International Warehouse Logistics Association

Sustainability Commitment Program

A members’ guide for initiating a sustainability program in a warehouse logistics organization.

Report produced by the IWLA Sustainability Council Steering Committee: Connie Anderson, Board Liaison Jeff Smith, Chairman Sr. V.P. Client Development PresidentWeber Logistics Allied Logistics

Ashton Shaw, Vice Chairman Rebecca Polan, Steering Committee MemberSustainability Engineer & Sr. Lean Coordinator Vice President Menlo Worldwide/Con-Way, Inc. Allied Logistics

Morgan Zenner, Staff LiaisonSr. Coordinator, Marketing & Public RelationsIWLA

Copyright ©2014 IWLA. All Rights Reserved. International Warehouse Logistics Association2800 S. River Road, Suite 260Des Plaines, IL 60018www.IWLA.com

Table of Contents Overview

Sustainability–The Right Thing to Do 3

What is Sustainability? 3

Sustainability Commitment Principles 3

Making the Sustainability Commitment

Establish Your Sustainability Committee 4

Commitment Statements 4

SMART Strategic Objectives 5

Establish a Budget 5

Getting Started

Hoshin Kanri Approach 6

Sustainability Inventory 8

Sustainability Project Form & Annual Survey 9

Recommended Initiatives and Related Documents 10

Council Recognition & Awards 12

Education & Resource Materials

Resources: Case Studies, Webinars, Blog 11

Appendices

Appendix A: Sample Sustainability Commitment Statements 14

Appendix B: Council-Recommended Sustainability Initiatives 15

Appendix C: Resource Matrix 16-17

Appendix D: Sustainability Partners (Vendors) 18

Appendix E: Sustainability Initiative Project Form 19

Appendix F: Sustainability Project Recap Form 20

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Annual Sustainability Plan 7

Appendix G: Annual Sustainability Survey 21-25

Introduction

Welcome to the IWLA Sustainability Commitment Program presented by the International Warehouse Logistics Association Sustainability Council. This special group of warehouse logistics organizations has come together as a council to promote sustainability as a core value of warehouse logistics companies. By combining passion and experience in the commercial and industrial areas of sustainability, council members look to encourage more companies to embrace sustainable practices through participation.

For newcomers to sustainability, the council offers this guideline to establish a sustainability program. We offer a step-by-step approach to evaluate, implement, and grow a sustainability program.

For companies that are already committed to sustainability, the council offers this tool as a reference to build and expand your program.

Regardless of your involvement with sustainability, the council welcomes you and encourages you to embrace sustainability.

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Overview

Sustainability–The Right Thing to Do

Sustainability principles are at the forefront of the public eye. Sustainability, at its core, is a way to make our communities more livable.

Sustainability is a commitment to change and evolve. It is a result of careful organization introspection. Sometimes it involves immediate change, but often it is a process of taking small steps over periods of time to achieve meaningful change. Many times sustainability requires careful financial analysis of capital requirements, operational cost effects, and long-term energy and supply needs to reach a decision to implement.

What is Sustainability?

Sustainability is about developing practices that make good business sense and good environmental sense. It is balancing the community’s economic, social, and environmental needs. For the logistics industry, this means:

• employing practices in design and capital construction, such as using sustainable building materials, recycled materials, and solar and other renewable energy sources to make facilities as “green” as possible;• employing practices in operations and maintenance such as reducing hazardous waste, recycling wastes, increasing fuel efficiency, creating more efficient lighting, and using energy-efficient equipment systems; and• employing directed charitable strategies to expand a company’s investment and involvement in the advancement of the community.

Sustainability Commitment Principles

IWLA members who decide to commit to improve the sustainability of their operations may adopt these guiding principles developed by the council:

1. Identify a sustainability champion and executive sponsor within the organization. Invest in the proper human and/or financial resources and mandates.2. Make sustainability a part of your organization’s strategic objectives.3. Establisg an outreach program (awareness-raising and education) on sustainability for all staff. 4. Undertake an organizational sustainability inventory. 5. Pursue and establish specific sustainability initiatives.6. Measure and track the results of the initiatives implemented.

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Making the Sustainability Commitment

Establish Your Sustainability Committee

As with any other successful initiative undertaken by a company, leadership and teamwork are a necessity. The first order of business should be to identify an individual who will be your company’s sustainability champion. Some organizations may not be able to dedicate a full-time position to the development and deployment of a comprehensive sustainability program. It is important to find an employee with the passion and the ability to deal with ambiguity.

Once selected, the champion needs to develop a committee that can work with him/her to foster a culture that not only embraces sustainability but establishes sustainability as a company tenet. We strongly recommend that the champion place a senior executive sponsor on the committee, an individual who will not only see that the committee will have merit but who will ensure that top management has a seat at the table.

Other members of the committee should be representative of the different segments of the company (human resources, finance, procurement, etc.). It is very important to select members who will bring a passion to the table as well as an ability to “get things done.”

Sustainability Commitment Statements

Once the sustainability committee is established, the first order of business is to develop a sustainability commitment statement. This statement is similar to company mission or vision statements in that it contains clear and concise language about what sustainability means to your company. This is accompanied by an overview of how your company plans to fulfill that commitment and what it expects as the benefits to the environment and the business community. We have provided for your review (via web-links) several sample sustainability commitment statements in “Appendix A: Sample Sustainability Commitment Statements.”

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+ =

Making the Sustainability Commitment

Making Sustainability a Part of Your Company’s Strategic Objectives

To introduce and promote sustainability you must make it a part of your company’s strategic objectives. Determine your organization’s internal and external stakeholders and ask them how they rank issues and topics of sustainability to determine materiality [See side bar for example.] Based on those responses, establish principles that will guide your committee’s strategy and policy development. Using those guidelines, the committee should put together a set of annual objectives that advance the company’s sustainability efforts for the next 12 months. These objectives should be reviewed, analyzed, and recast annually.

THESE OBJECTIVES SHOULD BE S.M.A.R.T

Establishing a Sustainability Budget

As with all major strategic initiatives undertaken by a company, the cost considerations to pursue sustainability should be reviewed on an initiative-by-initiative basis and vetted to ensure the management team understands the cost as well as the impact the initiative will have on the organization. Careful thought should be considered not only on capital that may be expended but also about operational costs and time commitment. Your sustainability committee should be responsible for investigating costs or assembling quotes and submitting a budget proposal to the corporate office. A best practice for submitting your budget is to include projected savings the company will realize from the sustainability initiatives to be pursued.

There are several instrumental financial calculating tools to help you establish a realistic sustainability budget that ties in your goals, timeline, and incentives that may offset your hard costs. Please view these tools in “Appendix C – Matrix of Partner Organization Supporting Information and Material.”

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Not sure what a materiality assessment looks like? Check out an example from Sprint: http://www.sprint.com/responsibility/approach/materiality-assessment.html.

SMART

MEASURABLE

ATTAINABLE

SPECIFIC

TIME BOUND

RELEVANT

Getting Started

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Hoshin Kanri Approach

The IWLA Sustainability Council encourages the “hoshin” approach:

• Focus on a shared goal.• Communicate that goal to all leaders.• Involve all leaders in planning to achieve the goal.• Hold participants accountable for achieving their part of the plan.

This approach can be applied to all strategic planning processes within your company. Its application is designed to drive effective innovation for continuous improvement and productivity.

INCLUSION

COMMUNICATIONCREATIVITY

Getting Started

Annual Sustainability Plan

Once a member company makes the decision to embrace sustainability and establishes a sustainability committee, the committee should put together a plan identifying sustainability initiatives to pursue in the coming year. This plan should be thought of as evergreen and should be opened and revamped as necessary. The important thing is to put together a plan and a methodology to move forward.

Here is an outline of a sustainability plan:

I. Measure of Current State a. Incorporate facility characteristics (age, use, products, climate). b. Establish baseline energy consumption.

II. Prioritize Areas of Concern a. Monitor consumption level. b. Track frequency of use. c. Predict impact. d. Understand interaction with other systems in facility.

III. Establish Goals a. Idenify overarching reduction goals over short and long periods. b. Assign realistic reduction values to each priority. c. Tie reduction goals into corporate/cultural goals.

IV. Analyze Investment a. Identify scope of work for each priority. b. Idenfity financial investment for each priority (factor incentives/rebates into real cost). c. Calculate return on investment and realistic cost savings. d. Measure time/labor investment. e. Predict long-term viability for priorities based on use of facility, ownership, product life, and/or customer relationships.

V. Establish a Timeline (annual, five year, 10 year)

VI. Identify Partners/consultants/products a. Identify retrofit contractors/warehousing/logistics experts. b. Investigate product and lifecycles. c. Undergo maintenance.

VII. Review Procedural and Operational Systems a. Identify old processes that can be discountinued. b. Adopt more efficient operations practices. c. Train employees and prepare for cultural policy shifts. d. Identify incentives and reviews for implementation.

VIII. Measure Again a. Track savings and system interactions. b. Identify new areas of improvment. c. Conduct trend analysis over time. d. Build goals and intiatives. e. Promote achievement through recoginition.

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Getting Started

Before you begin collecting data for your sustainability inventory, we advise you to decide how your organization will determine the scope and boundary of environmental impacts that fall within the inventory. There are three primary scopes of environmental impact.

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Undertake a Sustainability Inventory

Understanding your warehouse logistics organization’s environmental impact is the first step to reducing your footprint. The environmental impact of an organization can be crudely defined as the activities that occur directly and indirectly that:

• consume natural resources; • generates carbon emissions (and other ozone- depleting substances);• generate landfill waste; and • negatively impact the environment.

Scope 1Establish a baseline year to which all future performance will be compared and determine which environmental impacts you directly control. Direct control relates to the equipment, facility, or processes that is creating the impact in control of the organization (furnace, propane forklifts, company cars, mobile, and stationary fuels, etc.).

Scope 2Next, evaluate your organization’s environmental impact from electricity, heat, or steam.

The inventory process described above is an ongoing effort and should have the support of an organization’s leadership to be successful. Undertaking and maintaining such a process uncovers new opportunities to reduce waste in typically overlooked overhead-expense categories. When reduction goals are attached to the environmental impacts described above and are monitored with key stakeholders, the organization will continue to improve operating efficiencies thus reducing costs to customer and improving operating margins.

For a detailed explanation on how to undertake a sustainability inventory, please review the Greenhouse Gas Protocol Corporate Standard, published by the World Resource Institute.

Scope 3Lastly, review the environmental impacts from extended business activities such as air travel, rental cars, procurement activities, etc.

Getting Started

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The Sustainability Project Form

The IWLA Sustainability Council recommends member companies use a sustainability log to track sustainability efforts. To that end, we have provided a suggested form in Appendix E – “Sustainability Project Form” and the accompanying Appendix F – “Recap of Sustainability Project Forms” for member companies to track each initiative from concept to the information gathering process to the evaluation effort and to the decision to implement or not. By maintaining this log, the member company will be able to document efforts at every level of the process. The history will give the member company a good starting point to revisit initiatives should future circumstances change.

Annual Sustainability Survey

At the end of each calendar year, all participating member companies are asked to respond to the IWLA Sustainability Council Annual Survey (see Appendix G “Annual Sustainability Survey”) which is used to create a record of progress for the council as a whole. Member companies are also encouraged to include any additional metrics relative to sustainability efforts that are available. The council will aggregate the information and create an overall summary report to document trends within the IWLA Sustainability Council. (Individual member company information will not be publicized unless the member shares the information through an article or case study.)

This summary report will be shared directly with all council members. By maintaining this continuous history of the council’s aggregate sustainability achievements, IWLA will be in a position to market its sustainability impact on the warehouse logistics industry and provide members with a formalized recognition program.

Education & Resource Materials

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Recommended Sustainability Initiatives and Related Documents

The IWLA Sustainability Council developed a list of sustainability initiatives that are applicable to the logistics industry. This list is in no way considered all-inclusive; rather it lays down basic, proven initiatives that have been pursued by other council members.

The list is intended to be evergreen. It will be re-issued each year after new initiatives are discussed and approved by the IWLA Sustainability Council during its annual meeting during the IWLA Convention & Expo. Member companies are always encouraged to pursue sustainability initiatives that are right for their business regardless of whether they are recommended by the council. These initiatives can be viewed in more detail in Appendix B – “Recommended Sustainability Initiatives.”

Appendix C – “Matrix of Partner Organization Supporting Information and Material” offers a matrix identifying websites from credible partner organizations. These address a more detailed program to achieve success in each of the identified initiatives.

Appendix D – “IWLA Sustainability Council Vendor List” offers a matrix identifying vendors supplying equipment and/or services associated with several of the initiatives. These vendors are members of our council and can provide references for consideration should a member company elect to contact that vendor.

Initiatives and reference materials are also available at our website www.IWLA.com/councils/iwla-sustainability-council/ supported by web-links.

There are a number of methods that can be employed to achieve more efficient and environmentally positive results:

1. Procedural or protocol controls – Develop and train your organization to use more discipline in achieving sustainability improvements.

2. Upgrade control and/or monitor systems – Use more modern control systems to achieve sustainability improvements.

3. Capital investment in new systems – Expend capital for new infrastructure and/or equipment to achieve sustainability improvements.

Education & Resource Materials

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Resources

A primary goal for the IWLA Sustainability Council is to educate members on best practices and provide resources for achieving new gains in sustainability.

The council is designed to be a hub of communication and information. Resources will be available to council members in these formats:

(1) by gathering best practices and tools from member companies in the form of case studies;

(2) webinars;

(3) articles published on the IWLA1891 blog; and

(4) from resource materials gathered from other groups embracing sustainability.

These experiences and practices will be a valuable source of information tailored to the needs and unique characteristics found in a warehouse logistics organization.

CASE STUDIESA critical tool to establish member-to-member sharing will be case studies. Council members will have the opportunity to submit case studies detailing specific sustainability successes they have achieved. These will be communicated to the entire membership and will serve as a platform to encourage and guide other members to implement similar sustainability practices.

WEBINARSA quarterly webinar series will highlight experts in sustainability. These speakers will present on sustainability initiatives specific to warehousing, logistics, and transportation. The series will allow members to gain interactive access to experts, and to understand the processes and services available to help members chart their short and long term paths. These webinars will be free to IWLA Sustainability Council members and available at a designated fee to others who wish to participate.

BLOGThe IWLA Sustainability Council members will have access to the International Warehouse Logistics Association’s IWLA1891 blog and newsletter. These vehicles allow the council to attract new members and build awareness in sustainability achievements. Council members will be able to access the web and share their successes or ask for guidance or solutions to specific problems and opportunities related to sustainability on a real-time basis.

Education & Resource Materials

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Recognition

Once a company joins the IWLA Sustainability Council it will be issued a certificate of membership that can be framed and displayed at the member company’s office. IWLA Sustainability Council members will also be listed on the website.

Additional recognition will be provided to council members as the company progresses along the path to sustainability.

Certificates can be earned on the completion of a “Star Level.” Star levels are defined by the completion of one or more of the following:

• completion of the member company’s first sustainability project;• completion of the member company’s fifth sustainability project;• completion of a case study;• upon the fifth anniversary of council membership; and• upon the 20th anniversary of council membership.

Council members who attend the annual council meeting during the IWLA Convention & Expo will receive a green ribbon to attach to their identification badges. These ribbons will reflect the star level of the council member by displaying stars equal to the number of star levels achieved.

Awards

Members can also earn recognition through the annual awards program. IWLA Sustainability Council members will have an opportunity to submit an awards entry documenting achievements in a number of categories: • number of projects• number of facilities with projects• energy efficiency in the warehouse• transportation efficiency• non-profit/charitable giving• Recycler of the Year• Most Improved Facility• Renewable Energy Project of the Year

All award winners will be honored annually during the IWLA Convention & Expo.

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IWLA Sustainability Council

©2014

COMMITMENT PROGRAM APPENDICES

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Appendix A: Sample Commitment Statements

Formica Corporation

http://www.formica.com/en/us/sustainability

The High Companies Sustainability Statement

http://www.high.net/about/green/index.cfm

Marsh & McLennan Companies http://www.mmc.com/sustainability

Tate Access Floors http://tateinc.com/mission_commitment.aspx

Elite Hotels

http://www.lutonhoo.co.uk/sites/default/files/brochures/sustainability%20commitmentstatement2012.pdf

Ceva Logistics http://www.cevalogistics.com/en-US/whyceva/howwerunthings/Pages/EnvironmentalResponsibility.aspx

Genco Product Lifecycle Logistics http://www.genco.com/Sustainability/sustainability.php

Patagonia http://www.patagonia.com/us/patagonia.go?assetid=67372

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Appendix B: Council-Recommended Sustainability Initiatives

1. LightingInterior

Exterior

2. Water Consumption

Storm-water management

Native prairie planting

3. Waste & recyclable materials program

4. Energy

Electrical usage

Natural gas usage

Liquid fuel usage

Solar energy5. Safety

6. TransportationEquipment investments

Consolidation programs

7. Community Activities

Charitable contributions

In-kind time commitments

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Appendix C: Matrix of Partner Organization Supporting Information and

Material

The IWLA Sustainability Council appreciates partnering with these organizations and the

opportunity to share these online resources with council members.

Lighting

Energy Star Guide to Lighting

Advanced Lighting Guidelines

Energy Efficient Lighting from the National Institute of Building Sciences

Energy

Energy Star Guide to Reducing Supplemental Loads

Energy To-Do List Small & Medium Manufactures Guide to Energy Management

Guidelines for Energy Management

The Virtuous Cycle of Strategic Energy Management shows you how to improve energy efficiency with maximum financial/environmental returns.

Climate Corps Energy Management Handbook helps you identify, analyze and prioritize.

Creating a road map for your corporate greenhouse gas program.

Inventorying and reporting on your organization’s current carbon footprint.

Strategically installing sub-meters to realize greater energy savings.

Exploring project alternatives using energy modeling software before project implementation.

Conducting measurement and verification (M&V) for completed energy projects.

Installing energy dashboards to encourage mindfulness of energy performance.

Considering more holistic approaches to buildings such as LEED or ZNE.

FEDERAL ENERGY MANAGEMENT PROGRAM

Warehouse Best Practices Checklist

Mapping your building portfolio’s performance through energy audits.

Bringing tenants and property managers/owners together to find win-win solutions to energy management.

Indoor Air Quality

Energy Star Guide to Heating and Cooling

Care for Your Air Guide

Building Air Quality Action Plan

Water Consumption

EPA 2012 Guidelines for Water Reuse

EPA: Lean & Water Toolkit

Water Management: Metering and Sub-metering

Sanitary Fixtures and Equipment

EDF: Water Efficiency Toolkit

Waste/Recycling

Business Guide for Reducing Solid Waste

How to Start or Expand a Recycling Collection Program

Waste Reduction Ideas Economic and Operational Waste Reduction Options

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Appendix C: Matrix of Partner Organization Supporting Information and

Material (continued)

The IWLA Sustainability Council appreciates partnering with these organizations and the

opportunity to share these online resources with council members.

Transportation

Low Rolling Resistance Tires

Weight Reduction Reducing Highway Speed Idle Reduction

Automatic Tire Inflation Systems

Intermodal Shipping

Hybrid Powertrain Technology

Driver Training Tips

EDF: Green Freight Journey

Improved Freight Logistics

Safety

Healthy Buildings Healthy People

Protecting Temporary Workers

Transitioning to Safer Chemicals: A Toolkit for Employers and Workers

Prevention of Musculoskeletal Disorders in the Workplace

Business Tools Finding Financing

for Energy Efficiency Upgrades

Database of State Incentives for Renewables & Efficiency

A Look Inside the Cash Flow Opportunity (CFO) Calculator

Innovative Financing Solutions: Finding Money for Your Energy Efficiency Projects

Benchmarking and comparing your facilities with competitor/similar properties.

Linking energy goal setting to the issues your executives care about most.

Setting ambitious, science-based GHG reduction targets.

Exploring how you might set up a green revolving fund.

Benchmarking with Portfolio Manager Quick Start Guide

Carbon Fee Model

Community

Communicating Your Sustainability Success with Stakeholders

Tie energy efficiency to compensation and performance reviews.

Enabling employees from diverse work functions to establish cross-functioning teams.

Establishing an employee engagement program.

G4 SUSTAINABILITY REPORTING GUIDELINES

Map of Mandatory/Voluntary State and Local Benchmarking

Policies that specify the use of ENERGY STAR tools.

Using transparency to elevate your organization's energy and sustainability communications.

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Appendix D: Sustainability Partners (Vendors)

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Appendix E: Sustainability Initiative Project Form

Sustainability Initiative Project Form

Company name:

A suggested method to track your sustainability initiatives. Project Title:

Project Description: Initiation Date: Project Leader:

Evaluation Target Date: Evaluation Completion Date:

Implementation Decision: GO NO GO SHELVE Reasoning below:

Implementation Process Summary to be completed with GO projects.

Target Completion Date: Budget ($) Estimate:

Step Description Responsible Person

Due date

Expected Benefits and Projected Savings:

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Appendix F: Sustainability Project Recap Form

Sustainability Project Recap Form Year:

Company Name:

A suggested method to track your sustainability initiatives. Project Title Circle One Start Date Decision Date

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

GO NO GO SHELVE

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Appendix G: Annual Sustainability Survey

IWLA Sustainability

Council Annual Survey

Introduction: Dear Sustainability Council Member: Thank you for your willingness to share your experience incorporating sustainability into your warehousing and logistics operations! The information provided will help share best practices amongst industry partners to collectively reduce our environmental impact as an industry. If you have any feedback, please contact Morgan Zenner: mzenner@IWLA.com or 847.813.4699.

Respondent Information

First followed by Last name Text Email address Text Phone number Text Organization name Text

Organization type Drop down

Operation type

Select all that apply

Number of physical operations (all business units, leased and owned) Text Total number of employees (all business units) Text

Please describe your operations Select one

Note: When responding on behalf of multiple operations, please select the answer you believe best represents the population.

General - Please select the answer you believe best fits the current status of your organizations sustainability efforts, collectively.

0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Sustainability champion identified Executive sponsorship obtained Sustainability committee created Reoccurring committee review meetings in place Sustainability statement / policy created

Management review process in place Sustainability budget obtained Organizational boundary established Scope 1 and 2 Green House Gas inventory developed Ongoing data collection for corporate emission sources Standard processes created for ongoing data collection

Annual sustainability goals developed 3-5 year goals developed

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Appendix G: Annual Sustainability Survey (continued) Stakeholder Prioritization and Materiality Assessment - The degree to which we understand and manage the most significant issues identified by our stakeholders.

0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Organizational stakeholders identified & prioritized Stakeholders surveyed to determine material sustainability issues Reoccurring stakeholder materiality assessment to determine significant topics and issues Waste and Recycling - Ability to sustain and improve recycling processes at physical your operations to meet laws and reduce environmental impact.

0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Local, state and federal laws and regulations researched and understood Policy / requirements defined Waste stream analysis encouraged and performed Standard processes developed Training conducted on standard processes for new employees Training conducted on standard processes for existing employees Training plan and records developed for employees Training plan and records developed for contractors Metrics developed and visible to associates Improvement goals established Visual management of recyclable commodities Disposal of Hazardous and Universal Waste: Planning and disposal of electronic waste, batteries, mercury containing

equipment, pesticides, aerosols, etc.

0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Local, state and federal laws and regulations researched and understood Policy / requirements defined Waste stream analysis encouraged and performed Standard processes developed Training conducted on standard processes for new employees

Training plan and records developed for employees

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Appendix G: Annual Sustainability Survey (continued)

Improvement goals established Visual management of hazardous and universal waste

Electricity Efficiency - Ability to identify and reduce wasted electricity in your operations.

0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Analysis encouraged and performed to identify wasted energy Preventative maintenance schedule in place for cooling units HID + HPS replaced with fluorescent lighting or similar Occupancy / motion sensors installed on lighting Lights and equipment are turned off when not in use Standard process developed for common energy savings actions Training conducted on standard processes for new employees Training conducted on standard processes for existing employees Training plan and records developed for employees Training plan and records developed for contractors Metrics developed and visible to associates

Improvement goals established Visual management posted for common energy savings actions Electric MHE units purchased over propane when available

Natural Gas Efficiency 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Programmable thermostats in place Preventative maintenance schedule developed for heating units Analysis completed to identify faulty door and building penetration seals, cracked windows, etc.

Areas of temperature control sealed off from others Standard process developed for common energy savings actions

Hot water heaters insulated

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Appendix G: Annual Sustainability Survey (continued) Training conducted on standard processes for existing employees Training plan and records developed for employees Training plan and records developed for contractors Metrics developed and visible to associates

Improvement goals established Visual management posted for common energy savings actions

Water efficiency 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Low flow toilets and sinks installed Analysis completed to identify leaking equipment

Faucet aerators installed Floor/countertop water filtration units installed instead of 5 gallon water bottles

Reusable cups and mugs provided to employees instead of disposable

Rain water harvesting in place

Packaging 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Packaging is reused (boxes, corner boards, slip sheets, etc.)

Packaging waste is recycled Recycled content packaging materials are purchased

Material Handling Equipment 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Electric MHE units purchased over propane when available

Company Cars 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Fuel efficient / hybrid vehicle option available

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Appendix G: Annual Sustainability Survey (continued)

Business Travel 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Priority given to itineraries that utilize public transportation and rail

Fuel efficient vehicle policy established for business travel

Employee Engagement 0 - Unsure

1 - Disagree

2 - Somewhat Disagree

3 - Neutral

4 - Somewhat Agree

5 - Agree

Employees are aware of companies significant environmental aspects Employees are aware of how they contribute to sustainability policy Employees are incentivized to meet sustainability goals

Contact IWLA Headquarters2800 S. River Rd. , Suite 260Des Plaines, IL 60018

847.813.4699mail@IWLA.com

www.IWLA.com