United States
Environmental Protection
                                Solid Waste and
                                Emergency Response
January 1996
WasteWi$e  Update

                                  Education Tips
                                 •Waste Prevention
                                 Checklist • Awards
                                 and Recognition •
                               Educating Suppliers
                                Photocopied on paper that contains at least
                                20% post-consumer content.

WasteWi$e Update
The   ABC's   of
         This issue of Waste Wi$e Update focuses on a key
         element of all successful waste reduction pro-
         grams: employee education. Employees not only
         understand your operating processes, they often
         are in the best position to see how resources could
be used more efficiently. When provided an opportunity to
express ideas, employees often have excellent suggestions on
how to prevent waste. For example, when WasteWi$e part-
ner AT&T Paradyne solicited employee waste reduction sug-
gestions at Earth Day celebrations last year, the company
learned that many unused supplies were thrown away. In
response, AT&T Paradyne established a convenient place for
employees to bring unused supplies for  reuse. This sugges-
tion not only reduces waste, it also saves the company
money—more than $16,000 in the first six months. The
experience of many WasteWi$e partners demonstrates that
an educated and motivated workforce is a company's best
resource for building a successful waste  reduction effort.
While the details are specific to each company, effective
employee  education programs share the following elements:
• Demonstrate management commitment. Once senior
  management makes waste  reduction a high priority, staff
  will too. By  articulating your strategy through a formal
  environmental policy or mission statement, employees
  will understand that environmental concerns are a compa-
  ny priority.
• Hold a kickoff event or other special event. Let employ-
  ees know how important they are to your waste reduction
  efforts by holding a special kickoff event. The event can
  be held on any occasion (a special luncheon, meeting, or
  as part of Earth Day celebrations). WasteWi$e charter
  partner Anheuser-Busch (page 3) holds a "green week"
  one week before Earth Day each year where employees
  can  learn how to prevent waste on organized facility
  tours, participate in contests, or attend demonstrations on
  composting and other topics.
• Train everyone! Just as you train employees on new
  equipment or software, train them on  waste reduction.
  WasteWi$e charter partner EG&G (page 6) achieves
  impressive  successes by training employees on company
  waste reduction goals and encouraging employees to
  brainstorm ideas on improving efficiency.
• Provide incentives and reward participation. Generate
  enthusiasm by recognizing achievements and/or distribut-
  ing  promotional items with the company name and envi-
  ronmental  logo. Employees of WasteWi$e partner NEC
  Electronics (page 4) received frisbees, reusable mugs, and
  seeds at last year's Earth Day celebration.
• Compete for recognition from your state, trade associa-
  tion, or other organizations. WasteWi$e partners can
  attest that winning independent awards and recognition
  for waste reduction efforts can boost morale and partici-
  pation. For a list of WasteWi$e partners that have recent-
  ly won environmental awards, see page 9.
• Make learning fun! The key to learning is making the
  education process fun. By creating a video on waste
  reduction activities and holding a paper reduction contest
  among employees, WasteWi$e partner United
  Technologies Corporation (page 7) hopes to dramatically
  cut  its paper use and increase the use of recycled products.
• Spread the word to customers  and suppliers, as well.
  Education  doesn't end with your employees. Let your cus-
  tomers and suppliers know that waste  reduction is impor-
  tant to you. WasteWi$e partners including Larry's
  Markets, Tidyman's,  and Stonyfield Farm Yogurt (pages
  10-11) are  doing just that.
  WasteWi$e hopes that this issue of the Update helps you
start or refine a  waste reduction education program for your
employees, suppliers, and customers.

                                                                                           WasteWi$e Update
            Making employees aware of environmental goals
            and objectives, demonstrating management
            support, and providing proper resources is pay-
            ing off for WasteWi$e charter partner
            Anheuser-Busch Companies, Incorporated.
Since 1991, the company has reduced  the amount of solid
waste sent to landfills by 35 percent, half of this in 1994
alone. Besides conserving landfill space, these actions helped
Anheuser-Busch avoid some $6.7 million  in disposal fees
between 1991 and 1994. These results would not have been
possible without employees' commitment to waste reduction.

The Three R's
  A primary goal of Anheuser-Busch employee education
program is communicating the importance of the Three R's:
reducing, reusing, and recycling. Anheuser-Busch teaches
employees that reducing waste at the source—rather than
recycling it—provides the greatest environmental benefit.
"We use recycling as an introductory lesson in waste reduc-
tion," said Bert Share, manager of pollution prevention. "It's
the  best first step to getting employees to think about waste
  To raise employees' environmental awareness, Anheuser-
Busch illustrates opportunities for both waste prevention and
recycling. At several breweries, employee
teams have actually poked through dump-
sters to catalog what was being thrown
out. They found large quantities of glass
bottles  and corrugated cardboard—both
of which were included in the breweries'
recycling programs. This finding galva-
nized the employee teams to remind their
colleagues of the importance of recycling.
Later examinations of dumpsters revealed
that very few recyclables were being dis-
  With recycling integrated into daily
operations, employee teams have turned
increasing attention to waste prevention.
They look for ways to lessen their facility's
impact on the environment. Even simple
items—easy to overlook—are explored for
their waste reduction potential. For exam-
ple, one brewery team examined employ-
ees'  work gloves, which were thrown out
when they became too soiled to use. The
              team located a laundry service that would sort
              and clean the gloves and return them for
              reuse. Housekeeping staff placed
              bins throughout the facility to collect
              the soiled gloves and encouraged
              employees to participate in the

              Communications Channels
                 "We make environmental aware-
              ness a part of normal communica-
              tions channels whenever we can,"
              Share says. Employees know and trust
              these mechanisms, which include:
    "We make
   awareness  a
 part of normal
channels when-
  ever we can."
          Bert Share,
 Manager of Pollution Prevention,
       Anheuser-Busch, Inc.
I Newsletters—Anheuser-Busch     ,G^-~~--?
 shares environmental information in
 its companywide newsletter, the Eagle. It is
 sent to all 42,000 employees, as well as retirees. In the past
 two years, every edition of the Eagle but one has con-
 tained articles on environmental actions within the
I Electronic bulletin boards and e-mail—Anheuser-Busch
 encourages employees to communicate their environmen-
 tal ideas  and concerns to local environmental quality
 teams via electronic bulletin boards and e-mail. Not only
 does this reduce paper use, but it allows for better and
 faster sharing of information.
I Partners in Quality—Partners in Quality (PIQ) is the
 vehicle through which Anheuser-Busch employees can
 suggest new ideas to save the company money, improve
               operations,  or enhance customer satisfac-
               tion. Through this channel, employees
               can suggest environmental improvements
               such as reducing waste, conserving ener-
               gy, reducing material use, and avoiding
               duplication. By integrating environmental
               considerations into an ongoing business
               program like PIQ, Anheuser-Busch com-
               municates the message that preserving the
               environment is an important part of each
               employee's daily job.
               A Special Place for the
                  While Anheuser-Busch frequently uses
               normal communications channels to edu-
               cate employees about the environment, it
               also uses special events to increase atten-
               tion to environmental issues.

WasteWi$e Update
• Green Week—Held the week of Earth Day, Green Week
  features activities designed to raise environmental aware-
  ness among Anheuser-Busch employees. Events include
  facility tours contests, and demonstrations.
• Video Screenings—Anheuser-Busch unveiled a new video
  entitled "Pursuing Environmental Excellence" during
  Green Week 1995. The video explains the importance of
  the Three R's and encourages employees to find creative
  new ways to reduce their environmental impact. To obtain
  a copy of the video, call the WasteWi$e Helpline at
  800 EPA-WISE.
• Companywide awards and recognition—In 1995,
  Anheuser-Busch began  recognizing employees for their
  environmental efforts by creating the Pledge and Promise
  Environmental Stewardship and Leadership Awards. More
  than 60 employee teams entered the award competition in
  the first year.

  Employees found special events such as Green Week
inspiring: "When I see an effort at the corporate level to
make a difference, it inspires me as an employee, as a con-
sumer, and as a citizen of the earth to make a positive impact
on the future health of our planet,"  says John B. Smith of
Busch Gardens in Tampa, Florida.
Keys to Success
  Anheuser-Busch believes that its success in waste reduc-
tion is due partly to early involvement of employees in plan-
ning the initiatives. "It is important to explain what
environmental goals a company is trying to meet and why it
is important to meet them. But most of all, you must
explain how employees can help and ask for that help. Most
employees are flattered to be asked," suggests Share.
  Regarding the relative benefits of involving employees in
waste reduction efforts, Share says, "Considering the mini-
mal costs and resources involved in employee education, the
payback in benefits is huge."
            Coca-Cola uses table tents
            in Its cafeteria to motivate
            employeee to participate In
            waete reduction  activities.

Facts with  Fin
         Looking for a fun way to educate employees about
         the environment? You might consider the approach
         taken by NEC Electronics, a WasteWi$e charter
         partner in Roseville, California. To reward
         employees for their success in preventing waste,
NEC organized an outdoor festival in conjunction with
Earth Day 1995. At the celebration, employees received a
variety of gifts, such as frisbees and commuter mugs imprint-
ed with the NEC and WasteWi$e logos, as well as flower
and herb seed packets that promoted California's rideshare
   NEC Electronics' Earth Day was more than just  a day of
fun in the sun—employees learned about environmental
issues as well as the results of their own waste prevention
efforts. Representatives from local environmental agencies set
up booths and gave presentations about how simple business
waste reduction activities, such as materials reuse and recy-
cling, can conserve huge amounts of resources and save
money. One popular  exhibit, a walk-through trailer featuring
the "The History of Trash," taught employees about the
growing rate of solid  waste generation. NEC employees also
saw the results of their waste prevention efforts in action: the
company donates its used wooden pallets to a birdhouse
maker who displayed his works at the event. Employees also
observed a model of a materials recovery facility (MRF) that
has just been built in  Roseville and had a chance to ask ques-
tions of the facility's planner.
   According to Lisa Cousineau, the environmental engineer
at NEC who planned the event, the promotional gifts and
festive setting made learning about waste reduction  fun for
NEC employees. Cousineau comments: "The celebration
was a huge success, and employees were very grateful that the
company took the time to organize it."

                                                                                       WasteWi$e Update
AT&T Paradyne  Tuns
Errplqyee  Ideas  into
            WasteWi$e partner AT&T Paradyne welcomed
            employee waste reduction ideas during Earth
            Day '94 celebrations and reported back during
            this year's Earth Day events on how the com-
            pany had transformed those ideas into action.
One suggestion to reuse surplus office supplies has dramati-
cally changed the way the company handles its extra sup-
  AT&T Paradyne created the  Office Supply Depot
(OSD)—a convenient place for employees to exchange and
reuse office supplies. One employee, who checks in at the
depot about once every two weeks, raved that the OSD saves
her time as well as money: "I can walk in, pick up what I
need, and I'm done. I don't have to look in the supply cata-
log, find the items, write a request, have my manager sign  it,
send in the request, and wait." Through reminders in their
monthly newsletter and the efforts of an active and accessible
OSD team, AT&T Paradyne encourages all employees to
check with the OSD before ordering new supplies.
  The  dedicated efforts of the OSD team, an eleven mem-
ber sub-team of the company's all  volunteer recycling team,
                                                     and the participation of all employees have paid off—AT&T
                                                     Paradyne estimates savings of $28,000 for the first year of
                                                     the project.
                                                        OSD also accepts notebooks that may be broken or unus-
                                                     able. The company located a vendor to collect binders for
                                                     recycling, regardless of their condition.
                                                        One initially skeptical employee imagined the OSD
                                                     would  offer "dirty used pens, broken desk trays, pencil nubs,
                                                     and dried out highlighters." After joining the  OSD team and
                                                     witnessing its success, he advises coworkers that "the many
                                                     unopened boxes received in the OSD should remind us to
                                                     buy only what we need." He adds that "the depot may have
                                                     to close someday because of a lack of surplus supplies—but
                                                     that would truly be our biggest success!"
                                                        More information on the OSD and other waste reduction
                                                     initiatives at AT&T Paradyne can be found in the  company's
                                                     Earth Day 1995 newsletter. A limited number of these
                                                     newsletters are available by calling the WasteWi$e  helpline at
                                                     800 EPA-WISE.
                                                        In the first 10 months of the project, AT&T Paradyne
                                                        employees had reused:
More than 2,200 binders

Nearly 9,500 hanging folders

More than 13,000 file folders

Nearly 1,000 Rolodex cards

560 pens and pencils

1,800 sets of dividers

1,000 binder clips

Nearly 60 overhead projector bulbs
      Northern Statee Power
      provides t-shlrts to Its
      waste reduction team
      members as an Incentive to
             promote employee

WasteWi$e Update
Senrinars  Make
Pay  at  EG&G
    tf Waste reduction succeeds when it is
    part of the everyday consciousness of
             all employees involved
                with operations.5*
                Bob Tome, Manager of
              Waste Management, EG&G
            WasteWi$e charter partner EG&G, Inc., head-
            quartered in Wellesley, Massachusetts, supplies
            an array of high-technology products, scientif-
            ic equipment and other products to manufac-
            turers and end-users in industry and
government. To keep employees aware and involved, employ-
ee education is  now a central component of EG&G's Waste
Reduction Pays (WARP) program.
  In the early days of the WARP program, EG&G
employed outside consultants to  conduct waste audits and
recommend waste reduction options. While the company
was pleased with the consultants' work, it discovered that the
recommendations were not being implemented. After inves-
tigating the situation, EG&G found that employees resisted
implementing the consultants' waste reduction ideas because
they required the employees to change their behavior without
seeking their input.
  EG&G began conducting waste reduction training to
include employees in the decision-making process. "The only
way waste reduction works is if the staff members identify
the opportunities themselves," Tome explains. "Employees
need to experience ownership of  waste reduction ideas."
EG&G routinely educates its 21,000 employees through
two-day waste reduction workshops at the company's 45
domestic and 31 international facilities. Approximately 10 to
15 employees attend each seminar. "We encourage employees
from all departments (purchasing, human resources,
accounting) and all levels—line workers to custodians to
managers—to attend the seminars," says Tome, who person-
ally conducts most of the seminars companywide.
Workshops Foster Teamwork
  The goal of the workshops is to identify, through team-
work, specific waste reduction opportunities at a facility. The
first day consists of lectures and provides employees with
waste reduction tools. Topics include refining a waste reduc-
tion mission statement, identifying process  problems, and
conducting a waste assessment. The lectures also explain the
criteria used by the company to assess waste reduction
options: technical feasibility, ease of implementation,
progress toward reduction goals, protection of human health
and the environment, and cost/benefit analysis.
  At the end of the first day, Tome breaks the group into
smaller teams of 5 to 7  people. "I  try to maximize the diver-
sity of each team," Tome reports. "For example, if there are
two people from accounting, you can be sure that they will
be on different teams."  Each team brainstorms ideas for how
the facility can reduce waste. The teams then identify their
top three ideas and further develop each of these ideas.
                                                        Teamwork Pays Off
   One team discovered a waste reduction opportunity that
saves its division nearly $100,000 per year. By changing the
purchase specifications for one size of a steel-alloy part used
in manufacturing seals for refineries and petrochemical
plants, the division was able to purchase an alternative mate-
rial that did not require as much cutting and shaping to
meet the buyers' needs. The team identified this opportunity
through discussions between an engineer and a purchasing
expert. Not only did the switch to the alternative part save
money by reducing labor costs (by 33 percent), shipping
costs, and maintenance costs (to clean up waste), it also
reduced metal waste by 66 percent and conserved space pre-
viously used to house the parts.
   To assess the usefulness of the workshops, EG&G distrib-
utes evaluation forms to each participant. Tome reviews each
questionnaire and incorporates suggestions as appropriate. To
date, most facilities have immediately implemented at least
one of the  ideas raised in the seminar. "We know the  semi-
nars are effective because the ideas are being implemented
and saving the company  time and money," states Tome.
           Univereity of Notre Dame
           employeee and 5tudent5
           receive a 10 cent diecount on
           drink refills when they bring
           their own reusable mug to
                         the cafeteria.

                                                                                               WasteWi$e Update
Recognizing Employee Contributions
   EG&G supplements the WARP training program by rec-
ognizing and rewarding employees, both formally and infor-
mally, for their contributions to waste reduction. Through
the WARP Recognition and Awards Program, EG&G for-
mally recognizes facilities, teams, and individuals that have
made outstanding contributions to reduce waste and attain
corporate goals. The company finds that recognizing accom-
plishments stimulates innovation, promotes peer competi-
tion, and spurs participation in EG&G waste reduction
   Awards are issued through a competitive  process and
nominations are judged by a panel of three  impartial experts
from industry groups and academia. Nominees must meet
one or more of the following criteria:
• Eliminate or significantly reduce waste generation or pol-
   lutant releases.
• Improve energy efficiency or result in a more efficient use
   of materials and resources.
• Develop an environmental solution through innovative
• Demonstrate savings by avoiding the need for costly pol-
   lution control equipment or by reducing  operating and
   material expenses.
   Throughout the year, EG&G managers informally recog-
nize employee accomplishments through  the following
• Publicize employee waste reduction suggestions  in the
   company newsletter or  on bulletin boards.
• Announce the contribution of an individual or team at
   company meetings or luncheons and present certificates of
   appreciation, small monetary awards, or other tokens.
• Authorize individuals or teams to attend  a conference as a
• Incorporate waste reduction accomplishments into perfor-
   mance evaluations.
   Tome emphasizes that  "employee training and develop-
ment must be followed up by recognition and reward,"
whether formal or informal, to help build and maintain
momentum  for waste reduction efforts.
at  United
         Letting employees know the results of their paper
         reduction efforts is just one of the ways United
         Technologies Corporation (UTC) educates
         employees about the importance of waste preven-
         tion. In the summer of 1995, the company's head-
quarters in Hartford, Connecticut, launched a
comprehensive education campaign to encourage employees
to eliminate office waste. The company stresses the environ-
mental benefits of waste prevention and encourages employ-
ees to consider the effect their jobs have on the environment.
Because paper accounts for the largest component of UTC's
waste, the company focused its efforts on reducing paper use
by encouraging employees to use double-sided copying, e-
mail and voice mail, bulletin boards, and paperless faxes and
business transactions. UTC is also increasing its use of recy-
cled  content paper.
   As part of the educational campaign,  UTC created a
video, titled "Closing the Loop: Recycling in the Office."
The  video is shown at staff meetings to encourage discus-
sions about office recycling and waste prevention. One mes-
sage  of the film—that you are not truly recycling until you
buy products made of recycled materials—describes how the
company "closes the loop" in its recycling efforts.
   The company also motivates employees to become more
involved in waste prevention by instituting a "competition"
between floors.  Every month, the company tracks how many
cartons of paper are brought to each floor and publicizes
how much paper each floor used. Employees are able  to see
how the numbers compare to the month before, as well as
how each floor ranks in respect to other floors. "We think
showing people real numbers makes a strong impression,"
explains Frederic Kaeser,  UTC's environmental manager.
"Awareness creates motivation."

WasteWi$e Update
   Data Motivate  NSP
                WasteWi$e charter partner Northern
                States Power Company (NSP) of
                Minneapolis, Minnesota, sends a consis-
                tent message to its staff: participation in
                conservation efforts  results in cost sav-
   ings and less waste. Through training sessions, newslet-
   ters, and posters, employees learned that in 1994 NSP
   saved $783,000 in avoided costs and through the sale
   of recyclables. The training sessions also highlight that
   NSP reduced its waste by 1,250 tons—a 35-percent
   reduction over 1993 volumes. "Employees become
   motivated when they are presented with savings infor-
   mation supported by cost and weight data," explains
   Jim Kolar, NSP's administrator of  material services  for
   the company's 29 facilities. "Using knowledge acquired
   from waste prevention measurements, employees can
   see results and room for improvement," says Kolar.
     Kolar measures waste prevention progress with the
   help of a computer program—Accounting Software for
   Pollution Prevention. For more information on ASAPP
   software, call the helpline at 800 EPA-WISE.
Maiden IVIIIs Educates
Prevent! or
          Having trouble getting upper management to sup-
          port your waste reduction ideas? Employees at
          Maiden Mills, a new WasteWi$e partner in
          Lawrence, Massachusetts, found a solution to this
          problem. Maiden employees formed a committee
to educate their managers about the company's solid waste—
and to suggest ways to prevent waste.
  After a period of rapid growth,  employees of Maiden
Mills, a  producer of apparel and home furnishing fabrics,
realized  that the solid waste program needed improvements.
To address this issue, they formed a committee to study solid
waste and to determine the value of loss associated with it.
Headed by Walter Bickford, director of corporate environ-
ment, health,  and safety,  the committee reviewed each solid
waste component and set goals for significant reductions
and cost savings. The committee reported that between
1988 and 1994, solid waste generation at Maiden Mills had
increased disproportionately with the production increase.
  The resulting value loss for 1994 was nearly $20 million.
  That got management's attention very quickly.
    In its Solid Waste Management Report, the committee pro-
  posed an action plan for each area  of the company and iden-
  tified process and procedure changes, such as switching to a
  new seaming process that reduces fabric waste, that were easy
  for management to accept and adopt. Management has now
  begun to implement  and track many of the report recom-
  mendations. Realizing that all employees are an excellent
  source of ideas about how to run the company more effi-
  ciently, management encourages everyone to suggest
  improvements. Maiden is developing an awards program to
  recognize employee contributions,  but Bickford says that
  employees are so intent on increasing efficiency and reducing
  waste that they really don't need any additional motivation.
    Central to Maiden's success is the concept of measure-
  ment. Prior to the committee's report, no one had quantified
  and characterized solid waste generated by the  company. By
  developing baseline figures, the solid waste committee laid
  the groundwork for future reduction efforts. Says Bickford,
  "If you have no baseline, you can't motivate people to do
  better and you can't compare your achievements to anything.
  What gets measured shapes and  drives the organization." In
  Maiden's case this was certainly true. By measuring the com-
  pany's solid waste, and presenting the results to management
  in clear dollar terms,  Maiden employees have brought on big
  changes in their organization. Now everyone sees that good
  environmental practices  are equivalent to good business prac-
  tices, and cost savings are proving it—in Fiscal Year '95,
  waste prevention practices saved Maiden Mills  $2 million.
    Editor's note: Maiden Mills recently suffered significant dam-
  age in a fire. Maiden is committed to rebuilding its business and
  incorporating the latest pollution prevention techniques in its
     Let Us Know How WasteWiSe Can Help You
    To assist you in your employee education efforts, WasteWi$e would
    like to hear what your needs are. Please let us know if you would like
    us to develop any of the following materials for you to use in educat-
    ing company employees. Fax this form to us at (703) 308-8686.
    L) Articles for your company newsletter
    L) Checklist of waste reduction activities for employees
    Q Quick facts on waste reduction
    L) Waste reduction fliers
    L) Paperless office campaigns
    Q Other.  Please describe	

    Company Name	
    Contact Name 	

                                                                                           WasteWi$e Update
                   EPA applauds the following WasteWi$e partners that have recently
                         been recognized for their environmental achievements:
AlliedSignal, Inc.: Bridging the Gap, a nonprofit organization in
        Kansas City, Missouri, presented AlliedSignal, Inc., with
        its Environmental Excellence Award for the company's
        extensive waste prevention, recycling, and community
        outreach efforts.

Anheuser-Busch: Anheuser-Busch's Baldwinsville Brewery
        received the 1995 New York State Governor's Award
        for Pollution Prevention for implementing practices that
        go beyond New York State standards for environmental
        compliance to prevent or reduce pollution. In addition,
        Eagle Snacks and  Busch Agricultural Resources, Inc.,
        Robersonville, North Carolina, accepted the  1994-95
        North Carolina Governor's Award for Excellence in
        Waste Reduction for its commitment to protecting North
        Carolina's environment and public health through
        innovative waste reduction practices.

AT&T:   The U.S. Conference of Mayors National Office Paper
        Recycling Project presented AT&T with  the Buying
        Recycled Award for demonstrating the best effort to
        purchase and use  paper made from recycled fiber.

Baltimore Gas and Electric Company: The Maryland Recyclers
        Coalition presented BGE with its Outstanding
        Corporate Leadership Award for the company's exten-
        sive and varied recycling efforts throughout Central

Coors Brewing Company: Coors Brewing Company received the
        Coalition of Northeastern Governor's  (CONEG's)
        Corporate Commitment  Award for its  30-year commit-
        ment to reducing,  recycling, and reusing packaging.

Fleabusters: Fleabusters received the Environmental Excellence
        Award from Bridging The Gap, a nonprofit organiza-
        tion in Kansas City, Missouri, for its outstanding efforts
        to use and develop environmentally sensitive pest con-
        trol methods.

Florida Power and Light Company: Florida  Power and Light
        Company earned The Improved Recycling Rates Award,
        which is awarded by the U.S. Conference of Mayors
        National Office Paper Recycling Project, for establishing
        the recycling  program with the greatest percentage
        increase in rates of paper recovery and recycled paper
        purchases from 1993 to 1994.

General Motors: General Motors won U.S. EPA's 1994
        Stratospheric Ozone Protection Award in recognition of
        its exemplary efforts to protect the ozone layer by phas-
        ing out the company's use of chlorofluorocarbons

        Kenneth J.  Horvath, with General Motors Corporation's
        North American Operations, received  CONEG's
        Individual Achievement Award for his leadership and
        commitment to reducing packaging at GM.
General Ribbon Corporation: The Business Technology
       Association presented its Advocate of the Environment
       Award to the General Ribbon Corporation in recogni-
       tion of its in-house recycling accomplishments.

Green Hotels Association: Green Hotels Association won the
       Travel Council  of the World's Environmental  E Award
       for its concern  and action in the area of environmental-
       ly responsible travel.

Herman Miller, Inc.: Herman Miller, Inc., received the U.S.
       Conference of Mayors National Office Paper Recycling
       Project's Environmental Responsibility Award for the
       company's efforts to develop environmentally sensitive
       products, provide recycling outreach to the community,
       and promote environmental issues to other businesses.

Research Mental Health Services: Bridging the Gap, a nonprofit
       organization in Kansas City, Missouri, presented
       Research Mental Health Services with its Environmental
       Excellence Award for the company's outstanding recy-
       cling and community outreach efforts.

Schlegel Corporation: Schlegel Corporation-Rochester Division
       received The Industry Award for Outstanding
       Commitment to Pollution Prevention Through Beneficial
       Reuse for its outstanding waste prevention and recy-
       cling efforts from the New York Water Environment

Springs Industries, Inc.:  Springs Industries was placed on the
       1994 Honor Roll Award by the National Environmental
       Development Association  (NEDA) for its highly effective
       solid waste reduction process and 33/50 achievements.
       In addition, Springs Industries was included on Renew
       America's Environmental Success Index, a national
       database of model environmental programs represent-
       ing public-private partnerships that support the goal of
       a sustainable environment.

Texas Instruments: Texas Instruments earned the  U.S. Conference
       of Mayors National Office Paper Recycling Project's
       Environmental  Tracking Award for developing the recy-
       cling program  that best tracks  paper recovery and recy-
       cled paper purchases.

Walt Disney Company:  The Walt Disney Company won the  U.S.
       Conference of Mayors National Office Paper Recycling
       Project's Grand Challenge Award for exemplifying suc-
       cessful workplace recycling through strong efforts to
       buy recycled and to educate employees. The company
       also received the gold award from the Solid  Waste
       Association of  North America for its recycling and food
       diversion programs.

Western Resources: The  Kansas Department of Health  and
       Environment recognized Western Resources of Topeka,
       Kansas, for its cooperative efforts in pollution prevention.

WasteWi$e Update
Education  Doesnft  End with  Enrplqyees
         Not only can companies teach their
         employees about waste reduction, they
         can teach their suppliers and customers,
         too. Working with suppliers can
         increase the effectiveness of internal
waste reduction efforts and save money because
packaging used to transport materials from suppli-
ers can be a large component of a company's
waste. Waste reduction also enables suppliers to
reduce their own costs and build stronger rela-
tionships with customers.
  To encourage existing suppliers to support
your waste reduction efforts, draft a letter
explaining your waste reduction goals and for-
mally request that your supplier work with
you to achieve those goals. (See sample letter
on right.)
  A more informal approach would be to
explain your company's waste reduction
goals  to your suppliers, and ask for input to
see what waste reduction practices they
think are feasible. (See Stonyfield article,
  A number of WasteWi$e partners also
seek to educate their customers about
waste reduction. Grocery stores are a
prime example. Just about everybody goes
to the grocery store, and because of this
day-to-day contact, grocers are realizing       '
that they can play a vital role in teaching
customers about waste reduction.          *
(See articles, next page.)                 Pit

Stonyfield Farm        Z

Yogurt Surveys

Supplier  Commitment
           When Stonyfield Farm Yogurt, a yogurt manu-
           facturer and WasteWi$e partner, realized that
           it had little information about its suppliers'
           efforts to preserve the environment, the com-
           pany developed a four-page survey to learn
more about the environmental practices of its existing and
potential suppliers.
  The survey asks questions about the suppliers' waste preven-
tion efforts, use of materials with recycled content in their prod-
ucts, efforts to reduce the use of toxic substances, membership

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                                        reduc°n °PPOrtUn'ties to  * ^"^ With us to •

                                                  Adapted from a letter
                                                  sent by a large retailer to its suppliers.
                                                  While this sample letter focuses on packaging, it could be
                                                  adapted to meet your specific needs.
                                                 in environmental programs (like WasteWi$e), and other issues
                                                 affecting the environment. Stonyfield Farm Yogurt hopes the
                                                 survey will communicate to suppliers that environmental issues
                                                 are important to the company while eliciting information
                                                 about suppliers' commitment to waste reduction.
                                                   A copy of the survey is available by calling the WasteWi$e
                                                 Helpline at 800 EPA-WISE.

                                     WasteWi$e Update
Shopping  Smart at Tidyman's
         Tidyman's, based in Greenacres, Washington,
         worked with the Washington State Department of
         Ecology to develop a customer education program
         called Shop Smart. It centers around two primary
         activities: adult tours through a grocery store and
children's tours through pretend grocery stores. The tours are
designed to help customers make more informed purchasing
decisions, ultimately decreasing the amount of waste generat-
ed by households. According to Judi Broderius, the director
of environmental affairs/packaging, the tours are having a
positive effect.
   "The most frequent comment we hear during tours is 'I
didn't know that', so it's clear that we are teaching
people new concepts about waste reduction and help-
ing the environment," Broderius explains. She notes,
too, that cashiers hear a lot of comments from shop-
pers who have actually changed their buying prac-
tices. "People are proud of what they are doing."
   Through the Shop Smart tour for adults, cus-
tomers learn that ears of corn and other produce
come in their own
natural packaging
and therefore do
not need to be
carried in individ-
ual bags.
Tidyman's teaches
customers what
the recycling
codes on packag-
ing mean, what
materials their
community col-
lects  for recycling,
and which products have recycled content. The tours also
help  customers in local communities with "pay-as-you-
throw" (unit pricing) programs understand the connection
between reducing waste and saving money.
   Children are not only future shoppers, but they also help
communicate environmental messages to adults. Tidyman's
tour  for children teaches many of the same waste reduction
concepts as the tour for adults but with a more "hands-on"
approach. The program allows children to push their own
shopping carts and choose food they would like to eat off the
shelves. Then, they evaluate those products for how well they
reduce waste. Tidyman's  also distributes fact sheets for chil-
dren with questions that encourage them to think about
waste prevention while purchasing. They help children iden-
tify foods with no packaging, think about why it is a good
idea to use cloth shopping bags, and evaluate the many dif-
ferent kinds of packaging in which one item can be sold.
Less Waste at  Larry's
         Larry's Markets, based in Seattle, Washington,
         believes that it is possible for people to achieve a
         harmonious  relationship with the environment and
         that this relationship can begin at the grocery store.
         Waste reduction is a critical part of that vision and
is championed to customers in the form of helpful  hints, fast
facts, and reminders about common-sense activities that
reduce waste. Larry's has made waste reduction education
and awareness a top priority, according to Brant Rogers,
Larry's environmental  affairs manager.
   One of its most successful customer education methods is
its "environmental manager's choice" shelf signs. Periodically,
                                signs are placed  on gro-
                                cery shelves near products
                                that Rogers believes  are
                                wise environmental choic-
                                es, such as those with
                                minimal packaging,  recy-
                                cled packaging,  or in con-
                                centrated form.  Other
                                signs positioned in gro-
                                cery aisles provide helpful
                                waste  reduction tips, such
                                as how to reduce unwant-
                                ed direct mail and how to
                                recognize recycled content
                                in packaging.
                         Providing guidance about prod-
                        ucts that help reduce waste has
                        increased consumer demand for
                        those products. "We've noticed a
                        measurable increase in sales of the
                        labeled products,"  Rogers
                        explains. "People are opting to buy
'the environmental choice' over another because of  its waste
reduction benefits.  We change the labels frequently, pointing
out waste reduction benefits of different products,  but the
featured products are usually the ones in  demand."
   Larry's also has conducted two "Ecology of Your Market"
workshops to educate other grocers about environmentally
sound business practices. Participants gained insights on suc-
cessful waste reduction initiatives  and
learned about EPA's WasteWi$e pro-
gram. Everyone who attended the work-
shops implemented at least one new
environmental initiative in their store.
"Whether it was waste  prevention, recycling,
or another environmental activity, each of
our attendees took some actions that they
wouldn't have taken if they hadn't attend-
ed the workshop," explains Rogers.

WasteWi$e Update
   CITGO Strikes It Rich with Paper
     WasteWi$e  charter partner CITGO Petroleum
   Corporation has tapped into the rich rewards associated
   with educating employees to reduce paper usage. Over the
   past four years, the company reduced paper generation by
   nearly 5 million sheets per month (68 percent). CITGO
   estimates saving $2.5 million a year through the following
         •  Eliminating pages separating reports saved
            roughly 500,000 sheets per month.
         •  Placing a phone number on reports to allow
            individuals who did not need to be on the dis-
            tribution list to call and remove their names
            saved nearly 250,000 pages per month.
         •  Reviewing marketing reports to determine what
            reports were necessary saved an additional
            250,000 pages per month.
         •  Training clients and employees to use on-line
            viewing techniques and reduce number of
            pages printed.
        •  Enabling managers to view reports on-line and
            print them only if necessary.
     CITGO promotes these  waste reduction ideas in a sec-
  tion of its weekly newsletter dedicated to  sharing "Words
  From WasteWi$e." In addition to practical examples that
  individual employees can implement at their own work-
  stations, articles illustrate the cost savings benefits (envi-
  ronmental benefits of waste reduction) and inform
  employees of whom to contact to learn more (e.g., about
  on-line viewing techniques).
               We'd Like to Hear from You
               WasteWi$e would like to hear about your efforts
               to educate your employees, customers, and
               suppliers. In addition, if you are not yet a
               WasteWi$e partner and would like to join,
please let us know.  Benefits of membership include technical
assistance on waste reduction, publications, a peer match pro-
gram, workshops, and more. Contact us at 800  EPA-WISE for
more information.
    The Mail Preference Service of the Direct Marketing Association
    will remove only consumer addresses from its mailing lists. An
    article in the September 1995 Update incorrectly stated that
    businesses could use this service to have addresses removed
    from the mailing lists. For additional ideas on reducing unwant-
    ed direct mail, call the WasteWi$e helpline at 800 EPA-WISE.
    United States
    Environmental Protection Agency
    Washington, DC  20460

    Official Business
    Penalty for Private Use