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arbon Copy 

Spring 2007 

Edition 

Introduction

T his edition of Carbon Copy provides an opportunity to showcase a few of the 

companies that have made EPA’s Climate Leaders the nation’s largest voluntary 

corporate-wide greenhouse gas management program. It is clear that our work 

together has greatly contributed to the advancement of corporate climate change management. The corporate case studies enclosed highlight the experiences of Partners in 

various phases of the program: The Tower Companies’ motivation to join Climate 

Leaders; EMC’s challenge in creating an inventory management plan; Raytheon’s cultural shift to manage energy consumption; Sonoma Wine Company’s “Savings by 

Design” project; and some words of advice from Staples’ Mark Buckley. Collectively, they 

demonstrate EPA’s belief that well-designed partnerships produce results that are beneficial to both the environment and the bottom line. 

In this Issue: 

Cover Page 

EMC: Forging A Dynamic Inventory 

Management Plan 

Page 3 

New Partner Spotlight: The Tower 

Companies 

Page 4 

Raytheon: Changing Attitudes Toward 

Energy 

Page 6 

Sonoma Wine Company: Sustainable 

Expansion Yields Barrels of Benefits 

Page 8 

Interview with Energy Champion: 

Mark Buckley 

Page 10 

What s New 

Page 11 

Three Climate Leaders Achieve Goals 

Page 12 

Climate Leaders Partners Announce GHG 

Reduction Goals 

Welcome New Climate Leaders Partners: 

Anheuser-Busch Companies, Inc. 

Cherokee Investment Partners 

CSX Transportation Inc 

Deere & Company 

Duke Energy 

Kellogg Company 

Merck & Co., Inc. 

Mohawk Fine Papers Inc. 

National Geographic Society 

NVIDIA Corporation 

Office Depot 

PPG Industries Inc. 

Stora Enso North America Corp 

The Tower Companies 

Turner Construction Company 

WhiteWave Foods Company 

Whole Foods Market 

Editor: Pinal Patel 

EMC: Forging A Dynamic Inventory 

Management Plan 

His years of experience in the environmental protection field have taught 

EMC’s Director of Global Environmental Health and Safety, Kevin 

Biernacki, to recognize that reducing greenhouse gas emissions goes hand 

in hand with reducing energy, which in turn reduces costs. Companies have to 

reduce energy use to be competitive. Paul Sauvageau, a Senior Environmental 

Engineer with EMC, and Mr. Biernacki outline the steps they took to successfully 

create EMC’s Inventory Management Plan (IMP) for Climate Leaders, discuss the 

value the IMP has added to their greenhouse gas (GHG) reduction efforts, and 

provide insights to companies on base year reporting. 

Background 

EMC provides products, services, and solutions for information management 

and storage that help organizations extract the maximum value from their information, at the lowest total cost. Established in 1979, EMC is represented by 

direct sales and distribution partners in more than 50 countries. Based in 

Hopkinton, Massachusetts, EMC systems are also manufactured in North 

Carolina and Ireland. With 2005 revenues of approximately $9.7 billion, EMC 

employs more than 30,000 people worldwide. 

EMC was already engaged in a number of activities prior to joining Climate 

Leaders that facilitated data collection of greenhouse gases. For example, as part of 

continued on next page 1
EMC 

continued from front page 

its ISO 14001 certification, EMC had implemented data 

management procedures, and was subject to state regulations which required tracking and reporting of certain air 

emissions associated with stationary and mobile sources at 

their facilities. 

To further environmental improvements, EMC joined EPA’s 

Climate Leaders Partnership in 2004. “The program offers 

the structure, support, and technical expertise that is 

essential for a successful GHG management program. Also, 

joining the Climate Leaders program provides invaluable 

information sharing opportunities with other Partner companies,” stated Mr. Sauvageau. 

Choosing Organizational Boundaries 

EMC chose the “Operational Control” approach of GHG 

accounting to determine which facilities and mobile 

sources would be included in its inventory. As Mr. Biernacki 

commented, “When you have control of a site, you have the 

control to make changes.” 

EMC discussed its corporate facilities with in-house real 

estate and regional facilities managers to determine the 

facilities for which it had operational control and focused 

on those sites. EMC leases space for its small sales offices 

over which the company does not have operational control. 

Since these small office locations contribute an insignificant amount to its overall GHG profile, EMC decided it was 

not practical to include these sites in the GHG management program. Instead, EMC has focused its efforts on larger facilities where it has infrastructure ownership and dedicated onsite staff in place to implement energy conservation measures. 

Developing an Inventory Management Plan 

Through Climate Leaders, EMC measures GHG emissions 

for its U.S. sites. In compiling the IMP, EMC evaluated its 

emission sources and existing tracking procedures, and 

documented new procedures for developing their emissions inventory. For example, the company: 

1.	 Discovered that many of its Facilities Groups were 

already heavily engaged in implementing energy 

conservation projects; 

2.	 Identified the key personnel responsible for managing facilities data related to GHG sources at EMC 

properties; 

3.	 Verified site utility accounts and made necessary 

changes; 

4.	 Evaluated electricity consumption of Data Centers 

and lab space verses office and manufacturing space; 

and 

5.	 Improved organization and tracking of data for each 

GHG emission source. 

EMC now tracks consumption of electricity, diesel fuel, natural gas, jet fuel, and fleet vehicle mileage, and from this 

data determines the best opportunities for reductions. The 

IMP process has also helped encourage action within the 

company by bringing employees from different units 

together to discuss how to measure and reduce emissions. 

Inventory Management as a Dynamic 

Process 

After an initial IMP was completed based on its 2004 facilities, EMC recognized the plan needed to be updated to 

take into account significant business changes, including 

major business acquisitions and building divestitures. After 

making these adjustments, EMC chose to use 2005 for the 

base year of its goal, rather than 2004, as it became clear 

that 2005 better represented its business operations and 

baseline inventory. 

Setting a GHG Reduction Target 

Once the IMP was completed, the company conducted a 

series of meetings focused on reduction goals with EMC 

facilities staff. Because the IMP process had already familiarized staff with GHG management and created transparent tracking procedures, the goal-setting process had a 

strong foundation from which to launch. 

The meetings with regional facility managers focused on 

identifying past, existing, and planned energy conservation 

initiatives at various campuses. From discussions with the 

Real Estate and Facilities Group, it became clear that the 

most meaningful indicator of energy use at EMC facilities 

would be an occupied-square-foot normalization factor. 

One of the challenges in developing this goal was the 

amount of information required to track the normalization 

factor. EMC also found that setting a goal with a squarefoot normalization factor was challenging given the 

relatively low occupancy rates in some of its existing build2
ings. Therefore, the process had to take into account plans 

for concentrating business activities into less building 

space, which might increase energy consumption per 

square foot, as well as consider energy efficiency projects 

being implemented by regional facilities staff. 

Together with the IMP process, setting a corporate-wide 

GHG reduction goal took EMC one year to complete. EMC 

set a GHG reduction goal of 8 percent over 7 years normalized by occupied square footage. 

Implementing Greenhouse Gas Reduction 

Projects 

EMC is exploring a variety of energy efficiency options for 

its facilities as part of its overall GHG management strategy, including installation of office light sensors, highefficiency boilers, and computer monitor energy-saver 

functions. Ongoing initiatives include high bay lighting 

replacement; new chiller set back temperatures; process 

changes to maximize product Environmental Testing Room 

usage and thereby reduce electricity usage; recovery of heat 

generated from testing and operation of EMC electronic 

products to provide building heat; and reduction of static 

air pressure in air handling units to increase fan efficiency. 

EMC also actively participates in EPA’s ENERGY STAR 

Enterprise Server and Data Center Energy Efficiency initiative and in The Green Grid organization committed to 

improving overall power efficiency in the technology industry, starting with data centers. The company is communicating these efforts to employees through the companywide newsletter, and the employee feedback is overwhelmingly in favor of the reduction projects. Dan Fitzgerald, Vice 

President of Global Facilities and Real Estate, comments 

that “[A]dditional reduction opportunities exist at some of 

our facilities, and, with welcome guidance from EPA, we 

continue to identify solutions that will further reduce our 

greenhouse gas emissions.” 

We would like to thank Kevin Biernacki and Paul Sauvageau 

for their contributions to this article. 

New Partner Spotlight: The Tower Companies


When The Tower Companies, a Maryland-based 

real estate development firm, realized that an 

estimated 40 percent of atmospheric emissions 

were attributable to buildings, the company decided to join 

the Climate Leaders Partnership to reduce its impact on 

the climate. Through Climate Leaders, the company hopes 

to lead by example in an industry which is responsible for 

the consumption of 40 percent of the raw materials, 40 percent of the energy, and 25 percent of the water used in the 

United States. 

The Tower Companies, which has been operating for sixty 

years, employs 35 people and operates 14 facilities. Tower 

built America’s first LEED (Leadership in Energy and 

Environmental Design) certified apartments, Blair Towns, 

in Silver Spring, Maryland, and The Tower Building, the first 

green office building in Washington, DC. The company 

focuses on socially responsible development and environmentally conscious buildings and communities when creating its business, residential, retail, and mixed-use real estate 

environments. 

Marnie Abramson, Principal of The Tower Companies, 

summarizes the corporate philosophy driving their business strategy, emphasizing that “over the long term without 

proper action taken to 

create sustainable sites, 

reduce our dependence 

on fossil fuels, and minimize the depletion of 

natural resources, costs 

to develop will skyrocket. Combining that with 

the growth in population demands that the 

real estate industry 

embrace new ways of 

doing business today.” 

Joining Climate Leaders 

in 2006 helped the company create a plan to identify, track, and reduce its carbon 

footprint. The company has calculated its GHG emissions 

using widely accepted methodologies, and has developed 

an IMP that provides guidance on, and institutionalizes the 

process for, collecting, calculating, and maintaining GHG 

data. As a result of this effort, the company was able to recognize that its direct and indirect emissions sources 

include stationary combustion sources (boilers, backup 

The Tower Building 

continued on next page


3
New Partner Spotlight


continued from page 3 

generators); mobile combustion sources (company-owned 

fleet vehicles and snow blowers); refrigeration/AC equipment use (chillers); and purchased electricity. 

The company has adopted a comprehensive emissions 

reduction strategy that includes the following components: 

1.	 Construct new buildings in line with green building 

standards. For example, the company now has more 

than 1 million square feet of green projects. Current 

projects under development include 2000 Tower 

Oaks Boulevard, the world’s largest commercial 

application of Green/Vedic design and development, 

which incorporates LEED “Gold” building certification for superior air quality, high recycled content, 

and energy and water efficiency, and 1050 K Street, 

located in downtown Washington. The 146,000 

square foot, 11-floor office building with ground level 

retail will be LEED Gold Certified. 

2.	 Improve the efficiency of existing equipment when 

replacement or upgrades are needed. 

3.	 Identify opportunities where solar water heating and 

power can be implemented at buildings, in collaboration with a local solar energy firm. 

4.	 Purchase wind power using Renewable Energy 

Certificates (RECs) to offset 100 percent of the company’s electricity use. The Tower Companies, as 

ranked by EPA’s Green Power Partnership, is the 25th 

largest purchaser of green power in the country. 

5.	 Offset the company’s remaining direct emissions, 

through either purchasing carbon offsets by investing in methane reduction or forestation projects, or 

by partnering with a local charter school to purchase 

a more efficient boiler. 

This multifaceted reduction strategy forms the basis of The 

Tower Companies’ March 2007 Climate Leaders goal 

Green Building Statistics 

•Tower Building purchases Green Energy for •Tower Building is designed to be ENERGY STAR®

25% of it’s energy usage. rated, which would make it among the top 25% 

most energy efficient buildings in the country. 

•Indoor air quality: Triple-filtered, 3-stage,

outside air filtration system removes 85% of •Ventilation systems: Exceed the ASHRAE 62 

airborne chemical pollutants. standard by more than 25% and completely 

exchange air in the building every 55 minutes. 

•Air conditioning: Chilled water air conditioning 

system with economizers - 30% more efficient •Double-wall construction for air conditioning 

than typical “market” air conditioning systems. units provides cleanable interior surfaces and 

superior acoustics with moisture removal •Daylight availability: Energy-efficient Low-E® features that minimize microbiological growth. glass that allows the daylight in, but keeps the 

heat and cold out and maintains a steady •Ecologically-sensitive cleaning materials and 

comfortable temperature. solvents using low volatile organic compounds 

(VOCs) are used throughout the building, 

•A high percentage of recycled and recyclable working to improve indoor air quality and reduce 

materials, including the carpet and ceiling tiles. toxicity. 

•Energy-adaptive smart elevators which learn •Acoustical sound transfer is 30-40% less than a 

the building’s traffic patterns. typical building. 

•Digital electronic building management system

(BMS).

announcement to achieve net zero U.S. GHG emissions by 

2008 and maintain that level through 2012. Abramson recognizes that “we have an obligation to our colleagues, associates, friends, and families to responsibly protect the environment we are living in. It is our hope that through our 

partnership with EPA’s Climate Leaders, we can show, by 

example, that as an industry we have one of the largest and 

most immediate opportunities to dramatically reduce 

annual carbon dioxide emissions, reduce greenhouse gases, 

and therefore reduce global warming. We encourage others 

within our industry, no matter what size, to make a commitment to reduce greenhouse gases.” 

We would like to thank David Borchardt for his contribution 

to this article. 

The Tower Building: Designed by architects 

KishimotoGordon.PC and located on the I-270 Tech 

Corridor in Rockville, MD, The Tower Building was 

one of the first environmentally-friendly office 

buildings in the Washington metropolitan area, 

winning the Apartment and Office Building 

Association’s prestigious “Green Office Building of the 

Year” award. The “smart” and “green” Tower Building 

is a composition of two overlapping forms: Its 

elliptical structure affords offices with 180 degree 

views, and is bisected by a sweeping, curved “sail” 

wall. Offices are suffused with natural light while 

maintaining comfortable interior temperatures. 

Fresh, charcoal-filtered outdoor air circulates 

throughout the building once an hour for maximum 

air quality. While the building exceeds EPA’s ENERGY 

STAR® requirements, it revolutionizes both the form 

and function of an office building making it a healthy, 

energy efficienoffice of t t “ he future .”

Raytheon: Changing Attitudes Toward Energy 

Raytheon developed an innovative employee education tion and GHG emissions. The program has been very effective and has contributed to recent and significant declines and communications program to change employee 

in energy use at Raytheon, which has saved millions in behavior regarding energy use, which has helped the 

energy costs and reduced GHG emissions. company make significant reductions in energy consump4
Background 

Raytheon Company, with 2006 sales of $20.3 billion, 

specializes in defense and government electronics, space, 

information technology, technical services, and business 

and special mission aircraft. With headquarters in 

Waltham, Massachusetts, Raytheon employs more than 

80,000 people worldwide and is among the largest 

manufacturers in several locales where it maintains 

production facilities. 

Joining ENERGY STAR and Climate Leaders 

Raytheon has had an energy management program in place 

since the early 1970’s, and became an ENERGY STAR partner in 1999. Its energy program has continued to gain 

strength and visibility within the company as well as externally. In 2001 and 2003, the company received ENERGY 

STAR Award honors for Leadership in Energy Management 

for industrial partners. 

Raytheon became aware of the Climate Leaders Program 

through its partnership with ENERGY STAR and joined 

Climate Leaders in 2002. The company first developed a 

comprehensive GHG emissions inventory to identify and 

quantify emission sources. Approximately 90 percent of the 

company’s emissions are energy-related, and most of these 

are attributable to purchased electricity. With this data in 

hand, Raytheon quickly recognized that its GHG reduction 

strategy needed to revolve around energy management and 

reduction. 

A Partnership of Energy and Environment 

Energy management is overseen by the facilities organization within Raytheon, while environmental issues are managed by the Environmental, Health and Safety (EHS) organization. A partnership of the two organizations was needed 

to effectively address GHG emissions. Raytheon’s 

Operations Council, which the EHS and Facilities organizations report up to in most of the businesses, adopted energy and greenhouse gas reductions as a key objective. This 

senior level endorsement has propelled the programs to 

achieve even greater reductions. The Operations Council 

has set a number of internal energy reduction goals, including an aggressive external goal of reducing U.S. GHG emissions by 33 percent per dollar revenue by 2009 against a 

2002 baseline. The company’s Enterprise Energy Team 

plays a key role in achieving these reductions. The team 

consists of representatives from each business and reports 

up through the Facilities Leadership Council. The team has 

a series of subcommittees staffed by employees from across 

the company to address various elements of the energy 

program. The energy team continually identifies reduction 

opportunities, such as upgrading building control systems 

and installations of new lighting technologies. Last year, 

Raytheon launched a new initiative that focused on the 

activities employees can take to help reduce energy consumption. 

900 Energy Champions 

Raytheon discovered that up to two-thirds of its electricity 

use is due to the plug load from the company’s 80,000 

employees. Raytheon launched a program entitled “Energy 

Conservation for a Competitive Advantage” in early 2006, 

which targets “Total Employee Involvement” (TEI) in the 

energy program. The program educates employees about 

the costs and environmental impact of the energy they use 

every day and underscores how energy conservation can 

contribute to Raytheon’s competitive advantage in the market place. 

The program is supported by a network of “Energy 

Champions”; specifically, more than 900 employees volunteered to take responsibility for energy conservation in specific work areas and to motivate other employees to identify and implement energy conservation measures. The 

Energy Champions help the company communicate with 

employees through media such as messages on plasma displays, posters, stickers, memos, flyers, raffles, “meet and 

greet” events, and audit checklists. 

The company takes a top-down approach to ensure that 

managers and employees clearly understand that energy 

conservation is a top priority of Raytheon leadership and 

that each employee is accountable for energy conservation. 

The campaign educates employees about the impact of 

energy conservation on business, and has conveyed the 

message that energy is important to both the bottom line 

and to the environment. The company has calculated that 

an additional $100-200 million of un-forecasted sales would 

have been required during 2006 to offset the anticipated 

increase in electricity costs. 

Motivating employee involvement is an integral part of the 

communications campaign. Raytheon has utilized a number of methods for recognizing and rewarding good performance. “Success Stories” highlighting specific energy 

conservation measures implemented by the Energy 

continued on next page 

5
continued from page 5 measure its success against a goal of Total Employee


Champions and other employees are displayed on posters 

throughout Raytheon facilities, at the Raytheon Energy 

Awareness Program (REAP) Web site, and included many 

company newsletters. Credit is given to strong performers 

and this motivates other employees and teams to improve 

performance. Furthermore, a “scorecard” approach 

deployed in 2006 to communicate energy performance at 

both the enterprise and business levels created a sense of 

excitement and ownership among employees. 

Raytheon recognizes that many employees, even those not 

engaged as Energy Champions, take pride in strong performance at their work location and in the knowledge that 

they are helping reduce the environmental impact of the 

company’s energy use. Many Raytheon locations have held 

recognition events, such as employee breakfasts or luncheons, and Raytheon managers are also empowered to provide employees with “on the spot” bonuses for exemplary 

energy conservation efforts. 

Measuring Results 

Raytheon tracks and monitors its performance and evaluates its progress. The tool used most widely to report results 

and share practices among the campaigns, including the 

Energy Champions network, is an Enterprise Energy 

eRoom. The eRoom includes folders for each Raytheon 

business and respective locations, and this content has 

proven to be an efficient method of sharing information 

among hundreds of eRoom participants. Raytheon has also 

conducted trainings and surveys and analyzed the data to 

Involvement. 

Collective Success 

The Energy Conservation for a Competitive Advantage program yielded an estimated 80 million kilowatt-hours in 

energy savings during 2006—equivalent to saving approximately $9 million per year. These energy savings translate to 

116 million pounds of GHG emissions avoided, equivalent 

to the annual average GHG emissions from approximately 

10,000 vehicles, or to powering a community of 5,000 

homes. Since 2002, Raytheon has reduced its GHG emissions by approximately 25 percent, normalized by revenue. 

For its 2006 energy reduction accomplishments, Raytheon 

was selected as a 2007 ENERGY STAR Partner of the Year by 

the EPA and DOE. 

Executive level support has bolstered recent conservation 

efforts at the company. “This program is changing our work 

culture by modifying how we use and manage energy in the 

workplace, and by measuring the impact of our collective 

actions on energy consumption,” said Dr. Taylor Lawrence, 

Vice President of Engineering, Technology and Mission 

Assurance, and executive sponsor of Raytheon’s Operations 

Council. “The Raytheon Leadership Team is extraordinarily 

proud of the people throughout the company who are leading in the reduction of energy use and demonstrating an 

enterprise-wide commitment to environmental stewardship.” 

We would like to thank Nancy Kitsos for her contribution to 

this article. 

Sonoma Wine Company: Sustainable Expansion Yields 


Barrels of Benefits 

Sonoma Wine Company (SWC) is the largest provider 

of contract winery services in Northern California. 

The company’s services include crushing grapes, fermentation, barrel and tank storage, winemaking, bottling, 

and storage of cased goods. With a client base of 25 companies, SWC currently bottles 1.5 million cases per year, and 

stores 3 million gallons of wine in tanks and barrels and 

750,000 cased goods. 

In 2003, SWC chose a business model that would expand 

the business 100 percent in five years, from 1.5 million cases 

of wine bottled to 3 million cases. The firm applied for an 

operating permit allowing for the 100 percent expansion, 

and soon realized that involving the community and the 

local utility, while reducing the company’s environmental 

impact, would create the necessary conditions for the permit application to be approved. 

Savings by Design 

In designing its expansion, SWC established its baseline 

resource use based on data from current operations in 2004 

and 2005. Next, two alternative design options were identified and quantified: the use of a standard winery design 

6
The Sonoma Wine Company 

(which quantified future expanded operations as they 

would have occurred without investing significantly in 

resource efficiency measures), and an alternative 

approach—the “Savings by Design” model. The Savings by 

Design approach incorporated a system of water, wastewater, and energy efficiency measures that took into 

account investments in integrated water/energy efficiency 

into one integrated expansion plan. Natasha Granoff, 

Director of Business Development comments, “Savings by 

Design shows the business case for energy efficiency.” 

Despite a planned doubling in production, Savings by 

Design will reduce SWC’s utilities use and wastewater production from the standard design option as well as from 

baseline use. For example, refrigeration and water heating 

makes up nearly all of the energy use at a winery. While the 

standard design option would have increased electricity use 

by 108 percent cumulatively, Savings by Design will reduce 

electricity use by 7 percent from the baseline, by implementing projects that include wine storage tank insulation, 

building shell improvements, hot water re-use systems, air 

compressor upgrades, and lighting retrofits. The incremental reduction in electricity use, from the standard design to 

Savings by Design, was calculated at 1.59 million kilowatthours per year, for a reduction of 56 percent. 

Based on environmental criteria, Savings by Design was 

clearly the preferable option. However, the cost savings of 

the project were just as impressive to senior SWC management. While the Savings by Design capital cost is $820,000, 

or 24 percent, higher than the standard design, it provides a 

savings of $266,000 per year in electricity and natural gas. 

This translates to a reduction in cost of energy per case of 

wine from $0.15 to $0.06, or 60 percent. In addition, SWC 

developed a unique partnership with the local utility, 

Pacific Gas & Electric, to create a capital project incentive 

structure that favors the integrated approach to energy, 

water, and wastewater improvements that SWC was proposing for its expansion project. This approach ultimately 

facilitated the approval of a larger number of capital projects, and reduced the payback period of Savings by Design 

from five years to three years. 

Translating Energy Reductions to 

Greenhouse Gas Reductions 

While SWC began an energy use reduction campaign in 

2003, the company had not focused specifically on carbon 

dioxide emissions until 2006. Joining Climate Leaders was 

recommended by the Climate Protection Campaign, a 

Sonoma County-based non-profit organization, which had 

suggested that SWC track its GHG emissions in conjunction with its energy reduction plan. Granoff points out that 

while gaining internal support for energy efficiency was 

easy with SWC’s track record of implementing projects 

with payback periods under a year, “making the carbon 

connection and reduction of GHG’s was a cultural shift.” 

As part of its participation in Climate Leaders, the company pledged to reduce total U.S. greenhouse gas emissions by 

15 percent from 2005 to 2010, which will be accomplished 

by implementing the Savings by Design program rather 

than the standard winery design approach. SWC will 

reduce emissions by 926 tons of carbon dioxide per year, 

while saving $310 per ton of carbon dioxide reduced. 

Barrels of Benefits 

By using an innovative approach for its planned business 

expansion, SWC benefits from the availability of state and 

federal incentives, a unique partnership with the local utility, the ability to make changes in-house with off-the-shelf 

technology, and the marketing value of reducing its carbon 

footprint. The result has been a reduction in environmental 

impact and operational costs, protection against energy 

price increases, improved community relations, and industry leadership. 

We would like to thank Natasha Granoff for her contribution 

to this article. 

7
Interview with Energy Champion: Mark Buckley


Mark Buckley 

EPA: You have been with Staples 

for 17 years. What kind of work do 

you do on a daily basis? 

MB: I have been Vice President of 

Environmental Affairs at Staples 

more than four years now. My work is 

highly variable; I focus on improving 

internal processes to make the business sustainable, and I also focus on 

creating products and services to help customers be more 

sustainable. Most environmentally oriented jobs are either 

focused on Environmental Health and Safety or Corporate 

Social Responsibility, and my job has some of both. 

Regarding climate change, I try to look at it from the perspective of efficiency and energy conservation, such as 

making improvements in building design with retrofits. 

How we use energy has a direct and indirect impact on 

climate. 

EPA: Staples is involved in a number of activities to 

reduce its impact on the environment. How is your 

department integrated into the company’s operations—is 

change being driven from the top-down or bottom-up? 

MB: Every aspect of our company takes our environmental 

impact into consideration. Change is not just promoted 

and encouraged by Environmental Affairs but in all levels 

of the company. 

It is important to try to link environmental benefits to 

business benefits—they are not opposing concepts. Many 

people still think of sustainability as a philanthropic or 

public relations exercise and that’s just not the case. The 

impacts of these measures can be quantified and that 

makes the connection more real for stakeholders. A great 

lesson to teach is one of resource management: equate 

resource management today to benefits that businesses 

achieve and you see tangible results. 

EPA: In relation to your experience in previous roles, 

what internal mechanisms make Staples more conducive to environmental stewardship? 

MB: Staples is a young company, just 20 years old, and we 

are continually growing. We’re currently in 22 countries. 

When we started, we couldn’t have predicted having such 

incredible growth. That makes change part of our makeup—it’s not something we’re afraid of. Change may not 

always be embraced as well in older firms. 

EPA: What obstacles do you face in improving your 

company’s environmental footprint? Do you have advice 

for initiating change at a large organization, especially 

as a long-term manager? 

MB: In reality, there are always people within an organization that don’t understand the connection between environmental stewardship and core business goals and strategies. It is important to create a culture where environmental stewardship is part of everyone’s job everyday. We have 

74,000 associates—everyone must integrate environmental 

issues to some degree. We spend time educating associates [employees] and linking environmental business practices to associate behavior. 

My advice for a large organization is to focus on creating a 

cultural evolution versus a paradigm shift. A paradigm 

shift denotes flipping a switch, but in reality, for long-term 

success we must incorporate issues into the cultural component of a company. A cultural evolution will effect 

broader and more long-lasting change but it does take 

time. Also, companies have to start viewing and using 

terms differently, such as replacing the term “waste management” with “resource management.” Although they are 

essentially the same terms, companies have to shift their 

language to shift behavior. 

EPA: Staples joined Climate Leaders in 2002 as a 

Charter Partner. How do you continue to benefit from 

your participation in the program? 

MB: Climate Leaders is an excellent partnership. We have 

limited resources to gather data. Climate Leaders’ 

resources made that happen and allowed us to start collecting our data globally. We wouldn’t have gotten so far 

without them. As part of our U.S. EPA Climate Leaders 

membership, Staples has voluntarily committed to a 7 percent reduction in our U.S. GHG emissions by 2010 on an 

absolute basis, starting from a base year of 2001. As of 

2005, we had reduced our net greenhouse gas (GHG) emissions by nearly 5 percent versus 2001. We really like the 

structure of the program and the access we have to other 

companies struggling with the same issues in establishing 

targets and goals. 

We have many connections to the EPA through our 

involvement in other programs such as Plug-In To 

eCycling, SmartWay Transport Partnership, WasteWise, 

Green Power Partnership, and ENERGY STAR. Climate 

8
Leaders provides an umbrella of resources and services that 

help people make connections—it’s more than just a focus 

on emissions. 

EPA: Staples now offers an array of environmentally-conscious products. Can you comment on this evolution? 

MB: Staples brand products have grown significantly over 

the past few years, and now make up 20 percent of our total 

sales. We’re creating high quality products that increasingly 

have sustainable attributes. 

For example, in terms of paper, we’re shifting the paradigm 

in the market place to create enough vertical demand for 

products. We began by requesting change at the paper mills. 

The mills didn’t have an incentive to change since we were 

the only ones asking and the volume wasn’t high enough. 

We had to increase vertical demand in the marketplace. To 

do that, we had to change our behavior internally to make a 

bigger purchase. Instead of placing recycled paper as a higher priced niche product, we converted a large part of the 

paper we sell to recycled paper. We increased the volume of 

production so the supplier can buy from a secondary market and the market will run more efficiently. We’ve increased 

the average amount of post-consumer recycled content 

across all of our paper products sold by weight from less 

than 20 percent in 2003 to 30 percent in 2005. File folders 

were 100 percent virgin wood fiber five years ago. Three 

years ago they consisted of ten percent post-consumer content. Today, there is no virgin alternative for file folders or 

for any of our paper products. The products now offered are 

priced nearly as low as the price of the virgin products. Our 

goal was to stabilize the market and add credibility. 

One of our achievements is to require vendors bidding to 

supply large-volume paper products like copy, print, and 

notebook filler paper to complete an environmental survey, 

including descriptions of their forest sources, characteristics 

of the fiber sourced, and mill-specific information to help us 

select responsible paper suppliers. One impact of these corporate responsibility efforts is to promote sustainable 

forestry, which can help combat climate change by providing carbon sinks and renewable fuels. 

We help sponsor the resource tool Earth 911 Business to 

provide helpful environmental resources, tools, and information to businesses nationally, with a focus on waste 

reduction, recycling, and the purchase of environmentally 

preferable products. 

EPA: What do you think about competitors entering the 

market for recycled products? 

MB: We welcome others offering recycled products in the 

market. It increases recovery rates and spurs continuous 

improvement. The more others help us leverage the market 

by diversifying their portfolio, the easier it will be to shift 

the marketplace towards the production of sustainable 

products. 

EPA: Will Staples be offering climate-friendly products in 

the future? 

MB: Yes, we plan to. It’s just smart business to create environmentally preferable products. Our goal is to produce 

high quality products that are also great for the planet. 

There are a myriad of approaches—with climate change 

there is no silver bullet. We try to diversify our portfolio. We 

are committing to going beyond recycled content to offering paper products composed of alternative fibers and tree 

fiber from certified and sustainably managed forests where 

feasible. It helps to take a life cycle approach. For example, 

we’ve considered the environmental life cycle of cotton and 

we’re considering using the cotton from old denim in our 

products since, historically, cotton goes directly to landfills. 

We’re looking at the process of production holistically, from 

packaging to supply chain to raw materials. Continuous 

improvement is a journey, not a plateau. 

EPA: Why do you think Staples and other companies are 

taking steps to mitigate their impact on climate change? 

MB: Recent events have garnered attention on the issue of 

climate change. Hurricane Katrina was galvanizing for 

many people. The hurricane season raises awareness, and 

so do climate trends in North America. My house is 40 miles 

north of Boston and we had frogs jumping across the street 

in December—that’s not normal. The geopolitical effects of 

energy dependence are garnering attention and clean energy is emerging as a viable option. The investment community is starting to move large sums of money from the margins to the mainstream. Companies that are not historically 

green, such as Wal-Mart, are bringing a lot of attention to 

the issues. Clearly, given their footprint they can have an 

enormous impact. GE invested billions on research and 

development because they understand the future of clean 

energy. It’s no longer a marginal discussion. 

We’re at an interesting stage as a country. We went from 

asking “Is [climate change] real?” to “What are we going to 

do about it?” and that is very motivating. 

We would like to thank Mark Buckley for sharing his insight 

with Carbon Copy. 

9
What’s New 

Joint Climate Leaders/CHP Partners Play 

Leading Roles in Asia-Pacific Partnership 

The Climate Leaders and Combined Heat and Power (CHP) 

Partnerships share some common Partners, primarily those 

who are in the business of clean energy technologies. CHP 

Partner Solar Turbines, a subsidiary of Caterpillar, produces 

low-emission, high efficiency gas turbines and UTC Power, 

a subsidiary of UTC, produces fuel cells and packaged 

micro-turbine systems. Climate Leaders Partner GE is a 

market leader in wind and solar technologies. Besides their 

corporate commitment to reducing their own environmental impact, these companies are helping others worldwide 

to reduce their emissions by providing clean energy technologies for highly efficient CHP and renewable distributed 

generation project. 

Solar Turbines, GE, and the CHP Partnership are currently 

working under the Administration’s Asia-Pacific Partnership on Clean Development and Climate (APP), by providing industry and technical leadership to the Partnership’s 

Renewable Energy and Distributed Generation Task Force 

(REDGTF). The APP is an innovative public-private effort 

to accelerate the development and deployment of clean 

energy technologies. Government partners include 

Australia, China, India, Japan, the Republic of Korea, and 

the United States. The Partners are collaborating to promote and create an enabling environment for commercially 

available and emerging clean energy technologies that will 

promote economic growth while enabling significant 

reductions in GHG intensities. 

Solar Turbines will host the third meeting of the Task 

Force, and the first hosted by the United States, at their 

headquarters and manufacturing facility in San Diego, 

California, at the end of March. Participating U.S. federal 

agencies include State, Commerce, Energy, and EPA. For 

more information about the APP, the REDGTF, or the Clean 

Energy Trade Mission, visit the APP Web site at 

<www.state.gov/g/oes/climate/app/>. 

For more information about the CHP Partnership, visit 

<www.epa.gov/CHP>. 

Fortune 500 Green Power Challenge 

The U.S. Environmental Protection Agency’s (EPA’s) Fortune 

500 Green Power Challenge encourages and highlights the 

voluntary green power purchases of some of America’s 

biggest corporations. The main component of the Challenge 

is to double the percentage of green power being bought by 

the nation’s 500 largest companies. This Challenge serves as 

an excellent opportunity for companies to earn national 

recognition for purchasing green power and to reduce their 

GHG emissions that contribute to climate change. The 

Fortune 500 Green Power Challenge is a year long effort 

that will conclude at the end of December 2007 and focus 

on the collective green power purchases of participating 

Fortune 500 companies. 

Voluntary green power purchasing has become an increasingly attractive corporate environmental and climate 

change strategy. In order to participate, all Fortune 500 corporations must meet or exceed EPA’s Green Power 

Partnership requirements. EPA will track the progress of 

participating Fortune 500 companies toward the overall 

goal at <www.epa.gov/greenpower/partners/ 

fortune500.htm>. 

Top Fortune 500 List 

Top 5 Partners Green Power Usage (kWh) 

1. Wells Fargo & Company 550,000,000 

2. Whole Foods Market 463,128,000 

3. Johnson & Johnson 306,418,000 

4. Starbucks 185,000,000 

5. DuPont Company 180,000,000 

For additional information on how your corporation can 

participate in EPA’s Fortune 500 Green Power Challenge, 

please contact Blaine Collison (collision.blaine@epa.gov, 

202-343-9139). 

Not a Fortune 500 company? EPA’s Green Power Partnership 

works with many types of organizations. To find out more 

about how your organization can partner with EPA, please 

visit <www.epa.gov/greenpower>. 

10
Three Climate Leaders Achieve Goals


American Electric Power (AEP) pledges to reduce total 

U.S. GHG emissions by 6 percent from 2001 to 2010. AEP 

achieved its initial goal by reducing total U.S. GHG emissions by 4 percent from 2001 to 2006. 

AEP has accomplished its Climate 

Leaders goal of reducing U.S. GHG 

emissions by 4 percent below its 

baseline (average 1998-2001 emissions) by 2006. From 2003 through 

2006, AEP achieved approximately 

39.2 million metric tons of reductions through a variety of actions including: improving the 

efficiency of its existing power plants, retiring older lessefficient fossil fuel plants, adding wind power capacity, 

improving availability of its nuclear plant, substantially 

reducing SF6 leakage rates, and reforesting lands in the 

United States and abroad. AEP is taking its climate commitment to the next step by committing to reduce its GHG 

emissions to 6 percent below the same baseline by 2010 as 

part of its participation in Climate Leaders and in the 

Chicago Climate Exchange. The company also is seeking 

regulatory approval to build 1,200 MW of Integrated 

Gasification Combined Cycle (IGCC) clean-coal plants 

rather than conventional pulverized coal in Ohio and West 

Virginia, and is also an integral member in the partnership 

to build the Department of Energy’s FutureGen plant. 

St. Lawrence Cement pledges to reduce global GHG emissions by 20 percent per ton of cementitious product from 

2000 to 2012. St. Lawrence Cement achieved its initial goal 

by reducing global GHG emissions by 16 percent per ton of 

cementitious product from 2000 to 2006. 

St. Lawrence Cement reduced 

global GHG emissions 4 years 

before the company’s 

announced goal year of 2010. The company pledges to 

extend its commitment to a 20 percent reduction per ton of 

cementitious product from 2000 to 2012. St. Lawrence 

Cement achieved GHG emissions reductions by implementing energy efficiency projects, using clinker and 

cement substitutes, and increasing the use of alternative 

fuels. For example, the company increased the capacity of 

its roller mill in Camden, New Jersey, by nearly 20 percent 

and conducted additional efficiency projects, used mineral 

components such as ground granulated blast furnace slag 

as cement and clinker substitutes, and increased use of 

tires, municipal sewage sludge, and treated wood as alternative fuels at its plants in Joliette, Quebec, and 

Hagerstown, Maryland (tires only). To meet its new target 

of 20 percent from 2000 to 2012, St. Lawrence Cement is 

constructing a new vertical roller mill in Mississauga, 

Ontario, which will improve production efficiency and utilize heat recovery from the kiln to dry raw materials. It has 

also participated in the construction of a new alternative 

fuels platform in Joliette, Quebec, and is continuing to 

implement energy efficiency projects across the company. 

United Technologies Corporation (UTC) pledges to 

reduce total global GHG emissions by 12 percent from 2006 

to 2010. UTC achieved its initial goal by reducing global 

GHG emissions by 46 percent per dollar revenue from 2001 

to 2006. 

In 1997, United Technologies 

Corporation set a goal to reduce its 

energy consumption by 25 percent normalized to revenue 

by 2006. After achieving the goal four years ahead of schedule, in 2001 the company increased its commitment to 46 

percent by 2006 and also joined the EPA Climate Leaders 

Program, voluntarily committing to reduce GHG emissions 

by 16 percent per dollar of revenue from 2001 to 2006. 

UTC’s overall approach to productivity in the business is 

doing more with less. UTC facilities around the world have 

reported energy savings from improvements in manufacturing operations, behavioral modifications, building envelope upgrades, lighting efficiency improvements, HVAC system upgrades and compressed air system improvements. 

The benefits from energy efficiency improvements include 

GHG emission reductions, energy cost savings, manufacturing process improvements and maintenance savings. These 

improvements contribute to UTC’s ability to compete in 

today’s global market. 

UTC products turn energy into useful work that becomes 

part of the customers’ environmental footprint. This motivates UTC to design for the environment, creating products 

that consume fewer resources and produce fewer emissions 

during manufacture and in operation. 

11
Climate Leaders Partners Announce GHG Reduction Goals


The following Climate Leaders Partners have recently 

announced GHG reduction goals: 

Anheuser-Busch Companies, Inc. pledges to reduce total 

U.S. GHG emissions by 5 percent from 2005 to 2010. 

Boise Cascade pledges to reduce total U.S. GHG emissions 

by 10 percent from 2004 to 2014. 

Codding Enterprises pledges to reduce U.S. GHG emissions by 50 percent per square foot from 2005 to 2010. 

Fairchild Semiconductor pledges to reduce U.S. GHG 

emissions by 30 percent per manufacturing index from 

2003 to 2010. 

General Motors Corporation pledges to reduce total 

North American GHG emissions by 40 percent from 2000 

to 2010. General Motors achieved its initial goal by reducing 

total North American GHG emissions by 23 percent from 

2000 to 2005. 

IBM pledges to reduce total global GHG emissions by 7 

percent from 2005 to 2012. IBM achieved its initial goal by 

reducing total global energy-related GHG emissions by an 

average of 6 percent per year and PFC emissions by 58 percent from 2000 to 2005. 

Sandy Alexander pledges to reduce total U.S. GHG emissions by 9 percent from 2006 to 2012. 

SC Johnson pledges to reduce total U.S. GHG emissions by 

8 percent from 2005 to 2010. SC Johnson achieved its initial 

goal by reducing total U.S. GHG emissions by 17 percent 

from 2000 to 2005. 

Steelcase Inc. pledges to reduce U.S. GHG emissions by 40 

percent per dollar sales from 2004 to 2009. 

The Tower Companies pledges to achieve net zero U.S. 

GHG emissions by 2008 and maintain that level through 

2012. 

The World Bank pledges to reduce total U.S. GHG emissions by 7 percent from 2006 to 2011. 

Thomas Rutherfoord, Inc. pledges to reduce U.S. GHG 

emissions by 7 percent per employee from 2006 to 2012. 

Welcome New Climate Leaders Partners!


Anheuser-Busch Companies, Inc. 

St. Louis, MO 

Based in St. Louis, Missouri, Anheuser-Busch is the leading 

American brewer, holding a 48.4 percent share of U.S. beer 

sales. The company 

brews the world’s 

largest-selling beers, 

Budweiser and Bud 

Light. Anheuser Busch also owns a 50 percent share in 

Grupo Modelo, Mexico’s leading brewer, and a 27 percent 

share in China brewer Tsingtao, whose namesake beer 

brand is the country’s best-selling premium beer. AnheuserBusch is one of the largest theme park operators in the 

United States, is a major manufacturer of aluminum cans 

and one of the world’s largest recyclers of aluminum cans, 

recycling more than 125 percent of the aluminum cans it 

packages at its U.S. breweries. Anheuser-Busch not only 

recycles the equivalent of 100 percent of its production, but 

also an additional 25 percent from other beer and soft 

drink sources of aluminum beverage containers. 

Cherokee Investment Partners 

Raleigh, NC 

Cherokee is the world’s largest 

private equity fund that specializes in the acquisition, remediation and sustainable redevelopment of contaminated real 

estate, or “brownfields”. Since 1990, Cherokee has acquired 

over 520 properties while protecting sellers, future owners 

and communities from the risks and liabilities associated 

with environmentally impaired property. Cherokee currently retains more than $1.6 billion of assets under management and invests in properties throughout the United 

States, Canada, and Western Europe. Cherokee accepts 

projects that traditional investors often reject and actively 

looks to transform communities where large-scale urban 

blight, environmental contamination, and other obstacles 

impede economic growth and community redevelopment. 

12
CSX Transportation, Inc 

CSX Corporation, based in Jacksonville,


Florida, owns companies providing rail,


intermodal and rail-to-truck transload serv­


ices that are among the nation's leading transportation


companies, connecting more than 70 river, ocean and lake


ports, as well as more than 200 short line railroads. 


Its principal operating company, CSX Transportation Inc., 

operates the largest railroad in the eastern United States 

with a 22,000-mile rail network linking commercial markets 

in 23 states, the District of Columbia, and two Canadian 

provinces. CSXT headquarters are in Jacksonville, Florida. 

Deere & Company 

Moline, IL 

John Deere (Deere & Company) is the 

world’s leading provider of advanced products and services for agriculture and 

forestry and a major provider of advanced 

products and services for construction, 

lawn and turf care, landscaping and irrigation. John Deere 

also provides financial services worldwide and manufactures and markets engines used in heavy equipment. Since 

it was founded in 1837, the company has extended its heritage of integrity, quality, commitment and innovation 

around the globe. 

In 2006, company earnings reached a record high for a third 

consecutive year, with net income of $1.69 billion on worldwide sales and revenues of $22.15 billion. Sales outside the 

U.S. and Canada, which have already doubled since the end 

of the last decade, surpassed $6 billion. Deere has customers in more than 130 countries with 47,000 employees 

in operations around the world. 

John Deere introduced an energy efficiency program at its 

North American units in 1972. Between 1972 and 2006, John 

Deere’s energy conservation programs have reduced its 

total GHG emissions 63 percent per production ton. 

Besides tracking and finding ways to reduce emissions of 

greenhouse gases, John Deere’s strategy to address climate 

change encompasses improved efficiency, cleaner products, 

advanced research and development, and leadership. 

Duke Energy 

Charlotte, NC 

Duke Energy Corp., one of the 

largest electric power companies in the United States, supplies and delivers energy to approximately 3.9 million U.S. 

customers. The company has nearly 37,000 megawatts of 

electric generating capacity in the Midwest and the 

Carolinas, and natural gas distribution services in Ohio and 

Kentucky. In addition, Duke Energy has more than 4,000 

megawatts of electric generation in Latin America, and is a 

joint-venture partner in a U.S. real estate company. 

Kellogg Company 

Battle Creek, MI 

With 2006 sales of almost $11 billion, Kellogg Company is the 

world’s leading producer of cereal 

and a leading producer of convenience foods, including cookies, crackers, toaster pastries, 

cereal bars, frozen waffles, and meat alternatives. The company’s brands include Kellogg’s, Keebler, Pop-Tarts, Eggo, 

Cheez-It, Nutri-Grain, Rice Krispies, Murray, Austin, 

Morningstar Farms, Famous Amos, Carr’s, Plantation, 

Ready Crust and Kashi. Kellogg products are manufactured 

in 17 countries and marketed in more than 180 countries 

around the world. 

Merck & Co., Inc. 

Whitehouse Station, NJ 

Merck & Co., Inc. is a global 

research-driven pharmaceutical 

company dedicated to putting 

patients first. Established in 1891, Merck currently discovers, develops, manufactures and markets vaccines and 

medicines to address unmet medical needs. The Company 

devotes extensive efforts to increase access to medicines 

through far-reaching programs that not only donate Merck 

medicines but help deliver them to the people who need 

them. Merck also publishes unbiased health information as 

a not-for-profit service. 

continued on next page


13
continued from page 13 

Mohawk Fine Papers Inc. 

Cohoes, NY 

Mohawk Fine Papers, a 

private company headquartered in Cohoes, New York, is the largest non-integrated manufacturer of premium printing, writing, and imaging 

papers in the country. Mohawk engineers its papers to provide optimal performance for sheet-fed, web, and digital 

printing applications. Its products, including such well 

known brands as Superfine and Strathmore, are used in a 

wide variety of communications including prestigious 

annual reports, corporate identity systems, high-end 

brochures, packaging, and everyday communication for 

businesses of all sizes and types. Mohawk’s manufacturing, 

distribution, and converting facilities are located in New 

York and Ohio. 

Mohawk was the first paper manufacturer in the United 

States to offset emissions from purchased electricity with 

Green-e certified Renewable Energy Certificates (RECs) 

from wind-power projects, thereby giving its customers the 

option to buy products made with renewable energy. 

Mohawk participates in the EPA’s Green Power Partnership 

and was honored in 2005 with an award for leadership in 

renewable energy procurement. 

National Geographic Society 

Washington, DC 

The National Geographic 

Society is one of the world’s 

largest nonprofit scientific and 

educational organizations. Founded in 1888 to “increase 

and diffuse geographic knowledge,” the Society works to 

inspire people to care about the planet. It reaches more 

than 350 million people worldwide each month through its 

official journal, National Geographic, and four other magazines; National Geographic Channel; television documentaries; radio programs; films; books; DVDs; maps; and interactive media. National Geographic has funded more than 

8,000 scientific research projects and supports an education 

program combating geographic illiteracy. 

NVIDIA Corporation 

Santa Clara, CA 

NVIDIA Corporation is the 

worldwide leader in programmable graphics processor 

technologies. The Company creates innovative, industrychanging products for computing, consumer electronics, 

and mobile devices. These product families are transforming visually-rich applications such as video games, film production, broadcasting, industrial design, space exploration, 

and medical imaging. 

Office Depot 

Delray Beach, FL 

Incorporated in 1986 and 

headquartered in Delray 

Beach, FL, Office Depot has annual sales of over $15 billion, 

and employs approximately 52,000 associates around the 

world. Currently, the Company sells to customers directly 

or through affiliates in 42 countries. Office Depot is a leader 

in every distribution channel—from retail stores and contract delivery to catalogs and e-commerce. The Company 

has approximately 1,200 retail stores in North America and 

350 stores in other parts of the world. With $4.3 billion in 

online sales, the Company is also one of the world’s largest 

e-commerce retailers. 

PPG Industries, Inc. 

Pittsburgh, PA 

Headquartered in Pittsburgh, PA, PPG Industries is a diversified manufacturer that supplies products and services 

around the world. The company is a 

global supplier of coatings, glass, fiber 

glass and chemicals. PPG’s commitment to environmental responsibility is 

long-standing. For decades PPG has 

been committed to making products and pursuing business 

practices that help sustain a healthy global environment. 

This commitment is articulated through PPG’s 

Environmental, Health and Safety policy, which emphasizes 

continuous improvement and sustainability. 

14
Stora Enso North America Corp 

Wisconsin Rapids, WI 

Stora Enso is a global integrated 

paper, packaging and forest 

products company, and a world 

leader in sustainability. In North America, the company 

is a leading producer of coated and supercalendered 

papers, and a premier producer of specialty papers. Stora 

Enso has papermaking operations in Biron, Kimberly, 

Niagara, Stevens Point, Whiting and Wisconsin Rapids, 

Wisconsin; Duluth, Minnesota; and in Port Hawkesbury, 

Nova Scotia, Canada. 

The Tower Companies 

North Bethesda, MD 

Founded in 1947, the Tower 

Companies are a three generation, family-owned business and a leading developer 

of green buildings in the Washington Metro area with over 

one million square feet of green projects. The Tower 

Companies are one of the largest purchasers of green power 

in the country, buying 100 percent wind for all of their electrical energy needs, and the only real estate developer on 

EPA’s list of Top 25 Partners in the Green Power 

Partnership. Tower Companies built America’s first LEED 

(Leadership in Energy and Environmental Design) certified 

apartments in Silver Spring, MD, called Blair Towns, and 

the first green office building in Washington, DC, called The 

Tower Building, which won the Apartment and Office 

Building Association of Metropolitan Washington’s Green 

Building Award in 2003. 

Tower has won numerous city, county, state, and national 

awards including the 2003 Green Power Leadership Award 

presented to them by EPA and the Department of Energy. 

The Tower Companies are currently developing 2000 Tower 

Oaks Boulevard, the world’s largest commercial application 

of Green/Vedic design and development combining LEED 

“Gold” building certification for superior air quality, high 

recycled content, and energy and water efficiency, with 

Vedic architectural principals of proper Orientation, 

Placement and Proportion. 2000 Tower Oaks Boulevard has 

received extensive world-wide media coverage for going 

beyond healthy materials creating a total environment to 

increase productivity. 

Turner Construction Company 

New York, NY 

Turner is the leading general 

builder in the United States, ranking first or second in the major 

segments of the building construction field. During 2006, 

Turner completed $8.5 billion of construction. Founded 

in 1902, the firm is a subsidiary of HOCHTIEF, one 

of the world’s leading international construction 

service providers. 

WhiteWave Foods Company 

Broomfield, CO 

Headquartered in Broomfield, 

Colorado, WhiteWave Foods 

Company is a leader in corporate citizenship—manufacturing innovative, authentic and 

nutritious branded food products through socially and 

environmentally responsible practices. 

A subsidiary of Dean Foods Company, WhiteWave Foods 

enjoys a robust portfolio of premium food and beverage 

brands including organic and natural leaders—Horizon 

Organic®, Silk® and TofuTown®—and indulgent favorite 

brands such as International Delight®, LAND O LAKES® 

Products, and HERSHEY’S® Milks and MilkShakes. 

Whole Foods Market 

Austin, TX 

Founded in 1980 in Austin, Texas, Whole 

Foods Market® is a Fortune 500 company 

and the leading natural and organic 

foods retailer and America’s first national 

certified organic grocer. The Company 

had sales of $5.6 billion in fiscal year 2006 and currently has 

188 stores in the United States, Canada and the United 

Kingdom. The Whole Foods Market motto, “Whole Foods, 

Whole People, Whole Planet”TM captures the company’s mission to find success in customer satisfaction and wellness, 

employee excellence and happiness, enhanced shareholder 

value, community support, and environmental improvement. Whole Foods Market employs more than 40,000 

team members and has been ranked for nine consecutive 

years as one of the “100 Best Companies to Work For” in 

America by FORTUNE magazine. 

15