Today’s Commitments.

Tomorrow’s World.

Five years of environmental leadership

P e r f o r m a n c e 

T r a c k F i Ft h A n n u a l 

P r o g r e s s R e p o r t

photo provided by Rockwell Collins
Front cover photo: Rockwell Collins’ Manchester Operations facility in Manchester, Iowa, a Performance Track 

member since 2001, has established a wildlife habitat project on its property, providing nesting and habitat 

cover for wildlife while reducing runoff and erosion. The image is the winning entry in Performance Track’s 

2006 Cover Photo Contest. Photo Credit: Chris Bockenstedt, Rockwell Collins Manchester Operations.


Executive Summary: Celebrating Five Years 3

Performance Track Basics 4 

Highlights of Members’ Results Reported in 2005 6

Results: A Look at Five Years of Performance Track 13

Pull-out poster: Reaching for a Brighter Future 15-18

Committing to Further Improvements 19

2007 Performance Awards 21

Connecting with the Community 24

Looking Back, Moving Forward 29

TA B L E o F C O N T E N T S



F

ive years old and more than 400 members strong, 

EPA’s National Environmental Performance Track 

program is leading the way toward a cleaner, safer 

environment. By encouraging facilities across the 

nation to do more for the environment than is required by 

law, Performance Track has emerged as a leader in a new generation of programs that recognize and drive environmental 

excellence. Performance Track was one of only 13 federal 

programs to be recognized in 2006 as a “Top-50 Innovation 

in American Government” by the Ash Institute for Democratic Governance and Innovation at Harvard University’s 

John F. Kennedy School of Government.

Performance Track members include private and public 

facilities in 46 states and Puerto Rico representing virtually 

all manufacturing sectors, including those from major 

corporations and government agencies. The program also 

includes a wide range of facilities in non-manufacturing 

sectors such as tourism, research, education, and health 

care. Four companies—Baxter Healthcare Corporation, 

Johnson & Johnson, Rockwell Collins, and Xanterra Parks and Resorts—have been designated Performance 

Track Corporate Leaders to recognize their corporate-level commitment to environmental excellence and 

the participation of a substantial number of their facilities in Performance Track. Collectively, Performance 

Track members have reduced their water use by 3.5 billion gallons, conserved more than 14,000 acres 

of land, increased their use of recycled materials by 135,000 tons, reduced greenhouse gases by more than 

97,000 tons, and smog-causing nitrogen oxides and sulfur dioxide by 6,000 and 17,000 tons respectively.

In addition, Performance Track members show the public that facilities in their community can be good 

citizens and responsible neighbors. The success of Performance Track members has helped spread the 

word about corporate environmental leadership.

As we step into the second half of this decade, Performance Track will continue to raise the bar. It will 

push itself and its members to become stronger environmental stewards—continuously improving environmental quality locally and nationally. By building a more rigorous program based on strong partnerships and goals, Performance Track will push member facilities to take leadership roles in their companies 

and their sectors and make the environmental commitments needed today to help shape a healthy 

environment for tomorrow. This report takes a step back to look at Performance Track’s achievements 

over the past five years, the progress member facilities have made in their environmental commitments 

and their work with their communities, and the vision that Performance Track holds for the future.

C E L E B R AT I N G F I V E Y E A R S

Executive Summary

1999July — EPA publishes Aiming 

for Excellence, which contains 

a proposal to develop the 

National Environmental 

Performance Track.

2000 MARCH — EPA hosts two public 

meetings on Performance Track 

with various stakeholders in 

Washington, DC.

Performance Track Program Accomplishments in 2006

• Performance Track members in all 10 EPA Regions can now 

take advantage of challenge commitments in air, water, and 

waste, helping EPA address national and regional priorities.

• Performance Track launched its five-year anniversary 

campaign, kicked off by EPA Administrator Stephen Johnson.

• Missouri signed a Memorandum of Agreement (MOA) with 

Performance Track, joining 11 other states that have signed 

agreements with the program.

• The program completed its second survey of members, with 

more than 71 percent of members responding.

• Performance Track had its second-most successful recruiting 

year ever, receiving 117 applications and accepting 87 members. 

• EPA published a new rule under the Resource and 

Conservation Recovery Act reducing the frequency of 

self-inspections for eligible Performance Track members to 

once a month instead of daily or weekly.


2000 APRIL — EPA hosts public 

meetings about Performance 

Track in Boston, MA, San Jose, 

CA, and Chicago, IL. 2000 MAY — Performance Track 

hosts first meeting with states 

in Denver, CO.

P

erformance Track is a program that recognizes and encourages leading environmental 

performance among U.S. facilities of all types, sizes, and complexity, public and private. Any facility in the United States and its territories may apply for membership in 

Performance Track. To qualify for membership, facilities must demonstrate that they 

meet the following criteria: 

Environmental Management System (EMS) 

Applicants must have an EMS in place for at least one complete cycle, and their EMS must have 

undergone a comprehensive independent assessment. An EMS is a set of processes and practices 

that enable a facility to reduce its environmental impacts and increase its operating efficiency. 

Sustained Compliance 

Applicants must have a record of compliance with environmental laws and be in compliance 

with all applicable environmental requirements. They also must commit to maintain that level of 

compliance as long as they are a member of Performance Track. 

Continuous Improvement 

Applicants must commit to four quantitative goals (small facilities commit to two goals) for improving 

their environmental performance over the course of their three-year membership. Goals range from 

upstream improvements (such as improving environmental performance of suppliers) to downstream 

improvements (such as reducing a product’s packaging or its lifetime energy use). See Figure 1 for the 

indicators that Performance Track members may choose from in setting their goals. 

Public Outreach 

Applicants must commit to remain involved and active in their communities, sharing their 

progress with the public and addressing any community concerns. Members complete an Annual 

Performance Report for each year of their membership, describing and quantifying to EPA and 

the public their progress toward their environmental goals during the previous year.

P erf o r m a n c e T ra c k B A S I C S


discharges to water

• chemical oxygen demand

• biological oxygen demand

• toxics

• suspended solids

• nutrients

• sediment from runoff

• pathogens

products

• expected lifetime energy use

• expected lifetime water use

• expected lifetime waste (to air,

 water, land) from product use

• waste to air, water, land from

 disposal or recovery

air emissions

• greenhouse gases

• VOCs

• NOx

• SOx

• PM-10

• PM-2.5

• carbon monoxide

• air toxics

• odor

• radiation

• dust

nonproduct outputs

waste

• non-hazardous 

 waste generation

• hazardous waste 

 generation

noise

• noise

vibration

• vibration

inputs

materials procurement

• recycled content

• hazardous components

suppliers’ environmental performance

• any relevant indicator from the

 inputs or nonproduct outputs stages

material use

• materials used

• hazardous materials 

 used

• packaging materials 

 used

energy use

• non transportation 

 energy use

• transportation 

 energy use

water use

• water used

land and habitat

• land and habitat

 conservation

• community land

 revitalization

Performance Track Environmental Performance Indicators

Applicants to the program choose from among these indicators when setting their performance goals

2000JUNE — Administrator Browner 

launches National Environmental 

Performance Track program. 2000 DECEMBER — EPA hosts 

ceremony recognizing 228 charter 

members of Performance Track.

F I G U R E 1


H ighlights o f Me m bers ’ 

R es u lts R ep o rte d i n 2 0 0 5

I

n 2006, Performance Track members reported on their environmental achievements during 

2005. The main story these results tell is one of pollution prevention. Significant decreases 

in air pollutants, discharges to water, materials use, and the generation of waste demonstrate Performance Track members’ strong commitment to a cleaner environment.

This report presents members’ results both in absolute terms and in terms of “eco-efficiency,” which 

describes reductions in environmental impact per unit of production or activity at a facility. To measure eco-efficiency, Performance Track members report improvements on a normalized basis, with 

normalization factors typically based on the number of units produced or the number of employees. 

In some cases, increases in production may cause a facility’s environmental performance to decline in 

absolute terms (i.e., it may generate more waste, use more energy, or emit more pollution than it did 

before), but because it has taken steps to reduce its impact per unit of production its performance 

has improved in eco-efficiency terms. In cases such as this, presenting absolute results alone might 

imply that facilities had made no effort to improve their performance, whereas in fact they had 

avoided significant environmental impacts that would otherwise have occurred.

Materials Use

Why it’s important: Reducing the quantity of materials used in 

manufacturing and other activities helps conserve our natural resources. From aluminum to plastic, steel to paper, procuring and using materials affects the environment. Consider that manufacturing 

recycled paper uses only 26-45 percent of the energy needed to make 

virgin paper, and that making aluminum from recycled material uses 

5 percent of the energy needed to make virgin aluminum. 

What Performance Track facilities are doing: Collectively, the 

Performance Track facilities that made commitments in this area 

decreased their total materials use by 24,719 tons between 2004 and 

2005. Forty-two out of the 61 facilities reporting on this indicator 

showed eco-efficiency improvements, avoiding the use of 53,523 

tons of materials. In addition, Performance Track facilities reduced 

their use of toxic materials by 4,365 tons and their use of packaging 

by 109 tons, and increased their use of recycled materials by 16,258 

tons, all in absolute terms.

2000 DECEMBER — Performance 

Track Network is initiated as a 

forum for Performance Track to 

collaborate with national trade 

associations, nongovernmental 

organizations, and other 

professional organizations.

2001 APRIL — Group of charter 

members forms the Performance 

Track Participants’ Association 

(PTPA).

“ I can say from personal 

experience at Rockwell Collins 

that Performance Track motivates 

people to behave differently. 

There is a reputation to live up 

to. Recognition causes people to 

strive for greater achievements.”

Vicki Fisher

Enterprise ESH Manager, 

Knowledge Management and System Evaluation

Rockwell Collins

Cedar Rapids, Iowa


Water Use

Why it’s important: Reducing water use decreases 

the need to withdraw ground or surface water 

supplies, thus maintaining the health of aquatic 

environments and preserving water resources so 

they are available during times of drought.

What Performance Track facilities are doing: 

In 2005, Performance Track facilities reduced their 

water consumption by nearly 1.7 billion gallons 

in absolute terms—enough to meet the annual 

water needs of 58,000 homes. This accomplishment can be attributed to an effort by facilities to 

increase their efficiency of water use. For example, 

Stora Enso North America Duluth Paper Mill 

and Recycled Pulp Mill (Duluth, Minnesota) 

installed equipment that allows the facility to reuse 

processed water rather than draw on limited fresh 

water supplies.

Energy Use

Why it’s important: Most of the energy in the 

United States is generated from fossil fuels such as 

coal, natural gas, and oil. These energy sources are 

the nation’s dominant source of air emissions, including global warming-causing greenhouse gases. 

What Performance Track facilities are doing: Energy is a driving force behind the U.S. economy. 

However, even as the national economy grew, total energy use reported by Performance Track 

members decreased by 4,268,554 MMBTU—equivalent to the annual energy use of 46,000 

homes. In addition, many members increased their use of energy produced by renewable sources, 

resulting in lower emissions of air pollutants and greenhouse gases.

S p o tli g h t o n J anssen

P har m a C eutica

Janssen Pharmaceutica, a testing facility for the 

development of prescription pharmaceuticals, 

has undertaken impressive energy efficiency 

and renewable energy ventures, along with 

a number of other environmental initiatives 

that bring its environmental performance 

well beyond regulatory compliance. In its 

commitment to reduce total facility energy use, 

the facility has installed the third largest system of solar photovoltaics 

in the United States and brought the site into conformity with 

ENERGY STAR Best Practices. Janssen is distinguished as a riverfriendly business by a local watershed organization and received a 

Silver Certificate in 2004 from the U.S. Green Building Council’s LEED 

(Leadership in Energy and Environmental Design) program for existing 

buildings. The facility has educated and rewarded employees for 

their environmental protection efforts and has reached out to the 

community to promote environmental awareness. Janssen also has 

restored 40.25 acres of its 270-acre Titusville, New Jersey, landscape 

acreage to native grasses, wildflowers, and no-mow zones. 

2002 FEBRUARY — Texas Natural 

Resource Conservation 

Commission signs first MOA with 

Performance Track. 2002 MARCH — EPA awards 

Performance Track program 

Silver Medal of Commendation.

Photo courtesy of Janssen Pharmaceutica


Land and Habitat Conservation

Why it’s important: Preserving local ecosystems is vital to both the preservation of native flora and fauna and the creation of livable communities 

and healthy economies. The process of promoting local land and habitat 

conservation projects joins public and private stakeholders around a common goal, creating a stronger community and environment. 

What Performance Track facilities are doing: In 2005, 46 Performance Track facilities conserved 5,267 acres of land. Many facilities, 

such as McNeil PPC’s facility in Lititz, Pennsylvania, not only protected land for future generations but also improved habitat and made land 

accessible for community education and recreation. 

Emissions of Greenhouse Gases

Why they’re important: Greenhouse gases, such as carbon dioxide, methane, nitrous oxide, and 

ground-level ozone, are causing the Earth’s atmosphere to warm, leading to changes in climate. 

Climate change is expected to have many adverse effects on human health, natural ecosystems, 

and the global economy. 

What Performance Track facilities are doing: Performance Track facilities reporting on this 

indicator reduced their greenhouse gas emissions both in absolute terms (31,541 metric tons 

of carbon dioxide equivalent reduced, enough to offset the annual greenhouse gas emissions of 

7,000 cars) and in eco-efficiency terms (avoiding 108,024 metric tons, equivalent to the annual emissions of 23,000 cars). These results show significant improvement from last year when 

Performance Track members reduced greenhouse gas emissions by 3,933 metric tons of carbon 

dioxide equivalent in absolute terms and avoided 66,147 metric tons of carbon dioxide equivalent 

through eco-efficiency measures.

2002 APRIL — Office of Enforcement 

and Compliance Assurance 

issues memorandum affirming 

low priority for routine 

EPA inspections benefit to 

Performance Track members.

2002 APRIL — Administrator Whitman 

kicks off second annual event 

for Performance Track members 

and signs MOAs with Colorado, 

Massachusetts, and Virginia.

I m pr o vi n g P erf o r m a n c e

B usiness C as E

Hewlett-Packard Caribe (Aguadilla, Puerto 

Rico) nets $1 million annually through an onsite 

company that helps the facility find additional 

opportunities to recycle and reuse wastes. The 

facility diverts 85 percent of its solid waste from 

the landfill.


Table 1

Performance Track Members’ Results in 2005

Category Indicator

Absolute 

improvements 

made in 20051

Number of 

members 

reporting2

Impacts avoided 

through eco-efficiency 

in 2005 (based on 

normalized results)3

Number of 

members reporting 

normalized 

improvements

Materials Procurement Hazardous/toxic components 12.6 tons 9 17.5 tons 6

Materials Use Materials use 24,719 tons 61 53,523 tons 42

Hazardous materials use 4,365 tons 75 400 tons 56

Ozone-depleting substances (27.5) tons 6 (27.9) tons 4

Total packaging materials used 109 tons 8 229 tons 6

Use of reused/recycled materials 16,258 tons 40 NA NA

Water Use Total water use 1,686,935,166 

gallons

154 1,241,536,114 gallons 105

Energy Use Energy use (non-transportation) 4,268,554 MMBTU 187 3,651,918 MMBTU 129

Transportation energy use 45,747 gallons 12 143,138 gallons 8

Land and Habitat Land and habitat conservation 5,267 acres 46 NA NA

Air Emissions Greenhouse gases 31,540 MTCO2E 45 108,024 MTCO2E 35

Volatile organic compounds (VOCs) 493 tons 56 391 tons 45

Air toxics 70 tons 19 65 tons 11

Carbon monoxide 0.15 tons 3 0.08 tons 1

Nitrogen oxides (NOX) 579 tons 21 324 tons 13

Ozone-depleting gases 0 tons 2 0 tons 1

Particulate matter (PM-10, PM-2.5) 58 tons 8 23 tons 6

Sulfur oxides (SOX) (341) tons 10 (272) tons 6

Radiation (541) Curies 1 3,627 Curies 1

Waste Non-hazardous waste generation 48,210 tons 223 92,827 tons 127

Hazardous waste generation 124,371 tons 129 85,700 tons 82

Discharges to Water Discharges of BOD, COD, TSS, 

nutrients, sediments to water

15,260 tons 24 15,671 tons 13

Discharges of toxics to water 1,691 tons 15 824 tons 7

Noise Noise 97 dBa 12 NA NA

Product Expected lifetime waste 

(to air, water, land) from product use

483 tons 3 477 tons 3

Waste to air, water, land from disposal (16.88) tons 1 1.71 tons 1

2002 APRIL — Performance Track signs 

first MOA with another federal 

agency program (OSHA’s VPP). 2003JANUARY — During the 

program’s first two years, 

members reduced their water 

use by a cumulative total of 775 

million gallons, solid waste by 

176,126 tons, and greenhouse 

gases by 40,193 tons.

Numbers shown in red represent a decline in performance 

Table footnotes and caveats on next page
10

Emissions of Volatile Organic Compounds (VOCs)

Why they’re important: Volatile organic compounds (VOCs) are precursors to ground-level 

ozone and are emitted as gases from a wide array of products, from paints to glues and adhesives. 

VOCs include a variety of chemicals, some of which may have short- and long-term adverse 

health effects, including eye, nose, and throat irritation; headaches, loss of coordination, and 

nausea; and damage to the liver, kidneys, and central nervous system.

What Performance Track facilities are doing: Eighty percent of the Performance Track facilities 

reporting on emissions of VOCs showed eco-efficiency improvements in this area in 2005, and 

members reporting on this area collectively reduced their VOC emissions in absolute terms by a 

total of 493 tons. 

Footnotes

1. Represents the difference between actual quantities in 2004 and 2005.

2. These numbers represent the number of members included in the analysis rather than the total number of members that 

have made commitments under each indicator. Approximately 13 percent of members’ results are not included in the 

analysis because their 2005 Annual Performance Reports were not finalized by the cut-off date or the data did not meet 

EPA’s reporting standards.

3. “Avoidance” is the difference between the actual quantity of an indicator in 2005 and the quantity that would have 

resulted if the facilities had not implemented any improvements. It is calculated by multiplying the 2004 level of 

environmental performance by a factor that represents the change in economic activity between 2004 and 2005, and then 

subtracting the actual level of performance in 2005. The accuracy of the avoidance figures depends on both the accuracy 

of the reported actual results and the reported 2004 and 2005 normalizing factors. Normalizing is an inexact science. 

Normalizing factors often tell an incomplete story about changes in production in a facility, and they often fail to explain 

fully the causes of environmental pollution or resource consumption.

Key to abbreviations: MMBTU=million British thermal units; MTCO2E=metric tons of carbon dioxide equivalent; 

BOD=biochemical oxygen demand; COD=chemical oxygen demand; TSS=total suspended solids; dBa=decibels (acoustic).

Caveats to the 2005 and Cumulative Results

1. Data are reported by member facilities.

2. Although EPA asks for exact figures, some facilities submit rounded data. The accuracy of the avoidance figures depends 

on both the accuracy of the reported actual results and the reported 2004 and 2005 normalizing factors. Normalizing is an 

inexact science. Normalizing factors often tell an incomplete story about changes in production in a facility, and they often 

fail to explain fully the causes of environmental pollution or resource consumption.

3. Although most member facilities’ commitments are facility-wide, a few members (less than 10 percent) have based 

their current commitments on a specific process rather than on the facility as a whole. For example, a facility may have 

committed to reducing its VOC emissions from a particular production line by 50 percent. While such process-specific results 

are excluded from the aggregate results whenever possible, the 2005 data in this report likely include a small percentage of 

process-specific results. EPA began requiring facility-wide data in 2004; therefore, the cumulative results likely include data 

that are not facility-wide.

4. Similarly, facilities’ commitments may relate to one “component” of an environmental indicator rather than to the indicator as a 

whole. For example, a facility may commit to reducing one particular waste stream or one particular toxic air emission rather than 

to reducing its total solid waste or all releases of toxic chemicals. The parameters of each facility’s commitments may be determined 

by viewing its application and/or annual performance reports at www.epa.gov/performancetrack/particip.

5. The baseline year for members that entered the program in 2002 is 2000. Their results actually represent changes occurring 

over a two-year period.

6. Energy results discussed in the text are only from commitments related to non-transportation energy use.

2003 MARCH — EPA announces fifth 

round of membership, which 

includes 300th Performance Track 

member. 2003 DECEMBER — Performance 

Track website receives its onemillionth visit.
11

Emissions of Nitrogen Oxides

Why they’re important: Nitrogen oxides (NOX) are a group of highly reactive gases, all of which 

contain nitrogen and oxygen in varying amounts. NOX emissions contribute to a host of environmental and health impacts. For example, NOX emissions in the air can lead to increased nitrogen loading in water bodies, particularly coastal estuaries, which upsets the chemical balance of 

nutrients used by aquatic plants and animals. Additional nitrogen leads to oxygen depletion and 

reduces fish and shellfish populations. NOX emissions also contribute to a number of air quality 

problems such as smog, acid rain, ground-level ozone, and climate change. 

What Performance Track facilities are doing: In 2005, 13 of the 21 Performance Track facilities that committed to reducing NOX emissions made eco-efficiency improvements, and members 

reporting on this indicator achieved an absolute reduction of 579 tons. 

Emissions of Sulfur Dioxide

Why it’s important: Sulfur dioxide (SO2) contributes to respiratory illness, particularly in 

children and the elderly, and aggravates existing heart and lung diseases. It also contributes to the 

formation of acid rain, which damages aquatic organisms, trees, crops, and historic buildings. 

What Performance Track facilities are doing: Sixty percent of Performance Track members 

reporting on this indicator reduced their SO2 emissions in 2005. However, in the aggregate, these 

facilities increased their emissions by 341 tons due to large increases by a few facilities. These 

increases were driven primarily by higher diesel consumption required to meet increased 

production needs.

Emissions of Particulate Matter (PM-10, PM-2.5)

Why it’s important: Exposure to particulate matter can aggravate lung disease, causing asthma 

attacks and respiratory infections. Particulate matter also can make lakes and streams acidic, 

change the nutrient balance in coastal waters and large river basins, deplete nutrients in soil, damage sensitive forests and farm crops, and affect the diversity of ecosystems. 

What Performance Track facilities are doing: Seventy-five percent of the members reporting 

on their emissions of particulate matter made improvements in this area in 2005, resulting in an 

overall reduction of 58 tons in absolute terms.

2004JANUARY — During the 

program’s first three years, 

members reduced their water use 

by 1.3 billion gallons, solid waste 

by 582,213 tons, and energy use by 

more than 8.4 trillion BTU.

2004 FEBRUARY — Performance 

Track adds criterion requiring 

facilities to have their 

environmental management 

system independently assessed.
12

Waste Generation

Why it’s important: Even when disposed of properly, toxic and non-toxic waste can pose a serious threat to human health and the environment. The transportation, processing, storage, and 

disposal of waste all have unintended impacts on air, water, and habitat quality. 

What Performance Track facilities are doing: In 2005, Performance Track members reporting on 

this area collectively avoided the generation of 124,371 tons of hazardous waste from their facilities. 

In addition, 223 facilities reported on their efforts to reduce their non-hazardous waste, the largest 

number of facilities reporting on any indicator. These efforts resulted in a reported reduction of 

48,210 tons of non-hazardous waste in absolute terms and 92,827 tons in eco-efficiency terms.

Discharges to Water

Why they’re important: The pollution of our water resources can have wide-ranging effects on the environment 

and human health. Pollution adversely affects fish and 

other animals, disrupts ecosystems, and causes a reduction 

in biodiversity. Ultimately, these effects can take their toll 

on human life. Drinking water sources become contaminated, causing sickness and disease.

What Performance Track facilities are doing: In 2005, 

Performance Track members reporting on discharges 

to water reduced biochemical oxygen demand (BOD), 

chemical oxygen demand, total suspended solids, nutrients, and sediments into water by 15,260 tons in absolute 

terms. They also reduced discharges of toxics into water 

by 1,691 tons. Coca-Cola’s facility in Columbus, Ohio 

installed a new wastewater treatment plant that reduced 

its total BOD discharges by nearly 97 percent. 

2004 MARCH — Three leading financial 

firms, Calvert Group, Innovest Strategic 

Value Advisors, and KLD Research & 

Analytics Inc., use Performance Track 

data in their research methods. A 

fourth firm, Trucost Plc., began using 

Performance Track data in 2006.

2004 APRIL — Administrator Leavitt 

signs first Performance Track rule 

providing regulatory incentives.

“ As a corporation, one of our major 

objectives is to be a ‘best citizen.’ 

Performance Track is very well aligned 

with this goal and gives us the tracking 

mechanisms and indicators so that we are 

sure, on a continuous basis, that we are 

indeed a best citizen for our communities.”

Eladio Alvarez

Plant Manager

Baxter Healthcare Corporation 

of Puerto Rico, Jayuya Facility

Jayuya, Puerto Rico
13

2004JULY — Performance Track issues 

first comprehensive member 

satisfaction survey. 2004JULY — EPA announces Corporate 

Leader designation within 

Performance Track.

A l o o k at fi v e y ears

o f perf o r m a n c e tra c k

Results

During the past five years, Performance Track has grown 

significantly in terms of membership; partnerships 

formed with states, other agencies, and trade organizations; and the environmental improvements achieved 

by members. However, the progress hasn’t always been either steady or 

positive. Performance in several key indicators, such as materials use, has 

declined in aggregate numbers both in actual and eco-efficiency terms. 

Still, Performance Track members lead their peers in terms of their 

willingness to be transparent to the world about their progress on the 

more than 1,500 voluntary commitments they have made to the environment. The program encourages 

members to set ambitious goals that they will have to “stretch” to achieve, with the result that not all 

members reach them. Furthermore, members may miss their goals for reasons they cannot control. The 

parent company may decide to shift more production to a Performance Track facility, requiring the facility to use more energy and materials. Or demand for products manufactured by a Performance Track 

facility may suddenly increase. Conversely, financial constraints may force some facilities to delay plans 

for environmental improvements. 

The program’s aggregate annual results for the past five years, shown on the following pull-out 

pages, provide a benchmark against which future achievements may be compared. They demonstrate the annual environmental improvements (and in some cases declines in performance) that 

Performance Track facilities have realized to date. 

Please note that the graphs on the pull-out pages represent actual, rather than normalized results, 

and thus do not take into account improvements in eco-efficiency.

Performance Track By the Numbers (as of December 2006)

3 The number of years that Performance Track members have to continuously improve upon 

their environmental goals once they are accepted into the program. 

15 The percentage of Performance Track facilities owned by Performance Track Corporate 

Leaders. EPA offers Performance Track Corporate Leader recognition to companies with a 

corporate-wide commitment to above-and-beyond environmental performance and that have multiple 

facilities in Performance Track. Current Performance Track Corporate Leaders include Baxter 

Healthcare Corporation, Johnson & Johnson, Rockwell Collins, and Xanterra Parks and Resorts.

I m pr o vi n g P erf o r m a n c e

B usiness C as E

Rohm and Haas Electronic Materials 

(Marlborough, Massachusetts) replaced seven burner control 

sections with high-efficiency motor controllers. The project 

will generate approximately $49,000 in cost savings per year 

while reducing annual energy use by about 3.7 billion BTU. 
14

2004 AUGUST — EPA announces first facility to 

implement a Performance Track regional 

challenge commitment which allows 

members to choose three commitments, 

instead of four, if they focus on attaining a 

specific high level of achievement toward an 

EPA-selected environmental priority.

2004 OCTOBER — Administrator 

Leavitt meets with state 

commissioners in Oklahoma City, 

OK, to discuss performance-based 

programs.

47 The number of states and territories that have 

Performance Track facilities.

129 The number of facilities that reduced their energy 

consumption in 2005.

470 The current number of Performance Track members.

1,500 The number of commitments to the environment made 

by Performance Track members.

2005 The year in which Performance Track became institutionalized 

in the national budgeting and accountability system. 

6,339 The number of tons of NOX emissions members have collectively reduced. 

20,000 The number of tons by which current members have committed to reduce their 

discharges into water.

33,000 The number of acres of land that current members have pledged 

to set aside for conservation.

97,000 The number of metric tons by which carbon dioxide equivalent 

has been reduced to date by members. 

124,371 The number of tons of hazardous waste generation reduced by 

Performance Track members.

715,000 The number of tons by which current members have pledged 

to reduce their hazardous and non-hazardous waste. 

5.2 billion The number of gallons by which current 

members have pledged to reduce their water use.

I m pr o vi n g P erf o r m a n c e

B usiness C as E

Baxter Healthcare Corporation, a Performance Track 

Corporate Leader, saved $8 million in 2005 by adopting 

new technologies to reduce its energy use—and 

associated greenhouse gas emissions—by 6 percent 

per unit of production, compared with 2004 levels. 

Baxter saved another $6.9 million in 2005 by reducing 

its generation of non-hazardous waste, and $3.5 

million by reducing product packaging.
19

2004 DECEMBER — Performance Track 

is featured in trade journals and 

other publications reaching an 

audience of more than 2 million 

people in 2004.

2005JANUARY — Since the program’s 

inception, members have collectively 

reduced their water use by nearly 1.9 

billion gallons, conserved close to 9,000 

acres of land, and increased their use of 

recycled materials by nearly 120,000 tons.

F U R T H E R I M P r o ve m e n ts

Committing to

P

erformance Track requires applicants and members to demonstrate a commitment to 

continuous environmental improvement by implementing policies and systems that go 

beyond their legal requirements. Approximately 87 percent of Performance Track members 

commit to reducing their generation of solid and hazardous waste, 70 percent commit to 

reducing harmful air emissions, 65 percent commit to reducing energy use, over 50 percent commit 

to reducing materials use, and almost 50 percent of members commit to reducing water use. The following table provides a summary of current member commitments received through August 2006.

Categories and Indicators

Number of Members

with Goals1

Projected Annual Improvement 

by Year 3 of Membership2

STAGE 1: UPSTREAM

Materials Procurement

Recycled content 36 10,177 tons (increase)

Hazardous components 12 846 tons

Suppliers’ Environmental Performance

Packaging materials 1 56 tons

STAGE 2: INPUTS

Material Use

Materials used 65 156,558 tons

Hazardous materials used 78 8,596 tons

Ozone-depleting substances 7 230,549 CFC-11 equivalent pounds

Packaging materials used 11 1,097 tons

Recycled content 6 60,758 tons (increase)

Energy Use

Non-transportation energy use 204 7,269,584 MMBTU

Transportation energy use 15 89,638 gallons

Water Use

Water used 184 5,218,538,607 gallons

Land and Habitat

Land and habitat conservation 49 33,213 acres (increase)

Table 2

Summary of member commitments 

received through August 2006
20

2004JANUARY — The Environmental Council 

of the States (ECOS) releases final report on 

its survey of state support for performancebased environmental programs and 

recommendations for improved 

effectiveness.

2005 FEBRUARY — Innovation 

Action Council, composed of 

EPA senior leadership, endorses 

Performance Track as priority 

innovation.

Categories and Indicators

Number of Members

with Goals1

Projected Annual Improvement 

by Year 3 of Membership2

STAGE 3: NONPRODUCT OUTPUTS

Air Emissions

Greenhouse gases 46 88,289 MTCO2E

Volatile organic compounds 57 821 tons

Air toxics 22 139 tons

Nitrogen oxides 17 1,202 tons

Particulate matter (PM-10, PM-2.5) 9 316 tons

Sulfur oxides 6 118 tons

Carbon monoxide 2 39 tons

Radiation 1 1,117 Curies

Discharges to Water

Toxics 13 1,077 tons

Suspended solids 10 16,630 tons

Biochemical oxygen demand (BOD) 9 1,966 tons

Nutrients 3 17 tons

Sediment from runoff 3 302 tons

Chemical oxygen demand 1 28 tons

Waste

Non-hazardous waste 225 579,473 tons

Hazardous waste 124 135,655 tons

Noise

Noise 14 216 dBA

STAGE 4: DOWNSTREAM

Products

Expected lifetime waste (to air, water, land) 2 169 tons

Waste to air, water, land from disposal or recovery 1 0.7 tons

1.Values shown in this column represent the number of members whose goals for an indicator were included in the 

calculations for projected reductions. Some goals were excluded from the calculations due to missing or nonstandard data.

2.The Performance Track membership includes facilities whose terms expire in different years. 

For facilities accepted into the program in 2003, for example, “Year 3” of their membership is 2006, 

whereas for those accepted in 2004 “Year 3” is 2007.
21

P erfor m ance A war d s

2007

P

erformance Track recognizes all members for their outstanding commitment to continuous environmental improvement, but the program provides special recognition to 

a select few facilities each year in honor of their superior achievements. Performance 

Track’s 2007 Environmental Performance Awards recognize members that have demonstrated exemplary environmental performance during their participation in the program, particularly during the 2005 calendar year. The principal evaluation criteria for this award were progress 

made toward performance goals and the breadth and challenge level of the member’s performance 

commitments. This evaluation was supplemented with consideration of the member’s annual 

performance report quality, compliance history, and community outreach efforts.

L ar g e Fa c ility Cate g o ry

McNeil PPC

Lititz, Pennsylvania

As a leading manufacturer of consumer healthcare products, McNeil PPC’s mission is to discover 

and develop breakthrough medicines to help people live longer, healthier lives. Also on McNeil’s 

to-do list is becoming a global leader in corporate responsibility. As a charter member of Performance Track, McNeil’s facility in Lititz, Pennsylvania (formerly owned by Pfizer), is doing just 

that. By 2006, the facility had replaced all equipment containing ozone-depleting CFC refrigerants with less harmful models using HFC refrigerants. 

Between 2003 and 2005, despite a 5 percent increase in production, the plant managed to reduce 

its annual energy use by 7,000 million BTU—a 6-percent decrease. At the same time, the facility 

reduced its water use by 24 percent, thanks to a hot-loop system that uses high-temperature water 

to kill bacteria, thereby eliminating the need for purging spent process water. McNeil PPC also 

improved its condensate recovery system with the installation of new flash tanks, pumps, traps, 

and high-pressure de-aeration equipment. Modifications in the distribution system and controls 

for purified water increased the life of filters, thus reducing the volume of water discharged to 

drains. And by adopting longer production cycles, the plant reduced the number of changeovers 

and cleanings required for tanks, piping, and vessels. 

Since 2003, the plant has reduced sediment runoff to the Chesapeake Bay by 178 tons per year 

and reduced annual discharges of nitrogen and phosphorous by 1.9 tons. McNeil PPC also was a 

key partner in a restoration project in the Lititz Run Watershed, which involved restoring a 900-

2005 APRIL — EPA incorporates 

Performance Track into 

its planning, budget, and 

accountability system for 

headquarters and regions.

2005 APRIL — Performance Track joins forces 

with the Performance Track Participants’ 

Association, the National Pollution 

Prevention Roundtable, and the 

Compliance Assistance Providers’ Forum 

to form the National Environmental 

Partnership Summit in Chicago, IL.
22

foot stream corridor and floodplain adjacent to the McNeil site. Specifically, the project entailed 

cutting a new stream channel, removing more than 7,000 tons of soil from the area, and stabilizing the stream banks using native plants and grasses. For its continued environmental efforts and 

community outreach, Performance Track is pleased to recognize McNeil PPC with its second 

Performance Award. 

Siltronic Corporation 

Portland, Oregon

From computers and mobile phones to airbags and aircraft control systems, hundreds of 21st-century 

products rely on microchips to function. Portland, Oregon-based Siltronic Corporation is a leading 

manufacturer of ultra-pure silicon wafers, which form the heart of micro- and nanoelectronics. A charter 

member of Performance Track, Siltronic continues to make calculated investments in research, development, and testing aimed at improving its environmental performance and its bottom line. 

For example, in 2004 the company implemented a program to reuse nitric acid and also reduced 

the volume of nitric acid required for its manufacturing processes. As a result, between 2003 and 

2005, the facility reduced its annual discharges of nitric acid by 172 tons, showing a 53 percent 

improvement. Siltronic committed to improving its water use efficiency by 8 percent between 

2003 and 2006. But by 2005, the facility far exceeded that goal, achieving a 33 percent improvement in water use efficiency. How? The trick was to reuse process water in scrubbers and to keep 

drain lines clear. Similarly, Siltronic’s investments in developing and testing a system to reclaim 

wire saw slurry resulted in a 15 percent efficiency improvement in the use of slurry. Finally, 

despite a 32 percent increase in production between 2003 and 2005, Siltronic reduced its total 

annual energy use by more than 38 billion BTU by implementing several measures to conserve 

electricity and natural gas.

DENSO Manufacturing Michigan, Inc.

Battle Creek, Michigan

DENSO Manufacturing Michigan, Inc., (DMMI) designs and produces automotive heating and 

cooling components and systems. Located on an 85-acre site in Battle Creek, MI, the facility houses 

more than 1 million square feet of manufacturing and administrative floor space. A charter member 

of Performance Track, DMMI clocked environmental improvements across the board in 2005. 

2005 APRIL — EPA announces the first round 

of Performance Track Corporate Leaders 

(Baxter Healthcare Corporation, Johnson 

& Johnson, and Rockwell Collins) at 

the Performance Track Annual Awards 

Ceremony in Chicago, IL.

2005 MAY — EPA signs 10th state 

MOA with Wisconsin during 

10th round of Performance Track 

membership.
23

DMMI generated nearly 1,780 fewer tons of solid waste in 2005 than it did in 2003, an 

achievement tied to minimizing aluminum scraps and increasing the use of returnable containers, 

rather than one-time-use packaging. Process enhancements virtually eliminated DMMI’s use of 

hexavalent chromium, a known carcinogen. With regard to greenhouse gas emissions, DMMI 

implemented improved process controls to recover heat from exhausts and to reduce utility 

consumption during lulls in production. As a result, the facility reduced its per-unit emissions 

by 6 percent compared to its 2003 baseline. 

Through process improvements in the cooling towers and production wash baths, DMMI also 

reduced its water consumption by 14.5 million gallons between 2003 and 2005, a 28 percent 

reduction. And DMMI continues to support Battle Creek’s Wellhead Protection Program, a 

state-funded initiative that helps communities safeguard public water supply systems and protect 

groundwater from contamination.

S m all Fa c ility Cate g o ry

Montenay Bay LLC

Panama City, Florida

For a small, 37-person facility, Montenay Bay LLC is making a big impact with its environmental 

performance. At its waste-to-energy facility in Panama City, Florida, Montenay Bay processes 500 

tons of solid waste per day, producing about 13 megawatts of electricity per hour—enough to 

power 10,683 homes for a year. In 2005, the facility reduced its particulate matter emissions by 

15 tons, representing a 40 percent reduction, through a new system of controls, including spray 

dryer absorbers, baghouses, carbon injection systems, and lime slurry injection systems. The facility also improved its water use efficiency by 16 percent by reusing water from the boiler building 

to supply the water needs of the ash conveyors. In addition, the scrubber for its new air pollution 

control equipment reuses water from the cooling tower, further reducing the plant’s draw from 

well water. 

Montenay Bay’s efforts reach beyond the plant into the community, where the Panama City facility actively promotes environmental awareness through efforts such as hosting an environmental 

fair in Bay County. And in 2005, the facility opened a new onsite drop-off center that includes 

receptacles where citizens can dispose of used oil, old appliances, and non-burnable materials. 

2005 SEPTEMBER — 

Performance Track 

launches first 

national challenge 

commitment.

2005 DECEMBER —

Performance Track 

is profiled in articles 

reaching a circulation 

of more than 2 million 

readers in 2005.

2006 FEBRUARY—

400th member facility 

is accepted into 

Performance Track.
24

W I T H t h e c o m m u n ity

Connecting 

One of the criteria for membership in Performance Track is that facilities must 

remain involved and active in their communities, sharing their accomplishments 

with the public and addressing community concerns. The two stories that follow 

are examples of the important and lasting contributions that Performance Track 

members have made in connecting with their communities.

C olonial A cres G olf C ourse

Gle n m o n t, New Y o r k

The Facility

Colonial Acres Golf Course is located in the hamlet of Glenmont, New York. The first golf course 

to be accepted into Performance Track, Colonial Acres immediately set a high bar by taking on 

three goals instead of the two required for small facilities. Through its Performance Track commitments, Colonial Acres has so far reduced its energy consumption by almost 8 percent, its application of synthetic pesticides and fertilizers by 18 percent, and its generation of waste by more than 

42 percent in eco-efficiency terms. 

The golf course is maintained by using predominately organic-based fertilizers—such 

as bone and feather meal or composted 

turkey droppings—rather than synthetic 

compounds. Natural organisms are used 

to help reduce stress on the grass, suppress 

disease, and improve plant performance 

during drought. The least toxic of synthetic 

pesticides are used. All of the water used to 

irrigate the course comes from ponds that 

catch runoff. No streams, rivers, or wells are tapped. Still, one of the course’s future Performance 

Track commitments is to reduce total energy use by improving the watering system and wetting 

agent applications to reduce the amount of time irrigation pumps run.

Colonial Acres took its first step toward better understanding pollution prevention in 1998 

by joining Audubon International’s Cooperative Sanctuary Program for Golf Courses, which 

provides environmental education and conservation assistance to golf course superintendents and 

industry professionals. Then in 2000, Colonial Acres received the New York Governor’s Award 

for Pollution Prevention by a small business. In 2004 it became the first facility of its kind to join 

2006 APRIL — Administrator Johnson 

holds press briefing at Lockheed 

Martin in Marietta, GA, to mark 

five years of environmental 

results for Performance Track 

program.

2006 MARCH — Ash Institute for 

Democratic Governance and 

Innovation at Harvard University’s 

John F. Kennedy School of 

Government names Performance 

Track a “Top 50 Innovation in 

American Government.”

Photo courtesy of Colonial Acres Golf Course
25

Performance Track. “I give a lot of credit to Performance Track, which helped us understand the 

potential we had to reduce the negative impact we could be making on the environment,” says 

Patrick Blum, the course superintendent. “Once we got the hang of it, we just kept raising the bar 

to get better and better.” 

The Community

The Lishakill Softball Complex is just down the 

road from the Colonial Acres Golf Course and hosts 

more than 300 softball players. In 2006, the complex joined Colonial Acres in Audubon International’s Cooperative Sanctuary Program. With direction 

and support from Colonial Acres staff, the softball 

complex was able to stay on budget while pursuing 

better environmental performance. “The lessons 

we have learned and the knowledge we have gained 

from being a Performance Track facility allowed us 

to walk the softball complex through an environmental certification process and have it designated 

as an environmental sanctuary,” says Blum. “This process was a team effort in every sense. We really couldn’t have done it without the help of a handful of dedicated girls from the softball teams.”

The complex includes five softball fields, a 1,500-square-foot concession stand and a number of 

parking lots. Completed in 2004, the 26-acre complex contains important wetlands for native 

flora and fauna. The property is home to 13 different species of birds, including wild turkeys, 

red-tailed hawks, eastern bluebirds, wood ducks, and redwing blackbirds; 12 species of mammals, 

including deer, squirrels, raccoons, and rabbits; and a number of species of turtles and frogs. An 

integrated design allowed the complex to be built while keeping the existing wetlands intact. 

The People

Blum became involved with the softball facility’s environmental improvement efforts when his 

daughter began playing softball there. With his help, the complex began implementing a rigorous 

recycling program and worked with the town to institute a recycling hauling system. It uses energyefficient lighting, low-flow faucets, and organic biocompost fertilizers instead of synthetic ones. The 

facility staff recently installed bluebird boxes and conducted a wildlife inventory on the property.

2006 APRIL — Administrator Johnson 

presents the 2006 Performance 

Track Corporate Leader designation 

to Xanterra Parks and Resorts before 

a crowd of 400 attendees at the 

Performance Track Annual Awards 

Ceremony in Atlanta, GA.

2006 APRIL — Forty-nine Performance 

Track facilities have selected challenge 

commitments; Performance Track has 

partnered with the Offices of Air, Water, 

and Waste, and six EPA regions to 

offer national and regional challenge 

commitments.

Photo courtesy of Colonial Acres Golf Course
26

While Blum’s efforts were paramount in getting the Lishakill complex certified in the Audubon 

program, the real impetus came from his 10-year-old daughter, Samantha. The father-daughter 

team enlisted support from teammates, parents, and local government. The facility’s board of 

directors, led by Colleen Delay, was especially supportive of the project. “It’s not just about softball,” says Delay, “it’s about the girls’ environmental future.” 

According to Blum, “the only thing better than watching more than 300 girls playing softball 

is when they stop in the middle of the game and start yelling, ‘There go the wild turkeys.’” For 

Blum, the personal rewards were well worth the time invested in achieving certification. “When 

you take a recreational activity like softball and know that the girls are playing on an environmental sanctuary, it makes it the best game in town.”

Blum continues to pursue efforts to take the lessons he learned at the golf course and share them 

with whomever will listen. He recently helped his children’s school develop a butterfly garden 

and a nature path with bluebird boxes, and also advised the school on ways to improve its energy 

efficiency, which led to certification in Audubon International’s program. He also has helped 

neighbors and friends reduce water consumption and fertilizer use on their lawns, while maintaining quality. “When people ask me why I put in all the effort I do, I say the same thing: Someway, 

somehow I want to improve my son’s and daughter’s future. Everybody has to step up in the way 

they can. I am going to continue to do what I can in the way I know best: turf.”

B ri d gestone / F irestone

W ils o n , N o rt h Car o li n a

The Facility

Bridgestone Firestone’s Wilson Plant opened its doors in 1973 and produced its first tire on March 

1, 1974. Since then, environmental quality and community involvement have been hallmarks of the 

plant. With just over 1,900 full-time employees, referred to as teammates throughout the company, 

the plant is the largest manufacturing employer and power user in Wilson, North Carolina. An ISO 

14001 facility, the Wilson plant sets itself apart by fostering the involvement of all its teammates in 

improving environmental quality. Programs such as annual mandatory environmental awareness 

trainings provide employees with the knowledge they need to help improve environmental quality at 

the plant, and an active volunteer program ensures that employees participate in activities designed 

to improve the environment in the surrounding community.
27

In the spring of 2006, the Wilson plant joined Performance Track with the goal of targeting solid 

waste, energy consumption, and water use. In keeping with the Wilson tradition, the plant’s 

membership in Performance Track is not based on a top-down mandate, but instead engages employees in enhancing processes and systems to improve the plant’s environmental performance. 

“Our teammates realize that we all have to excel in the environmental aspects of our jobs to achieve 

excellent results,” says Jim Pridgen, plant manager. “As we improve our environmental performance 

we’re also enhancing our efficiency, which is crucial to keeping our plant globally competitive. We’re 

proud of our achievements, and all of our Wilson teammates are committed to continuous improvement and we will continue to work hard and build on our environmental success.”

The Community

This past Earth Day, the plant dedicated its Freedom Wildlife Habitat and Refuge—a 350-acre 

preserve enhanced for native wildlife, the Wilson community, and future generations. The habitat 

is composed of forested areas, natural open areas, and two ponds. It will support a variety of plant 

and animal species as well as serve as an asset to the Wilson County community. 

The plant has already designated more than 50 projects to improve the refuge in the coming years, 

including building nature and hiking trails, enhancing ponds and waterways, and creating nesting programs for native birds. Other ideas, such as wild turkey and quail releases, tree and plant 

identification, and brush pile construction, are also being developed as part of a comprehensive 

wildlife management plan. A 25-member volunteer team—a comprehensive cross-section of 

teammates, retirees, and outside groups—meets weekly to plan the habitat’s future.

The People

Dave Mahan, an employee at the Wilson 

plant, was an Eagle Scout and holds the 

Silver Beaver—one of the highest awards in 

scouting. His youth was filled with scouting, 

camping, and summer outdoor education 

jobs. As an adult he did not leave these interests behind. Rather, he instilled in his own 

children a similar love for the outdoors, and 

has worked with youth across the country to 

promote the values of good stewardship. 

Photo courtesy of Bridgestone/Firestone
28

When Mahan moved to Wilson in May 2004, he 

immediately looked to share his love for the outdoors with the next generation, becoming active in 

the East Carolina Boy Scout Council. In this capacity he created Troop #806, composed of young men 

from disadvantaged homes. Under Mahan’s leadership, Troop #806 has become an integral partner in 

creating the Freedom Wildlife Refuge. “The refuge 

is more than just protected habitat,” Mahan says. “It 

represents a commitment from the company, the facility, and the teammates to the future generation.” 

According to Mahan, the refuge provides a place that fosters an environmental commitment for 

“our kids and kids like those in Troop #806 who might otherwise not get the chance to develop 

a love for the outdoors.” 

In keeping with its commitment to promote environmental initiatives and involvement in the 

community, the company presented Mahan with the 2005 Bridgestone Humanitarian of the 

Year Award. Beyond the public thanks and recognition, Bridgestone awarded him $1,000 to be 

contributed to his favorite charity. Mahan contributed the money as an endowment to the East 

Carolina Scout Council to ensure that kids like those in Troop #806 would continue to explore 

and work to preserve the landscape of eastern North Carolina.

The Freedom Wildlife Habitat and Refuge was a product of the hard work of many individuals. 

From CEO Mark Emke’s commitment to make community service and the environment a part 

of his yearly management policy, to the time and effort Dave Mahan’s coworker Bert Lamm 

spent using his own equipment to install interpretive signs, the Freedom Wildlife Refuge was 

truly a team project. 

“Without the teamwork that was involved and the public commitment we made to the environment through Performance Track, the Freedom Wildlife Refuge would never have become a 

reality,” says Plant Manager Jim Pridgen. 

Photo courtesy of Bridgestone/Firestone
29

M o vi n g F O r war d

Looking Back

Recognizing and Driving 

Environmental Excellence

When EPA launched the National Environmental 

Performance Track program in June 2000, it was 

with the intent of complementing the Agency’s 

traditional regulatory strategy with a more positive, incentive-based approach. There was no doubt that regulation 

was essential to EPA’s mission. Thirty years of regulation and enforcement had resulted in cleaner air, cleaner water, and a better quality of 

life for all Americans. But it had become clear that the standards and 

limits set by regulation could only accomplish so much. What if EPA 

and its state counterparts could identify facilities that were doing well 

and encourage them to do better? Could we achieve even stronger 

environmental results? 

Performance Track was created to recognize and drive environmental 

excellence. A core principle of the program is that facilities with a 

strong environmental record that are willing to transparently commit 

to goals for further improvement should be recognized for their leadership. Putting this principle into action meant changing, in some ways, how EPA did business. 

It expanded EPA’s role from adversarial watchdog to partner and collaborator. It also meant introducing limited regulatory and administrative flexibility for facilities with a proven commitment to 

environmental excellence, reducing some of the reporting burden and other transaction costs that 

are designed mainly for poorer performers.

Performance Track’s goals and principles have resonated strongly with state governments. When 

EPA launched the program, only a handful of states were implementing similar initiatives. By the 

end of 2006, nearly 20 states had adopted programs with goals and designs comparable—and in 

some cases nearly identical—to those of Performance Track.

“ We’re very proud of our 

Environmental Management 

System. Joining Performance Track 

allows us to demonstrate our 

environmental performance to 

others, and to continue to go above 

and beyond regulatory compliance.”

Rick Rupert

Senior Environmental Engineer

PRO-TEC Coating Company

Leipsic, Ohio
30

Five Years of Learning

Like its members, EPA’s Performance Track operates in a spirit of continuous improvement. 

During our five years of experience, we have incorporated what we have learned into the 

program’s design. For example:

• From our site visits at member facilities, we learned that the members whose EMS had not 

been assessed by a qualified, independent party were more likely to show deficiencies than 

members that had undergone such an assessment. To address this issue, Performance Track 

modified its entry criteria in early 2004 to stipulate that all applicants must go through a 

process for independently assessing their EMSs. The result is that the quality of applicants’ 

management systems has steadily improved.

• From our colleagues at EPA and state environmental agencies, we learned that members’ 

commitments for improved performance could be focused more on addressing regional or 

national priorities. In response to this opportunity, EPA now encourages members to adopt 

“challenge commitments” for addressing priority issues at a defined level of performance. We 

now have 49 facilities implementing regional or national challenge commitments on such 

priorities as energy efficiency, water use, and releases of priority contaminants.

• As our membership grew, we observed that several major companies had made substantial, 

long-term commitments to Performance Track and its goals. Not only had they earned acceptance into the program for a number of their operating facilities, but they were demonstrating environmental leadership at the corporate level as well. Starting in 2004, we engaged 

these companies by challenging them to meet criteria for designation as Performance Track 

Corporate Leaders. Among the qualifying criteria are robust corporate management of 

environmental issues, demonstrated performance improvements and commitment to further 

progress, working with suppliers and customers to improve their performance, and a strong 

overall compliance record. So far, four companies have qualified: Baxter Healthcare Corporation, Johnson & Johnson, Rockwell Collins, and Xanterra Parks and Resorts. These firms 

have committed to significant reductions in greenhouse gases, waste, and chemical use; to 

more effective supply chain management; to improvements in water and energy efficiency; 

and other goals. They are publicly committing, at a corporate level, to achieve results that we 

hope will serve as a model for other organizations.
31

Fulfilling Our Vision

By collaborating more effectively, building partnerships, measuring results more systematically, 

and creating opportunities for more learning and sharing of information, Performance Track and 

its state counterparts aim to transform the way that government and industry address environmental issues and solve problems. This is the program’s long-term vision.

To fulfill this vision, EPA and the states plan to pursue the following activities in the years ahead:

• Continue to build the environmental and business cases for incorporating performance into 

regulatory strategies, and enhance those strategies by recognizing and encouraging leadership. Organizations do better than the law requires for many reasons: they want to be more 

efficient, respond to customers, appeal to investors, differentiate themselves from competitors, and build stronger relationships with communities and government. There is growing 

evidence that facilities and companies accomplish more when government provides positive 

incentives to reinforce the effects of these other factors. 

• Expand membership in Performance Track and state programs in order to shift the performance curve. EPA and states will continue their efforts to attract leading companies, 

government agencies, and other organizations. The more organizations that are engaged in 

the search for continuous improvement, the more we can achieve in terms of environmental results and effective partnerships. As highly visible leadership companies such as Baxter 

Healthcare Corporation, Johnson & Johnson, 3M, Xerox, Intel, and DuPont demonstrate 

the value of participation, their efforts will encourage others to improve. The long-term goal 

is not only to reinforce what these companies are doing but to move the performance curve 

to achieve better results and more effective environmental management.

• Demonstrate its potential for addressing high-priority environmental problems. Through such 

initiatives as challenge commitments, partnerships focused on specific environmental problems, 

and better sharing of leading practices, EPA and program members—in cooperation with state 

programs—plan to focus on key issues that the current system may not fully address. 

• EPA has initiated a dialogue with nongovernmental organizations to fulfill the promise of Performance Track and state programs as a prototype for devising effective solutions to pressing problems.

We’re proud of what Performance Track and its members have accomplished in the past five years, 

and we’re excited about the opportunities that lie ahead. Please join us in our journey as we work 

to instill a new way of thinking about environmental protection, one that encourages everyone to 

do their best, where “good enough” is never, in fact, good enough.

Dan Fiorino

Director of Performance Track
32

N o tes
N ot e s
Recycled/Recyclable

Printed with Vegetable Oil Based Inks on Recycled Paper

(Minimum 50% Postconsumer) Process Chlorine Free

Office of Policy, Economics,

and Innovation (MC 1807-T)

EPA 100-R-07-004

www.epa.gov/performancetrack

March 2007