of results. “Measures at every stage are
EDF has two decades of experience
proving the financial and environmental results of its partnership projects,
which have attracted a regular who’s
who of global power players, such as
McDonald’s, DuPont, Citibank, FedEx
In 2008, the organization teamed up
with Kohlberg Kravis Roberts & Co.
(KKR) for a project aimed at helping the
global private equity firm improve the
environmental performance of busi-nesses in its portfolio.
To test drive the project concept, the
partnership rolled out three, 90-day
pilot efforts at three KKR companies:
U.S. Foodservice Inc., a food distributor;
Sealy Corp., a bedding manufacturer;
and Primedia Inc., an Internet and
print media company.
The team includes a dedicated project
leader from EDF, as well as a point person from KKR and each pilot company.
In each case, the team identified areas
for environmental and business
improvement, established baselines,
and developed goals and action plans
for future enhancements.
“Our project leaders own these relationships and take responsibility for
tracking the projects, establishing the
calendar and milestones, and communicating results,” says Mr. Cahill.
The three pilot projects ended earlier
this year and they all delivered impressive
; At U.S. Foodservice—where the project
focused on reducing fuel use throughout
the company’s fleet vehicles—the
results included US$8.2 million in
fuel cost savings after only three
months, a reduction of 22,000 metric
tons of CO2 and a boost in fleet fuel
efficiency by more than 4 percent
compared to a 2007 baseline.
;At Primedia, where the project
objective was to cut paper use, the
company saved US$2.9 million in
material costs, reduced its paper
use by more than 3,000 tons and
“Our project leaders own these relationships and take
responsibility for tracking the projects, establishing the
calendar and milestones, and communicating results.”
improved efficiency by 22 percent
over a 2007 baseline.
; At Sealy, the project goals centered on
reducing solid waste from manufacturing as well as lowering greenhouse
gas emissions from product delivery.
All told, the company saved US$1.2
million in fuel costs while eliminating
more than 3,000 metric tons of CO2
emissions, and saved more than US$4
million in material costs while slashing
650 tons of solid waste.
Numbers like those are certainly
nice, but partners must also realize it
may not happen overnight.
“Good collaborations take time,”
says Dr. Jannin. “When you take that
time to build the relationship, you are
more likely to reach the goals and outcomes you all set out to achieve.” PM