Spring 2005 

Edition 

In this Issue: 

Page 2 

Making Energy 

Conservation Personal: 

How Employee Awareness 

and Behavior Programs 

Can Make a Difference 

Page 5 

Resources for 

Communicating Your 

Message 

Page 6 

Climate Leaders Partners 

Demonstrate the Power of 

Communication and 

Coordination: Frito-Lay 

and Roche 

Page 9 

Climate Leaders Partners 

Announce New GHG 

Reduction Targets 

Welcome New Climate 

Leaders Partners: 

EMC Corporation 

Entergy Corporation 

Green Mountain Energy 

Company 

The Hartford 

Mack Trucks, Inc. 

Marriott International, Inc. 

Melaver, Inc. 

Quad/Graphics Inc. 

Tyson Foods, Inc. 

Volvo Trucks North 

America, Inc. 

Engaging Employees to Reduce Your

Company’s Climate Footprint 

This edition of Carbon Copy highlights just a few of the ways that Partners are 

communicating their Climate Leaders participation to their employees. This issue 

gives advice and examples of how to successfully engage employees in these 

efforts. To assist our Partners, Climate Leaders is creating a portfolio of materials 

to help Partners publicize their climate change commitment. 

What’s Currently Available? 

Climate Leaders offers a number of items in both electronic and print formats to 

help Partners spread the word about their participation. 

Electronic and Print: 

• Climate Leaders Success Stories 

• Climate Leaders Program Guide 

• Climate Leaders Press Releases 

• Climate Leaders Public Service Announcements 

Electronic Only 

• Climate Leaders Logo and Graphics 

• Event Photos 

• Partner Web Profiles (Coming Soon!) 

Materials Under Development 

• Sample Newsletter Articles 

• EPA Quotes 

Most of these items can be found on our Web site and soon will be available in the 

Climate Leaders Media Kit. For assistance obtaining items, contact Cynthia 

Cummis at <cummis.cynthia@epa.gov>. 

Carbon Copy 1 
Making Energy Conservation 

Personal: How Employee 

Awareness and Behavior 

Programs Can Make a 

Difference 

By Arthur Venables, E Source Corporate 

Energy Managers Service 

Affecting wide-scale change at any level 

within a large corporation can be extremely 

challenging. From an energy or facility 

manager’s perspective, however, it can be 

particularly tough, especially if he or she is 

employed by an organization with longstanding traditions or a corporate culture 

where “this is the way we’ve always done 

things” seems to be standard operating 

procedure. 

To double that frustration, now more than 

ever, energy managers are being asked to 

do much more with much less in a business 

environment that has been in economic 

distress. With budget cuts, many companies 

are re-exploring how employee energy 

awareness and behavior programs can 

provide low-cost or no-cost solutions to 

facilitate a wiser use of energy. 

Facilitating change in employees’ 

behavior—energy related or otherwise— 

takes a basic understanding of psychology. 

Simply issuing “thou shall” memos or 

directives will alter behavior to a certain 

extent; however, successful and sustainable 

awareness and behavior programs all have 

the following elements in common: 

Effective communication. Successful 

programs clearly communicate energymanagement goals and why the new 

change in behavior is desired. They also 

have effective and user-friendly 

communication mechanisms in place for 

employee input and to provide feedback 

regarding how their input is helping the 

organization accomplish its goals. 

Measurement. Successful programs 

measure and track energy use on a regular 

basis and communicate this information to 

employees. 

Reward and recognition. Successful 

programs give credit where credit is due. 

Rewards and recognition give employees a 

true sense of accomplishment and help to 

build a personal sense of ownership in the 

program by making energy conservation 

personal. 

Leadership by example. Successful 

programs recruit energy champions. 

Employees who see executives, upper 

management, and peers that they respect 

“walking the walk” are significantly more 

likely to adopt a new change and sustain the 

effort. 

Recognizing the conditions that should exist 

to effect behavioral change is a good start. 

But putting ideas into an actionable plan can 

be daunting, given that the average 

employee simply takes energy use for 

granted. That can be further compounded 

for organizations with thousands of 

employees and/or hundreds of facilities. The 

next sections highlight what organizations 

should do to be successful in implementing 

their energy awareness programs, and also 

provide advice on what is needed to create 

a successful program. 

Phase 1: Gather Data and Set Program 

Goals 

Gather energy use information. First, you 

need to gather information on energy-use 

patterns, using metrics that will be 

comparable across similar building types or 

industrial processes. For commercial or 

office spaces, these metrics could be annual 

energy intensity (Btu per square foot [ft2

]) or 

annual electric intensity (kilowatt-hours 

[kWh]/ft2

). For industrial facilities, calculating 

energy use as a percentage of operating 

costs or per unit of product can be useful. It 

can also be as simple as looking at monthly 

utility bills to determine average energy 

Carbon Copy 2 
costs per month. The goal of compiling the 

energy use information should be to 

establish some sort of baseline so that you 

are sure that you’re setting obtainable 

program goals and that program success 

can be measured. Keep in mind what kind of 

metric you will use to report results to the 

average employee. This will help you 

develop an idea of how detailed you will 

want to be in the gathering of energy use 

data. (Important note: Do not underestimate 

the importance of this step or the time it will 

take to complete it!) 

Evaluate your resources. Second, you 

need to gather information regarding the 

resources and capabilities available within 

your organization. Assess current 

communication resources, such as 

newsletters or closed-circuit TV, and how 

they could carry your message to the 

masses. Do you have the internal resources 

available to produce printed materials such 

as posters, displays, or pamphlets? What 

kind of mechanism already in place could be 

used to gather behavioral data and report 

the results and program successes? 

Consider recruiting others within your 

organization that are passionate about 

saving energy and reducing waste to serve 

on a planning committee and to help you 

during and after this gathering phase. 

Set your goals. The final step is to begin 

determining the specific goals, objectives, 

and milestones for your program in 

conjunction with your estimated or 

preliminary program budget. 

Find a leader or energy champion. It can 

also be a good idea to look for a champion 

for energy savings. Leadership by example 

is a powerful tool and can go a long way in 

getting employees to take a program 

seriously. In 2001, Climate Leaders Partner 

Lockheed Martin’s senior executive staff 

created an energy council for its Sunnyvale, 

California, campus that was comprised of 

vice presidents (VPs) who had been 

charged with energy conservation for their 

respective groups of buildings. The groups 

of buildings were each called a “chunker” 

and each VP created employee energy 

teams that designed and implemented 

conservation programs for their respective 

chunker. Rich Robertson, technical 

maintenance manager of Lockheed Martin 

facility operations, told E Source that 

employee action significantly contributed to 

the company’s recent energy savings, which 

topped out at almost $7 million in 2001 and 

nearly $3.5 million in 2002. “Having upper 

management on board was also a key 

aspect in the program’s success,” said 

Robertson. “That kind of support was 

instrumental in championing plant 

operational changes, [getting] funding for 

capital energy projects, and sustaining 

employee awareness and participation.” 

Phase 2: Develop and Disseminate 

Program Materials 

The main goals of this phase are to develop 

your program materials and roll the initiative 

out to the employees. A good way to begin 

is by soliciting ideas from employees 

through interviews, surveys, or focus 

groups. Feedback gathered through these 

methods is a great way to determine current 

thinking about energy conservation and 

identify the desired behavioral changes. It 

should also help you to come up with ideas 

about how you will motivate and excite 

employees to change their thinking and 

behaviors. Some possibilities might include 

clever team names (Unilever Bestfoods 

brand uses “Watt Watchers”), campaign 

slogans (Grundfos Pump Manufacturing 

came up with “Reduce the Juice”), or 

program mascots (Verizon has a 

Conservation Canine). 

During this phase, you will also need to 

develop or procure the materials you will use 

to spread the word—such as posters, 

videos, or pamphlets—and decide how the 

information will be distributed. It’s also 

important to make clear to employees about 

how they can submit their ideas or provide 

Carbon Copy 3 
feedback. Some companies use monthly emails to solicit ideas, others hold monthly or 

quarterly meetings with employees, and 

some do both. Lockheed Martin held an 

Energy Fair, where its employees received 

giveaways like stickers, posters, coffee 

mugs, and mouse pads. Remember when 

they used to display a constant twenty-four 

hour running tally of the national debt in 

Times Square? The energy manager from 

one large commercial national account has 

taken a similar approach by posting “How 

much we will spend on energy today” and 

“How much we have spent on energy this 

year to date” numbers on the company’s 

Intranet. Directly below the tally is a link for 

employees to submit energy-saving ideas. 

Other firms have taken low-cost 

approaches, such as running sticker 

campaigns and putting up posters in 

communal areas with drop boxes for energysaving ideas. One firm was able to achieve 

modest savings just by having its 

information technology department send out 

instructions about how to enable the energyconservation modes for employees’ 

computer monitors. 

The last part of this phase is to finalize your 

budget based on the types of materials you 

will develop and the costs associated with 

the activities and communication channels 

you will use for the program. Make sure you 

have a clear schedule in mind so that you 

allow adequate time for production of 

materials to meet the milestones or key 

dates for your program. 

Phase 3: Measure, Evaluate, and Report 

Once your awareness program is up and 

running, you will need to establish a 

mechanism to measure the program’s 

effectiveness and report results back to 

employees. Consider asking for 

improvement suggestions from any focus 

groups or individuals you interviewed during 

the first phase of the program. Gathering 

program feedback either quarterly or at midcourse and at a predesignated end point will 

help you make adjustments and implement 

improvements to maximize program results. 

Questions that need to be answered to 

evaluate your program’s effectiveness 

should include: 

• Are the communication channels being 

used effectively? 

• Are they user-friendly? 

• Are employees more likely to read emails or newsletters? 

• What other communication channels 

could be used to convey program 

information? 

• How have employees shifted their 

behavior and why? 

• How many employees have submitted 

energy-saving suggestions? 

During the planning phase, you established 

a monitoring protocol and mechanism to 

establish facility baselines, using metrics 

such as kilowatts or kilowatt-hours (kWh) of 

demand, energy intensity, or energy use as 

a percentage of operating costs. Perhaps 

you decided to simply look at monthly utility 

bills to determine the average dollars spent 

per day for each of your facilities. Whatever 

metrics you use to evaluate the effect that 

the program may have on a particular 

facility’s energy consumption, make sure 

you report your results in a way that all 

employees will understand. 

The corporate energy office of Climate 

Leaders Partner Unilever’s Home and 

Personal Care division began collecting 

energy use and cost data for each of its U.S. 

facilities in January 2001. Data are compiled 

quarterly, consisting of dollars spent and 

energy consumed (converted to million 

kWh). The energy consumption table 

compares the actual energy usage with that 

of the same quarter of the previous year and 

compares the dollars spent in each quarter 

with the amounts budgeted. Based on these 

comparisons, data for each facility are then 

Carbon Copy 4 
color-coded for each quarter to indicate if 

the facility is below budget or below the 

previous year’s consumption. This 

information is distributed to all interested 

stakeholders: senior management, 

corporate energy staff, and plant managers 

and engineers. By inspiring employees to 

improve operating practices, the program 

produced estimated net savings of more 

than $2 million in direct energy costs for the 

first year, with no required initial investment. 

Phase 4: Make It Personal 

Positive, regular, and clearly understandable 

feedback about the results of the program is 

essential to keep energy conservation on 

the radar screen and to keep employees 

motivated to use energy wisely. During each 

step of your awareness program, it’s 

important to engage staff and employees for 

suggestions and input so that a sense of 

real ownership is developed. During all 

phases of your program, you should 

consider ways to introduce new employees 

to the program, such as developing videos 

or information packets that your human 

resources department can distribute. 

Consider holding quarterly, semi-annual, or 

annual energy-awareness award 

ceremonies to recognize and reward 

employees for their great ideas or 

contributions. 

Verizon keeps its Energy Champions 

program energized by holding quarterly 

teleconferences to solicit new energy-saving 

ideas and to provide specific no-cost or lowcost recommendations for facilities to reduce 

energy consumption. The company further 

drives momentum for employee energy 

awareness to specific critical or energyintensive groups, such as those that handle 

real estate and network operations, through 

a series of “Energy Advisory” programs that 

not only provide specific energy-saving 

recommendations by building type, but that 

also provide tools and checklists to 

calculate, track, and report energy savings 

as a result of actions taken. According to 

Tony Seris, Verizon’s director of real estate 

operations, the key to keeping energy 

conservation on employees’ minds is 

through education on the importance of 

using energy wisely and the positive impact 

that their efforts can have in protecting the 

environment and reducing a major company 

expense. “The bottom line is no matter what 

wide-scale change—energy related or 

otherwise—a firm is trying to implement, 

you’ve got to make it personal if you want to 

sustain the effort,” said Seris. “We believe 

our employees get a real sense of pride in 

knowing that they are not only helping the 

company reduce its costs, but are also doing 

the right thing for the environment.” 

Resources for Communicating 

Your Message 

EPA’s ENERGY STAR® program has a 

number of resources that raise awareness 

about protecting the environment through 

better energy management. Companies can 

download posters and fact sheets, discover 

ideas for promoting energy saving 

strategies, and more. Best of all, it’s free! 

These resources can be found at: 

www.energystar.gov/index.cfm?c=energy_ 

awareness.bus_energy_awareness 

In addition, ENERGY STAR offers 

guidelines and tools for energy 

management, which can be found at: 

www.energystar.gov/index.cfm?c=guideline. 

guidelines_index 

and 

www.energystar.gov/index.cfm?c=tools_ 

resources.bus_energy_management_tools_ 

resources 

Carbon Copy 5 
Climate Leaders Partners 

Demonstrate the Power of 

Communication and 

Coordination 

Climate Leaders Partners Frito-Lay and 

Roche use different approaches to 

communicating their climate impact 

reductions to their employees—but the 

intent is the same: to engage employees to 

help reduce their climate impact. 

Resource 

Conservation: A Team 

Effort at Frito-Lay 

By Larry E. Perry, P.E., Group Manager 

Environmental Compliance and Engineering 

Frito-Lay, North America 

Climate Leaders Partner Frito-Lay 

demonstrates a serious commitment to 

protecting the environment and conserving 

natural resources. The snack food maker 

has a large group of associates who work 

every day to assure environmental 

protection at and around their facilities. 

These “Green Teams,” as Frito-Lay calls 

them, are comprised of 20 to 30 everyday 

people such as maintenance technicians, 

production line operators, sanitors, 

warehousemen, office administrative staff, 

and front line supervisors—not 

environmental professionals—who willingly 

take on the added responsibilities of 

environmental protection for their facility in 

addition to their “regular jobs.” 

Green Team members take on specific focal 

responsibilities ranging from wastewater and 

stormwater discharges to air emissions, 

waste minimization, pollution prevention and 

resource conservation. Supporting the 

Green Teams is a smaller group of Frito-Lay 

engineers and environmental specialists 

whose charge is to identify areas of both 

environmental responsibility and opportunity 

for the Green Teams to focus on. Providing 

training to enable the Green Teams to 

accomplish this work is a major 

responsibility and an ongoing effort, but one 

that Frito-Lay feels is key to the success of 

their environmental program. 

Achieving success in the specialty area of 

resource conservation requires yet another 

level of technical support. Frito-Lay 

recognized several years ago that the realm 

of resource conservation was “target rich” at 

Frito-Lay. This area had its own unique 

challenges, but with multiple levels of 

benefits to be realized. Conserving water, 

fuels, and electricity (more fuels) had the 

obvious benefit of preserving these precious 

natural resources for future generations. 

There is also the benefit of saving real 

money for the company today. And in the 

case of fuels not consumed—either directly 

or for generation of electricity—there is the 

additional benefit of reducing air emissions 

and greenhouse gases (GHGs). 

Frito-Lay senior management recognized 

the multiple layers of opportunity and 

established what they call (and believe to 

be) Big, Hairy, Audacious Goals for 

manufacturing operations. These “BHAGs” 

laid down a serious challenge to the 

organization to achieve significant reductions in water, fuels and electrical consumption. These challenges are based on the 

amount of each resource used per pound of 

product produced, and are now targeted to 

be fully accomplished by 2010. With the 

challenge presented, the key question was 

“How do we get there from here?” 

To get the company started on the journey, 

a dedicated team of engineers was set up to 

identify specific opportunities and execute 

projects. This team focused on the 

application of sound and, in some cases, 

cutting edge technologies to start Frito-Lay 

moving forward toward its objectives. To 

measure progress, each facility tracks and 

reports its water, fuel, and electricity usage 

daily, and reports its performance on a 

monthly “scorecard.” Performance is 

Carbon Copy 6 
measured against a standard, which is 

derived for each facility based on its actual 

product production mix. If a facility is 

consistently missing the mark, a special 

resource conservation “strike team” visits 

the site and conducts an audit of the 

operations. The strike team develops a list 

of specific tactics for achieving the facility’s 

goals. 

Many of the tactics involve changing 

behaviors on the plant production floor. This 

is where the Green Teams again come into 

action. Green Teams leverage their 

numbers and knowledge to help educate the 

larger plant population about the what, why, 

and how of these key environmental 

initiatives. For the occasional environmental 

skeptic, the teams also know the significant 

cost savings associated with resource 

conservation. Even the most strident of 

skeptics understands the millions of dollars 

in resource conservation opportunities, 

which translate directly to the bottom line. 

To help Green Team members to be 

effective in their plant, each year they attend 

a national “Summit” meeting at Frito-Lay’s 

headquarters in Plano, Texas. At the 

Summit, specific workshops on topics 

ranging from boiler combustion tuning to 

process changes for reducing water 

consumption to understanding GHG 

emissions are offered. Associates are 

educated and trained in these areas and 

return to their plants with a well-equipped 

toolbox to help execute projects and 

reinforce behaviors for conserving 

resources, protecting the environment, and 

ensuring ongoing regulatory compliance. 

Special sessions highlighting the 

relationship between resource conservation 

and environmental protection, and the role 

of the Green Team in promoting both within 

the plant, are also offered at the Summit 

meeting. Senior management participation 

at the Summit is another key aspect of 

success. Their Summit presentations and 

dialogue with front-line associates 

demonstrates the company’s commitment to 

this program. Finally, the Summit provides 

an opportunity to recognize the top 

performers from across the company. 

Facilities are recognized and rewarded for 

top performance in resource conservation, 

excellence in their overall environmental 

programs, and involvement of Green Teams 

in their communities. 

Back at the plant, Green Team members 

and resource conservation engineers work 

side-by-side to implement projects and 

change behaviors across the manufacturing 

process. Additional tools are developed 

throughout the year and made available on 

Frito-Lay’s Environmental Web site on the 

company’s Intranet. While new goals are 

established each year, Frito-Lay’s 

environmental coordinators continue to 

exchange questions and success stories via 

group-wide e-mail. Progress in reaching 

these goals is measured and reported, then 

verified by annual resource conservation 

and environmental program audits. 

Frito-Lay continues to make a difference in 

the environment. The Green Teams are 

engaged and are continually growing their 

sphere of influence within their respective 

plants and communities. Their efforts 

routinely receive awards and recognition for 

environmental accomplishments in their 

communities. Since Frito-Lay began the 

specific focus on manufacturing resource 

conservation in 1999, their combined teams 

have led to a 26 percent reduction in water 

use, more than 18 percent reduction in fuels 

use, and 13 percent reduction in electricity 

consumption. Overall, these reductions have 

yielded a 14 percent reduction in companywide GHG emissions. We are on our way, 

and our Green Teams will play a key role as 

we continue the journey. 

Frito-Lay signed on as a Climate Leaders 

Partner in 2004. The company recently 

announced it goal to reduce GHG emissions 

by 16 percent per dollar of revenue from 

2002 to 2008. 

Carbon Copy 7 
Reducing GHGs 

in a Decentralized 

Environment: 

Roche Kicks Off 

Internal Collaboration Effort

Climate Leaders Partner Roche Group U.S. 

Affiliates, a global player in pharmaceuticals 

and diagnostics, is currently celebrating its 

100-year anniversary in the United States. 

Roche attributes much of its success and 

longevity to a decentralized organizational 

structure that fosters innovation through 

empowerment and flexibility in management 

and decision-making. This model has grown 

into the modus operandi for Roche, which 

has alliances and research development 

agreements with numerous parties, 

including majority interests in Genentech 

and Chugai. Individual sites and companies 

operate with an incredible amount of 

operational flexibility, enabling them to 

leverage local expertise, yet operate within a 

single strategic framework established at 

Roche Headquarters in Basel, Switzerland. 

While this decentralized model will continue 

to be critical to Roche’s success, top 

management has made its commitment to 

sustainable development well known, with 

key communications in managers meetings 

and public reports. So when U.S. sites built 

on their sustainable development 

commitment by banding together to join the 

EPA’s Climate Leaders Program with a 

commitment to an absolute GHG reduction 

of 10 percent by 2008 with a 2001 baseline, 

the U.S. corporate environmental team had 

to decide how to support the sites in 

achieving this aggressive goal. 

Each Roche site operates independently, 

responding to unique market, regulatory, 

and environmental pressures. Based on 

these pressures, approaches to energy 

management at each site can be different. 

For instance, sites in California faced the 

energy crisis in the late 1990s and 

responded to this pressure by reducing 

energy and natural gas consumption by over 

30 percent. These sites are very advanced 

with respect to management systems and 

technologies, and the vast majority of their 

reductions were achieved before Roche’s 

baseline year of 2001. Because of this, 

finding additional GHG reductions at these 

facilities will be particularly challenging. 

Outside California, Roche facilities have 

been responding to a variety of pressures, 

and thus been focusing on programs 

ranging from profitable waste reduction 

initiatives to establishing leading edge 

mechanisms for community engagement. 

Now these sites will have to expand their 

programs to include more of a focus on 

GHG reductions. This certainly won’t be a 

new theme to them, as a couple of facilities 

were the “early adopters” of cogeneration 

technology worldwide, by participating in 

DOE demonstration projects back in the 

early 1980s. 

While it’s clear that each campus embraces 

eco-efficiency, countless factors such as 

prices, regulations, existing technologies, 

and culture differ by site and impact how 

energy management can be supported from 

a corporate perspective. Dr. Jack Kace, Vice 

President of Corporate Environmental 

Safety Affairs (CESA) knows that the 

answer was not going to take a cookie-cutter 

form, with a top-down structure inconsistent 

with Roche’s core philosophy. Kace 

explains: “The real expertise is in our sites, 

many of which have adopted innovative 

approaches. It’s the Corporate Group’s 

responsibility to facilitate the sharing of 

these ideas between sites and to 

communicate emerging technologies.” 

Over the past year, this initiative has taken 

the form of the US Roche Energy Group— 

an informal, yet consistent mechanism to 

facilitate technology and best practice 

transfer, while serving as a platform for the 

introduction to new opportunities. The two 

initial core components of this initiative are 

conference calls and informational e-mail 

updates. 

Carbon Copy 8 
The first call, a kickoff to introduce site 

personnel and recent projects, was a great 

success. The results of the call were a 

testament to the power of internal 

references and the improvements being 

adopted. For instance, one site, having 

conducted multiple retro-commissioning 

studies over the past year, was able to 

explain this emerging concept and vouch for 

the vendor they were using. This resulted in 

another site investigating the opportunity, 

which later revealed that its utility was 

sponsoring a program to fund this kind of 

study. 

Also on this first call, references came from 

multiple sites on employing a so-called “Cool 

Roofs” technology. Essentially a reflective 

coating for rooftops, it prevents heat gain 

and roof degradation and has been a big hit 

in the respective facilities departments. 

Word of this success sparked others to 

move into active evaluation. 

These conference calls are not regularly 

scheduled, but are planned to maximize the 

value of each call, and ensure the each 

facility will benefit by participating. As new 

projects are completed and issues arise, 

calls are scheduled. For instance, the next 

call will review the year-end Climate Leaders 

data, while continuing to discuss each sites’ 

approach toward metering and performance 

measurement. 

These collaborative efforts are already 

yielding results, and there are many 

opportunities and challenges on the horizon. 

Roche is working to foster more 

communication through the corporate 

intranet, document more existing best 

practices, and establish an online discussion 

forum. One ongoing challenge is working to 

address the inverse relationship between 

emission factors and energy prices, which is 

a significant reality in some parts of the 

country. Sites with the lowest energy costs 

tend to have the most GHG reduction 

potential per unit of energy, but because of 

the low price of energy, the sites have a 

relatively harder time achieving the 

necessary project paybacks. 

Roche will continue to identify ways of 

empowering facilities to build on their past 

successes, whether through financial 

mechanisms or further education and 

training. With a 100-year history of both 

market and environmental excellence in the 

United States, Roche is confident that 

sticking to its M.O. will enable it to not only 

achieve its aggressive GHG goal, but 

succeed in the market for another 100 

years. 

Climate Leaders News: 

The following Climate Leaders Partners 

have recently announced GHG reduction 

goals: 

Bank of America pledges to reduce 

total U.S. GHG emissions by 9 percent from 

2004 to 2009. 

Calpine Corporation pledges to 

reduce GHG emissions by 4 percent per 

production index from 2003 to 2008. 

Caterpillar Inc. pledges to reduce global 

GHG emissions by 20 percent per dollar of 

revenue from 2002 to 2010. 

Exelon Corporation pledges to reduce 

total U.S. GHG emissions by 8 percent from 

2001 to 2008. 

Gap, Inc. pledges to reduce U.S. GHG 

emissions by 11 percent per square foot 

from 2003 to 2008. 

Green Mountain Energy Company 

pledges to achieve net zero U.S. GHG 

emissions by 2005 and maintain that level 

through 2009. 

Frito-Lay, Inc. pledges to reduce U.S. 

GHG emissions by 14 percent per pound of 

production from 2002 to 2010. 

Carbon Copy 9 
Melaver, Inc. pledges to achieve net zero 

U.S. GHG emissions by 2006 and maintain 

that level through 2009. 

Staples, Inc. pledges to reduce total U.S. 

GHG emissions by 7 percent from 2001 to 

2010. 

Xerox Corporation pledges to reduce 

total global GHG emissions by 10 percent 

from 2002 to 2012. 

Climate Leaders welcomes 

the following new Partners: 

EMC Corporation 

Hopkinton, Massachusetts 

EMC Corporation provides products, 

services, and solutions for information 

storage and its management. EMC systems 

are manufactured in Massachusetts, North 

Carolina, and Ireland. With 2004 revenues 

of $8.23 billion, EMC employs nearly 23,000 

people worldwide, including about 7,000 in 

Massachusetts. 

Entergy Corporation 

New Orleans, Louisiana 

Entergy Corporation is an integrated energy 

company engaged primarily in electric power 

production and retail distribution operations. 

Entergy delivers electricity to 2.7 million 

utility customers in Arkansas, Louisiana, 

Mississippi, and Texas. Entergy has annual 

revenues of more than $10 billion and 

approximately 14,000 employees. 

Green Mountain Energy Company 

Austin, Texas 

Founded in 1997 to "change the way power 

is made," Green Mountain Energy Company 

offers residential, business, institutional, and 

governmental customers the choice to 

support cleaner electricity generated from 

sources such as wind, solar, water, 

geothermal, biomass, and natural gas. 

The Hartford 

Hartford, Connecticut 

Founded in 1810, The Hartford Financial 

Services Group, Inc. is one of the largest 

investment and insurance companies in the 

United States. The Hartford provides 

investment products, life insurance, and 

group and employee benefits; automobile 

and homeowners products; and business 

insurance. 

Mack Trucks, Inc. 

Allentown, Pennsylvania 

Founded in 1900, Mack Trucks, Inc. is one 

of North America's largest producers of 

heavy-duty trucks; the company also 

markets a line of medium-duty trucks across 

North America. MACK®

 trucks are sold and 

serviced in more than 45 countries through a 

worldwide network of more than 670 sales, 

parts, and service centers. 

Marriott International, Inc. 

Washington, DC 

Marriott International, Inc., is a leading 

worldwide hospitality company. Its heritage 

can be traced to a root beer stand opened in 

Washington DC, in 1927 by J. Willard and 

Alice S. Marriott. Today, Marriott 

International has more than 2,600 lodging 

properties located in the United States and 

65 other countries and territories. 

Melaver, Inc. 

Savannah, Georgia 

Melaver, Inc. is a fourth-generation, familyowned property management and 

development company committed to 

sustainability. Melaver currently manages 

commercial office, retail, and warehousing 

Carbon Copy 10 
properties in Savannah, Atlanta, and 

Huntsville, Alabama. The company is 

striving for all new development and 

acquisitions to meet the U.S. Green Building 

Council's (USGBC) Leadership in Energy 

and Environmental Design (LEED) 

standards. 

Quad/Graphics Inc. 

Sussex, Wisconsin 

Quad/Graphics is the largest privately held 

printer of magazines, catalogs, direct mail, 

and commercial products in the world. The 

company provides full production services— 

from data services, design and photography 

through printing, finishing and distribution. It 

has 12,000 employees and $1.9 billion in 

annual sales. 

Tyson Foods, Inc. 

Springdale, Arkansas 

Tyson Foods, Inc.—founded in 1935 with 

headquarters in Springdale, Arkansas—is 

the world’s largest processor and marketer 

of chicken, beef, and pork and the secondlargest food company in the Fortune 500. 

The company produces a wide variety of 

protein-based and prepared food products, 

which are marketed under the “Powered by 

TysonTM” strategy. Tyson has approximately 

114,000 team members employed at more 

than 300 facilities and offices in the United 

States and around the world. 

Volvo Trucks North America, Inc. 

Greensboro, North Carolina 

Volvo Trucks North America, Inc. is one of 

the largest manufacturers of heavy-duty 

highway trucks in North America. Volvo 

trucks are sold and serviced in more than 

130 countries around the world, with the 

United States as Volvo’s largest market. Its 

first environmental policy was developed in 

1972, and environmental care became one 

of its core values in the early 1990s. 

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