Green Portfolio Framework 7 09

GREEN PORTFOLIO FRAMEWORK

CAPTURING OPPORTUNITIES TO IMPROVE
ENVIRONMENTAL AND BUSINESS PERFORMANCE

JULY 2009

GREEN PORTOLIO FRAMEWORK
WELCOME & CONTENTS
Welcome to the Green Portfolio Framework, a process & set of resources designed to
enable managers to measure & improve business & environmental performance.
The Green Portfolio Framework (GPF) was developed through Environmental Defense Fund’s (EDF) partnership with private equity industry
leader Kohlberg Kravis Roberts (KKR) and pilot tested with three portfolio companies in 2008. The pilot helped the three companies – U.S.
Foodservice, PRIMEDIA and Sealy Corporation – together realize savings of $16 million per year and avoid 25,000 metric tons of greenhouse
gas emissions, 3,000 tons of paper products and 650 tons of material waste annually.
This presentation provides a working version of our Green Portfolio Framework Handbook and includes a number of resources to help you get
started or continue tracking and improving business and environmental performance on an ongoing basis. Specific resources include:
• Overview of the Green Portfolio Framework (p 4) – Summary of the steps for implementing the GPF.
• Environmental Performance Metrics (p 5) – Table identifying the framework’s Key Environmental Performance Areas (KEPAs) and the
related core (absolute) and management (productivity) metrics for tracking and improving performance.
• Company Implementation Playbook (p 6) – Guide and timeline for implementing the GPF.
• Company Example (p 7) – Illustrative example of a company implementation of the GPF.
• Company Resources (p 12) – Worksheets and available tools and resources for assessing and improving your company’s environmental
performance.
• Materiality Assessment Table & Matrix (p 13) – Resources to help evaluate and prioritize the KEPAs based on what is most
relevant to your organization.
• Additional Resources (p 16)– List of tools and resources to help assess and improve your company’s environmental performance.
• GHG Conversion Factors (p 17) – Common GHG conversion factors for determining GHG emissions.
• Case Studies (p 18) – U.S. Foodservice, PRIMEDIA and Sealy case studies summarizing 2008 actions, results, and future plans.
• Background on EDF (p 23) – Background on EDF’s history, accomplishments, approach, results and corporate partners.
We believe this process is a meaningful way to build value for your organization, especially in difficult economic times, and hope that you find
these resources useful. We look forward to hearing about your results and lessons learned.
Environmental Defense Fund 2
July 2009 – Working Draft

OVERVIEW
The GPF is a four-step process designed to help companies assess, improve & track
environmental performance.
1. 2. 3. 4.
Kickoff

Establish Metrics & Develop Goals Measure &
Select KEPAs1
Baseline & Action Plan Report Results

• Review current • Establish key metrics • Identify operational • Communicate action
environmental practices (absolute & changes for improving plan, goals & timeline
• Assess environmental & productivity) for performance against to broader organization
business impacts across assessing performance selected metrics • Track & report on
& progress • Develop action plan
value chain performance against
• Collect historical data & with goals, timeline & baseline & goals
• Prioritize KEPAs based on
materiality assessment establish baselines for incentives for (quarterly)
results selected metrics improving performance • Reassess KEPAs &
• Implement action plan amend action plan as
needed

-- Kickoff --
• Establish senior management commitment
• Identify project lead/team
• Review Green Portfolio Framework resources 1
Key Environmental Performance Area (KEPA). See Environmental Performance
• Define objectives & timeline Metrics Table for additional detail (p 5).

ENVIRONMENTAL PERFORANCE METRICS
The GPF defines five Key Environmental Performance Areas (KEPAs) & related
metrics for improving environmental & business performance.

Core metrics Management metrics1
KEPAs
(absolute) (productivity)
Greenhouse gas •Energy use (BTUs) •Energy intensity (BTUs/$ revenue or unit)
(GHG) emissions •Energy costs ($) •GHG intensity (GHG/$ revenue or unit)
•GHG emissions (tons)

Waste •Solid & haz waste produced (tons) •Waste intensity (tons/$ revenue or unit)
•Solid & haz waste management costs ($)

Water •Water use (gallons) •Water intensity (gallons/$ revenue or unit)
•Water costs ($)

Forest products •Paper, packaging &/or wood (tons) •Forest resource intensity (tons/$ revenue or unit)
•Paper, packaging &/or wood costs ($)

Priority chemicals •Inventory & management process (y/n) •Chemical intensity (tons/$ revenue or unit)
•Priority chemical use (tons)
•Priority chemical management costs ($)
1
Management metrics will vary by company and will be used to measure the impacts of specific operational changes intended to drive value and
reduce environmental impacts.

COMPANY IMPLEMENTATION PLAYBOOK

The Company Implementation Playbook is a guide & timeline for implementing the
steps of the GPF.

Green Portfolio Framework
Sample Company Implementation Playbook
% Complete Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Kickoff
Estalish senior management commitment 100%
Identify project lead & team 100%
Review Green Portfolio Framework Resources 100%
Define ojectives & timeline 100%

1 Select KEPAs
Review current environmental practices 100%
Assess environmental & business impacts across the value chain 50%
Prioritize KEPAs based on materiality assesment results 50%

2 Establish Metrics & Baseline
Establish key metrics (absolute & productivity) for assessing performance & progress
Collect historical data & establish baselines for selected metrics

3 Develop Goals & Action Plan
Identify operational changes for improving performance against selected metrics
Develop action plan with goals, timeline & incentives for improving perfomance
Implement action plan

4 Measure & Report Results
Communicate action plan, goals & timeline to broader organization
Track & report performance against baseline and goals (quarterly)
Reassess KEPAs & amend action plan as needed

Key: Recommended Duration
Task Progress


COMPANY EXAMPLE

COMPANY EXAMPLE – SELECT KEPAS
Prioritize the five KEPAs by assessing relative business & environmental impacts.

1.
Kickoff

Select KEPAs

KEPA Review Materiality Assessment Prioritization
GPF defines 5 KEPAs for KEPAs are evaluated based on Results from the materiality assessment are mapped
measurement & management: environmental & business impacts on a matrix to determine highest priority KEPAs in
across the organization’s value chain: corresponding value chain stages:

Value Chain Stages

KEPAs Supply Ops & Distribution Use & • Water (D&F) • Forest res (U&D) • GHGs (D&F)
H • Forest res. (O&F)
Chain Facilities & Fleet Disposal

Business Impact
1. Greenhouse Gases (GHG) • Water (SC) • GHGs (U&D) • Waste (O&F)
• Waste (U&D) • Water (O&F)
L/M/H M
2. Water • Priority chem (SC) • Priority chem (D&F)

3. Waste Bus./Env.
• Priority chem (O&F) • GHG (SC)
L • GHGs (O&F) • Waste (SC)
impact
4. Forest Products • Forest resources (SC)

L M H
5. Priority Chemicals
Environmental Impact
Low impact
High impact


COMPANY EXAMPLE – ESTABLISH BASELINE & METRICS
Establish metrics (core & management) & baselines by collecting historical data for
high priority KEPAs in relevant value chain stages.
2.
Kickoff

Select KEPAs

Baseline Calculation

Waste, Operations & Facilities Core & Management
Forest Resources, Product Use & Disposal Metrics
Each KEPA has “core” &
GHG, Distribution & Fleet
“management” metrics for
measuring environmental &
Metric (Unit)
financial performance.
Core Management Financial Management metrics are
(M tons CO2) (Gals/stop) ($M fuel cost) Year company specific. Examples
32,350 0.55 12.3 2008 include:
• lbs waste/unit
Historical 31,400 0.54 11.8 2007
Data* • kWh/$ Rev
33,500 0.57 13.2 2006 • gal/stop
32,090 0.48 10.4 2005 • kWh/sq ft store

32,000 0.54 12.0
Core Management Financial
Baseline Baseline Baseline
*Historical data are illustrative


COMPANY EXAMPLE – DEVELOP GOALS & ACTION PLAN
Develop a detailed action plan for improving performance against selected metrics,
including business & environmental goals, timeline & incentives.
3.
Kickoff

Select KEPAs

Goals for Improvement*

Forest Priority
GHG Water Waste
Metric Products Chemicals
2% baseline decrease 3% baseline decrease 5% baseline decrease
Core in total CO2 in solid waste in paper products

7% decrease in 8% decrease in lbs 15% decrease in
Management gal/stops waste/unit paper/$ Rev

Action Plan*
Impact
Proposed Operational Changes Environmental Financial Milestones
1. Extend speed governor to entire truck fleet 4% reduction in CO2 $8M in fuel costs Retrofits by 3/09
2. Improve recycling program to reuse materials 6% reduction in waste $7M in material costs Operational change by 9/09

*Goals & Action Plan data are illustrative


COMPANY EXAMPLE – MEASRUE & REPORT RESULTS
Track & regularly report on performance against baselines & goals.

4.
Kickoff

Select KEPAs

Measure & Report Progress

Forest Priority Q1
Metric GHG Water Waste Q2
Products Chemicals
Q3
Core 31,555 M tons, CO2
Q4
Management

Financial


MATERIALITY ASSESSMENT INSTRUCTIONS
Use the Materiality Assessment Table & Matrix on the following slides to assess the
impacts of your operations on the five KEPAs & the related business implications for
your company.
Use the following resources to assess the impact of your operations on each Key Environmental Performance Areas (KEPAs: GHG, waste,
water, forest resources and priority chemicals) and the related business implications for your company. Evaluate the environmental and
business impact (high, medium, or low) of each value chain stage (Supply Chain (S), Operations & Facilities (O), Distribution & Fleet (D),
and Use & Disposal (U)) on the five KEPAs using considerations like the ones below and the table on the following page. Then plot the
results according to their business and environmental impact on the Materiality Assessment Matrix.

Sample Environmental Considerations:
Do the organization’s activities impact or have the potential to impact the KEPA?
(H – our core business impacts this issue, M – our non-core business impacts this issue, L – our business does not impact this issue)
Does the organization have direct control or influence over the impact on the KEPA?
(H – our choices directly affect our impact on this KEPA, M – we, along with our peers and other players in our industry, can affect our
impact on this KEPA, L – we have no choices currently to change our impact on this KEPA)
Are the current / potential impacts significant in comparison to other industries or peers in the same sector?
(H – we are one of the top companies in our industry, which influences this issue, M – we are not a major player in our industry, which
influences this issue, L – our industry does not influences this issue)

Sample Business Considerations:
Does this KEPA represent a cost to the organization?
(H – this currently is or will be a significant cost, M – this represents a cost, but not significant, L – this does not represent a cost and we do
not anticipate it will)
Are there short- or long-term reputational risks or opportunities associated with the KEPA?
(H – our influential stakeholders care significantly about this issue, M – the general public cares about this issue, L – few or no stakeholders
care about this issue)
Would addressing the risks / opportunities support the organization’s business strategy and objectives?
(H – this issue directly supports our business and growth goals, M – this issue aligns with our business and growth goals, L – this issue does
not relate to our business or growth goals)

MATERIALITY ASSESSMENT TABLE
Capture your assessment of & relevant comments on the environmental & business
impacts related to each KEPA.
Value Chain Stage
KEPA
Supply chain Operations & Facilities Distribution & Fleet Use & Disposal
GHG Env Bus Env Bus Env Bus Env Bus
•Ene y us (kW o BTUs &
rg e hs r ) H / M/ L H/ M/ L H/ M/ L H / M/ L H / M/ L H / M/ L H/ M/ L H / M/ L
GHG e is io (m tricto ) Comments:
m s ns e ns Comments: Comments: Comments:
•Ene y c s ($
rg o ts )

Water Env Bus Env Bus Env Bus Env Bus
•W te us (g llo )
a r e a ns H / M/ L H/ M/ L H/ M/ L H / M/ L H / M/ L H / M/ L H/ M/ L H / M/ L
•W te c s ($
a r o ts ) Comments: Comments: Comments: Comments:

Waste Env Bus Env Bus Env Bus Env Bus
•So & ha rd usw s
lid za o a te H / M/ L H/ M/ L H/ M/ L H / M/ L H / M/ L H / M/ L H/ M/ L H / M/ L
p d e (to )
ro uc d ns Comments: Comments: Comments: Comments:
•So & ha rd usw s
lid za o a te
m na e e & m te l c s
a g m nt a ria o ts
($ )
Forest Resources Env Bus Env Bus Env Bus Env Bus
•P p r, p c g &/o w o
a e a ka ing r od H / M/ L H/ M/ L H/ M/ L H / M/ L H / M/ L H / M/ L H/ M/ L H / M/ L
(to )
ns Comments: Comments: Comments: Comments:
•P p r, p c g &/o w o
a e a ka ing r od
c s ($
o ts )

Priority Chemicals Env Bus Env Bus Env Bus Env Bus
•P rity c m a inve ry
rio he ic ls nto H / M/ L H/ M/ L H/ M/ L H / M/ L H / M/ L H / M/ L H/ M/ L H / M/ L
(y/n) Comments: Comments: Comments: Comments:
•P rity c m a us (to )
rio he ic ls e ns
•Ma g m nt c s o p rity
na e e o ts f rio
c m a ($
he ic ls )


MATERIALITY ASSESSMENT MATRIX
Map your assessment of the environmental & business impacts related to each KEPA
from the Materiality Assessment Table to determine their relative priority.

H
Business Impact

M

L

L M H

Environmental Impact


ADDITIONAL RESOURCES
Use the following resources to help measure & manage the five KEPAs & identify
best practices for improving performance.
EDF’s Innovation Exchange (http://innovation.edf.org/home.cfm)
The Innovation Exchange is a dynamic online resource of tools and best practices aimed at helping companies make green business the new business as usual. In
addition to giving businesses access to proven best practices that increase environmental performance and reduce costs, the site serves as a venue for information
sharing where business leaders can exchange ideas and build on the power of collective innovation.

GHG Protocol (http://www.ghgprotocol.org)
The GHG Protocol serves as the foundation for most GHG standards and programs worldwide and is an international accounting tool to help businesses and
governments understand, quantify, and manage greenhouse gas emissions. For standards and guidance preparing a GHG inventory, refer to GHG Protocol’s
Corporate Standard. GHG Protocol’s site also provides a list of cross-sector and sector-specific calculation tools for registered users.

Water Planner (http://www.gemi.org/waterplanner)
GEMI’s Collecting the Drops: A Water Sustainability Planner is a planning process to help users identify a facility’s relationship to water, challenges and
opportunities, and other considerations related to water use. The planner takes users through three modules: facility water use and impacts; water management risk
assessment; case examples and links for further examination.

Paper Calculator (http://www.edf.org/papercalculator)
EDF’s Paper Calculator is an online tool that helps companies and consumers make better paper and packaging choices. Based on research that examines the
environmental impact of paper through its lifecycle, the calculator provides data on wood use, energy, GHG, wastewater, etc. based on quantity and post-consumer
recycled content for selected papers.

EPA WasteWise (http://www.epa.gov/epawaste/partnerships/wastewise/index.htm)
Waste reduction program aimed at reducing municipal waste using prevention and recycling techniques that result in cost savings for participating entities. The
WasteWise Endorser Program provides an educational component by engaging endorsers to educate members about the benefits of solid waste reduction and recruit
new WasteWise partners.

EDF 4Cs of Climate Action (www.edf.org/4cs)
This online brochure provides an introduction to the hierarchy for corporate climate action: Conserve energy, convert to lower carbon energy, choose quality offsets
and call for action. Outlines steps and suggests resources for managing corporate climate impact.


ADDITIONAL RESOURCES – GHG FACTORS
Common GHG conversion factors for determining GHG emissions performance
based on energy use & travel.

Air travel1
Short haul (<281 miles): 0.2897 kg CO2/passenger mile
Medium haul (281-994 miles): 0.2028 kg CO2/passenger mile
Long haul (>994 miles): 0.1770 kg CO2/passenger mile
*disregard class of service
Rail2
Intercity rail (Amtrak) 0.1909 kg CO2/ passenger mile

Purchased electricity3
EPA region-specific factors http://cfpub.epa.gov/egridweb/ghg.cfm
On-site combustion4
Natural gas (pipeline): 12.693 lbs CO2/ccf
Propane: 12.669 lbs CO2/gallon
Fuel oil No. 1, 2, 4: 22.384 lbs CO2/gallon

Transportation fuels5
Gasoline: 19.564 lbs CO2/gallon
Diesel: 22.384 lbs CO2/gallon
Jet Fuel: 1.095 lbs CO2/gallon

1, 2W rld Re o e Ins
o s urc s titute o Bus s Co il fo Sus ina leDe lo m nt GHG P to o Initia , Mobile Combustion CO2 Emissions Calculation Tool. January 2005. Version 1.3
/W rld ine s unc r ta b ve p e ro c l tive
3Fo o ing
rthc m .
4 5De a e o Ene y, Ene y Info a n Ad inis tio Voluntary Reporting of Greenhouse Gases Program Fuel and Energy Source Codes and Emissions Coefficients.
, p rtm nt f rg rg rm tio m tra n,
http://www.eia.doe.gov/oiaf/1605/coefficients.html. Accessed 10 April 2009..


CASE STUDIES
SUMMARY OF 2008 RESULTS
At just three of KKR’s portfolio companies, the Green Portfolio Framework helped
identify $16.4 M in annual savings & avoided 25,000 metric tons of CO2 emissions,
3,000 tons of paper & 650 tons of waste.

Financial Impacts
Company Environmental Impacts
Annual
Enterprise Value Added*
Operational Savings

• 4% fleet efficiency improvement (gal of fuel/ton of product)
$8.2M $57.4M
• 22,000 tons of CO2 emissions reduced (4,400 cars)
• 22% increase in material efficiency (paper use/$ Rev)
$2.9M $20.3M
• 3,000 tons reduction in paper (40,000 trees)

• 9% fleet efficiency improvement (gallons/stop)
$1.2M $8.4M
• 3,000 tons of CO2 emissions reduced (600 cars)
• 16% reduction in material scrap (lbs waste/unit)
$4M $28M
• 650 tons of solid waste reduced (46 garbage trucks)

TOTAL IMPACTS $16.4M $114.1M

In 2009, five additional companies began participating in the program –
Accellent, Biomet, Dollar General, HCA and SunGard..
*EVA = Operational savings * 7 (average EBITDA multiple)

CASE STUDY: US FOODSERVICE
GREEN FLEET
US Foodservice – a premier foodservice distributor – evaluated its impacts on its key
environmental performance areas & is actively improving the efficiency of its truck fleet to
decrease GHG emissions from product transport.

Goal: To reduce GHG emissions from product delivery

Actions:
• Established a GHG baseline
• Measured & managed fuel consumption per ton of product moved
• Implemented targeted driver policies, including idling goals
• Created business process improvements, such as efficient routing
• Improved truck technologies, including the addition of speed governors

Results:
• Improved fleet efficiency 4% (gallons/ton of product moved)
• Saved $8.2 million in fuel cost
• Avoided over 22,000 metric tons of CO2 emissions (equivalent to 4,400 cars)

Future Plans:
• Established 2009 goals to further reduce fuel & emissions
• To meet these goals, the U.S. Foodservice plans to scale up a number of successful, low-investment initiatives,
including driver awareness programs, automatic idle shutoff & speed controls. USF is also assessing new
initiatives, such as improving trailer cooling practices & other technology solutions.


CASE STUDY: SEALY
GREEN FLEET & SOLID WASTE
Sealy – the largest bedding manufacturer in North America – evaluated its impacts on its
key environmental performance areas & is actively improving efficiency to reduce waste in
product manufacturing & decrease GHG emissions from product transportation.

Goal: To reduce solid waste from product manufacturing & reduce GHG emissions from product delivery

Actions:
• Established a GHG baseline for its fleet
• Developed a baseline for facility solid waste management
• Recycled raw materials
• Improved manufacturing processes
• Implemented targeted driver policies
• Improved truck technologies

Results:
• Saved $1.2 M in annual fuel costs & more than $4 M in annual material costs
• Avoided over 3,000 metric tons of CO2 emissions (equivalent to 600 cars)
• Improved fleet efficiency (gallons/stop) by almost 9% compared to a 2007 baseline
• Avoided 650 tons of solid waste, (equivalent to 46 garbage trucks)
• Reduced scrap per bed (tons/unit) by 16% compared to a 2007 baseline

Future Plans:
• Further roll-out to improve fleet routing software, speed governor installation, idling time reduction & drivers’
incentives to improve fuel economy
•Manufacturing process improvements & packaging reduction, in addition to energy efficiency programs

CASE STUDY: PRIMEDIA
FOREST RESOURCES
PRIMEDIA – a leading provider of print, Internet & mobile solutions designed to enable
consumers to find a place to live – evaluated its impacts on its key environmental
performance areas & is actively increasing online efforts & resizing its publications to
reduce its use of forest resources.
Goal: To reduce paper use in products

Actions:
• Established a baseline for paper use
• Redesigned publications, such as resizing & use of lighter paper
• Encouraged online access to resources

Results:
• Saved $2.9 M in material costs
• Reduced more than 3,000 tons of paper use (equivalent to more than 40,000 trees)
• Improved efficiency (paper use/revenue) by 22% compared to a 2007 baseline

Future Plans:
• A further 20% reduction in paper usage below the 2007 baseline through redesigning more publications &
pursuing additional online strategies
• Exploration of opportunities to expand publication recycling programs currently encouraged at all locations
• Increased sales efficiency & delivery routing; consolidation of office & warehouse space


ENVIRONMENTAL DEFENSE FUND (EDF)

A leading national nonprofit organization representing 700,000 members. Since 1967,
EDF has linked science, economics, law & innovative private-sector partnerships to
create breakthrough solutions to the most serious environmental problems.

Resources

Offices Staff Budget

• Austin, TX • Los Angeles, CA 350 total staff: • Total operating
expenses for FY’08
• Beijing, China • Raleigh, NC • Scientists
exceeded $100M
• Bentonville, AR • Sacramento, CA • Economists
• Budget fully funded
• Boston, MA • San Francisco, CA • MBAs by foundations,
• Boulder, CO • Washington, DC • Ph.D.s government &
private donations
• New York, NY • Attorneys

• Stabilize the earth’s climate
• Protect ocean ecosystems
Goals
• Protect & restore critical land & freshwater ecosystems
• Preserve & enhance human health

BACKGROUND ON EDF
ACCOMPLISHMENTS
EDF has a long history of working with businesses, governments &
communities to develop innovative environmental solutions.
1967 – A small group of scientists incorporates EDF after winning an historic battle against the pesticide DDT

1985 – EDF convinces federal regulators to phase out the use of leaded gasoline

1990 – New Clean Air Act uses our innovative market-based approach to reduce air pollution & acid rain

1991 – Partnership with McDonald’s eliminates over 300 M lbs of waste & saves millions of dollars

2000 – Worked with landowners to enroll 2 M acres in Safe Harbor programs to protect endangered wildlife

2004 – Partnership with FedEx brings the first hybrid delivery trucks to the streets of CA, NY & FL

2006 – Worked with fishermen in the Gulf of Mexico to implement a “catch share” program to rebuild red snapper
stocks, now a model for troubled fisheries nationwide

2006 – Helped win permanent protection of the world’s largest marine reserve in Hawaii, which is larger than all of
America’s national parks combined

2007 – Collaborated with more than two dozen of the world’s leading corporations – Alcoa, BP America, Caterpillar,
Duke Energy, DuPont, GE, PG&E & others – to support a U.S. market-based cap on carbon emissions

2008 – Teamed up with Kohlberg Kravis Roberts (KKR) to develop tools & metrics to help portfolio companies
measure & improve environmental performance


BACKGROUND ON EDF
CORPORATE PARTNERSHIPS PROGRAM APPROACH
EDF partners with businesses to develop environmental improvements, financial
benefits, & innovative approaches, which result in transformational industry change.

Environmental Improvements

• Pollution reduction
Environmental
• Ocean protection
Improvements
• Ecosystem restoration

Financial Benefits • Health improvement

• Profit growth
• Risk reduction Industry
• Brand enhancement Change Innovative Approaches
• Investor attraction
Financial Innovative
Benefits Approaches • Analytical tools & metrics
• Market-based solutions
• Supply chain optimization
• New products/services

By working with industry leaders – our projects create industry-wide ripple effects


BACKRGROUND ON EDF
CORPORATE PARTNERSHIP RESULTS
EDF’s unique approach drives measurable environmental & financial results.

Estimated
Corporate Environmental Business
Partner Improvements Benefits
Replaced Styrofoam “clamshell” packaging & cut 300 million
$120 M since 1990
pounds of solid waste over ten years

Increased the efficiency of over 60,000 fleet vehicles & cut CO2 $12 M since 2008
emissions by 14%

Reduced packaging, improved fleet & building energy $100M* since 2005
efficiency, created supply chain efficiencies

Redesigned overnight packaging to reduce waste, water $12 M since 1997
energy & air emissions by 15%

* EDF works as part of a consortium with Wal-Mart. Financial benefits include building & fleet efficiency improvements.

We are focused on action, not advice. EDF helps companies identify, create
& implement best practices that create business & environmental benefits.


BACKGROUND ON EDF
PARTNERS
EDF has a 20 year track record of success in partnering with leading businesses.

To maintain its independence and credibility, EDF does not accept funding from its corporate partners.

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