EVALUATION OF I II I PERFORMANCE TRACK PROGRAM
IN EPA REGION ONE
Prepared for:
U.S. Environmental Protection Agency
Washington, DC 20460
Prepared by:
Industrial Economics, Incorporated
2067 Massachusetts Avenue
Cambridge, MA 02140
January 2004

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Final Report January 2004
Table of Contents
EXECUTIVE SUMMARY	iii
I.	INTRODUCTION	1
Performance Track Requirements	3
II.	EVALUATION APPROACH AND METHODOLOGY	4
Evaluation Goals	4
Evaluation Methodology	4
III.	RESULTS OF 2001 APR REVIEW	6
Presenting the Results	6
A.	Total Solid Waste	6
Progress Toward Commitments	6
Actual Results	6
Normalized Data	8
B.	Hazardous Solid Waste	10
Progress Toward Commitments 	10
Actual Results	10
Normalized Data	11
C.	Changes in Water Use	13
Progress Toward Commitments 	13
Actual Results	13
Normalized Data	15
D.	Changes in Energy Use	15
Progress Toward Commitments 	15
Actual Results	15
Normalized Data	16
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Final Report January 2004
Table of Contents (continued)
E.	Emissions of VOCs	18
Progress Toward Commitments 	18
Actual Results	18
Normalized Data	18
F.	Other Commitments	20
G.	Outreach Activities	28
IV. MEMBER SPECIFIC REVIEWS	29
BAE SYSTEMS- South Nashua Facility	32
Clairol Worldwide Beauty Care	32
Interface Fabrics Group Inc., Guilford Facility	33
Heidelberg Web Systems	33
Henkel Loctite	33
IBM- Burlington	34
Inert Corporation	35
International Paper- Androscoggin Mill	35
Naval Undersea Warfare Center Division, Newport	35
New Hampshire Ball Bearings, Inc	36
PerkinElmer Optoelectronics	36
Shipley Company, LLC	37
Skanska USA Building, Inc.- New England Division	37
Snap-On Natick Plant	38
Teradyne Inc	38
Texas Instruments Incorporated, Sensors and Controls	38
Timken U.S. Corporation- Watertown, CT	39
Unilever Home & Personal Care	40
USGen New England- Hydro Generation	40
United States Postal Service Hartford Processing & Distribution Center	40
United States Postal Service Hartford Vehicle Maintenance Facility	41
United States Postal Service Portland Processing & Distribution Center	41
IV.	SUMMARY OF FOLLOW-UP CONVERSATIONS	42
V.	CONCLUSIONS AND RECOMMENDATIONS	44
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EXECUTIVE SUMMARY
Final Report January 2004
The Environmental Protection Agency's (EPA's) National Environmental Performance Track
(Performance Track) is a national voluntary program designed to recognize and encourage top
environmental performers. The program participants, referred to as members, go beyond
compliance with regulatory requirements to attain levels of environmental performance that benefit
people, communities, and the environment. Performance Track encourages participation by small,
medium and large facilities and its members are located throughout the United States, including
Puerto Rico. In order to assess the progress achieved by participating members, EPA New England
conducted an evaluation to examine the environmental commitments and progress achieved of its
Performance Track members, highlight areas of success, and identify areas of improvement for the
Performance Track program. In conducting this evaluation, EPA New England hoped to:
>	Assess the progress achieved by EPA New England Performance Track members in meeting
their environmental commitments;
>	Communicate the environmental achievements of New England Performance Track members
and understand how they have been successful in meeting their environmental commitments; and
>	Provide recommendations for improving the Performance Track program at the regional and
national levels.
Each Performance Track member is required to identify four commitments for accomplishing
environmental improvements in a three-year period for different categories, each of which contains
more detailed divisions referred to as Aspects. Members report on progress each year through
submission of an Annual Progress Report (APR).
To conduct the evaluation, EPA examined the environmental results reported in the APRs for
2001, the first year of performance, for each New England member. EPA also conducted follow-up
discussions with representatives of a number of New England Performance Track members to
understand how these members were approaching their commitments and how they were defining
success for their facility. This evaluation report includes the following sections:
>	A discussion of the APR organized by each Aspect;
>	A brief summary of the first year results for each Performance Track member;
>	A discussion of the main points gleaned from discussions with individual Performance Track
members; and
>	Conclusions and a discussion of developing a communication strategy for the Performance Track
program in New England.
When data are available, the report includes a discussion of normalized data as well as the
observed results. Normalized data are the result of the Performance Track members' efforts to
recognize that some changes in environmental impact are the result of changing level of production,
in

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Final Report January 2004
and not changing environmental behaviors. For example, normalization factors account for changes
in production, staff, or resource costs.
Performance Track members have demonstrated environmental gains in the first year of
reporting. As illustrated by the aggregate results organized by Aspect and the individual facility
discussions, Performance Track members in New England have realized large actual reductions in
the amount of solid and hazardous waste handled, water and energy used, and VOCs and other gases
emitted into the air. As shown in the table below, Performance Track members in New England
made good progress toward realizing commitments in just the first year of the program. It is
important to reiterate that members have three years to achieve their commitments and this report
focuses only on progress in the first year
ASPECT
# QUANTIFIABLE
COMMITMENTS
FIRST YEAR RESULTS
Total Solid Waste
13
Six have been achieved, three other members are at least 73
percent of the way to the commitment, and four others did not
report on progress in this APR.
Hazardous Waste
11
Eight members have met their commitments, one other is 86
percent of the way to the commitment and two others did not
report on progress in this APR.
Changes in Water
Use
9
Five members had met their commitments, two were making
substantial progress toward them (at least 70 percent) and two
reported no progress toward the commitment in this APR.
Changes in Energy
Use
17
Six members have met their commitment, six others have made
some progress toward them, and five reported no progress
toward the commitment in this APR.
VOC Emissions
6
One member has met its commitment and the remaining five
members noted progress, ranging from 20 percent to 50 percent
of the commitment.
Based on the detailed results included in the APRs as well as the follow-on discussions
conducted with a number of Performance Track members, the evaluation team identified a number
of recommendations, focusing on improving communication among members and with those not yet
in the program.
> EPA can help encourage new members to apply by increasing outreach of the results on an
individual and aggregate basis. Communication of results needs to be tailored to specific
audiences. For example, for purposes of getting the word out about Performance Track, to the
public and other facilities, EPA should focus on presenting actual results and noting the
environmental benefits accruing from the changes.
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Final Report January 2004
>	To enhance internal reporting or in developing more detailed analyses on the impact that the
specific activities undertaken by facilities have had, EPA should make greater use of normalized
data. This will allow readers to gain a better understanding of the impact of different activities
and help evaluate the Program.
>	EPA New England should develop a communications strategy for Performance Track. Working
with the Performance Track members, EPA New England should identify more specifically the
audiences it needs to reach and how it plans to reach them. The strategy should identify how
and what information is to be presented to different audiences.
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Final Report January 2004
I. INTRODUCTION
The Environmental Protection Agency's (EPA's) National Environmental Performance
Track (Performance Track) is a national voluntary program designed to recognize and encourage top
environmental performers. The program participants, referred to as members, go beyond
compliance with regulatory requirements to attain levels of environmental performance that benefit
people, communities, and the environment. Performance Track also provides recognition, regulatory
flexibility, and other incentives that promote high levels of environmental performance and provides
a learning network where best practices can be shared. In addition, the program encourages
continuous environmental improvement through the use of environmental management systems and
fosters public outreach, community involvement, and performance measurement.
Performance Track encourages participation by small, medium and large facilities and its
members are located throughout the United States, including Puerto Rico. All of the major
industries are represented, with manufacturers of chemical, electronic and electrical, and medical
equipment composing nearly 40 percent of the members. Over the last three years, Performance
Track has received 421 applications and accepted 345. Currently, there are approximately 300
members, 33 of which are located in EPA New England.1 These 33 members are listed on the next
page.
In order to assess the progress achieved by participating members, EPA New England
conducted an evaluation to examine the environmental commitments and progress achieved of its
Performance Track members, highlight areas of success, and identify areas of improvement for the
Performance Track program. EPA New England's Performance Track Program worked closely with
EPA's Office of Policy, Economics, and Innovation and hired Industrial Economics, Inc. as
contractor support.
*As of September 10, 2003, there are a total of 319 Performance Track members nationwide, 34 of
which are in New England.
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Final Report January 2004
New r.nghinri Pcrlbniisinec Trsick Members
BAE SYSTEMS- South Nashua Facility (BAE SYSTEMS)
Nashua, NH
Clairol Worldwide Beauty Care (Clairol)
Stamford, CT
DDLC Energy
New London, CT
DDLC Fuels
Danielson, CT
DePuy Orthopaedics, Inc. (DePuy- Raynham)
Raynham, MA
DePuy Orthopaedics, Inc. (DePuy- New Bedford)
New Bedford, MA
Heidelberg Web Systems (Heidelberg)
Dover, NH
Henkel Loctite
Seabrook, NH
IBM- Burlington
Essex Junction, VT
INERT Corporation (INERT)
Newfields, NH
Interface Fabrics Group Inc., Guilford Facility (Guilford)
Guilford, ME
International Paper, Androscoggin Mill (IP- Androscoggin)
Jay, ME
Johnson & Johnson Medical (J&J Medical)
Southington, CT
Johnson & Johnson Mitek East Ethicon (J&J Mitek)
Westwood, MA
Naval Undersea Warfare Center Division, Newport (Naval Undersea)
Newport, RI
New Hampshire Ball Bearings, Inc. (NH BB)
Peterborough, NH
Oil Express
East Falmouth, MA
PerkinElmer Optoelectronic (PerkinElmer)
Salem, MA
Acushnet Rubber Company, DBA PRECIX, Inc. (PRECIX)
New Bedford, MA
Shipley Company, LLC (Shipley)
Marlborough, MA
Skanska USA Building, Inc. - New England Division (Beacon
Skanska)
Boston, MA
Snap-On Natick Plant (Snap-On)
Natick, MA
Teradyne Inc. (Teradyne)
North Reading, MA
Texas Instruments Incorporated, Sensors and Controls (Texas
Instruments)
Attleboro, MA
The Topflite Golf Company (Topflite)
Chicopee, MA
Timken U.S. Corporation - Watertown, CT (Timken)
Watertown, CT
US Coast Guard Air Station Cape Cod (USCG Cape Cod)
Air Station Cape Code, MA
Unilever Home & Personal Care USA (Unilever)
Clinton, CT
United States Postal Service, Hartford Processing and Distribution
Center (USPS Hartford P&DC)
Hartford, CT
United States Postal Service, Hartford Vehicle Maintenance Facility
(USPS Hartford VMF)
Hartford, CT
United States Postal Service, Portland Processing and Distribution
Center (USPS Portland P&DC)
Portland, ME
USGen New England- Hydro Generation (USGen)
Concord, NH
Valley Oil
Willimantic, CT
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Final Report January 2004
Performance Track Requirements
Performance Track members must have:
>	Adopted and implemented an Environmental Management System (EMS);
>	A record of sustained compliance with environmental requirements;
>	Demonstrated specific environmental achievements and committed to continued environmental
improvement; and
>	Committed to public outreach and performance reporting.
Each Performance Track member is required to identify four commitments for accomplishing
environmental improvements in a three-year period; small facilities (generally less than 50
employees) are required to make two commitments. Participating members commit to
environmental results for different categories, each of which contains more detailed divisions
referred to as Aspects. A large percentage of the commitments undertaken by members in New
England fall into five of the Aspects as shown in the table below. It is important to note that in some
cases a member may have more than one commitment for the same aspect.
Category
Aspect
Number of Commitments to
Aspect in New England
Waste
Total Solid Waste
32
Energy Use
Total Energy Use
20
Waste
Hazardous Solid Waste
16
Water Use
Total Water Use
16
Air Emissions
Emissions of VOCs
6
Performance Track members determine how to achieve their commitments. In completing
their application to the program, members report their current levels of waste, emissions, and
pollution- generally referred to as a baseline quantity. For the members included in this analysis, the
baseline year is generally either 1999 or 2000. The commitments indicate the goals the members
plan to reach over the next three years against this baseline. The Performance Track program
encourages members to set aggressive targets, though members are not penalized for not meeting
their goals provided they make a concerted effort. Members submit annual summaries of their
progress—termed Annual Performance Reports (APRs)--to EPA, which are placed on the EPA
website.2 EPA then tallies environmental progress for all the members to access their environmental
improvements on a national basis.
2Annual Performance Reports can be accessed at
http://www.epa.gov/performancetrack/program/report.htm
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Final Report January 2004
II. EVALUATION APPROACH AND METHODOLOGY
Evaluation Goals
In conducting this evaluation, EPA New England hoped to:
>	Assess the progress achieved by EPA New England Performance Track members in meeting
their environmental commitments;
>	Communicate the environmental achievements of New England Performance Track members
and understand how they have been successful in meeting their environmental commitments; and
>	Provide recommendations for improving the Performance Track program at the regional and
national levels.
Evaluation Methodology
The evaluation team focused on an examination of the environmental results reported in the
APRs for each New England member. In addition, environmental results from individual members
were combined to determine the overall impacts from efforts to improve certain aspects of
environmental conditions. The team also conducted follow-up discussions with a number of New
England Performance Track members to understand how these members were approaching their
commitments and how they were defining success for their facility.
APR Data
This report captures only those achievements reported in the first year, 2001, and it is
important to note that Performance Track members have two additional years to reach their goals.
The team reviewed the APRs and examined the baseline data, commitments undertaken by program
members, and first year results. As the data allow, this report shows actual changes, normalized
changes, and progress towards the stated commitments in percentage terms. In some cases, this
progress could not be determined, as members did not present commitments in their first year APRs.
In other situations, commitments are included, but cannot be analyzed because the data cannot be
compared to the actual baseline and Year 1 information (e.g., a commitment that is expressed as a
percentage reduction from a projected future value, rather than a reduction from the baseline level).
Throughout this report we refer to these commitments as "nonquantifiable commitments."
Normalized data are the result of the Performance Track members' efforts to recognize that
some changes in environmental impact are the result of changing level of production, and not
changing environmental behaviors. For example, normalization factors account for changes in
production, staff, or resource costs. If production slows, this may result in changes in emissions of
certain pollutants, independent of any changes made to meet their commitments. When possible,
Performance Track members included information to account for these changes.
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This report uses contextual references to help illustrate the impact members achieve through
progress in meeting the commitments. For example, with regard to solid waste, the tons of material
disposed is related to similar measures for municipal solid waste and volumes that are relevant to the
general public in order to put the information in context for the reader.
Follow-up Discussions
To complement the information gleaned from the review of the APRs and related documents,
the evaluation team conducted interviews with representatives from 16 members. The evaluation
team used a core set of questions to help structure the discussions and EPA representatives contacted
program-members to determine if they were interested in participating in the discussions (a complete
list of those interviewed, as well as the guide used, is included as Attachment A).3
The evaluation team did not interview representatives from each member, but chose among
those members that had reported data that needed further clarification or represented examples of
issues that seemed common across many APRs. For example, there is a clear challenge in using
normalized results to capture the success of changing environmental impacts and the evaluation team
chose several members that had results needing greater interpretation to understand the
normalization process. The discussions focused on the quantitative results as reported in the APRs
and on the process used by participants in determining whether to join the program and how to set
specific commitments. In addition, the evaluation team wanted to learn how the members viewed
the program, whether they had any suggestions for improving the program, and lessons learned that
might be useful to other facilities considering applying for membership.
Organization of This Report
The next chapter of the report includes a discussion of the data reviewed from the APRs,
focusing on aggregate results, organized by Aspect. Chapter IV includes a brief summary of the first
year results for each Performance Track member, incorporating APR data and information gleaned
from the interviews, and Chapter V includes the key findings from the member discussions that
address broader questions about Performance Track. Finally, Chapter VI includes a series of overall
conclusions and discusses possible development of a communication strategy for the Performance
Track program in New England.
3
In order to comply with provisions of the Paperwork Reduction Act we used the interview guide to generally
direct the discussions but did not ask the same questions of each interviewee; allowing them to direct the conversation to
areas of interest.
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III. RESULTS OF 2001 APR REVIEW
This chapter of the report presents the environmental results achieved by the New England
members in the first year of the program as reported in their APRs. The report first discusses actual
changes in performance and progress towards commitments at the reporting members. In addition,
the report includes a discussion, when data are available, of normalized results, which attempt to
correct for changes in production or activity levels. It is important to reiterate that members have
three years to achieve their commitments and this report focuses only on progress in the first year.
Presenting the Results
The following sections cover five of the Aspects included in the 2001 APRs as of May 6,
2003: solid waste management, hazardous waste management, water usage, energy usage, and
emissions of Volatile Organic Compounds (VOCs). For each of these Aspects, the report first
includes a discussion of the progress made by members toward their commitments. As discussed
below and shown in the accompanying exhibits, in some instances members did not include a
specific quantitative commitment in their APR, although they may have included commitments in
subsequent revisions finalized after this analysis was conducted. For these members, the report does
not include any discussion towards commitments and the exhibits indicate that no quantitative
commitment exists, at least for the first year of the program. In addition to discussing the progress
toward commitments, the report includes, for each Aspect, a discussion of the actual and normalized
results, when those data are available. Finally, the report also includes a section that discusses the
results for other Aspects, not highlighted in the analysis.
A. TOTAL SOLID WASTE
Progress Toward Commitments
Of the 13 quantitative commitments included in the 2001 APRs, six have already been
achieved, three other members are at least 73 percent of the way to the commitment, and four others
have not seen any progress to date. The team could not analyze three of the commitments because
no data were provided.
Actual Results
The 2001 APRs included 32 Solid Waste commitments from 26 different members.
However, our analysis, as seen in Exhibits 1-3, includes data from 14 Performance Track members
who reported on reductions in production and handling only. Of these, 11 of the members had
identified specific commitments to reduce their solid waste, accounting for 13 commitments.4 In
addition, three members did not specify a numeric commitment in their report (see Exhibit 1).
4
In their applications, the Johnson and Johnson facilities left the commitment column blank.
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Final Report January 2004
Several of the members did not report any results in their APR and three others reported on increases
in recycling rather than on reductions in production and handling of solid waste. One additional
company, IP- Androscoggin, also made a commitment to reduce solid waste generation but reported
its commitment and results in cubic yards, which could not be converted to mass units that would
allow aggregation with the other data.5
EXHIBIT 1
SOLID WASTE- POUNDS MANAGED
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
BAE SYSTEMS
2,800,000 (2000)
1,700,000
39.29
2,700,000
Achieved
Beacon Skanska
64,116,000(1999)
485,000,000

70,000,000
No progress in first year
DePuy- New Bedford
488,000 (2000)
544,000
-11.48
NA
No commitment specified
DePuy- Raynham
2,132,000 (2000)
2,000,000
6.19
NA
No commitment specified
Guilford
216,000(1999)
146,000
32.41
162,000
Achieved
Henkel Loctite
122,000(1999)
68,822
43.96
91,500
Achieved
Heidelberg
12,500 (2000)
3,200
74.40
1,860
87% achieved
Heidelberg
102,000 (2000)
64,000
37.25
50,000
75% achieved
J&J Medical
964,000 (2000)
788,000
18.26
NA
No commitment specified
Naval Undersea
834,240 (2000)
856,870
-2.71
834,240
No progress in first year
Teradyne
116 (2000)
0
100
0
Achieved
Teradyne
8,000 (2000)
10,600
-32.50
1,000
No progress in first year
Timken
315,050 (2001)
315,050
0.00
311,900
No progress in first year
Unilever
200,000(1999)
173,700
13.55
180,000
Achieved
USCG Cape Cod
2,164,000 (1999)
1,542,000
29
1,600,000
Achieved
USPS Hartford VMF
834 (2000)
459
44.96
317
73% achieved
' Each member has until 2003 to meet its commitments
Results from all reporting New England Performance Track members actually showed an
increase in the total volume of solid waste generated, due primarily to the significant increase
reported by one member, Beacon Skanska. Beacon Skanska reported more than 485 million pounds
of waste generated, due for the most part to special projects. Unlike other Performance Track
members, which usually generate municipal solid waste, Beacon Skanska, a construction
management firm, generates soil and rock that is typically not managed through land filling and
5 IP- Androscoggin produced 182,530 cubic yards of solid waste in its baseline year of 1999 and made a
commitment to reduce that value to 55,727 cubic yards by 2003. In its 2001 APR, the member reported it had produced
95,770 cubic yards of waste; a reduction of approximately 89,600 cubic yards of waste and had made 70 percent of its
commitment.
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Final Report January 2004
incineration. Excluding the Beacon Skanska number, the total volume of solid waste reductions
reported, against the baseline, amounted to more than two million pounds, with most of the
reduction coming from the BAE SYSTEMS facility. This translates to the amount of waste
generated annually by approximately 1,200 people.6 Excluding Beacon Skanska, the Region 1
members reduced solid waste generation by 21 percent from the baseline. These results are shown
graphically in Exhibits 2a and 2b.
EXHIBIT 2a
SOLID WASTE - POUNDS MANAGED
1—1


~	Baseline
~	Year 1
~	Commitment
1



¦ TT

m-
BAE SYSTEMS DePuy- New DePuy- Raynham J&J Medical Naval Undersea
Bedford
Member
Note: Because their quantities of solid waste are disproportionately high, Beacon Skanska is not included in
this exhibit.
Normalized Data
As shown on Exhibit 3, 11 members provided both normalized first year results and
quantitative data on 13 commitments. Of these, five have been met, three have made at least 64
percent progress toward the commitment and five have not yet made progress toward the
commitment. A review of Exhibit 1 shows that applying the normalization factors does not affect all
members in the same way. For example, while Guilford met its commitment in actual terms, it made
progress (71 percent) towards the goal, but did not yet realize it in normalized terms. On the other
hand, Heidelberg met its commitment using normalized data, but not using actual data.
6 Based upon the average waste generated per person per day, USEPA Office of Solid Waste, Municipal Solid
Waste Website, http://www.epa.gov/epaoswer/non-hw/muncpl/facts.htm.
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EXHIBIT 2b
SOLID WASTE - POUNDS MANAGED
200,000 -
~	Baseline
~	Year 1
~	Commitment
H
Guilford Henkel Heidelberg l-teidelberg Teradyne Teradyne Timken Ihilever USPS
Loctite	Hartford
VMF
Member
EXHIBIT 3
SOLID WASTE - POUNDS MANAGED
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
BAE SYSTEMS
1,307,000
Achieved
(1.13) Annual Sales
Beacon Skanska
373,410,000
No progress in first year
(.13) tonnage
Guilford
177,600
71% achieved
(.82) Woven Linear Yards
Henkel Loctite
79,105
Achieved
(.87) production
Heidelberg
4,320
77% achieved
(.72) # Employees
Heidelberg
29,080
Achieved
(2.2) Total Weight Shipped
Naval Undersea
856,870
No progress in first year
(1) no factor
Teradyne
0
Achieved
(.18) product level
Teradyne
58,800
No progress in first year
(.18) product level
Timken
315,050
No progress in first year
(1) no factor
Unilever
222,600
No progress in first year
(.78) lbs. of bath beads purchased
USCG Cape Cod
1,542,000
Achieved
(1.0) facility operation
USPS Hartford VMF
504
64% achieved
(.91) Vehicle Service
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
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B. HAZARDOUS SOLID WASTE
Progress Toward Commitments
As seen in Exhibit 4, as a group, the members included in this report have made significant
progress in achieving their commitments. Eight of the 11 members that included a commitment
have met the commitment, in actual terms.
Actual Results
Sixteen members made a commitment to reduce hazardous solid waste. Exhibits 4-6
present the data from 12 of these members. One member was not included because they reported an
increase in recycling, rather than a decrease in waste. Another member's waste quantities increase
over time, indicating a potential reporting error. Finally, two members reported no hazardous waste
in their baseline and maintained that through the first year. Since no progress beyond their baseline
can be reported, these two members were also excluded from the analysis.
EXHIBIT 4
HAZARDOUS WASTE - POUNDS MANAGED
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to*
Commitment in 2001
Clairol
21,885 (1999)
25,732
-17.58
19,696
No progress in first year
Henkel Loctite
675 (1999)
0
100.00
350
Achieved
IBM- Burlington
1,128,000 (1999)
1,737,000
-53.99
NA
No commitment specified
IP- Androscoggin
9,891 (1999)
3,177
67.88
3,300
Achieved
Naval Undersea
22,431 (2000)
10,848
51.64
20,188
Achieved
PerkinElmer
13,921 (2000)
8,509
38.88
1 1,900
Achieved
Shipley
1,800,000 (2000)
1,040,000
42.22
918,000
86% achieved
Teradyne
5,000 (2000)
0
100.00
1,000
Achieved
Texas Instruments
445,000 (2000)
253,000
43.15
275,000
Achieved
Timken
890 (1999)
0
100.00
900
Achieved
USGen
9,000 (1999)
0
100.00
9,000
Achieved
USPS Hartford VMF
1,053 (2000)
1,365
-29.63
429
No progress in first year
Total
3,457,746
3,079,631
10.94
1,259,763

* Each member has until 2003 to meet its commitments
The members reduced hazardous waste disposal by approximately 189 tons in 2001, an
average change of 10.94 percent from their baseline generation rates. Four members entirely
eliminated their generation of hazardous waste streams reported to the Performance Track program
through process changes. One other member, Shipley, contributed the greatest volume reduction by
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Final Report January 2004
reducing hazardous waste by 380 tons. However, IBM- Burlington, saw its waste increase by more
than 250 tons.7 This information is shown graphically in Exhibits 5a and 5b.
EXHIBIT 5a
HAZARDOUS WASTE- POUNDS MANAGED
SMALL PRODUCERS
¦o 20,000
~	Baseline
¦ 2001
~	Commitment
n n , rM-,
J=L
fcL
Merrber
Unlike Solid Waste, which is generated by households as well as commercial and industrial
facilities, the regional generation and management of hazardous waste is almost entirely the
responsibility of industrial production such as those represented by Performance Track members.
Normalized Data
Of the nine members that reported both normalized quantities of hazardous waste and a
quantitative commitment to reduce these, four have met the commitment. Three of the remaining
members have accomplished approximately 80 percent of their commitments while the two others
have not demonstrated any progress to date. These results are illustrated in Exhibit 6.
7 In 2000 and 2001, IBM- Burlington modified their manufacturing processes, increasing their use of a particular
solvent. This change resulted in increased hazardous waste quantities in 2001. However, the facility is working on
waste minimization projects, as well as looking for opportunities to reuse or recycle the solvent.
11

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Final Report January 2004
EXHIBIT 5b
HAZARDOUS WASTE- POUNDS MANAGED
LARGE PRODUCERS
¦K 1,000,000
~	Baseline
~	Year 1
~	Commitment
EE
IBM-Burlington
Texas Instruments
EXHIBIT 6
HAZARDOUS WASTE - POUNDS MANAGED
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
Clairol
22,183
No progress in year 1
(1.16) Kg products
Henkel Loctite
0
Achieved
(1.0) actual tank volume
IBM- Burlington
2,208,000
No commitment specified
(.787) production-ba
IP- Androscoggin
3,275
Achieved
(0.97) tons of production
Naval Undersea
24,487
77% achieved
(0.44) total run time
PerkinElmer
8,509
Achieved
(1) no factor
Shipley
1,118,000
77% achieved
(0.93) # batches
Teradyne
0
Achieved
(.18) production level
Texas Instruments
308,537
80% achieved
(0.82) production activity
USPS Hartford VMF
1,500
No progress in year 1
(0.91) # vehicles serviced
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
12

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Final Report January 2004
C. CHANGES IN WATER USE
Progress Toward Commitments
Of the nine members that reported a quantitative commitment, the APRs showed that five of
the members had met their commitments, two were making substantial progress toward them (at
least 70 percent) and two reported no progress toward the commitment to date. These results are
presented in Exhibit 7.
Actual Results
A total of 14 members made commitments to reduce water use with nine of these members
included a quantifiable commitment. Overall, these efforts have resulted in savings of more than
138 million gallons, with an overall reduction of approximately seven percent from baseline levels.
Two members reported that their water use increased versus the baseline. Results for these members
are shown in Exhibits 7 and 8.
EXHIBIT 7
WATER USE - GALLONS
Facility
Baseline
2001
0/
/o
Imprvmnt
Commitment
Progress to*
Commitment in 2001
Clairol
105,950,331 (1999)
108,767,428
-2.66
104,075,825
No progress in first year
DePuy- New Bedford
2,299,882 (1999)
2,347,907
2.09
NA
No commitment specified
DePuy- Raynham
9,584,690 (1999)
10,749,425
-12.15
NA
No commitment specified
Guilford
71,492,820 (1999)
56,479,920
21.00
63,912,810
Achieved
IBM- Burlington
1,669,000,000 (1999)
1,593,000,000
4.55
NA
No commitment specified
J&J Medical
4,293,060 (1999)
4,189,769
2.41
NA
No commitment specified
J&J Mitek
198,657 (1999)
330,479
66.36
NA
No commitment specified
NH BB
4,264,170 (1999)
3,858,694
9.51
4,065,732
Achieved
PerkinElmer
1,618,672 (1999)
1,453,602
10.20
1,387,810
72% achieved
PRECIX
22,919,270 (1999)
14,148,650
38.27
19,481,380
Achieved
Shipley
13,750,000 (1999)
8,870,000
35.49
13,000,000
Achieved
Snap-On
7,143 (1999)
5,588
21.77
6,072
Achieved
Timken
4,120,000 (1999)
4,120,000
0.00
4,000,000
No progress in first year
USPS Hartford
P&DC
9,171,700 (1999)
8,376,300
8.67
8,257,400
87% achieved
Total
1,909,899,755
1,771,198,563
7.26


* Each member has until 2003 to meet its commitments
13

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Final Report January 2004
EXHIBIT 8a
WATER USE - GALLONS
1,800,000,000
1,600,000,000
1,400,000,000
1,200,000,000
V)
£ 1,000,000,000
o
800,000,000
600,000,000
400,000,000
200,000,000
0










~	Baseline
~	Year 1
~	Commitment













i m i

Clairol	Guilford	IBM- Burlington
Member
EXHIBIT 8b
WATER USE - GALLONS
25,000,000
20,000,000
"§ 15,000,000
tf>
3
(f)
c
O
0 10,000,000
5,000,000
0

pi


~	Baseline
~	Year 1








-











i


fl
.
fl
I

m
I

14

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Final Report January 2004
Normalized Data
Nine members reported both normalized quantities of water used and commitments to reduce
those quantities. Of these, four members had met their commitments; three had made some
progress, and two virtually no progress to date. Results are shown graphically in Exhibit 9.
EXHIBIT 9
WATER USE - GALLONS
SUMMARY OF NORMALIZED DATA
Facility
Normalized 2001*
Normalized Progress to**
Commitment In 2002
Normalizing Factor
and Basis
Clairol
93,765,024
Achieved
(1.6) Kg products
Guilford
68,710,360
36% achieved
(.822) woven linear yards
NH BB
3,870,715
Achieved
(.99) direct labor hours
PerkinElmer
1,453,602
72% achieved
(1) no factor
PRECIX
18,232,790
Achieved
(.78) pounds of rubber used
Shipley
9,336,482
Achieved
(.95) number of batches made
Snap-On
7,121
2% achieved
(.785) production based
Tim ken
4,120,000
No progress in year 1
(1.0) unknown
USPS Hartford P&DC
8,376,300
87% achieved
(1) building area
* Norm alization takes into account changes of the m em ber in an effect to allow a m ore com plete understanding of m em ber observed change.
** Each m em ber has until 2003 to m eet its com m itm ent.
D. CHANGES IN ENERGY USE
Progress Toward Commitments
In 2001, six New England members have met their commitment, in actual terms, six others
have made some progress toward them, and five have not reduced energy use from their baseline.
These results are presented in Exhibit 10.
Actual Results
Nineteen members committed to reduce energy use, with one member making two
commitments to this Aspect, for a total of 20 commitments. One member's commitment cannot be
quantified and one commitment appears to increase. The analysis focuses on the remaining 18
commitments. Members made progress towards 13 of the 18 commitments, with the remaining five
members increasing their energy use over the same period. As can be seen on Exhibit 10, the
15

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Final Report January 2004
members reported a total reduction of energy demand of 10,500 mmBTU. The results for these
members are shown graphically on Exhibits 11a and 1 lb. The total energy saved is equivalent to the
annual energy use of more than 100 households and the energy used for nearly 200 residential water
heaters. Overall, the reporting members indicated energy savings of approximately 0.25 percent.
Normalized Data
Of the 16 members that reported both normalized results for 2001 and quantitative data for 17
total commitments, three met their commitment, four others achieved some progress (ranging from
36 percent to 89 percent of the commitment) and nine reported minimal or no progress in Year 1 (see
Exhibit 12). Comparing this to the results for the actual data shows the importance of considering
the normalized data, especially when evaluating progress toward the commitments, rather than
overall environmental improvement. For example, IBM was able to maintain energy consumption at
a constant level (e.g., maintain actual quantities) while increasing production rates, thus improving
energy efficiency (e.g., decreasing normalized quantities).
EXHIBIT 10
ENERGY MMBTU
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
Clairol
236,414 (1999)
242,619
-2.6
231,623
No progress in first year
DDLC Energy
18,246(2000)
18,981
-4.03
16,579
No progress in first year
DDLC Fuels
4,8189 (2000)
4,739
1.66
4,599
36% achieved
G uilford
163,204 (1999)
145,584
10.8
150,030
Achieved
IBM- Burlington
2,614,382 (1999)
2,755,814
-5.41
2,313,038
No progress in first year
INERT
2,251 (2000)
2,953
-31.2
1,801
No progress in first year
Naval Undersea
249,351(2000)
224,973
9.8
245,000
Achieved
NH BB
52,089 (1999)
51,736
0.7
46,241
6% achieved
PerkinElmer A
15,484(2000)
14,501
6.3
14,245
79% achieved
PerkinElmer B
4,499(2000)
4,246
5.6
3,999
51% achieved
PRECIX
76,429 (1999)
54,545
28.6
68,688
Achieved
Shipley
90,221 (2000)
89,424
0.9
85,710
1 8% achieved
Snap-On
4,947 (1999)
5,417
-9.5
4,205
No progress in first year
Texas Instruments
536,014(2000)
461,000
14.0
509,000
Achieved
Timken
32,892 (1999)
30,162
8.3
32,563
Achieved
USCG Cape Cod
37,581 (1999)
36,549
2.7
34,750
36% achieved
USGen
42,589 (1999)
27,941
34.4
38,897
Achieved
Valley Oil
4,566(2000)
4,302
5.8
3,797
34% achieved
Total MMBTU
4,185,978
4,175,486
0.25
3,804,765

* Each member has until 2003 to meet its commitments
16

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Final Report January 2004
EXHIBIT 11a
ENERGY MMBTU
~	Baseline
Year 1
~	Commitment

II
mwwrn
M ember
EXHIBIT lib
ENERGY MMBTU
~	Baseline
Year 1
~	Commitment
IBM- Burlington
Member
17

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Final Report January 2004
EXHIBIT 12
ENERGY MMBTU- SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
Clairol
209,154
Achieved
(1.16) Kg product batched
DDLC Energy
22,597
No progress in first year
(.67) change in customer base
DDLC Fuels
7,073
No progress in first year
(.67) change in customer base
Guilford
177,1 10
No progress in first year
(.822) woven linear yards of fabric
IBM- Burlington
2,437,769
59% achieved
(1.13) unknown
INERT
4,044
No progress in first year
(.73) gross weight of product received
Naval Undersea
229,799
Achieved
(.98) # work years
NH BB
51,897
3% achieved
(.99) labor hours
PerkinElmer A
14,501
79% achieved
(1)
PerkinElmer B
4,246
51% achieved
(1)
PRECIX
71,207
No progress in first year
(.766) pounds of rubber used
Shipley
75,783
Achieved
(1.18) number of sources
Snap-On
6,903
No progress in first year
(.785) production based
Texas Instruments
512,000
89% achieved
(.9) production and heating
USCG Cape Cod
36,549
36% achieved
(1)
USGen
39,916
No progress in first year
(0.7) production-based
Valley Oil
6,017
No progress in first year
(0.7) change in customer base
* Norm alization takes into account changes of the m em ber in an effect to allow a m ore com plete understanding of m em ber observed change.
** Each m em ber has until 2003 to m eet its com m itm ent.
E. EMISSIONS OF VOCs
Progress Toward Commitments
One member has met its three-year commitment to reduce volatile organic compounds
(VOCs) in this first year. The remaining five members noted progress, ranging from 20 percent to
50 percent of the commitment.
Actual Results
Six members reported progress in reducing the amount of VOCs emitted to the air (see
Exhibits 13 and 14). The members reduced VOC emissions by approximately 13.5 tons or about 24
percent of their baseline amount (see Exhibits 13 and 14).
Normalized Data
An additional member met its commitment on a normalized basis, versus the actual data, and
one other member progressed to 92 percent of its commitment. One other member reported reaching
50 percent of its committed reductions on a normalized basis while two others reported no decreases
in the normalized VOC emissions from the baseline in Year 1 (see Exhibit 15).
18

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Final Report January 2004
EXHIBIT 13
VOC EMISSIONS
Mem ber
Baseline
2001
Percent
Im provement
Com mitment
Progress to*
Commitment in 2001
Heidelberg
10,780 (2000)
9,825
8.9
6,000
20% achieved
Henkel Loctite
1,288 (1999)
817
36.6
364
51% achieved
PRECIX
16,295 (1999)
3,039
81.4
11,406
Achieved
Teradyne
6,000 (2000)
3,200
46.7
1,000
56% achieved
Unilever
24,800 (1999)
21,000
15.3
8,000
23% achieved
USCG Cape Cod
50,000 (1999)
45,000
10.0
40,000
50% achieved
Total
109,163
82,881
24.1
66,770

* Each member has until 2003 to meet its commitments
50,000
45,000
40,000
35,000
•O 30,000
£
« 25,000
TJ
C
3
£ 20,000
15,000
10,000
5,000
EXHIBIT 14
VOC EMISSIONS
~	Baseline
¦ 2001
~	Commitment











-tr-\
1
.


—
Heidelberg Henkel Loctite PRECIX Teradyne Unilever USCGCape
Cod
Member
19

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Final Report January 2004
EXHIBIT 15
VOC EMISSIONS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001 *
Normalized Progress**
to Commitment
Normalizing Factor
Heidelberg
4,466
Achieved
(.18) total weight of presses shipped
Henkel Loctite
439
92% achieved
(1.86) # gallons processed
PRECIX
3,588
Achieved
(.85) pounds of ??? produced
T eradyne
16,700
No progress in first year
(.18) production
Unilever
25,400
No progress in first year
(.83) gallons of ethanol consumed
USCG Cape Cod
45,000
50% achieved
(1)
* Norm alization takes into account changes of the mem ber in an effect to allow a more complete understanding of m ember observed change.
** Each member has until 2003 to meet its commitment.
F. OTHER COMMITMENTS
Some EPA New England Performance Track members committed to environmental
improvements that could not be categorized under the standard Aspects. Two of these are noted
below:
•	Beacon Skanska has committed to increase the number of sites that are developed using
sustainable principles and that incorporate energy saving construction practices. As noted in
its APR, the firm did complete one new site development using sustainable principles and
also increased from one to three the number of sites employing increased energy efficiency
practices.
•	USGen has committed to stabilize the lead paint at some of its facilities that provide the
potential for future lead contamination of the local environment. In 2001, they completed 48
of these projects, and the three-year commitment is to clean up 166 sites.
This report also includes data on Aspects including material use, accidental releases of
gasoline, greenhouse gas emissions, emissions of toxics and COD to water, hazardous material use,
and recycled and reused materials. These data are shown in Exhibits 16-29.
20

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Final Report January 2004
EXHIBIT 16
ACCIDENTAL RELEASES - GALLONS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
DDLC Energy
25 (2000)
6
76.00
0
76% achieved
DDLC Fuels
15 (2000)
3
80.00
0
80% achieved
Oil Express
0 (2000)
0
NA
0
Achieved
Valley Oil
0 (2000)
3
0.00
0
No progress in first year
* Each member has until 2003 to meet its commitments
EXHIBIT 17
ACCIDENTAL RELEASES - GALLONS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
DDLC Energy
7
72% achieved
(0.86) Gallons of Fuel Oil Sold
DDLC Fuels
4
73% achieved
(0.80) Gallons of Fuel Oil Sold
Oil Express
0
Achieved
(0.92) Gallons of Fuel Oil Sold
Valley Oil
4
No progress in first year
(0.80) Gallons of Fuel Oil Sold
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
21

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Final Report January 2004
EXHIBIT 18
EMISSIONS OF GREENHOUSE GASES - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
Clairol
37,568,686 (1999)
37,717,895
-0.40
36,820,564
No progress in first year
DePuy- New Bedford
5,740,916 (1990)
9,733,179
-69.54
5,626,098
No progress in first year
DePuy- Raynham
12,829,868 (1990)
29,940,294
-133.36
12,573,271
No progress in first year
Heidelberg
90,000 (2000)
36,000
60.00
72,000
Achieved
J&J Medical
10,469,166 (1990)
16,841,426
-60.87
10,259,783
No progress in first year
J&J Mitek East
1,171,595 (1990)
1,151,358
1.73
1,148,163
86% achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 19
EMISSIONS OF GREENHOUSE GASES - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
Clairol
32,515,427
Achieved
(1.16) Kg Product Batched
Heidelberg
50,000
Achieved
(.72) Number of Employees
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
22

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Final Report January 2004
EXHIBIT 20
EMISSIONS OF PARTICULATE MATTER - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
DDLC Energy
17,500 (2000)
12,888
26.35
15,453
Achieved
DDLC Fuels
5,913 (2000)
4,104
30.59
5,221
Achieved
Oil Express
7,184 (2000)
6,434
10.44
7,153
Achieved
Valley Oil
5,264 (2000)
4,019
23.65
5,227
Achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 21
EMISSIONS OF PARTICULATE MATTER - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
DDLC Energy
15,036
Achieved
(.86) Gallons of Fuel Oil Sold
DDLC Fuels
5,163
Achieved
(.80) Gallons of Fuel Oil Sold
Oil Express
7,023
Achieved
(.92) Gallons of Fuel Oil Sold
Valley Oil
5,055
Achieved
(.80) Gallons of Fuel Oil Sold
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
23

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Final Report January 2004
EXHIBIT 22
COD DISCHARGES TO WATER - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
IP- Androscoggin
31,654,974 (2000)
29,823,785
5.78
22,397,900
22% achieved
Unilever
74,500 (1999)
19,800
73.42
2,585
76% achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 23
DISCHARGES OF TOXICS TO WATER - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
IP- Androscoggin
30,432,434
13% achieved
(.98) air-dried tons of unbleached pulp
Unilever
23,294
71% achieved
(.85) industrial wastewater treated
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
24

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Final Report January 2004
EXHIBIT 24
HAZARDOUS MATERIALS USE - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to
Commitment in 2001*
NH BB
8,555 (1999)
11,745
-37.29
0
No progress in first year
PRECIX
2,184 (1999)
2,018
7.6
1,695
34% achieved
Shipley
483,416(1999)
371,331
23.19
386,733
Achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 25
HAZARDOUS MATERIALS USE - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
NH BB
11,782
No progress in first year
(.996) Direct Labor Hours
PRECIX
2,635
No progress in first year
(.77) Pounds of Rubber Mixed or Used
Shipley
277,113
Achieved
(1.34) Number of Batches
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
25

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Final Report January 2004
EXHIBIT 26
RECYCLED/REUSED MATERIALS USE - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to Commitment in
2001*
Guilford
8,545,874 (1999)
8,491,788
-0.63
10,345,360
No progress in first year
USGen
0 (2000)
4,950
NA
4,950
Achieved
USPS Hartford P&DC
0 (2000)
12,300
NA
7,500
Achieved
USPS Hartford VMF
0 (2000)
15,854
NA
28,860
54% achieved
USPS Portland P&DC
0 (2000)
54,080
NA
7,000
Achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 27
RECYCLED/REUSED MATERIALS USE - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
Guilford
10,368,480
Achieved
(.82) Total Textile Raw Materials
USGen
4,950
Achieved
(1) Employees
USPS Hartford P&DC
12,300
Achieved
(1) Employees
USPS Hartford VMF
17,422
60% achieved
(1) Number of Vehicle Services
USPS Portland P&DC
64,381
Achieved
(1) Employees
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
26

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Final Report January 2004
EXHIBIT 28
TOTAL MATERIALS USE - POUNDS
Member
Baseline
2001
Percent
Improvement
Commitment
Progress to Commitment in
2001*
DePuy- Raynham
677,314 (2000)
947,987
-39.96
NA
No commitment specified
DePuy- New Bedford
308,686 (2000)
215,437
30.21
NA
No commitment specified
NH BB
31,988 (1999)
28,789
10
21,810
31% achieved
J&J Medical
1,109,871 (2000)
2,055,803
-85.23
NA
No commitment specified
Snap-On
331.5
342.1
-3.20
281.7
No progress in first year
Texas Instruments A
4,253
3,208
24.57
3,162
96% achieved
Texas Instruments B
171,787
106,937
37.75
33,070
47% achieved
* Each member has until 2003 to meet its commitments
EXHIBIT 29
TOTAL MATERIALS USE - POUNDS
SUMMARY OF NORMALIZED DATA
Member
Normalized 2001*
Normalized Progress**
to Commitment
Normalizing Factor
and Basis
NH BB
28,879
31% achieved
(.996) Direct Labor Hours
Snap-On
436
No progress in first year
(.78) Production Hours
Texas Instruments A
3,912
31% achieved
(.82) Units Manufactured
Texas Instruments B
108,017
46% achieved
(.99) Net Revenue
* Normalization takes into account changes of the member in an effect to allow a more complete understanding of member observed change.
** Each member has until 2003 to meet its commitment.
27

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Final Report January 2004
G. OUTREACH ACTIVITIES
Performance Track applications and Annual Performance Reports include sections for
members to describe their outreach activities. In general, these activities are related to how well the
members communicate environmental results to the public, and how the Annual Performance
Reports are distributed. Of the 19 reporting members, 11 of them noted that they hold meetings or
participate in meetings related to environmental management. Three of the 19 explicitly noted
meeting city or town officials regarding their facility's operations, and two of the 19 members use
public advisory groups as formal mechanisms to discuss environmental issues.
Fifteen of the 19 reporting members note on their Annual Performance Reports that the
primary method of public distribution is through the Internet. In a brief review of the websites noted
on the 2001 APRs, three sites contained reference to Performance Track; in one case information on
the commitments was reported. No information about Performance Track or the Annual
Performance Reports was located on the other 12 member sites. To ensure public access to Annual
Performance Reports, members may provide links to EPA's Performance Track website where all
reports are available.
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Final Report January 2004
IV. MEMBER SPECIFIC REVIEWS
This chapter includes a brief overview of the progress reported by each member in its APR,
complemented by additional information collected during clarifying follow-up discussions
conducted as part of the evaluation. Each member is listed in alphabetical order. Exhibit 30 lists
each member, their location, and the aspects included in their 2001 APR.
llxhihil 30
M.W I.NC;i. \M) Pl.RI-ORM \\( 1. TRACK MI.MIil.RS AM) COMMITMENTS*
Acushnet Rubber Company, DBA PRECIX, Inc. (PRECIX)
New Bedford, MA
Total Water Use
Total Energy Use
Emissions of VOCs
Hazardous Materials Use
BAE SYSTEMS- South Nashua Facility (BAE SYSTEMS)
Nashua, NH
Hazardous Solid Waste
Total Solid Waste
Removal
Clairol Worldwide Beauty Care (Clairol)
Stamford, CT
Total Energy Use
Total Water Use
Emissions of Greenhouse Gases
Hazardous Solid Waste
DDLC Energy
New London, CT
Emissions of Particulate Matter
Total Solid Waste
Release History
Total Energy Use
DDLC Fuels
Danielson, CT
Total Solid Waste
Release History
Emissions of Particulate Matter
Total Energy Use
DePuy Orthopaedics, Inc. (DePuy- Raynham)
Raynham, MA
Total Materials Use
Total Water Use
Emissions of Greenhouse Gases
Total Solid Waste
DePuy Orthopaedics, Inc. (DePuy- New Bedford)
New Bedford, MA
Total Water Use
Total Solid Waste
Emissions of Greenhouse Gases
Total Materials Use
Heidelberg Web Systems (Heidelberg)
Dover, NH
Emissions of VOCs
Total Solid Waste
Emissions of Greenhouse Gases
Emissions of NOx
Emissions of Carbon Monoxide
8 One member, The Topflite Golf Company (Topflite) of Chicopee, MA is not included in this Exhibit
because at the time of this analysis, Topflite's 2001 APR was not finalized.
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Final Report January 2004
llxhihil 30
M.W I.NC;i. \M) Pl.RI-ORM \\( 1. TRACK MI.MIil.RS AM) COMMITMENTS*
Henkel Loctite
Seabrook, NH
Total Solid Waste
Hazardous Solid Waste
Emissions of Toxics
Emissions of VOCs
IBM- Burlington
Essex Junction, VT
Total Water Use
Total Energy Use
Hazardous Solid Waste
Emissions of Greenhouse Gases
INERT Corporation (INERT)
Newfields, NH
Total Solid Waste
Total Energy Use
Expected Lifetime Energy Use of Product
Interface Fabrics Group Inc., Guilford Facility (Guilford)
Guilford, ME
Total Solid Waste
Total Water Use
Total Energy Use
Recycled/Reused Materials Use
International Paper, Androscoggin Mill (IP- Androscoggin)
Jay, ME
Total Solid Waste
COD Discharges to Water
Hazardous Solid Waste
Dicharges of Toxics to Water
Johnson & Johnson Medical (J&J Medical)
Southington, CT
Emissions of Greenhouse Gases
Total Materials Use
Total Solid Waste
Total Water Use
Johnson & Johnson Mitek East Ethicon (J&J Mitek)
Westwood, MA
Emissions of Greenhouse Gases
Total Materials Use
Total Solid Waste
Total Water Use
Naval Undersea Warfare Center Division, Newport (Naval
Undersea)
Newport, RI
Total Solid Waste
Total Energy Use
Hazardous Solid Waste
Habitat Impacts
New Hampshire Ball Bearings, Inc. (NH BB)
Peterborough, NH
Total Energy Use
Total Materials Use
Total Water Use
Hazardous Materials Use
Oil Express
East Falmouth, MA
Emissions of Particulate
Total Solid Waste
Total Energy Use
Release History
PerkinElmer Optoelectronic (PerkinElmer)
Salem, MA
Total Water Use
Total Energy Use
Hazardous Solid Waste
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Final Report January 2004
llxhihil 30
M.W I.NC;i. \M) Pl.RI-ORM \\( 1. TRACK MI.MIil.RS AM) COMMITMENTS*
Shipley Company, LLC (Shipley)
Marlborough, MA
Hazardous Solid Waste
Hazardous Materials Use
Total Energy Use
Total Water Use
Skanska USA Building, Inc. - New England Division
(Beacon Skanska)
Boston, MA
Total Solid Waste
Total Energy Use
Other
Snap-On Natick Plant (Snap-On)
Natick, MA
Total Water Use
Total Materials Use
Total Energy Use
Hazardous Solid Waste
Teradyne Inc. (Teradyne)
North Reading, MA
Total Solid Waste
Emissions of VOCs
Hazardous Solid Waste
Texas Instruments Incorporated, Sensors and Controls (Texas
Instruments)
Attleboro, MA
Hazardous Solid Waste
Total Materials Use
Total Energy Use
TimkenU.S. Corporation - Watertown, CT (Timken)
Watertown, CT
Total Solid Waste
Total Water Use
Total Energy Use
Hazardous Solid Waste
US Coast Guard Air Station Cape Cod (USCG Cape Cod)
Air Station Cape Code, MA
Emissions of VOCs
Total Solid Waste
Total Energy Use
Hazardous Solid Waste
Unilever Home & Personal Care USA (Unilever)
Clinton, CT
Emissions of VOCs
Total Solid Waste
Packaging Materials Used In Product
COD Discharges to Water
United States Postal Service, Hartford Processing and
Distribution Center (USPS Hartford P&DC)
Hartford, CT
Recycled/Reused Materials Use
Total Solid Waste
Total Water Use
United States Postal Service, Hartford Vehicle Maintenance
Facility (USPS Hartford VMF)
Hartford, CT
Recycled/Reused Materials Use
Total Solid Waste
Hazardous Solid Waste
United States Postal Service, Portland Processing and
Distribution Center (USPS Portland P&DC)
Portland, ME
Hazardous Solid Waste
Recycled/Reused Materials Use
Total Solid Waste
USGen New England- Hydro Generation (USGen)
Concord, NH
Total Energy Use
Hazardous Solid Waste
Recycled/Reused Materials Use
Remediation
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Final Report January 2004
llxhihil 30
M.W I.NC;i. \M) Pl.RI-ORM \\( 1. TRACK MI.MIil.RS AM) COMMITMENTS*
Valley Oil
Willimantic, CT
Emissions of Particulate Matter
Total Energy Use
Release History
Total Solid Waste
BAE SYSTEMS- SOUTH NASHUA FACILITY
BAE SYSTEMS accomplished a significant reduction in solid waste disposal. After BAE
SYSTEMS implemented an enhanced recycling program, they were able to reduce more than 500
tons (1,000,000 pounds) or almost half of its baseline generation. In addition, the member has a
commitment to reduce hazardous waste generation, and while the gross levels of hazardous waste
increased 25,000 pounds, the rate of hazardous waste generated per dollar revenue dropped almost 5
percent.
BAE SYSTEMS also undertook two sets of projects to reduce the threat from exposure to
hazardous chemicals. They reported the removal of an underground storage tank for fuel oil and the
removal of 49,000 square feet and 5980 linear feet of asbestos-containing material.
CLAIROL WORLDWIDE BEAUTY CARE
Clairol committed to reduce total water and energy use, to reduce emissions of greenhouse
gases and the amount of hazardous waste produced. Energy use includes the energy to run the
manufacturing processes and the facility heating and cooling. On a normalized basis, energy
consumption declined more than ten percent while greenhouse gas emissions declined approximately
14 percent. The greenhouse gas reduction is related more directly to fuel oil used for facility
heating during the winter. Since the overall production in the facility increased by 16 percent over
the base period, at least some of the reduction in energy use is due to implementing new efficient
processes and devices.
While the APR noted a small increase in actual water use, the per unit use of water decreased
more than 10 percent. Water use is closely related to the production levels in the facility and the
normalized reduction is a good reflection of the implementation of water conservation strategies.
The reduction in water use continues a significant trend reported in the application, where the
facility discontinued the release of cooling water and implemented a closed loop design, reducing
the water consumption by approximately 15 million gallons per year.
Hazardous waste generation increased almost 20 percent, but this increase was due to some
one-time events related to the transfer of ownership of the company and cleaning out old operations.
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INTERFACE FABRICS GROUP INC., GUILFORD FACILITY
This textile plant committed to decreasing water use, solid waste, and energy as well as
increasing the recycled content of its products. Its Annual Performance Report showed that it was
able to reduce water use by 21 percent (a reduction of 15,000,000 gallons). However, this reduction
occurred while production also decreased by 18 percent, resulting in a per unit reduction of water
use of about 3 percent. A similar story is true for solid waste reduction. Guilford set a 25 percent
target and its reduction on a per unit basis is almost 18 percent after the first year.
Progress made in reducing energy usage is less clear. While energy use decreased by almost
10 percent, the 18 percent reduction in production suggests a per unit energy consumption rate
greater than its baseline. The normalized quantity may not illustrate energy efficiency accurately
because of Guilford's fixed energy use, which is independent of production.
Guilford uses recycled fiber in its textile manufacturing and has set a goal of achieving 80
percent recycled content (from a 66.1 percent baseline in 1999). It accomplished this in 2001 and as
a result, the company has used two million pounds less of raw material.
HEIDELBERG WEB SYSTEMS
Heidelberg committed to reducing air emissions of VOCs and other gases and to reduce the
amount of solid waste it produces. By reducing vehicle use between two locations, it achieved
reductions of carbon monoxide, oxides of nitrogen, and carbon dioxide emissions. A shift of
operations reduced the number of trips by approximately 60 percent and resulted in a reduction of
more than 3,000 pounds of carbon monoxide, 200 pounds of NOx, and 54,000 pounds of carbon
dioxide.
In addition, two recycling efforts have reduced the solid waste generation rate significantly.
Recycling of bottles in the cafeteria has reduced shipments of waste to the landfill by more than 4.5
tons. Paper recycling has increased almost 20 tons due to an expanded program that includes mixed
paper waste.
Another commitment focuses on the generation of VOCs in its painting operations. While the
member saw a 10 percent reduction in VOC release in its first year of participating in Performance
Track, it also completed a research project aimed at reducing VOCs by almost 80 percent.
HENKEL LOCTITE
Henkel Loctite manufactures adhesives and other specialty chemicals for use by consumers
and other industries. One of their goals is to reduce their solid waste generation by 25 percent;
Henkel Loctite accomplished greater than 43 percent reduction in its first year. This approximately
25 ton reduction means at least one fully loaded truck is not hauling waste to a landfill. According to
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the company, this improvement is the result of process changes that improved production controls
and thus, reduced waste product.
Henkel Loctite also agreed to reduce VOCs by 70 percent. The actual reduction reported was
37 percent from its 1999 baseline, but production also increased 86 percent resulting in a per unit
VOC reduction of more than 71 percent. These reductions are the result of a process change that
decreased the purging time between runs.
The company agreed to a 50 percent reduction in toxic release and will need to carry out
more analysis before implementing its strategy. However, a strategy to reduce hazardous waste
generation in one of its cleaning processes has proved to be successful by entirely eliminating the
use of caustic in cleaning one of its process tanks.
IBM- BURLINGTON
The Essex Junction, VT chip development and manufacturing plant committed to reducing
the release of PFCs (perfluorocarbons—a class of potent greenhouse gasses), the generation of
hazardous solid waste, and its use of water and energy. The member successfully reduced PFC
releases by identifying opportunities to replace those solvents with NF3 (Nitrogen Triflouride). which
is less active as a greenhouse gas. This also reduces the release of stratospheric ozone depleting
chemicals.
In the case of water use and energy use, the overall results are complicated by the
consideration of normalization factors. Energy use increased at the plant, but these increases are the
result of significant process changes that require higher levels of energy consumption. These
process changes do not result in a change in actual production level and it is unclear if the process
change is captured by the normalization factor used. Water use is decreasing, but the application of
a normalization factor based on production suggests that per unit water use is increasing. In the
notes accompanying the Annual Performance Report, the member reports that water use is largely
fixed and implementing some changes in operating procedures and reusing some water is the basis
for actual reductions, rather than a decrease in plant activity.
With regard to reductions in hazardous waste, the conversion from one solvent to another
with lower volatility resulted in a significant increase in the quantity of solvent that enters the waste
stream. However, the member expects that greater experience with the new solvent will lead to a
reduction in its disposal in the longer term.
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INERT CORPORATION
The INERT Corporation (formerly DMC Electronics Recycling) recycles electronic
components, and plans to increase the proportion of materials it processes that is recycled. While
recycling is not an identified Aspect, the company has made a commitment to increase its use of
recycled materials. As a past achievement, the company notes that it increased the amount of
recycled material from its operations more than 10 fold in the two years prior to its application.
INERT's commitment for the Performance Track program is to further increase the proportion of
material recycled from 66.5 percent to 80 percent. The results from the first year were not positive
because of the overall downturn in their volume, thus reducing opportunities for recycling.
INERT also committed to a 20 percent reduction in energy use. In its first Annual
Performance Report, INERT reports that energy use increased because of unexpected contractual
requirements. INERT committed to reduce its production of hazardous waste and exceeded its goal
of increasing the diversion rate to 95 percent. The baseline diversion rate was 84.1 percent in 1999
and by 2001, the company was diverting more than 96.4 percent of its hazardous waste from off site
treatment, storage and disposal.
Lastly, the company committed to increase the re-use of some of the computers that it
processed, but challenges in providing necessary technical support to recipients caused the company
to withdraw that commitment. While not an approved commitment, the Company is working to
increase the number of its waste handling vendors that have accomplished an audit of their practices.
In just one year, the proportion of audited vendors increased from 27 percent to 45 percent.
INTERNATIONAL PAPER- ANDROSCOGGIN MILL
IP- Androscoggin will work towards reducing solid waste generation by almost 70 percent
and accomplished almost a 50 percent reduction in its first year. This reduction is a continuation of
reductions implemented prior to the Performance Track agreement and reported in the section of
Previous Accomplishments in the Application. The member also met its commitment to reduce
hazardous waste by two thirds.
IP- Androscoggin also committed to an almost 50 percent reduction in the release of color to
the Androscoggin River. It accomplished a little less than a ten percent reduction to date. IP-
Androscoggin also committed to an almost 30 percent reduction in COD load to the river. The
member reported a four percent reduction in its first year and continues to work toward meeting this
target.
NAVAL UNDERSEA WARFARE CENTER DIVISION, NEWPORT
Naval Undersea is a military facility and provides a range of support to submarines and other
undersea operations. In the period leading up to its application, it had reduced its solid waste stream
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Final Report January 2004
by almost 20 percent and its hazardous waste stream by almost 10 percent. To participate in
Performance Track, the company committed to a continuation of solid waste diversion through
recycling. The first Annual Performance Report showed that the commitment was met and solid
waste diversion rates increased to 65 percent.
In addition to solid and hazardous waste, the company targeted a four percent reduction in
energy use and a commitment to ensure that offshore testing took place in the presence of trained
monitors. The energy use for the facility dropped by almost ten percent and eight of the nine
offshore tests had trained observers on board almost meeting the 95 percent target.
NEW HAMPSHIRE BALL BEARINGS, INC.
NH BB is a manufacturer of ball and roller bearings. In its application, the company notes
that it reduced water use 18 percent on a per unit basis between 1997 and 1999. The company
agreed to a further reduction of 15 percent over the three years of the Performance Track Program.
During its first reporting period, the improvement was more than nine percent. The 400,000 gallons
of water that it saved would be enough to meet the needs of four households.
NH BB also agreed to reductions of total energy use of about ten percent. The first Annual
Performance Report shows about a one percent reduction as the result of lighting upgrades. But,
even this small reduction would supply the electricity needs of ten average households.
The company is committed to a reduction in hazardous waste with the aim of totally
eliminating the use of nitric acid in one of its process steps. An interim step in implementing a new
technology actually led to increases in hazardous waste production with better results expected in the
future. Finally, the company has set a commitment target of a 32 percent reduction in the use of oil
in one of its departments. After the first year, the reduction amounts to almost ten percent.
PERKINELMER OPTOELECTRONICS
PerkinElmer is a manufacturer of scientific equipment. Its facility in Salem, Massachusetts
concentrates on photoelectronic devices. Prior to its application for Performance Track, it
accomplished a 16 percent reduction in electricity use by implementing an energy management plan.
The company has established a further commitment to decrease electricity use by 8 percent. In its
first Annual Performance Report, the member showed a reduction of almost six percent or about
two-thirds of its three-year commitment. These reductions were accomplished by changing the
operations of its high temperature ovens when not in use.9 The savings translate to the electric water
heating needs of more than 150 homes.
9 A second energy reduction commitment appears similar and differences need to be described.
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Final Report January 2004
The company also committed to expand on its progress in hazardous waste reduction.
Between 1997 and 1999, the Salem plant reduced hazardous waste generated by 19 percent and
committed to an additional 15 percent, which it exceeded in its APR for 2001. In addition to energy
and hazardous waste, the company is committed to reducing its use of water by almost 15 percent
and is more than half way to meeting that commitment.
SHIPLEY COMPANY, LLC
Shipley is a specialty chemical manufacturer and processor. Prior to application for
Performance Track, the company reduced its use of hazardous material by 17 percent in a cleaning
operation by changing the configuration of piping. The company committed to further reduce
hazardous material use 20 percent through additional changes in the cleaning process. The first
Annual Performance Report shows a decrease in hazardous solvent use of more than 100,000 pounds
despite increasing productivity of 37 percent. This exceeds the commitment after just the first year
of its participation.
Shipley also intends to use similar approaches to reduce water consumption. It has
committed to a five percent reduction and accomplished a 30 percent reduction. This improvement
is due, in part, to a better understanding of their water use. By reviewing some specific applications,
they found that earlier practices led to greater water use than necessary. Changing the configuration
of the manufacturing process allowed for the proper water use activities to be segregated. The initial
commitment to energy use was to reduce natural gas use five percent by implementing a capital
improvement. The company shifted its strategy to participate in an electric utility-sponsored rebate
program that included occupancy sensors and a change to more efficient lighting. Those efforts,
together with greater employee awareness accomplished a 15 percent reduction in electricity use
normalized to the number of units that the facility utilizes. (The actual electricity reduction
amounted to about one percent but an increase in the facility size (as measured by units) led to lower
levels of per unit electricity consumption.)
Shipley plans to implement new technologies to reduce its volume of hazardous waste
generation by about 35 percent. While that technology is still in development, the company has
reduced its hazardous waste generation more than 40 percent through better waste stream separation
and more detailed analysis of the individual wastes. The future process changes will further reduce
its disposal of hazardous waste.
SKANSKA USA BUILDING, INC.- NEW ENGLAND DIVISION
Beacon Skanska is a construction management company that works on site preparation for
large construction proj ects. One of its primary commitments was to reduce the amount of solid waste
generated during its projects. However, as noted in Chapter II of this report, in 2001, specific
projects generated more than 200,000 tons of material causing an increase in the generation of
wastes from their 1999 baseline. The APR notes that the 2001 results were due to what Beacon
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Final Report January 2004
Skanska refers to as special proj ects. Unlike other Performance Track members that usually generate
municipal solid waste, Beacon Skanska generates soil and rock that is typically not managed through
land filling and incineration.
In addition to its solid waste commitment, the company is following through on efforts to
promote commuting alternatives for its employees. The company estimates that its first year of
incentives for employees has resulted in as much as a 33,000 pound reduction in carbon monoxide
and a 264,000 pound reduction in carbon dioxide. This has resulted from the reduced use of about
13,200 gallons of vehicle fuel.
The company has also set other goals, relating to increasing energy efficiency in site
development and making greater use of sustainable site design standards. In 2001, the company
increased the number of energy efficient projects from one to three and increased the number of sites
that follow sustainable site design standards from one in the baseline year to 2 in 2001. This
represents a step on the way to their overall goal of 10 sustainably developed sites.
SNAP-ON NATICK PLANT
Snap-On is a manufacturer and distributor of automotive tools. They committed to reduce
their energy, water, and materials use. The first Annual Performance Report shows water use
declined by more than 20 percent but only marginally in normalized terms so the observed reduction
likely resulted from reduced production activities. Energy and material use increased during the first
reporting period, in both actual and normalized terms. The company met its commitment of
generating no hazardous waste.
TERADYNE INC.
This manufacturer of circuit boards committed to reducing lead contaminated debris and
VOCs while increasing the recycling of two materials. In its first Annual Performance Report, it
showed a more than 40 percent reduction of VOC releases, which amounts to 1.4 tons less VOCs
entering the environment, equivalent to removing 80 cars from use. It should be noted that most of
this improvement may result from a significant reduction in production activity at the facility.
Teradyne has been successful in removing aerosol cans and lead contaminated debris from its
waste stream. In both cases, the company reprocessed the materials, thereby keeping them out of the
waste stream. The company has plans to identify recycling opportunities for its carbon/resin filter
media as well, although no progress was identified in the first reporting cycle.
TEXAS INSTRUMENTS INCORPORATED, SENSORS AND CONTROLS
The Texas Instruments facility in Attleboro, Massachusetts develops new products and
processes for the corporation. As a result, many of the environmental improvements accomplished
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Final Report January 2004
in Attleboro become a part of an overall improvement in Texas Instruments manufacturing plants
around the country and the world.
The Attleboro facility agreed to commitments in reducing hazardous waste, energy use, and
the use of lead and halogenated solvents. Much of the progress in meeting these commitments is the
result of analysis and investments the company made during the 1990s investigating pollution
prevention activities. For example, about twenty different process changes have led to the reduction
of almost 100 tons of hazardous waste.
The member has also accomplished some energy reductions in its first year of Performance
Track participation. Texas Instruments employs an energy use model that controls for changes in
processes as well as changes in external factors such as the weather. As a result, the four percent
reduction in energy use reported in its Annual Performance Report is intended to entirely represent
the change in efficiencies in its operations and is not a consequence of other changes at the plant.
The Attleboro facility also reported on a reduced use of halogenated solvents. In this case,
the reported reductions are corporate-wide based on the logic that the Attleboro facility tests new
processes and any changes that take place in its other facilities are the result of progress made in
Attleboro. For this reason, it is not appropriate to consider the reductions as a part of the improved
impact on the New England environment, but it is another part of the success represented by this
Performance Track participant.
TIMKEN U.S. CORPORATION- WATERTOWN, CT
The Torrington plant produces automotive parts. As with several manufacturing members, it
is continually changing and updating its production processes. For Torrington, the plant underwent
some significant changes between its baseline year and the first reporting year and measures such as
water use and energy use are simply not comparable.
In the case of hazardous solid waste, the member reported that in 2001, it eliminated the
hazardous waste that it shipped off site. However, while there were no shipments, some hazardous
waste was still being generated.
The member also made a commitment to reduce water use but did not make any progress
toward that commitment. However, the text in the report notes that the initial application
represented a different set of manufacturing practices than the 2001 conditions. Similarly, the 1999
baseline is not useful for measuring trends in energy use. The member continues to upgrade
compressors and other energy using items and on a case-by-case basis, these upgrades increase the
efficient use of electricity and natural gas.
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UNILEVER HOME & PERSONAL CARE
The Unilever facility in Clinton, CT committed to an almost complete elimination of
Chemical Oxygen Demand in its wastewater effluent. During the first year of participation, it
accomplished a 70 percent reduction by installing biological treatment capacity. In future years, the
company will include additional technologies to complete the COD reductions. The company also
committed to reducing VOC emissions, although it delayed the change in operations until 2002,
therefore, it did not record a significant decrease in 2001 releases.
The other commitments were to reduce solid waste generated during the production process
and reduce the amount of material in its packaging. The production waste reduction accomplished
some success although the normalization process suggests that the waste was not reduced on a per
unit basis. As a result of interviews, it appears that the reductions that took place are independent of
production levels and therefore, it is appropriate to consider the gross changes. The packaging
reduction strategy is on track to reduce the total packaging in a single product line by about 350 tons
annually.
USGEN NEW ENGLAND- HYDRO GENERATION
U SGen operates hydroelectric generating capacity in New England. One of its commitments
was to accomplish a reduction in electricity use by promoting efficient lighting, hot water heating
and pumps and motors. The first Annual Performance Report showed the successful reduction of
about 1.4 percent although the calculation is complicated by a significant reduction in the generation
of electricity at its facilities. In addition to energy use, the company agreed to pursue recycled paper
products for its purchases. In its first year, it purchased almost two-and a half tons of recycled
paper.
The company also initiated a program to reduce the potential exposure to lead by identifying
and removing lead painted surfaces. In the first year represented by the Annual Performance Report,
they had accomplished 48 lead removal proj ects on their way to the three-year target of 166 proj ects.
One of its commitments is being discontinued, which is to reduce the amount of oily wastes from
cleaning generator components. They are decreasing the frequency of these cleaning events making
the reduction in oily waste less meaningful.
UNITED STATES POSTAL SERVICE HARTFORD PROCESSING & DISTRIBUTION
CENTER
USPS Hartford P&DC focuses two of its commitments on the recycling of paper wastes. It is
important to note that while increasing recycling rates is important, it is not a recognized pollution
prevention commitment for purposes of the Performance Track program. In both corrugated
cardboard and mixed paper from undelivered third class mail, the member accomplished a 100
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Final Report January 2004
percent recycling rate. In addition to recycling, USPS Hartford P&DC reduced its water use by 10
percent less water than the baseline year.
UNITED STATES POSTAL SERVICE HARTFORD VEHICLE MAINTENANCE
FACILITY
USPS Hartford VMF committed to reduce the amount of solid waste that results from its
parts washing program. In 2001, the member reduced the material used in its parts washer by more
than 40 percent, which reduced the waste generation by almost 400 pounds. The member also
committed to reduce its hazardous waste from painting operations. However, this new technology
will be implemented in 2002 and the member did not report progress in the first Annual Performance
Report.
USPS Hartford VMF did initiate a program to recycle used motor oil back to lubricants (as
opposed to using it as a fuel for boilers) and reclaimed more than 2000 gallons of used oil. As with
other Postal Service Performance Track members, USPS Hartford VMF achieves a 100 percent
recycling rate for corrugated cardboard, removing 11 tons of waste from landfills and incinerators.
UNITED STATES POSTAL SERVICE PORTLAND PROCESSING & DISTRIBUTION
CENTER
USPS Portland P&DC is maintaining two recycling programs that keep more than six hundred
tons of paper waste from the landfill. In the first Annual Performance Report, the increase in recycled
cardboard amounted to more than ten tons and achieved their three-year commitment. USPS Portland
P&DC also maintains a computer recycling program that in 2001 kept 600 pounds of electronics
material from the waste stream. Finally, USPS Portland P&DC was successful in increasing the
amount of recycled paper that it uses for its operations. In 2001, they purchased more than 50,000
pounds of recycled product.
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IV. SUMMARY OF FOLLOW-UP CONVERSATIONS
In addition to clarifying information that was included in the APRs, the follow-up
conversations were designed to gather additional information on a number of questions related to the
Performance Track Program in general. A summary of the discussions is noted below along with
selected questions.
>	Have any of your regulatory or pollution prevention activities changed as a result of
participation in Performance Track?
In a small number of cases, respondents indicated that the Annual Performance Report
process provided the motivation to focus on particular aspects of pollution prevention and other
voluntary activities. However, for the most part participation in Performance Track was not the
main driver for changes in activities. In most cases, it is the existing facility-based Environmental
Management System that is a bigger factor in deciding Performance Track commitments. In a few
cases, the facility is directed by corporate priorities, which leads to the choice of commitments.
Therefore, Performance Track serves more as a mechanism to facilitate activities rather than initiate
new ones.
>	In implementing some of the strategies to meet your commitments, what lessons have you
learned that might benefit other facilities?
Most of the specific activities implemented as a result of Performance Track commitments
are unique to individual facilities though the general strategies (process improvement, recycling, etc)
are more broadly applicable. Several respondents did note a general advantage of participation in
Performance Track that helped them reinforce their attention to specific environmental
improvements. That general benefit could be communicated to other facilities within their own
corporation and possibly to other facilities in the region.
>	To what extent does the process for establishing the specific commitment change facility
behavior?
Respondents indicated that they generally set the numeric values for their commitments by
predicting the changes in environmental releases or resource use based upon the presumed results of
activities already decided upon for the facility. Individuals did not set targets prior to thinking about
individual strategies that would accomplish the results.
>	Is there something the EPA could be doing to improve the application and reporting
process?
Most contacts indicated that the reporting process was not especially burdensome and they
did not identify any specific actions to make reporting easier. It was noted in two cases that the
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Final Report January 2004
electronic reporting mechanism does help in making the reporting process simple. The greater effort
in developing reports is in accumulating the data within the facility and that range of effort varies
markedly depending upon whether the data collection systems are institutionalized or data are only
collected for the purpose of the Annual Performance Report.
>	Do you have suggestions for improving Performance Track?
The most commonly heard suggestion related to the desire on members' part for EPA to
improve the incentives process. In addition, the interviewees encouraged the reporting of results
from the regional Performance Track members, especially to encourage new facilities to join and to
inform the public of progress, but had no specific suggestions for circulating the report.
>	What regional Performance Track activities are most valuable?
The semi-annual meetings of New England Performance Track members serve two functions
that the interviewees found positive. For some, the opportunity to strengthen a network of facilities
and companies focusing on environmental improvement is important. For others, the opportunity to
have a forum regarding the specifics of Performance Track including the possibilities for improving
its effectiveness is also useful.
In addition, participants appreciate the recognition that the region provides to its
Performance Track members. Members note that recognition from EPA, which includes plaques
and occasional press events, help keep senior management aware of the program and keeps
environmental issues in focus for the corporation.
Several members noted that EPA could do a better job of providing robust incentives for
participating. The kinds of incentives that are available are not as robust as initially suggested.
These same responders also recognize the challenges that EPA faces in implementing these
incentives.
>	How can EPA or its partner states increase participation in the program?
In addition, some respondents suggested that EPA take a more active role in circulating
reports that demonstrate the value of the Program.
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Final Report January 2004
V. CONCLUSIONS AND RECOMMENDATIONS
Conclusions
>	Performance Track members have demonstrated environmental gains in the first year of
reporting. As illustrated by the aggregate results organized by Aspect and the individual member
discussions, Performance Track members in New England have realized large actual reductions
in the amount of solid and hazardous waste handled, water and energy used, and VOCs and other
gases emitted into the air.
>	Performance Track members value their membership. The recognition that EPA can provide to
other facilities and the general public is seen as the greatest benefit for participating members.
Recommendations
>	Enhanced marketing can result from better communication of results and enhanced incentives.
While noting the importance of gaining recognition for their participation, many Performance
Track members do not actively spread the word of their results. EPA can help encourage new
members to apply by increasing outreach of the results. Some interviewees also noted that EPA
could encourage greater participation by enhancing the incentives it provides to participants.
>	Communication of results needs to be tailored to specific audiences. In developing an
appropriate communication model to spread the word about Performance Track, EPA and its
partners should be sure to provide information in a clear consistent manner that meets the needs
of different recipients. For example, for purposes of getting the word out about Performance
Track, to the public and other facilities, EPA should focus on presenting actual results and
noting the environmental benefits accruing from the changes. Showing the pounds of solid
waste being reduced and discussing the benefits in terms meaningful to the general public will
have the most impact and engender the recognition sought by participants in the program. The
report should be long on graphics and tables and short on text.
>	On the other hand, in terms of its internal reporting or in developing more detailed analyses on
the impact that the specific activities undertaken by members have had, then the report should
make greater use of normalized data. This will allow readers to gain a better understanding of
the impact of different activities and help evaluate the Program.
>	EPA New England should develop a communications strategy for Performance Track. Working
with the Performance Track members, EPA New England should identify more specifically the
audiences it needs to reach and how it plans to reach them. The strategy should identify how
and what information is to be presented to different audiences. The Agency and participants can
then ensure that the information is reported in a way that can accommodate the reporting needs.
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