Measuring impact of long-term goals like sustainability can often be a challenge. Close and constant attention helps to understand the effectiveness of our standards and keep us focused on what matters.
To understand the effectiveness and the impact of our work within the jewellery supply chain, we have established a monitoring, evaluation and learning (MEL) programme which consists of four key elements:
- Roadmap: a public statement of our desired impacts and how our strategies are contributing to the achievement of these over time.
- Performance monitoring: a systematic process of regular data collection from all members throughout their membership and certification journey. Trends in data over time are tracked and analysed to help us understand whether our strategies are resulting in desired short-term and medium outcomes outlined in our Roadmap.
- Research: an in-depth analysis into particular parts of the supply chain and specific issues covered by our standards to try and draw conclusions about our progress towards achieving the medium and longer-term impacts defined in our Roadmap.
- Reporting and learning: internal and external reporting on the results of the performance monitoring and research to facilitate learning and inform adjustments to RJCs approach to improve their effectiveness in achieving the desired impacts.
Roadmap to 2030 and beyond
RJC celebrates 17 years of legacy in 2022, and we are now looking to build on this achievement and lay out a path for the next 10 years that will catalyse and deliver further positive and sustainable impact. This coincides with the ‘Decade of Action’, a call from the UN Secretary-General to mobilise on the global Sustainable Development Goals (SDGs) to help deliver the 2030 Agenda for sustainable development.
‘Building trust in the jewellery & watch industry: Roadmap to 2030 and beyond’ is a framework for our industry with respect to the most impactful contributions our members can make through their supply chains, and provides attainable pathways to help us collectively achieve our long term impacts whilst contributing to the SDGs. The roadmap outlines how our strategies (Members First, Partnerships for Progress, Advocacy for Positive Change) will contribute sequentially to achievement of short and medium-term outcomes, and eventually longer-term impacts. Impacts are linked to priority SDGs and presented according to the five pillars of sustainable development – People, Planet, Prosperity, Peace and Partnerships.
Public Consultation on the 2030 Roadmap
RJC’s Roadmap to 2030 and supporting member metrics was put out for public consultation between December 2020 – March 2021. RJC would like to thank all stakeholders for their valuable feedback and contributions on the consultation drafts. We analysed all responses and updated the Roadmap and supporting member metrics to reflect stakeholder comments.
If you have any questions about the development of the Roadmap and member metrics, please contact email@example.com
A new set of member metrics has been developed to support the implementation of the 2030 Roadmap and to assess progress towards achieving the long-term impacts. The metrics, which will be collected via audits and an annual data collection process, will provide a holistic view of the members’ commitment to, and management of key ESG risks, and the resulting compliance and performance improvements. These new metrics will enable us to assess progress, promote behaviour change, report performance more comprehensively, and demonstrate meaningful and measurable progress to stakeholders.
Periodically we undertake in-depth evaluations, often in collaboration with strategic partners, to provide a deeper and/or broader perspective of our impact and progress. For full transparency of results, we commit to publishing the full evaluation report once the research project has concluded.
We’re on the look out for an independent research team to put together a proposal to be our partner in conducting research on our recent gender equality campaign. View Scope
Please submit your proposal to: Bethan Robson Herbert, Senior Impacts Manager- firstname.lastname@example.org
SAI were commissioned to conduct remote interviews with RJC members in India to investigate how they have adapted their operations in response to the COVID-19 pandemic. SAI explored how RJC members in India have leveraged their existing management systems (required by the RJC Code of Practices) to deal with changes required to manage labour and working conditions during this time. The survey explored how the RJC standards could be adapted to better equip members to deal with emergency events and business continuity, in addition to collecting member feedback on special measures introduced by RJC during the pandemic (such as the certification and audit extension policy, additional member guidance on managing key labour risks during the pandemic and the remote audit derogation). SAI also identified examples of noteworthy achievement and good practices implemented by the members during the COVID-19 pandemic related to labour rights and working conditions. RJC’s management response to the findings and the recommendations of the research is available at the end of the report.
SAI were commissioned to conduct an evaluation of RJC’s member companies in and around India’s gem and jewellery hubs, Mumbai and Surat. SAI examined the outcomes of a company’s involvement in the RJC certification process on labour rights and working conditions in their business. The evaluation consisted of three phases. Phase one was the distribution of a digital survey to members assessing the outcome of RJC certification on each company’s policies and procedures, worker comprehension of these, and level of compliance. Phase 2 consisted of observations at 23 member sites to validate and contextualise the information gathered through the survey, through interviews with management and workers, facility walkthroughs, and review of factory documents. For the third phase, SAI conducted telephone interviews with a sample of 10 members to gain additional context and a deeper understanding of the answers provided in the survey.
Building on a collaborative project with ISEAL in 2017, to develop a robust research methodology to evaluate the business benefits of certification, RJC commissioned AidEnvironment to apply the methodology for this year’s research project. Specifically, the study explored the business benefits which RJC member companies in the jewellery supply chain derive from implementing management systems in accordance with RJC’s Code of Practices (COP). The study focused on manufacturing and wholesale companies. RJC’s management response to the findings and the recommendations of the research are contained in section 4.3 of the report.
- RJC’s requirements to implement programs to improve practices and reduce social and environmental risks on ASM are important to improve the work conditions and human rights of local artisanal miners and to minimise the environmental impacts of these artisanal miners.
- RJC’s requirements to participate in initiatives that enable the professionalism and formalisation of ASM have a positive impact not only on the formalisation of these artisanal miners but on their livelihoods, practices and productivity.
- RJC’s requirements to support the development of the local community through backing community initiatives such as local procurement had a positive impact delivering economic and social improvements.
- Women empowerment is a positive side effect of the livelihood improvements obtained through the company’s approach to engage and work with women artisanal miners and the initiatives to foster local development.
The diamond cutting and polishing sector in India is key to the jewellery supply chain, as 9 out of 10 of the world’s diamonds are cut and polished there. In recognition of this important sector, RJC commissioned Dalberg Global Development Advisors to conduct an independent impact evaluation in 2014 to look at the uptake and impact of the RJC Certification scheme in the diamond cutting and polishing sector in India. The assessment highlights that RJC’s standards are strongly aligned to key risks, and is helping to instil and highlight best practices.
A follow up study in India was commissioned by RJC in 2015.
An in-house RJC member survey was conducted by the RJC management in 2015 to better understand the level of interest and demand for RJC certification in the industry and what members are doing to stimulate further uptake in the industry. The results were reported in the 2015 Impacts Report.
RJC has been developing a member toolkit of marketing and promotional collateral, to support members in communicating with the industry and their business partners about their RJC certification, to stimulate further demand for RJC certification. This will be launched at the 2018 AGM in Moscow.
The first outcome evaluation RJC underwent focused on small-to-medium enterprises (SMEs), with annual turnover of US$50 million or less, which make up around 60% of RJC’s membership. In December 2014, a team of 3 postgraduate students from the Graduate Institute of Geneva have completed a study on small to medium-sized enterprises (SMEs) on the uptake, access and impact of Certification in the jewellery supply chain. The study was sponsored by Compagnie Financiere Richemont SA, and co-supervised by RJC. The research provided valuable input into the 2015 Impacts Report, as well as for RJC’s internal planning for guidance development and the Topic Expert program.
2022 | Monitoring & Evaluation System Report
2020 I Outcomes of RJC certification on COVID adaptation in India
2019 I Outcomes of RJC certification on labour rights and working practices in India
2018 I Business benefits of RJC certification
2017 | Designing sustainability certification for greater impact
2015 | Member Survey Results
2015 | Assessment of the Uptake and Impact of RJC Certification Scheme in India
2014 | Assessment of the Uptake and Impact of RJC Certification Scheme in India
2014 | SME Uptake, Access and Impact of Certification in the Jewellery Supply Chain
Reporting and learning
Reporting is paramount to maintain our reputation for being a leading standards authority that is accountable and transparent. Our reports also contribute to the evolution of RJC standards and certification processes, expand and deepen member and auditor training, identify new opportunities and collaborations, and help us develop tools and programmes to better serve RJC members. Previously, we produced an individual report for Impact, however from 2016, this report was incorporated into the Annual Progress Report.
DUE DILIGENCE: OECD
Create better policies for better lives
Policy monitoring and evaluation (M&E) has a critical role to play in effectively design, implement and deliver public policies and services. Ensuring that policy making is informed by sound evidence on what works is essential to achieve key long-term objectives.