicator that translates positive impact into % of revenue
We designed the indicator to identify which products generate positive impact, measured the baseline and set an internal target. On that basis, we identified the gaps by product category and proposed potential products to reach the target.
We built an indicator to measure the ratio of positive-impact revenue
Hijos de Rivera —one of Spain's leading independent brewing groups, with a presence extending into waters, wines and food— wanted to bring impact to its portfolio and measure it in the unit that moves the business: revenue.
We designed the positive-impact revenue indicator, which identifies the impact products and their revenue. A product counts when it meets at least one of the criteria, linked to the four pillars —origin, planet, people and partners— and defined on the basis of leading global standards.
Origin
We set a strategic growth target for the revenue ratio
We applied the indicator to the entire portfolio, product by product, to set the starting point and the revenue tied to positive impact.
On that baseline we set an internal impact-revenue % target in two stages, 2027 and 2030.
We identified gaps and leading markets with growth potential
With the size of the gap between the starting point and the impact-revenue target clear, we reviewed each portfolio category —beer, water, wine and other drinks, food— and identified opportunities that contribute to the target through three levers: scaling sales of impact products, portfolio diversification, and innovation of existing products.
We sized each opportunity by its strategic fit, operational feasibility, market size, CAGR, and sector precedents.
We defined concrete opportunities for products and new positive-impact businesses
We analysed more than 25 opportunities and turned them into business initiatives to transform existing products and diversify into new impact products. All of them prioritised by their strategic fit and their potential impact revenue.
For each one we recommended the route to launch: inorganic investment when time is critical and mature products already existed, or in-house development when it fit our industrial capabilities.
