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12.01115

arbon Copy 

Fall 2006 

Edition 

Introduction

T

his edition of Carbon Copy features best practices in setting a GHG goal— 

including case studies on the goal-setting processes of two Climate Leaders 

Partners—to inspire companies who are in the process of setting their first 

reduction goal. This issue also includes an extended case study on some of the state-ofthe-art GHG reduction strategies one Climate Leaders Partner is currently employing; 

information on updates to EPA’s Web, communications, and technical resources; 

recently announced Partner GHG reduction goals; and profiles of new Partners. 

In this Issue: 

Cover Page 

Setting a Credible Corporate GHG 

Reduction Goal to Address Your 

Climate Risk 

Page 4 

Xerox: Energy Efficiency Initiatives 

for Reaching a 2012 GHG Reduction 

Goal 

Page 6 

What’s New: 

Climate Leaders Web Site Revamp 

Third Annual Magazine Campaign 

Updating eGRID Emission Factors 

Page 7 

Climate Leaders Partners Announce 

GHG Reduction Targets 

Page 7 

Welcome New Climate Leaders 

Partners: 

Abbott Labs 

Air Products and Chemicals, Inc. 

Campbell Soup Company 

Codding Enterprises 

Coors Brewing Company 

Conservation Services Group 

Cummins Inc. 

Dupont Company 

Ecoprint 

Intel Corporation 

North Bay Construction 

Novelis Corporation 

Rockwell Collins, Inc. 

Sandy Alexander 

Sonoma Wine Company 

The St. Paul Travelers Companies, Inc. 

Sterling Planet, Inc. 

Thomas Rutherfoord, Inc. 

The World Bank 

Setting a Credible Corporate GHG 

Reduction Goal to Address Your 

Climate Risk 

Jim Sullivan, U.S. EPA 

Bella Tonkonogy, U.S. EPA 

Setting a greenhouse gas (GHG) reduction goal is a tangible, accountable 

action that communicates a company’s climate strategy and commitment 

to stakeholders. Many companies worldwide have recognized the value of 

setting a GHG goal and have stepped forward to announce their commitment 

publicly. To ensure credibility, companies should set a goal that is: 

• Corporate-wide, based on robust inventory data 

• Forward-looking (i.e., to be achieved over 5 to 10 years) 

• Able to be consistently tracked over the goal period 

• Aggressive compared to business-as-usual activities 

• Vetted with an independent third-party 

The process a company undertakes to set a goal that meets these criteria can be 

just as important to the company’s success and credibility as the goal itself. 

While the goal-setting process varies for each company, several best practices 

have emerged at companies participating in the Climate Leaders program. 

Base-Year Inventory

Before setting a public goal, a company should choose a recent base year and 

complete a corporate-wide inventory for that year. Completing a comprehensive 

inventory is important for a company to assess fully its potential climate risk as 

well as to identify all reduction opportunities available. Choosing a base year 

continued on next page 1
Setting a Credible GHG Goal


continued from front page


involves developing, documenting, and implementing a 

process to calculate GHG emissions from sources across 

the corporation. The most widely accepted inventory protocol is the World Business Council for Sustainable 

Development/World Resources Institute Greenhouse Gas 

Protocol.

2 A corporate emissions inventory will help a company determine its largest emitting facilities and most 

promising areas for improvement and also can reveal large 

emissions sources previously not believed to be significant. 

A robust inventory is a necessary precursor to setting a 

public GHG reduction goal. 

“Arobust inventory is a necessary 

precursor to setting a public GHG 

reduction goal.” 

Forward Looking

Goals should be set for 5 to 10 years out from the base year, 

in order to allow time for effecting real corporate change 

while also fixing an endpoint early enough to ensure that 

action starts now. 

Many companies have taken action on climate change or in 

energy management prior to the goal base year. These companies should pursue a strategy that ensures such actions 

are communicated effectively to stakeholders while continuing to pursue new reductions consistent with evolving 

energy management best practices, fuel prices, and technology development. 

Tracking Over Goal Period

Measuring progress towards meeting a goal requires a 

robust tracking system that incorporates both the corporate-wide inventory as well as the production metric for a 

normalized goal, if applicable. To ensure consistency in 

inventory tracking from year to year, inventory and metric 

collection processes should be clearly documented in an 

Inventory Management Plan (IMP).3 An IMP functions as a 

guide for staff involved in GHG management and should 

Benefits of Setting a Voluntary Greenhouse


Gas Emissions Reduction Goal


There are many benefits to setting a voluntary GHG emissions reduction 

goal. For one, it can help focus corporate attention on existing GHG reduction activities. Many companies have been working on energy efficiency 

projects for a long time. Rolling these efforts into an overall GHG reduction strategy can help gain senior management attention and increase 

funding for these types of reduction projects. Setting a goal also institutionalizes and focuses attention on tracking the progress of corporate efficiency and GHG reduction efforts over time. Aggressive corporate targets 

encourage innovation and usually lead to identification of many additional reduction opportunities. In addition, targets improve employee morale 

and can help in the recruiting and retention of qualified employees. 

Finally, companies with proactive environmental and energy management policies generally outperform the market,

1 receive positive media 

attention for their efforts, and are identified as corporate leaders. 

detail the organizational and operational boundaries of the 

inventory, emissions factors and calculation methodologies 

utilized, and roles and responsibilities of staff members. If 

followed closely, the IMP ensures that a goal is being tracked 

effectively and thus contributes to goal achievement. 

Developing an Aggressive Goal

Setting a corporate-wide GHG reduction goal that demonstrates climate change leadership is best viewed as an iterative process that requires the buy-in of senior management, 

involvement from staff at all levels of the company, and the 

input of an independent third-party. 

Top-down involvement is necessary to setting a goal. It 

unites employees in looking for GHG reduction opportunities they might have missed or in proposing new and exciting ideas. In some companies, senior management sets difficult goals with the intention of challenging staff to think 

creatively for reduction opportunities. Some companies 

introduce competitions seeking the best GHG reduction 

proposals. Asking staff to reach a truly difficult or “stretch” 

goal, and linking compensation to goal achievement, 

encourages innovation in exploring cutting-edge technologies to improve energy efficiency, considering alternative 

sources of energy, and seeking novel internal reduction 

opportunities. 

1 See Energy Management & Investor Returns: The Retail Merchandising Sector, Innovest (February, 2003); Energy Management & Investor Returns: The Real Estate 

Sector, Innovest (October, 2002); Energy Management & Investor Returns: The Retail Food Sector, Innovest (October, 2002) 

2 World Business Council for Sustainable Development/World Resources Institute (March, 2004). The Greenhouse Gas Protocol. Available online at <www.ghgprotocol.org>. 

3 For more information on the Climate Leaders IMP, please visit http://www.epa.gov/climateleaders/resources/reporting.html to download the IMP checklist detailing all 

components of a comprehensive IMP. 

2
sking staff to reach a truly difficult “Aor ‘stretch’ goal encourages 

innovation.” 

Companies should tap the knowledge of staff to set a goal. 

Engineers, marketers, environmental staff, and business 

strategists all have unique expertise to bring to the table for 

goal-setting. They might come with their own techniques 

for modeling future business scenarios, knowledge of 

planned capital investments, or public relations and communications strategies. To harness this knowledge, senior 

management can set up a diverse task force that is responsible for setting a credible and achievable goal. The task 

force might seek input from individual business units; 

develop business, engineering, and GHG emissions scenarios for the company; benchmark other companies in the 

sector on their climate strategies; and explore public relations and business implications of various goal proposals. 

A goal proposal should also be accompanied by an estimate 

of risk and a plan for managing that risk: What is the worst 

case scenario? What is the chance of falling short on the 

goal? What would be the consequences of falling short? 

What are the options for mitigating this risk? Such options 

might include purchasing offsets and Renewable Energy 

Certificates (RECs). 

Third-Party Partnership

Vetting a goal with an independent third party is the final 

step to announcing a credible GHG reduction goal. Thirdparty partners can be nongovernmental organizations 

(NGOs) or voluntary government programs such as EPA’s 

Climate Leaders. Such a partnership lends credibility to the 

inventory and the goal-setting process, and can provide 

valuable advice. For example, an external partner might 

have its own benchmarking tools, experience working with 

other companies in the same sector, or have a strong 

understanding of aspects of public relations that the company might not have considered before. 

The partnership should be considered another piece of the 

iterative goal-setting process: companies should expect 

some negotiation. The benefits of partnership to a company’s credibility on climate change leadership far outweigh 

the extra effort required to make such a partnership work. 

Case Study on Goal Setting: 

SC Johnson 

Founded in 1886, SC Johnson is one of 

the leading manufacturers of household cleaning products as well as products for home storage, air care, personal care, and insect control. Throughout its 120-year history, SC Johnson 

has been family owned and managed. The company’s product mix continually evolves to bring value to consumers by aiming to make consumers’ lives 

cleaner, easier, healthier, and better. With $7 billion in sales, SC Johnson 

employs approximately 12,000 people globally, has operations in 70 countries, and markets products in more than 110 countries. 

A Charter Climate Leaders Partner, SC Johnson pledged in 2002 to reduce 

U.S. GHG emissions by 23 percent per pound of product from 2000 to 2005. 

In addition, SC Johnson’s intensity goal represented an absolute reduction 

of 8 percent over the goal period. 

SC Johnson’s Chairman and CEO, Dr. H. Fisk Johnson, provides the motivation to company employees to set aggressive goals and the impetus for 

leadership on the climate change issue. Staff, from the VP level all the way 

to the shop floor, are expected to provide the solutions for the company to 

continue its commitment to the environment. 

To define climate change leadership and position the company among the 

leaders, SC Johnson staff look both externally and internally. They find out 

what other companies’ strategies and goals are and discuss with NGOs and 

government what is considered leadership versus business-as-usual, and 

they seek to understand what their own opportunities for reductions are, 

where the company can be most effective in reducing its GHG impact, and 

how best to align with corporate values. 

Most importantly, the vision of SC Johnson leadership is for employees to 

be bold. For example, for SC Johnson’s first goal, the company built two 

large onsite cogeneration facilities, effectively becoming an independent 

power producer while reducing corporate emissions by 52,000 tons per 

year. Such a mandate for creativity encourages staff innovation and distinguishes a company from its peers. 

C Johnson estimates that in addition “Sto reducing absolute emissions by an 

impressive 17 percent, the company 

has saved several million dollars.” 

SC Johnson’s goal-setting process paid off, both in GHG reductions and in 

dollar savings. SC Johnson estimates that in addition to reducing GHG intensity by 24 percent and absolute emissions by an impressive 17 percent, the 

company has saved several million dollars. SC Johnson will build upon this 

success to set a new forward-looking goal, showing that even after significant emissions reductions are made, there are still opportunities available. 

continued on next page


3
continued from page 3 Conclusion


Baxter International Inc. is a global 

health care company that assists healthcare professionals and their patients with the treatment of complex medical conditions including cancer, hemophilia, immune disorders, kidney 

disease, and trauma. With 2005 sales of nearly $9.8 billion and approximately 47,000 employees, Baxter applies its expertise in medical devices, 

pharmaceuticals, and biotechnology to make a meaningful difference in 

patients’ lives. 

Baxter joined Climate Leaders in 2002 as a Charter Partner, pledging to 

reduce U.S. GHG emissions by 16 percent per unit of production value 

from 2000 to 2005, with production value equated to cost of goods sold. 

Baxter surpassed its goal in 2005. The company’s normalized emissions 

decreased by 26.6 percent, and despite a 40-percent increase in production value, absolute emissions increased only slightly, by 2.7 percent. 

Baxter estimates energy savings and cost avoidance totaled $9.2 million 

in 2004 and $8.5 million in 2005. 

Looking to expand upon these accomplishments, Baxter began the 

process to set its next GHG reduction goal in 2005. Goal setting at Baxter 

is a rigorous analytical process led by a high level task force comprised of 

Environmental, Health, and Safety (EHS) managers and overseen by the 

vice president of EHS. Task force members seek input from facilities, 

regions, and senior management; evaluate business scenarios and determine business advantages and disadvantages of various goals; examine 

social and environmental issues; consult key stakeholders; and benchmark the climate strategies of other leading global companies. 

Baxter senior management provides feedback and support during the 

goal-setting process, which lends credibility across the company to the 

GHG goal and ensures that the goal is aligned with corporate strategy and 

values. Many of Baxter’s EHS goals are also integrated into the performance management objectives and linked to compensation of several managers, creating an important incentive for successful implementation. 

The robust process Baxter employs to set its GHG reduction goal ensures 

an aggressive but attainable goal that demonstrates leadership and sets 

the stage for enhanced performance. 

Case Study on Goal-Setting: 

Baxter International Inc. 

“Baxter estimates energy savings and 

cost avoidance totaled $9.2 million 

in 2004 and $8.5 million in 2005.” 

Setting a GHG reduction goal is an important component 

in a company’s climate strategy and will improve a company’s credibility on the climate change issue. Setting a goal 

can also improve employee morale, employee recruitment, 

and shareholder relations. Taking on such a commitment is 

challenging, requiring a framework and process that will 

ensure commitment at all levels of the company, from individual business units up to the CEO. In turn, a broad commitment helps ensure success in achieving a goal and 

demonstrates a company’s climate leadership to its many 

stakeholders. 

Xerox: Energy Efficiency 

Initiatives for Reaching a 2012 

GHG Reduction Goal 

A member of EPA’s Climate Leaders Program, Xerox 

Corporation has pledged to cut GHG emissions 

from its worldwide operations by 10 percent from 

the baseline year 2002 until the end of 2012. The target 

complements the company’s ongoing environmental programs, which include products designed for energy efficiency and innovative remanufacturing and recycling practices. 

Reaching the target is expected to require up to a 30 percent improvement in average energy efficiency in company 

operations compared to 2002 levels. With rising energy and 

fuel costs, these efforts also present a significant opportunity to control energy related expenditures. 

Xerox is on track to reach its goal. By 2005, energy consumption had decreased by 9 percent, and GHG emissions 

were more than 7 percent lower than in 2002. 

With the support of the company’s CEO, Anne Mulcahy, 

Xerox launched an internal program called Energy 

Challenge 2012 that encompasses 

the strategies and tactics being 

taken to ensure it meets its GHG 

reduction goals. Xerox’s EHS 

organization is leading this company-wide effort, along with the 

active involvement of many 

organizations across the company such as manufacturing, 

corporate real estate, technical services, global procurement and others worldwide. Energy Challenge 2012 is relying on Lean Six Sigma methodologies to identify reduction 

4
opportunities, implement energy saving projects, and track 

progress. Other key elements of the Energy Challenge management process are integration of energy targets into business objectives, regular reviews with the program’s steering 

committee, and engagement of all employees using existing 

internal communication vehicles. Energy Challenge team 

members include process engineers, facility engineers, fleet 

managers and communication specialists. More than 50 

employees around the company are working together to 

achieve a more sustainable use of energy through advanced 

technology and re-engineered manufacturing and service 

processes. Each of these project areas represent energy saving opportunities—with cost savings flowing directly to the 

bottom line. The projects are also consistent with the company’s long-term business strategies. 

Building Upon Energy-Efficient Technologies

One example of Xerox’s commitment to energy efficiency is 

its emulsion aggregation (EA) technology for toner. This 

advanced toner requires an estimated 25 percent less energy to make when compared to conventional toner. The second of two Xerox plants that will produce EA toner is 

under construction in Webster, New York. The 100,000­

square-foot facility represents a $59 million investment for 

Xerox. It is scheduled for completion in Fall 2007. 

A key design goal for the plant has been to take energy out 

of the process everywhere possible. To meet that goal, 

Xerox engineers integrated the planning of the building and 

the manufacturing process from the start. The result is an 

“intelligent building,” packed with sensors and organized 

into multiple zones that can be separately controlled for 

most efficient operation. There will be more than 3,000 sensors in the five-story building, feeding information about 

temperature, humidity, air flow, and other variables into a 

networked system. The system divides the plant into zones 

and will schedule temperature and lights as well as toner 

production in each separate zone. Depending on the 

process being run, whole zones of the building might be 

shut off to reduce energy use. Xerox is installing chillers 

and air compressors with variable-speed drives so that the 

plant will be able to respond to incremental changes in the 

operating environment rather than just being off or operating at full speed. There will be variable intensity lighting 

and small back-up compressors available for very low use. 

Ingredients for Process Improvements

An important way to reduce energy demand is to redesign 

production processes. For example, Xerox is implementing 

changes to its manufacturing of conventional toners. 

E-Agent—or embrittling agent—is a special chemical ingredient that is reducing the amount of energy needed to 

make certain Xerox printer toner by up to 22 percent. Xerox 

is the inventor and world’s largest manufacturer of toner, 

producing it in eight locations worldwide. Toner is the “dry 

ink” powder fused on paper to make laser prints and 

copies. In the conventional toner manufacturing process, 

large particles of plastics, colorants, and other additives are 

mechanically pulverized into small, relatively uniform toner 

particles. About 50 of these toner particles are required to 

print a period on this page. The grinding process is the 

most energy-intensive step, consuming up to 40 percent of 

the total energy used for making toner. The “grinding” happens when toner particles are blown against each other at 

high speeds inside a chamber, and the collisions cause the 

particles to split apart. Xerox engineers knew that if the 

toner particles became easier to grind, the whole process 

would become more energy efficient. They discovered that 

by adding E-Agent to the toner “recipe,” particles would be 

more likely to shatter upon contact and reach the desired 

particle size more quickly. By 2008, the energy savings associated with Xerox’s use of E-Agent is expected to avoid 

more than 18,000 metric tons of carbon dioxide emissions—the equivalent to emissions for 3,270 cars. Project 

payback was achieved well within acceptable limits. 

Emissions Reductions Driving Fleet Management

Improvements

Xerox’s service and sales operations are responsible for 

about 20 percent of Xerox’s GHG emissions. With more 

than 10,000 vehicles operated worldwide and about 100 

million miles driven in the United States alone, this part of 

the company’s business plays an important role in meeting 

its Energy Challenge 2012 goals. Xerox’s strategies include 

improving the efficiency of the vehicles in its fleet while 

continuing to meet the operational needs of the service 

workers and reducing miles driven. 

Xerox is procuring more fuel-efficient vehicles as they 

become available and are consistent with its business 

needs. The company is studying the full range of options— 

hybrids, clean diesels, and flexible-fuel vehicles—and is 

tracking the development of alternate fuels such as ethanol. 

Xerox is also concentrating on the basics—fitting drivers to 

the right-size vehicle depending on the geographic area 

they service and the need to carry service parts. 

Reducing the miles driven to service customer equipment 

starts with product design. Xerox engineers continue to 

continued on next page


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continued from page 5


innovate so its products are increasingly reliable and parts 

last longer. Xerox multifunctional equipment also reduces 

the need to service multiple pieces of equipment by providing all document processing functions—print, copy, fax, and 

scan—in one “box.” And more support is offered online and 

through remote diagnostic systems. Call management is also 

important to reduce the overall number of miles driven. All 

of these efforts mean that fewer service calls are necessary, 

resulting in fewer miles driven by Xerox technicians and 

reduced gasoline consumption. Longer-lasting parts also 

mean that less manufacturing energy is invested over the life 

of a Xerox product. Through these efforts, Xerox reduced the 

number of miles driven in the United States alone by nearly 

17 million miles between 2002 and 2004. 

Leveraging Public-Private Partnerships

Xerox is also working to identify opportunities to reduce 

GHG emissions through renewable sources of energy such 

as wind and solar. Several Xerox sites—including those in 

the United Kingdom and United States—are purchasing 

“green power,” reducing annual GHG emissions by more 

than 6,000 metric tons. As a member of Sustainable Energy 

Ireland, Xerox’s manufacturing facility in Dundalk, Ireland, 

is participating in a project whose goal is to move the community to a more sustainable pattern of energy supply and 

use. One possible outcome of this public-private partnership is construction of a wind turbine on the Xerox campus 

to produce electricity generation for the Xerox site and surrounding community. Acceptable capital financing terms 

for this project will be made possible through the efforts of 

multiple stakeholders. 

Xerox has found much value in its partnerships with organizations such as Climate Leaders as it developed its GHG 

emissions reduction program. Xerox is also a member of 

the Business Roundtable Climate Resolve. 

About Xerox:

Xerox Corporation is a $16 billion global enterprise that helps 

businesses find better ways to work through innovative technology integrated with document-management services. Over 

the past 40 years, Xerox has demonstrated leadership in sustainability and citizenship by designing “waste-free” products 

built in “waste-free” plants, investing in innovation that delivers measurable benefits to the environment, supporting educational and community projects around the world, and 

many other integrated initiatives. 

What’s New 

Climate Leaders Web Site Revamp

Look for the revised Climate Leaders Web site in early 2007! 

In addition to being more user-friendly, the following new 

features will be included: 

•	 Better organized technical resources, to find what 

you need instantly 

•	 Partner presentations organized by topic, so the benefit of peer exchange at the meetings can last all year 

•	 The business case for joining Climate Leaders, to 

highlight the positive impacts of addressing GHG 

emissions 

•	 Tools to help you communicate the benefits of the 

program internally and externally 

Our new fact sheet is already available with at-a-glance 

program statistics in the What’s New section of our home 

page at <www.epa.gov/climateleaders>. 

If you have ideas for additions to the Web site, please contact Deb Berlin at <berlin.deb@epa.gov>. 

Magazine campaigns: PSA & Forbes

Our third annual public service announcement will begin 

in the winter, with a new Climate Leaders ad appearing in 

major business and consumer magazines over several 

months. The campaign will share the benefits of our program with millions of stakeholders. Watch your inbox for 

the new PSA ad design! 

On the heels of the successful April 2006 spread, Forbes 

magazine has invited us to place another Climate Leaders 

special advertising supplement. Open to all Partners, you 

can negotiate an advertising rate directly with Forbes and 

be placed amidst their description of the program. Feel free 

to speak directly with the Forbes representative at the 

October 2006 Partner meeting, or contact Deb Berlin at 

<berlin.deb@epa.gov>. 

Updating eGRID Emission Factors

EPA is currently updating its Emissions & Generation 

Resource Integrated Database (eGRID), which is the source 

of the carbon dioxide (CO2) emission rates used in Climate 

Leaders to estimate indirect emissions from purchases and 

sales of electricity. This database contains information on 

electricity generation, fuel use, and emissions and emission 

rates of CO2, sulfur dioxide (SO2), nitrogen oxides (NOX), and 

6
mercury from all electric generators in the United States. 

A new edition of eGRID containing data for 2002, 2003, and 

2004 will be issued in late fall. Several improvements and 

new types of information will be incorporated into this new 

edition. One change to note is that some of the boundaries 

of the eGRID subregions will change, especially in the 

Midwest, due to changes in the structure of the electric grid 

systems, the balancing authorities and the NERC region 

boundaries. 

The new eGRID data will be used to update the CO2 emission rates for purchases and sales of electricity for the 

Climate Leaders Program, which are currently based on 

year 2000 eGRID data. 

The official website for eGRID is <www.epa.gov/ 

cleanenergy/egrid>. 

Climate Leaders Partners 

Announce GHG Reduction 

Goals 

T he following Climate Leaders Partners have recently 

announced GHG reduction goals: 

•	 California Portland Cement Company pledges to 

reduce U.S. GHG emissions by 9 percent per production index from 2003 to 2012. 

•	 Conservation Services Group pledges to achieve net 

zero U.S. GHG emissions by 2006 and maintain that 

level through 2010. 

•	 DuPont Company pledges to reduce total global 

GHG emissions by 15 percent from 2004 to 2015. 

•	 Ecoprint pledges to achieve net zero U.S. GHG emissions by 2006 and maintain that level through 2010. 

•	 Entergy Corporation pledges to reduce total U.S. 

GHG emissions by 20 percent from 2000 to 2010. 

•	 HSBC – North America pledges to reduce total U.S. 

GHG emissions by 10 percent from 2005 to 2010. 

•	 Intel Corporation pledges to reduce global GHG 

emissions by 30 percent per production unit from 

2004 to 2010. 

•	 North Bay Construction pledges to reduce total U.S. 

GHG emissions by 20 percent from 2005 to 2010. 

•	 Raytheon Company pledges to reduce U.S. GHG 

emissions by 33 percent per dollar revenue from 

2002 to 2009. 

•	 Shaklee Corporation pledges to maintain net zero 

U.S. GHG emissions from 2006 to 2009. 

•	 Sonoma Wine Company pledges to reduce total U.S. 

GHG emissions by 15 percent from 2005 to 2010. 

•	 Sterling Planet pledges to achieve net zero U.S. GHG 

emissions by 2006 and maintain that level through 

2010. 

Welcome New Climate Leaders 

Partners! 

Abbott Labs 

Abbott Park, IL

Abbott Laboratories is a global, 

broad-based health care company 

devoted to discovering new medicines, new technologies 

and new ways to manage health. Their products span the 

continuum of care, from nutritional products and laboratory diagnostics through medical devices and pharmaceutical 

therapies. Their comprehensive line of products encircles 

life itself—addressing important health needs from infancy 

to the golden years. 

Abbott was founded over a century ago and now has over 

100 facilities and 65,000 employees worldwide. 

Air Products and Chemicals, Inc. 

Allentown, PA

Air Products serves customers in 

technology, energy, healthcare, 

and industrial markets worldwide with a unique portfolio 

of products, services, and solutions, providing atmospheric 

gases, process and specialty gases, performance materials, 

and chemical intermediates. Founded in 1940, Air Products 

has built leading positions in key growth markets such as 

semiconductor materials, refinery hydrogen, home healthcare services, natural gas liquefaction, and advanced coatings and adhesives. The company is recognized for its innovative culture, operational excellence, and commitment to 

continued on next page 

7
Welcome New Partners 

continued from page 7 

safety and the environment and is listed in the Dow Jones 

Sustainability and FTSE4Good Indices. The company has 

annual revenues of $8.1 billion, operations in over 30 countries, and more than 20,000 employees around the globe. 

Campbell Soup Company 

Camden, NJ

In 1869, a fruit merchant named 

Joseph Campbell and an icebox 

manufacturer named Abraham 

Anderson shook hands in Camden, New Jersey, to form a 

business that would one day become one of the world’s 

most recognized companies, Campbell Soup Company. 

Today Campbell generates more than $7 billion in sales 

from a portfolio of brands sold in 120 countries around the 

globe. A few of Campbell Soup Company’s brands include 

“Campbell’s” soups, “Pace” Mexican sauces, “Prego” pasta 

sauce, “Swanson” broths, “V8” juices, “Pepperidge Farm" 

cookies, crackers, breads and frozen products, “Godiva” 

chocolate, as well as “Arnott’s” biscuits in Australia. 

Campbell employs more than 24,000 people in 14 countries. 

Codding Enterprises 

Rohnert Park, CA

Codding Enterprises is a group of companies built on a strong entrepreneurial and 

pioneering foundation. This rich legacy provides progressive businesses and individuals with innovative commercial, retail, and residential properties. Codding 

blends a strong foundation with fresh vision, energy and 

respect for the environment to create a dynamic future. 

Conservation Services Group 

Westborough, MA

Conservation Services Group, 

Inc. (CSG) began as a nonprofit in 1984 to design, develop, and deliver energy efficiency programs for utility companies, public housing 

authorities and agencies, and private customers. CSG promotes energy efficiency, health and safety, building durability, comfort, and environmental responsibility. 

Actively promoting renewable energy since 1996, CSG 

works with developers on renewable energy projects, to 

support renewables investment and expand these markets. 

CSG supports Renewable Energy Certificate product development, influences public policy, and participates in 

emerging energy markets. CSG has also offered Green-e 

certified green power products since 2000 and manages 

successful solar energy programs. 

Coors Brewing Company 

Golden, CO

Coors Brewing Company produces premium 

quality malt beverages as a subsidiary of 

Molson Coors Brewing Company, one of the world’s largest 

brewers. Coors is the third largest brewer in the United 

States, with brands such as Coors Light, Blue Moon, 

Keystone, Killians, Molson and Zima. 

Coors has two breweries in the United States including the 

Golden brewery, which is the world’s largest brewery on a 

single site. The facility located in Virginia’s Shenandoah 

Valley, near Elkton, is being expanded into a 6 to 7 million 

barrel brewery with completion expected in early 2007. 

Coors also operates container manufacturing facilities in 

Golden jointly with two partners, Ball Metal Container for 

aluminum cans and Owens-Illinois for glass bottles. The 

Coors grain elevators for barley storage are located in 

Montana, Idaho, Wyoming, and Colorado. Coors 

Distributing Company, a subsidiary of Coors Brewing 

Company, has facilities in Colorado and Idaho. 

Cummins Inc. 

Columbus, IN

Cummins Inc., a global power 

leader, is a corporation of complementary business units that design, 

manufacture, distribute and service 

engines and related technologies, 

including fuel systems, controls, air handling, filtration, 

emission solutions and electrical power generation systems. Headquartered in Columbus, Indiana (USA), 

Cummins serves customers in more than 160 countries 

through its network of 550 company-owned and independent distributor facilities and more than 5,000 dealer locations. Cummins reported net income of $550 million on 

sales of $9.9 billion in 2005. 

8
DuPont Company 

Wilmington, DE

DuPont is a science company. 

Founded in 1802, DuPont puts science to work by creating sustainable solutions essential to 

a better, safer, healthier life for people everywhere. 

Operating in more than 70 countries, DuPont offers a wide 

range of innovative products and services for markets 

including agriculture, nutrition, electronics, communications, safety and protection, home and construction, transportation, and apparel. 

Ecoprint 

Silver Spring, MD

Ecoprint supplies design, offset and 

digital printing, and mailing services to nonprofit organizations, associations, and progressive businesses. 

Intel Corporation 

Santa Clara, CA

Intel is the world's largest semiconductor chip maker. The company’s products include chips, boards, and other semiconductor components that are the building blocks for computers, servers, and networking and communications products. Intel’s products are used in computer systems, handheld computing devices, communication and networking 

devices, and a wide range of industrial equipment. 

North Bay Construction 

Petaluma, CA

For three decades, North Bay 

Construction has prospered as a 

family-owned and operated full service engineering contractor. Old-fashioned service and 21st century technology 

is the winning combination that accounts for the accomplishments of North Bay Construction in its first 30 years— 

and will ensure its success into the next century. Pride is 

taken in every job, large or small. 

North Bay Construction maintains a state-of-the-art fleet of 

heavy construction and support equipment, and a staff of 

experienced operators and laborers who ensure the most 

efficient execution of surface excavation, grading, and 

paving as well as the installation of underground utilities. 

Novelis Corporation 

Cleveland, OH

Novelis Corporation is the whollyowned U.S. subsidiary of Canadianbased Novelis Inc., the global leader 

in aluminum rolled products and 

aluminum can recycling. The Novelis group of companies 

operate in 11 countries and have approximately 13,000 

employees. Novelis provides its customers with a regional 

supply of technologically sophisticated rolled aluminum 

products throughout Asia, Europe, North America, and 

South America. Through its advanced production capabilities, the company supplies aluminum sheet and foil to the 

automotive and transportation, beverage and food packaging, construction and industrial, and printing markets. 

Rockwell Collins, Inc. 

Cedar Rapids, IA

Rockwell Collins is a pioneer in 

the development and deployment 

of innovative communication and aviation electronics solutions for both commercial and government applications. Its 

expertise in flight deck avionics, cabin electronics, mission 

communications, and information management is 

strengthened by 17,000 employees and a global service and 

support network that crosses 27 countries. 

Sandy Alexander 

Clifton, NJ

Sandy Alexander, Inc. is a full service graphic communication company. Its web and sheetfed printing capabilities are 

complemented by a wide array of digital and electronic 

media services. Over the past four decades, Sandy 

Alexander has served the corporate communication, cosmetic, pharmaceutical, automotive, graphic design, advertising, and promotion industries. 

Sonoma Wine Company 

Graton, CA

Sonoma Wine Company is the largest custom 

service winery in Northern California. Services 

include crushing and fermenting grapes, storing 

and aging wine in tank and barrel, bottling wine, 

producing control label wines, and storing finished cased goods. 

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The St. Paul Travelers Companies, Inc. 

St Paul, MN

The St. Paul Travelers Companies, 

Inc., (NYSE:STA) is a leading property casualty insurer and a Fortune 100 company. 

Conducting business primarily under the Travelers brand, 

the company’s diverse business lines offer a wide range of 

products and services in both personal and commercial 

settings. Business lines including automobile, homeowners, 

small business, construction, oil and gas, ocean marine, 

financial and professional services, global technology, public sector services and other businesses. St. Paul Travelers 

two largest campuses in Saint Paul and Hartford received 

the EPA’s ENERGY STAR® label, distinguishing these buildings as among the most energy efficient in the United 

States. The company is also an active member of the 

Business Roundtable Climate Resolve Project focused on 

managing greenhouse gas emissions. 

Sterling Planet 

Atlanta, GA

Sterling Planet is the nation’s 

leading Renewable Energy 

Certificate provider through direct commercial sales and 

utility green power partnerships. In addition, Sterling 

Planet assists companies in managing and achieving 

maximum value for their renewable energy, carbon, and 

energy efficiency environmental assets. Founded in 2000, 

Sterling Planet is an Atlanta-based company that maintains 

offices in California, Colorado, Connecticut, Florida, New 

York, and Texas. 

Thomas Rutherfoord, Inc. 

Roanoke, VA

Founded in 1916, 

Rutherfoord is one of the nation's top 50 risk management 

and insurance brokerage firms based on annual revenue, 

serving clients in all 50 states and in 120 countries. 

Headquartered in Roanoke, VA, Rutherfoord has nine 

offices along the east coast, spanning from Short Hills, NJ 

to Atlanta, GA. Rutherfoord provides risk management 

and insurance services to a wide range of industries and 

professions, including construction, defense, environmental, healthcare, maritime, media, real estate, technology and 

transportation. Rutherfoord's expertise extends to insurance issues faced by institutions and organizations, as well 

as those that accompany corporate public offerings, mergers, acquisitions and divestitures. 

The World Bank 

Washington, DC

The World Bank is a development institution dedicated to reducing poverty worldwide. Owned by 184 member countries— 

both developed and developing—the World Bank provides 

financial and technical assistance to developing countries 

in their efforts to provide social services and better infrastructure, improve governance, combat corruption, and 

protect the environment. 

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