xvEPA
United States
Environmental Protection
Agency
Office of Pollution
Prevention and Toxics
7408
EPA 745-K-95-002
May 1995
EPA's 33/5O Program
Company Profile
Bristol-Myers
Squibb Company
> Printed on Recycled Paper
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EPA's 33/50 PROGRAM
COMPANY PROFILES
This Company Profile is part of a series of reports
being developed by EPA to highlight the accom-
plishments of companies participating in the 33/50
Program. The 33/50 Program is an EPA voluntary
pollution reduction initiative that promotes reduc-
tions in direct environmental releases and ojfsite
transfers of 17 high-priority toxic chemicals. The
program derives its name from its overall goals —
an interim goal of a 33% reduction by 1992 and
ah ultimate goal of a 50% reduction by 1995. The
program uses 1988 Toxics Release Inventory (TRI)
reporting as a baseline. In February, 1991, EPA
began contacting the parent companies of TRI
facilities that reported using 33/50 Program
chemicals since 1988 to request their participation
in the 33/50 Program. As of November, 1995,
nearly. 1,300 companies had elected to participate
in the Program, pledging to reduce emissions of
the 17 target chemicals by more than 380 million
pounds by 1995. Companies set their own reduc-
tion targets, which-may vary from the Program's
national 33% and 50% reduction goals.
Industry exceeded the 33/50 Program's interim 33%
reduction goal by more than 100 million pounds in
1992. National emissions of Program chemicals
were reduced by an additional 100 million pounds
in 1993, bringing total reductions since 1988 to
BY THE 33/50 PROGRAM
' , '7, BBN2EHE -
. - - CHROMIUM & COMPOUNDS
! ' CYAMDES"
' MERCURY & COMPOUNDS ,
,* Aiso;rsf«^cedto as ntethylmSchloride, „
more than 685 million pounds (46%). Facilities' TRI projections suggest that the Program's ultimate 50%
reduction goal will be observed to have been achieved or exceeded in the 1994 TRI data, a full year ahead
of schedule. The 1,300 companies enrolled in the 33/50 Program have accounted for most of the Progra-
m's pollution reductions. Representing just 15% of eligible companies and owning only a third of the facil-
ities reporting Program chemicals to TRI, participants are responsible for 78% of the reductions since
1988 and 98% of the 100 million pounds reduced in 1993. -
EPA is committed to recognizing companies for their participation in the 33/50 Program and for the
emissions reductions they achieve. The Program issues periodic Progress Reports, in which participat-
ing companies are listed and highlighted. In addition, Company Profiles, such as this one, are being
prepared to provide more detailed information about how companies have achieved their emissions
reductions. Information presented in these profiles is drawn from a.number of sources, including the
company's written communications to the 33/50 Program, extensive interviews with company representa-
tives, the annual TRI reports submitted by the company's facilities (including Pollution Prevention Act
data reported to TRI in Section 8 of Form R), and, in many cases, site visits to one or more of the com-
pany's facilities. Mention of trade names, products, or services in this document does not convey, and
should not be interpreted to convey, official EPA approval, endorsement, or recommendation.
Copies of other 33/50 Program Company Profiles, as well as Reductions Highlights documents
summarizing all of these Profiles, may be obtained by contacting the Program as specified in the box
below. In addition, all written company communications to EPA regarding the 33/50 Program are avail-
able to the public upon request
For ittformatfon an tfte 3&S8 Prdgrttm,, comatt the, TSGA HotTike&t i2®2) 554-J404 &r contact J3/5&
* Program staff-directly by phone at 1202) 2d£M5£$7 or by mail at Mail Code 7488y&jjfc$ of Pollution
,,%£ MM, 4M '' ' ' - "'
33/50 PROGRAM COMPANY PROFILE: BRISTOL MYERS
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SUMMARY
ristol-Myers Squibb Company
reduced releases and transfers of
33/50 Program chemicals by 54
percent or over 2.6 million pounds
between 1988 and 1993. Of this amount,
the two projects described in this case'
study at their Syracuse, New York facility,
accounted for approximately 1.25 million
pounds. The first project improved filtra-
tion, drying, and blending processes in
penicillin and cephalosporin manufactur-
ing operations, dramatically reducing
dichloromethane air emissions. The sec-
ond project used state-of-the-art filtering
technology to significantly reduce methyl
isobutyl ketone air emissions from peni-
cillin production. These projects, which
required an investment of approximately
$10 million, save the company $1.5 mil-
lion a.year.
COMPANY BACKGROUND
The Bristol-Myers Company merged with E.R. Squibb and Sons to form the
Bristol-Myers Squibb Company in 1989. The company researches, devel-
ops, manufactures and markets health care and consumer products world-
wide. The company has its headquarters in New York, New York and employs
48,000 employees at its 62 facilities located in 35 countries. In 1994, sales were
$12 billion. The company structures its business groups along four major prod-
uct lines: .'...-,'•
• Pharmaceuticals (57 percent of company sales) manufactures anti-
cancer, cardiovascular, central nervous system, anti-infective and
dermatological Pharmaceuticals.
33/50 PROGRAM COMPANY PROFILE: BRISTOZJ-MYERS SQUIBB COMPANY
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•H^^^^^^^^
111 III III II
Bristol-Myers
Squibb Company
researches, devel-
ops, manufactures.
and markets health
care and consumer
products world-
wide.
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• Consumer and Personal Products (17 percent of sales) produces
analgesics, cough/cold products, vitamins, deodorant/antiperspi-
rants, hair coloring and skin and hair care products.
• Medical Devices (15 percent of sales) provides artificial hips and
knees, ostomy supplies, wound care products, powered surgical
instruments, as well as instruments for least invasive surgery.
• Nutritionals (11 percent of sales) manufactures infant formula,
specialty formulas for nutritional disorders, and nutritional sup-
plements for children and adults.
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The Bio/Chem Division produces bulk products for the company's phar-
maceutical business. Bulk products are those produced in large quantities that are
not yet hi their final marketable form such as tablets or capsules. The Bio/Chem
Division includes the Syracuse, New York facility, the Barceloneta and Humacao
facilities In'KiertoRico, and other facilities in Europe. The Syracuse facility is
tlje largest of these and manufactures the bulk products for the company's world-
wide distribution of antibiotic products.
• • . . ' • , •• . j . .. .. ,.., •
The company manufactures and markets several thousand different prod-
ucts around the world. Some of its products include Capoten™, a leading car-
dipvasculaf drug, the antibiotics amoxicillin and ampicillin, Bufferin™ and
Excedrin™ pain'reUevers, Comtrex™^ cold medication, KeritM skin care lotion,
Ban™ roll-on deodorant, Clairol™ hair coloring, and Enfamil™ infant formula.
Bristol-Myers Squibb's corporate environmental policies, programs, and
procedures serve as a framework and worldwide standard for each of its
divisions within the four business groups. In the past the company large-
ly viewed its environmental responsibility as mainly complying with its environ-
mental regulatory requirements. In 1991, spurred by CEO interest, the company
enhanced "its environmental program and established a goal of environmental
leadership. The newly assigned Environmental Health and Safety Vice President,
with direct lines to upper management, created an initiative called "Environment
2000."
The company bases its "Environment 2000" initiative on six elements:
product life cycle management, continuous improvement, taking responsibility
for everything the company does, creation of a grass roots employee environ-
mental ethic, open communications with stakeholders, and active participation in
the resolution of environmental challenges on a local, national, and global basis.
Bristol-Myers Squibb designed this initiative to incorporate environmental
responsibility into the strategic business planning of all company divisions.
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The cornerstone of the "Environment 2000" initiative is product life cycle
management. Product life cycle management evaluates environmental impacts of
the company's products at each stage of the product life cycle: design, manufac-
turing, packaging, distribution, use, and disposal. In 1992, the company began
conducting product life cycle reviews on existing and future products. All busi-
ness divisions of the company include product life cycle goals in their five-year
plans. In addition, these groups are currently in various stages of implementing
other elements of the "Environment 2000" initiatives. Each division develops its
own programs to fit its specific needs, but still must be consistent with corporate
policies and procedures. The Corporate Office of Environmental Health and
Safety is responsible for the development, guidance, and continuous improvement
of environmental programs and policies.
To foster a grass rqots environmental ethic'within Ilie company, Bristol-
Myers Squibb has implemented an employee awareness and education program.
One product of this program is a pollution prevention handbook with background
information, checklists, and case studies to educate employees on how to,apply
pollution prevention in research and development, marketing, manufacturing,
maintenance, purchasing, packaging, distribution, sales, and general manage-
ment. The company has also developed training programs addressing such sub-
jects as The Clean Air Act and product life cycle (see above). Company guide-
lines specify that full-time environmental professionals must complete, at compa-
ny expense, at least 40 hours of annual continuing environmental training related
to their job assignments. Other company education initiatives include corporate
and divisional employee publications; committee activities that set divisional
waste minimization goals and report annual progress for all relevant facilities;
management awareness training; and development of resources such as the com-
pany environmental manual that stresses prior assessment and prevention of envi-
ronmental risk.
Stakeholder communication is a fundamental element of both
"Environment 2000" and Bristol-Myers Squibb's Corporate Pledge which sets
forth the company's concern for the interests and expectations of its stakeholders.
Internally, the company fosters communication through employee education,
functional and cross-functional committees, and the Office of Corporate Conduct.
Externally, it actively seeks input and dialogue with stakeholders such as
investors, suppliers, customers, consumers, environmentalists, public interest
groups, and government leaders at the national, regional, and local levels.
.The company also works with other business groups and organizations
with active environmental programs. In 1991, the company endorsed the
International Chamber of Commerce (ICC) Business Charter for Sustainable
Development. It also participates in the Coalition of Northeast Governors' chal-
lenge to reduce packaging waste arid is a member of the Global Environmental
Management Initiative. The Bio/Chem division is also a member of the Chemical
Manufacturers' Association. As a measure of its environmental progress, the
company publishes environmental reports and newsletters to highlight its envi-
ronmental accomplishments and progress worldwide.
In 1991, spurred by
CEO interest, the
company enhanced
its environmental pro-
gram and established
a goal of environmen-
tal leadership.
The cornerstone of
the "Environment
2000" initiative is
product life cycle
management.
To foster a grass
roots environmental
ethic within the
company, Bristol-
Myers Squibb has
implemented an
employee aware- -.
ness and education
program.
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
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Ill III
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In 1991, the compa-
ny giffajsej ff,e
International
Chamber of
Commerce (ICC)
Business Charter for
Sustainable
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Development
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Exhibit 1
Bristol-Myers Squibti's
Environmental
Performance
Assessment Results
LtrcU of Perform!nee
(LtTtl 4 Is Best)
3*4 InnovMing to Continually
Improve
2-3 Integrating EHS Across
Business
1-2 Developing/Implementing
Compliance Systems
0-1 Rdponding/Rcacttng to
RcgulillonJ/Corp. Guidelines
In 1993, the company implemented a self-assessment program that uses
the 16 ICC Charter principles, listed in Appendix A, as a basis for annually mea-
suring environmental, health, and safety performance. The Environmental Health
and Safety (EHS) staff develops a corporate rating on a scale of one to four in
each category by combining the individual ratings of each of the company's divi-
sions. A level one score means that a division is achieving compliance with gov-
ernmental laws and regulations, and company policies. A level two score indi-
cates that management systems rather than individuals maintain continued com-
pliance and evaluate products and processes. A level three score describes a divi-
sion that is integrating EHS responsibilities across all functions and levels in its
business. EHS awards a level four score when a division is innovating to contin-
ually improve products and processes, and to enhance efficiencies and competi-
tive advantage. Since the importance of each of the 16 principles differs greatly
between divisions, this rating system is not meant to be a report card, but rather a
benchmark for continued improvement.
Exhibit 1 presents Bristol-Myers Squibb's performance assessment results
for 1993 and 1994. Two of its highest ratings were on its prior assessment of the
environmental impact of acquisitions arid divestitures (Principle 5) and the envi-
ronmental management of its facilities and operations (Principle 8). In 1993 the
company scored low on making ongoing improvements in the environmental
impact of products at each stage of their product life cycle from "cradle to grave,"
(Principle 6). This is a relatively new concept with which few companies have
much experience and the 1994 results indicate mat Bristol-Myers Squibb is
improving. The company believes mat it is on the right track in taking a prag-
matic, flexible approach that will empower all of its people to examine the envi-
ronmental impact of what they do and make sound business decisions that will
lead to a competitive advantage.
PRINCIPLES
4
1. Corporate Policy
2. Integrated Management
3. Process of Improvement
4. Employee Education
5. Prior Assessment
6. Products and Services
7. Customer Advice
8. Facilities and Operations
9. Research
10. Precautionary Approach
11. Contractors and Suppliers
12. Emergency Preparedness
13.Transfer of Technology
14. Contributing to the Common Effort
15. Openness to Concerns
16. Compliance and Reporting
12345
6 78 9 10 11 1213 14 15 16
Principles
1993 El 1994
Bristol-Myers Squibb's environmental strategy continues to evolve
through "Environment 2000." Its current policy is "to protect the health, safety,
and quality of life of its employees and the public, and to exercise responsible
stewardship of natural resources that may be impacted by Company activities."
This policy not only commits the company to minimize, waste, but also undue
environmental impacts of all its activities and products. The policy extends out-
side company gates to suppliers through the company's purchasing guidelines,
js*
33/50 PROGRAM COMPANX PROFILE: BRISTOL-MYERS SQUIBB COMPANY
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shown in Appendix B, which require consideration of source reduction, avail-
ability of recycled materials, recyclability/reusability, renewable resources, haz-
ard reduction, process waste reduction, handling and disposal, environmental
technology, energy efficiency, and suppliers' environmental sensitivity:
OVERVIEW OF 33/50 AND TRI CHEMICAL
RELEASES AND TRANSFERS
s
ince 1988, Bristol-Myers Squibb has reported releases and transfers of eight
33/50 Program chemicals. The following is a description of their use and
primary release media:
Chromium and nickel are components of metals use:d in the manufac-
ture of medical implant products. The machining, polishing, and
cleaning of these products generate the chromium- and nickel-
containing wastes which are released to landfill, or transferred off-
site to POTWs or for treatment or disposal.
Dichloromethane and methyl isobutyl ketone are used as solvents in the
manufacturing of bulk Pharmaceuticals, and are released primarily as
fugitive air emissions, with additional quantities transferred off-site to
POTWs or for treatment or disposal. ...-'••
Toluene is- used pri-
marily in the pro-
cessing of proteins
for nutritional
products, as well as
in other solvent
applications.
Virtually all of its
releases and trans-
fers were as fugitive
air emissions and
transfers off site
for treatment or dis-
posal, with small
amounts'transferred
off-site to POTWs.
BRISTOL-MYERS SQUKBB COMPANY
RELEASES AND TRANSFERS
OF TRI CHEMICALS
33/50 Chemical Jj]ia 1931
Chromium/Chromium ,
compounds 1 <1
Dichloromethane 2,372 972
Methyl ethyl ketone 1 NR
Methyl isobutyl ketone , 2,^225 1,172
Nickel ' 1 NR
Toluene 111 95
1,1,1-Trichloroethane 165 25
Xylene* NR NR'
33/50 Subtotal** 4JJZ6 2265.
Other TRI Chemicals: 7,435 4,561
TOTAL** 12JJ1 fiJZfi.
NR Not reported
* Releases and transfers ofxylene were reported in 1990,1991 and 1992.
** Columns do not sum to totals due to rounding.
Exhibit 2
Releases and Transfer of
TRI Chemicals by
Bristol-Myers Squibb
Company (in 1,000 of
Ibs.)
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQVIBB COMPANY
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ill
I
Exhibit 3
.Bristol-Myers Squibb
Company Releases &
Transfers of 33/50
Program Chemicals
(1988)
Exhibit 4
Bristol-Myers Squibb
Company 33/50
Program Chemical
Releases & Transfers
by Media (1988)
1,1,1-Trichloroethane is used to clean a variety of parts and equipment
and is released primarily as fugitive air emissions.
Xylene and methyl ethyl ketone were used as solvents in pharmaceuti-
cal manufacturing, and both were released primarily as fugitive air emis-
sions or transfers off-site to POTWs.
In 1988, Bristol-Myers Squibb reported a total of 12,311,200 pounds of
releases and transfers of TRI chemicals. Of this total, 4,876,002 pounds were
33/50 Program chemicals. Exhibit 2 presents a summary of the company's TRI
data for 1988 and 1993. Appendix C presents these data in more detail. Air emis-
sions accounted for 7.1 percent of Bristol-Myers Squibb's 1988 releases and trans-
Toluene (2.28%)
Dtehtoromethane (48.64%)
Nickel (0.01%)
MEK (0.02%)
Chromium (0.02%)
MIK (45.64%)
fers of 33/50 Program chemicals, followed by transfers to POTWs (17 percent of
total), and transfers off-site for treatment and disposal (12 percent of total).
Exhibits 3 and 4 illustrate the breakdown of Bristol-Myers Squibb's 1988 releas-
es and transfers of 33/50 Program chemicals by chemical and by release media,
respectively.
Transfers Off-site for
TreatmentfDIsposal/Other (11.50%)
Releases to Land (0.01%)
Transfers to POTW (17.55%)
Air Emissions (70.94%)
33/50 PROGRAM COMPANY PROFILE: BRISTOLF-MYERS SQUIBB COMPANY
11,
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In 1988 the Bio/Chem Division contributed 4,314,760 pounds or 88 per-
cent of the company's total 33/50 Program chemical releases and transfers. The
Syracuse facility alone contributed a total of 3,084,180 pounds or 63 percent of
the company's 1988 total. The Syracuse facility's releases and transfers of 33/50
Program chemicals were 1,005,000 pounds of dichloromethane, 2,047,000
pounds of methyl isobutyl ketone and 32,180 pounds of toluene. Appendix D
gives a more detailed description of releases and transfers of TRI chemicals at this
facility.
33/5O PROGRAM GOALS AND REDUCTION
PROJECTS
Bristol-Myers Squibb joined the 33/50 Program in May 1991 with a com-
mitment to achieve a 50 percent reduction in releases and transfers of
33/50 Program chemicals by year-end 1995, using 1988 TRI data as a
baseline. This is equivalent to a reduction of 2,438,001 pounds. The company
also established an interim goal of a 33 percent reduction in releases and transfers
by the end of 1992. It indicated that it would rely primarily on source reduction
and recycling as the preferred methods of achieving its goals.
Responsibility for 33/50 Program implementation at Bristol-Myers
Squibb rests with Senior Operations Management at each company division.
Departments involved in specific reduction projects included manufacturing,
chemical process development, engineering, materials management, research and
development, quality control, maintenance, regulatory affairs, and environmental
health and safety. Product life cycle review committees, pollution prevention
committees, waste minimization committees, and productivity improvement
teams also identified projects and potential methodologies for program imple-
mentation.
The manufacture of bulk pharmaceutical products typically involves com-
plex and highly proprietary processes. Exhibit 5 provides a generic description of
such manufacturing processes focusing on antibiotic production. The process
begins with fermentation of penicillin or cephalosporin fungi to provide the
desired microbial product, followed by separation to isolate this product from
other'substances in the fermentation mixture. Depending on the end product, the
separated substances can be further processed without chemical modification, or
can be chemically modified to produce the desired end product. For example,
Penicillin V is obtained by direct fermentation, while the other penicillins and
cephalosporihs are produced by chemical modification of the isolated fermenta-
tion product. The Syracuse facility manufactures these "final crude" and "final
intermediate" products. Other company facilities produce the end product which
is finished and packaged to meet FDA requirements for market use.
From 1988 to 1993, the company initiated a number of projects that
resulted in reductions of releases and transfers of 33/50 Program Chemicals. The
following sections describe two projects that resulted in significant reductions in
Bristol-Myers
Squibb's current
environmental poli-
cy is "to protect the
health, safety, and
quality of life of it's
employees and the
public, and to exer-
cise responsible
stewardship of nat-
ural resources that
may be impacted by
Company activities."
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQVIBB COMPANY
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Exhibit 5
i,
Flow Diagramfor
Penicillin/
Cephalosporin Based
Antibiotic Product
Process
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Hill I II III I IIIIIII 111 IIIIIII I) I II
p inn . •in mi
i
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I 1 '' I
Penicillin/ u k
Cephalosporin y Fermentation l>_k Separation 1 «^k
fungi •• V^T 1 ^r
%
, End |
Flnsl Antibiotic Product Jim Product t4im
> Processlngl i
FInrtCfUda
Product
Processtog;
/ 4^
Chemical
modification
4-
4 End Product 1 i plnal
Processing 1 ggk Product
(P«ilcl»bss.d) | ""y (5.g.p«,Ml%iV)
]
Fini»< intermediate
product PficMSing
(P«nlcfflfnaiKi
releases and, transfers of dichloromethane and methyl isobutyl ketone at the
Syracuse facility. This facility's multi-functional team proposed these projects
because they satisfied a number of its objectives, such as improved productivity
and efficiency of manufacturing operations, reduced cost, reduced solvent emis-
sions, and reduced employee.exposure to product dust and solvents. Both projects
required substantial capital investment and business management approval at the
divisional and corporate levels.
Project #!:' Penicttlin/Cephalosporin Manufacturing Improvements
Project (Titus System)
The Syracuse team's first project involved changes to the final intermediate prod-
uct manufacturing operations for 6-aminopenicillanic acid (6-APA) and 7-
aminocephalosporanic acid (7-ACA). The first step in manufacturing 6-APA is
to extract Penicillin V from a fermented slurry. Special enzymes then alter the
chemical structure of Penicillin V in a process loiown as enzymatic splitting to
produce 6-APA. The production of 7-ACA is accomplished by chemically mod-
ifying separated Cephalosporin C. The top diagram in Exhibit 6 shows a flow dia-
gram of the facility's original process. The product slurry shown in this exhibit is
a mixture of crystallized product, solvent, and water. Methyl isobutyl ketone,
methanol and dichloromethane are specific solvents used in the product slurry.
Equipment such as the centrifuge, dryer, blender and product containers were not
vapor-tight in the original process and were sources of solvent and product dust
emissions. ;
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After targeting the process, products, and emission sources, the team iden-
tified reduction options. Team members used professional and trade associations,
academic affiliations, internal technology transfer, and federal and state govern-
•fl£ft{agg^.jies as sources of irfbrma'tioii on alternative chemicals, reduction meth-
ods, and recycling practices. Their preliminary investigation indicated that chem-
ical substitution was not feasible because of the long lead times required to obtain
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
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FDA approval to change process chemicals, but that process and equipment
changes could substantially improve the existing processes. The team also found
that another company already used such equipment in similar operations at a facil-
ity in Mexico. Members of the team visited the Mexican facility to get a first-
hand look; at the operations. After sharing the visit experience with other team
merribers, the group decided that they could use similar equipment at the Syracuse
facility.
The equipment the team selected is called the Titus system. It uses an air-
tight "closed-loop" patented process to filter, dry and bulk-package the final prod-
uct intermediates 6-APA and 7-ACA. The bottom flow diagram in Exhibit 6
shows the new process. The product slurry is fed in at one end of the process, is
dried and blended, and then is removed from the other end as a final intermediate
Product
Slurry "
Wet
Product
Container!
Container
Product
Slurry
Titus System
Total .nclowd, IncludM Centrifuge, Flash Dty«r» Blender
Final
' Product
Container
product. This processing requires less solvent than the previous process because
the system is fully enclosed and recovers most of the solvent for reuse. The new
process also includes nitrogen blanketing to reduce solvent losses and reduce fire
hazards. The inert nitrogen atmosphere inside the process equipment minimizes
'solvent evaporation and reduces fire hazards by preventing oxygen in the air from
coming into contact with the highly flammable solvents. Exhibit 7 presents a
schematic of the Titus system.
Bristol-Myers Squibb's Central and Syracuse Plant Engineering Groups
had overall project management responsibilities for installing and housing the
equipment, which was designed to the company's specifications by an outside
engineering firm. Lab-scale experiments, and bench-scale and pilot-scale studies
were conducted to investigate system performance prior to final design and order-
ing of the equipment. In addition, the team obtained business management
approval at the divisional and corporate levels.
Operation of the Titus system began in 1989 and was fully operational at
the Syracuse facility in June of 1990. The equipment has met all design specifi-
cations. The company estimates that the Titus system has reduced annual releas-
es and transfers of dichloromethane by approximately 700,000 pounds, methyl
isobutyl ketone by approximately 50,000 pounds and methanol by approximately
100,000 pounds compared to 1988 levels. In addition, this project reduced fire
Exhibits
Final Intermediate
Product Processing
Steps Before and After
Incorporation of the '
Titus System Project
Implementation of
the Titus system
resulted in annual
cost savings of
about $700,000
based on efficiency
improvements,
material, and labor
costs.
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
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Exhibit?
ijii;';111 l"i" i: jiiiiibi ih: iiiitii 1 jiiii' i w IK ' iiii! j 'wiii1 iiiil
i' iviiiiiiiiiiiii!JiiLiiiii"• Hi! ! »'! i,' Li li'ijiiiiiiiiip: jilp»;i 11, f i iii «a mf jiiiiiiiiiiiiiiifi!:: irii
The company esti-
mates that the Belt
Filters project has
reduced releases
and transfers of
methyl isobutyl
ketone by approxi-
mately 500,000 Ibs
compared to 1988
levels.
TITUS
Automated System
r~n PRODUCTS
(jstSl PRODUCT AND SOLVENT
^S SOLVENT
THUS to • "cloud loop" automated system that greatly reduces solvent emissions from chemical manufacture.
safety hazards and employee exposure to solvents and product dust because of the
closed-loop design and safety measures incorporated into the system. These ben-
efits helped justify the investment, which exceeded the company's usual two-year
payback expected on capital improvements. Implementation of the Titus system
required a significant capital investment of $8 million. The company estimates
annual cost savings of about $700,000 based on efficiency improvements, mater-
ial, and labor costs.
Project # 2: Penicillin Processing Manufacturing Improvement Project (Belt
Filters)
The second project that the Syracuse team initiated involved changes to
the final crude product manufacturing operations for Penicillin V-based products.
Penicillin V is extracted from fermentation products in a solvent extraction
process and subsequently sent through the final crude product processing steps.
The crude Penicillin V can be used to produce the end Penicillin V product or 6-
APA, which is used to manufacture antibiotic products such as amoxicillin and
ampicillin. The top half of Exhibit 8 shows a process flow diagram of the origi-
nal process. The product slurry is a mixture of Penicillin V crystals in methyl
isobutyl ketone and water. Additional TRI chemical solvents are used to wash the
Penicillin V crystals in subsequent steps. The filter press, wet product container,
reslurry tank, and conveyor equipment originally used in this process were not
vapor-tight and were sources of significant solvent emissions.
The team's decision-making and implementation process on this project
was similar to that used for the Titus system project, except that the team mem-
bers did not conduct facility visits. Exhibit 8 shows a process flow diagram of the
' I '
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
-------
improved process and equipment the team selected for this project. In this new
system, the Penicillin V mixture is evenly distributed on the belt prior to entering
the unit. As it enters the filter it is washed with solvent and proceeds in timed
steps along the filter length. A vacuum within the vessel removes the spent
methyl isobutyl ketone and other solvent streams from the material deposited on
the belt filters. The resultant crude Penicillin V is reslurried prior to being
processed through the second and final filter stage. A drying step completes the
process.
.0*
Product
Slimy
War
Press
Wet
Product
Container
Reslurry
Tank
Conveyar
Dryer
Final
• product
Container
Product
Slurry
Belt
Filter
Dryer
Final
Product
Container
The two belt filters are totally enclosed and operate in a continuous loop.
Automatic controls allow operation of the system without manual intervention
except in case of emergency. The belt filter interiors, operate under negative pres-
sure in a nitrogen atmosphere in order to improve process efficiency and reduce
solvent emissions. Not only does this belt filter design effectively reduce methyl
isobutyl ketone emissions, but it also reduces the use of other TRI chemical sol-
vents in the washing cycles by more than 20 percent. A dedicated carbon adsor-
ber unit captures the methyl isobutyl ketone and other solvents from the filters for
reuse in the production process.
- Bristol-Myers Squibb purchased and installed the belt filters at its
Syracuse facility in 1990. The company estimates that the Belt Filters project has
reduced releases and transfers of methyl isobutyl ketone by approximately
500,000 pounds and other TRI chemical solvents by approximately 350,000
'pounds compared to 1988 levels. In addition, this project has reduced employee
exposure to solvents and fire hazard risks because the new system operates under
negative pressure in a nitrogen atmosphere. The company invested $2 million in
this project which saves approximately $800,000 per year in material, utilities,
and labor costs.
Exhibit 8
Final Crude Product
Processing Steps Before
and After Incorporation
of the Belt Filters Project
The company invest-
ed $2 million in the
Belt Filters project
which saves approx-
imately $800,000
per year in material,
utilities, and labor
costs.
33/50 PROGRAM COMPANY PROFILE: BRISTO^MYEKS SQUIBB COMPANY
-------
Exhibit 9
Bristol-Myers Squibb's
'Progress Towards
^feeling its 33/50 Goats
Exhibit 10
Bristol-Myers Squibb
Company 33/50
"program Chemical
Releases & Transfers
(1993)
1 Releases and Transfers (1000 Ibs)
J -o -2 -2 -I -o -o
t i i i i i
EC *,uuv
1- «
0
m
m
m
X
>•
M
Mt
' X s ""
^ -.v <.
' «. * '
tSs&s'
tm&
4 c.^'
jt*M
Non-33/50 Chemicals | — |
33/50 Chemicals EH
•1«8 -•
•"•-, •"• <.$
1992
im ;
33/50 GOAL
33/5O PROGRESS AND TRI DATA
SUMMARY
Bristol-Myers Squibb has reduced releases and transfers of 33/50 Program
chemicals by 2,611,173" pounds or 54 percent from 1988 to 1993. The
company has already achieved its 1995 33/50 Program goal of a 50 per-
cent reduction in releases and transfers two years ahead of schedule. Exhibit 9
shows the company's progress from 1988 to 1993 in reducing releases and trans-
fers of 33/50 Program and other TRI chemicals, and Exhibits 10 and 11 illustrate
1993 releases and transfers of 33/50 Program chemicals by chemical and by
release media, respectively. The two activities discussed in this profile have
reduced releases and transfers of 33/50 Program chemicals by 1,250,000 pounds
or 26 percent. A number of other projects accounted for the balance of the reduc-
tions including solvent elimination or substitution, solvent recovery efficiency
improvements, leak detection and repair, chemical storage improvements such as
conservation vents, nitrogen blanketing, and as a last resort, end of pipe emission
controls such as thermal destruction of air releases. In addition, the
Pharmaceutical Manufacturing Division in Evansville, Indiana and New
Brunswick, New Jersey has replaced dichloromethane as the solvent in external
coating operations of vitamin tablets manufacturing with an aqueous-based sys-
tem. The company achieved part of its 33/50 Program goals with projects already
in place prior to the company's joining the 33/50 Program.
Dichloromethane (42.93%)
TCA(1.13%)
Toluene (4.21%)
Chromium (0.00%)
MIK(51.74%)
111 III 111
1
mill ill I
53/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
-------
Air Emissions (64.96%)
Transfers Off-site for
Treatment/Disposal/Other
(17.62%)
Surface Water Discharges (0.00%)
Transfers to POTW (17.42%)
Since signing onto the program in 1991, Bristol-Myers Squibb's experi-
ence with the Program has been positive. The 33/50 Program has provided a con-
ceptual framework for the company to concentrate and implement its pollution
prevention activities in a nationally recognized program of voluntary reductions
and cooperation between the government and industry. -In short, it focused and
accelerated the company's efforts to achieve its reductions.
In addition to its reductions of 33/50 Program chemicals, the company
also achieved reductions of 2,873,730 pounds or 39 percentin releases and trans-
fers of non-33/50 TRI chemicals between 1988 and 1993. As noted in its sum-
mary of Pollution Prevention Act performance, presented in Appendix E, the
company also reduced its total production-related waste of all TRI chemicals by
1,406,036 pounds or 18 percent from 1992 to 1993 and it predicts further reduc-
tions in all of its waste management activities at higher production levels.
Production related waste includes not only releases and transfers off-site, but also
on-site recycling and treatment. The company estimates that.it will reduce total
production-related waste by approximately 3.0 million pounds, or 47 percent, for
33/50 Program Chemicals between 1993 and 1995. It also predicts a reduction in
production-related waste for all TRI chemicals of approximately 5.9 million
pounds. This projected reduction in production-related waste at existing or high-
er production levels indicates that the company .plans to implement additional pol-
lution prevention activities in 1995, the concluding year of the 33/50 Program,
and that the company's contributions to the program will exceed its current
achievement level.
FUTURE CHALLENGES
Bristol-Myers Squibb believes that implementation of the product life cycle
approach across its business groups will achieve additional environmental
improvements in the next few years. Because of the diverse and decen-
tralized nature of the company, each of its four business groups has its own envi-
ronmental issues to manage. One major project put in place late in 1994 at the
Syracuse facility, similar to the belt filter project discussed in this case study,
improves the extraction process of the Penicillin V manufacturing operations.
The company expects significant reductions in releases and transfers of methyl
Exhibit 11
Bristol-Myers Squibb
Company Releases &
Transfers of 33/50
Program Chemicals by
Media (1993)
The 33/50 Program
has focused and
accelerated the
company's efforts-to
achieve its reduc-
tions.
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
-------
I Illlllll Ilillll
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ill III 111 III1 II 111 ill1 1 I
III t
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Because of the
diverse and decen-
tralized nature of
the company, each
of its four business
groups has its own
envlr^njnental ',
issues, to manage.
iiiiiiii
isobutyl ketone as a result of this project, although the impact and benefits of this
project will not be observed until the system is fully operational and the 1994 and
1995 TRI data are compiled. Other efforts to reduce use and releases of toxic
chemicals include enzyme technology development to substitute for toxic chemi-
cal use, end of pipe controls, and process and equipment changes at the compa-
ny's manufacturing operations to further reduce fugitive air emissions.
Environment 2000, now instituted worldwide, is leading to not only sig-
nificant high-profile EHS projects, but also integration of EHS into the company's
basic operating functions. Dividends paid from this integration include, most
importantly, a focus on continuous EHS improvement by Bristol-Myers Squibb
employees worldwide, as well as improved productivity.
CONTACT FOR FURTHER INFORMATION
For additional information on any of the infor-
mation provided in this case study, please con-
tact the following individual:
Mr. George Nagle
Director, Environmental Health and Safety Services
Bristol-Myers Squibb Company
P.O. Box 182
315 Thompson Rd.
East Syracuse, NY 13057
Tel: (315) 432-2731
Fax: (315) 432-4761
•III 1
1
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33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
-------
Appendix A
International Chamber of Commerce Business Charter for
Sustainable Development: Principles for Environmental Management
1. .Corporate Priority: To recognize environmental management as
among the highest corporate priorities and as a key determinant
to sustainable development; to establish policies, programs and
practices for conducting operations in an environmentally sound
manner. .
2. Integrated Management: To integrate these policies, programs
and practices fully into each business as an essential element of
management in all its junctions,
3. Process of Improvement: To continue to improve corporate poli-
cies, programs and environmental performance, taking into
account technical developments, scientific understanding, con-
sumer needs and community expectations, with legal regulations
as a starting point; and to apply the same environmental criteria-
internationally.
4. Employee Education: To educate, train and motivate employees
to conduct their activities in an environmentally responsible man-
ner.
'' : ' \
5. Prior Assessment: To assess environmental impacts before start
ing a new activity or project and before decommissioning a facil-
ity or leaving a site. '
6. Products and Services: To develop and provide products or ser-
vices that have no undue environmental impact and are safe in
their intended use, that are efficient in their consumption of ener-
gy and natural resources, and that can be recycled, reused, or dis
posed of safely.
7. Customer Advice: To advise, and where relevant educate, cus-
tomers, distributors and the public in the safe use, transportation,
storage and disposal of products provided; and to apply similar
considerations to the provision of services.,
8. Facilities and Operations: To develop, design and operate facili-
ties and conduct activities taking into consideration the efficient
use of energy and materials, the sustainable use of renewable
33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQVIBB COMPANY
-------
••Ill
i niiiy; i'!]"'1"'1" "ten LPIIIII
Il|l||lli|||;;llllllllll|li:i:ill|lii!!i|i|ll1lliyiinil| ' IBI !'' IlillllllllllFilll'iii'iBII'lil ri'WI: Wll'il11!:!,,, '•!
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lil Ji!!11 "'fl'ii":' •:„„ " '"I1 "I, ,« ? lui ' ' |,< "FIIUIIillllFJ I,1 'I
•rjUJKil i,i;''; ill1111IIF ill'" ,'il '" illlilllH'WIi'1111 Ipi i1'' "'ji: llllillh llnl „"
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9.
10.
11.
12.
13.
14.
15.
16.
resources, the minimization of adverse environmental impact and
waste generation, and the safe and responsible disposal of wastes.
\ '
Research: To conduct or support research on the environmental
impacts of raw materials, products, processes, emissions and
wastes associated with the enterprise and on the means of mini-
mizing such adverse impacts.
Precautionary Approach: To modify the manufacture, marketing
or use of products or services or the conduct of activities, consis-
tent with scientific and technical understanding, to prevent seri-
ous or irreversible environmental degradation.
Contractors and Suppliers: To promote the adoption of these
principles by contractors acting on behalf of the enterprise,
encouraging and, where appropriate, requiring improvements in
their practices to make them consistent with those of the enter-
prise; and to encourage the wider adoption of these principles by
suppliers.
' f !.' i '
Emergency Preparedness: To develop and maintain, where sig-
nificant hazards exist, emergency preparedness plans in conjunc-
tion with the emergency services, relevant authorities and the
local community, recognizing potential transboundary impacts.
\
Transfer of Technology: To contribute to the transfer of environ-
mentally sound technology and management methods throughout
the industrial and public sectors.
Contributing to the Common Effort: To contribute to the devel-
opment of public policy and to business, governmental and inter-
governmental programs and educational initiatives that will
enhance environmental awareness and protection.
Openness to Concerns: To foster openness and dialog with
employees and the public, anticipating and responding to their
concerns about the potential hazards and impacts of operations,
products, wastes or services, including those of a transboundary
or global significance.
Compliance and Reporting: To measure environmental perfor-
mance; to conduct regular environmental audits and assessments
of compliance with company requirements, legal requirements
and these principles; and periodically to provide appropriate
information to the Board of Directors, shareholders, employees,
the authorities and the public.
liiiiijiipiiiiii1:1 iiiiiiiPiitviiiii' fiiiiif: ><«:" i1 "iiii' i': '
r:r^\\\tf:'<\^\ii'n iU'i .'H!,|T. fi •" ^.p,
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33/50 PROGRAM COMPANY PROFILED BMSTOL^MYERS^SQUIBB COMPANY
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. \
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ni i nn i in n nn i Mini |in inn m i i n in ^ i ii MI iiiniinnni niiiiiiiliiii i niiiigniiiiiii n
i ' i ' ' 1 „! 1'
-------
. Appendix B
Bristol-Myers Squibb Corporate Purchasing Guidelines
t . • , """•''._
(Adopted 8 August 1991)
It is company policy to protect the health, safety and quality of life of its
employees and the public, and to exercise responsible stewardship of nat-
ural resources that may be impacted by Company activities.
• - - <
Without compromising the quality and competitiveness of our products
or workplace, Purchasing is to share in the responsibility for minimizing
any adverse environmental impact directly associated with materials and
services purchased by the Company.
At a minimum, no purchasing decisions should be made before consider^
ing the following:
Source Reduction: Can less material be used through value
analysis? ,
Recycled Availability: Is the item available in recycled form?
Recyclability/Reusability: Is the item recyclable or reusable, or
can it become so given sufficient demand?
Renewable Resources: Can the material be replaced by an envi-
ronmentally preferable renewable resource? ^
Hazard Reduction: Can a less hazardous material be
substituted?
Process Waste Reduction: Can in-process waste be generated
by the material or its use be minimized?
Handling and Disposal: Does the item, its intermediaries or
- wastes require special handling and/or disposal?
Environmental Technology: Does the item incorporate environ-
mentally preferable technology?
- 33/50 PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
-------
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Energy Efficiency: Have products, processes and waste dispos-
disposal associated with the item been evaluated relative to envi-
ronmental and financial energy costs?
Suppliers: Does the supplier share the Company's environmen-
tal goals and objectives, or can the Company's purchasing
- requirements be used to encourage a supplier to improve its envi-
ronmental sensitivity?
' •' • : " •;• '"" :' ...'; ;"„„"! , \"!'' " .", ' v;.'./ •"; •'!" j..;:,.:' ' ,;" ; ' -'; :;/;
Towards the successful implementation of these guidelines,
Purchasing is expected to:
Stay abreast of relevant product-related environmental
Information, innovations, and trends.
' "• i • '• '• , •'' ' ,T ' " \''"""} _ ' : i"' '
Work closely with Company clients to identify environ-
mentally preferable purchasing options.
Notify and regularly update suppliers as to the Company's
environmental commitment and objectives.
Any questions or requests for information regarding these Guidelines
should be directed to your local Purchasing organization.
Illilk "''CvhiiiliifliJu'iillii^iifrlini'''1!1' I1,' '"Ii. Liivfi'S ii''i,|jiiiiih|ili|,! i n
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3l/5() PROGRAM COMPANY PROFILE: BRISTOL-MYERS SQUIBB COMPANY
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