Eastman
 
 
 

From energy efficient operations, to sustainable products, to active engagement in communities across the globe, Eastman knows firsthand that sustainability is beneficial to our business, our customers, our communities and our world. We are proud of the progress we've made against the goals we set in 2010, but we know we have more to do. As we further our efforts to meet our goals, we are committed to continue learning from others and working actively to meet or exceed these goals.  We recognize that our targets will evolve as we engage with our various stakeholders on our journey of continuous improvement and sustainability.


Economic growth

Short-term goals (1–3 years)
Earnings per share (EPS) approaching $5 in 2012. (Goal was adjusted from $10 to $5 to reflect the impact of the 2-for-1 stock split in 2011).
Achieve mid-single-digit compounded annual volume growth rate through 2013.
Capital expansions, including those in product lines with sustainable advantages, deliver returns in the 15%–20% range.
Earnings per share (EPS) compounded annual growth rate (CAGR) >10%.​
Midterm goals (3–5 years)
Continue to pursue organic and inorganic growth to enhance our portfolio of sustainable alternatives for emerging markets.
EPS compounded annual growth rate (CAGR) >10%.
Complete sustainability pilot efforts with at least 6 of our strategic suppliers and customers to holistically improve our life cycle management practices.
Ensure two-thirds (2⁄3) of revenues from new product launches are advantaged on assessed sustainability criteria.
Long-term goals (5–10+ years)
Continue strong EPS compounded annual growth rate (CAGR).
Develop new businesses utilizing renewable feedstocks by 2020.

 

Environmental

Short-term goals (1–3 years)
Improve energy efficiency of operations 2.5% year-over-year (or 25% from 2008 to 2018) against a 2008 baseline of 11.6 MMBtu/1000 kg produced (U.S. sites). Our previous 2008 baseline of 11.1 MMBtu/1000 kg produced has been adjusted to 11.6 MMBtu/1000 kg produced to reflect energy intensity data reported from 5 additional U.S. sites.
Reduce greenhouse gas (GHG) emissions per unit of production (GHG intensity) by 2% from 2008 to 2018 per year against a 2008 baseline of 0.92 equivalent lb of CO2 emissions per lb produced (U.S. sites). The baseline of 0.95 established in 2008 has been adjusted to 0.92 as a result of standardizing reporting for GHG intensity and energy intensity.
Complete life cycle assessments (LCAs) on product families aligned with our customers’ priorities (approximately 60% of products that represent 80% of 2011 revenues).
Develop a baseline for water used at Eastman sites in water-stressed regions of the world
Midterm goals (3–5 years)
Continuously improve levels of performance of energy conversion and energy consumption per unit of output on track with the Department of Energy (DOE) Save Energy Now LEADER pledge (renamed BETTER BUILDINGS, BETTER PLANTS).
Continuously improve levels of performance of energy conversion and GHG emissions on track with GHG intensity goal.
Complete LCAs on all new product family launches
Long-term goals (5–10+ years)
Reduce energy intensity by 25% from 2008 to 2018 (in conjunction with Save Energy Now LEADER program — renamed BETTER BUILDINGS, BETTER PLANTS) against a baseline of 11.6 MMBtu/1000 kg produced (U.S. sites). Our previous 2008 baseline of 11.1 MMBtu/1000 kg produced has been adjusted to 11.6 MMBtu/1000 kg produced to reflect energy intensity data reported from 5 additional U.S. sites.
Reduce GHG emissions per unit of production (GHG intensity) by 20% from 2008 to 2018 against a baseline of 0.92 equivalent lb CO2 emissions per lb produced. The baseline of 0.95 established in 2008 has been adjusted to 0.92 as a result of standardizing reporting for GHG intensity and energy intensity.
Reduce nitrogen oxide (NOx) by 20% and sulfur dioxide (SO2) by 40% from 2010 to 2020 (NOx baseline of 10,359 tons in 2010; SO2 baseline of 22,068 tons in 2010).
Reduce Volatile Organic Compounds (VOC) by 15% from 2010 to 2020 against a baseline of 7,048 tons in 2010.
Reduce total number of reportable releases by 25% from 2010 to 2020 against a baseline of 55 release events in 2010.
Reduce Toxic Release Inventory (TRI) emissions to the air by 25% from 2010 to 2020 against a baseline of 5.4 million pounds in 2010.
Reduce hazardous waste (indexed to production) by 15% from 2010 to 2020 against a baseline of 0.00542 kg waste/kg production in 2010.

* Non-U.S. sites will be incorporated into the same goals and measures as the data is collected

Societal 

Short-term goals (1–3 years)

Safety:

  • Maintain our strong commitment to health, safety and employee well-being with continued goals and incident tracking for Corporate Injury and Illness Recordable Rates, Days Away from Work Rates and Process Safety incidents
  • Achieve Process Safety goal of <5 incidents in 2011 (incidents defined as per the American Chemistry Council (ACC)

Employee development:

  • Enhance recruiting, training, communications and mentoring practices with a focus on diverse global perspectives and public policy issues
  • Continually improve diversity in our professional hiring pipeline to enrich our collective point of view, including U.S. percentages (where the majority of our employee base is located) for females (30%) and minorities (15%)
  • Offer diverse and challenging volunteer opportunities to employees
  • Provide sustainability education and awareness training to 80% of our customer-facing employees by 2012

Value chain focus:

  • Collaborate with a minimum of six key influencers in our value chain to promote sustainable practices

Community:

  • Maintain Community Advisory Panels (CAPs) in our communities
  • Proactively engage key education, environmental and community stakeholders in our communities
  • Support community involvement efforts, including philanthropy, volunteerism and in-kind donations
Midterm goals (3–5 years)

Safety:

  • Achieve best ever safety rates <0.05 DAW and of <0.35 OSHA-R and by 2015

Employee development:

  • Create a culture that thinks and acts in more sustainable ways with volunteer "Green Teams" creating meaningful sustainability improvements at Eastman sites by 2015
  • Develop hiring pipeline that reflects the diversity of talent and background available at our sites globally, increasing the percentages of females, minorities, and nationalities represented
  • Develop process to measure percentage of employees involved in volunteer activities and the types of activities. Once baseline data are established, set a goal to increase participation by 10% over a 3-year period. Revisit goals on a semiannual basis

Value chain focus:

  • Expand our value chain engagements to focus on strategic sustainability issues with key influencers such as designers, academia, government and nongovernment organizations

Community:

  • Complete neighborhood pulse surveys at every site by 2015 and track perception of Eastman in the communities where we live and work
  • Develop philanthropic and contribution strategies which support company strategic objectives; reassess strategies annually to ensure strategic linkage 
Long-term goals (5–10+ years)

Safety:

  • Develop a safety culture to prevent workplace incidents, injuries and illnesses to achieve a zero rate

Employee development:

  • Create thought leadership diversity and a competitive advantage by expanding our percentages of employees with diversity of national origin, race, gender, education and experience
  • Become known as a company of employees committed to community involvement 

Value chain focus:

  • Become an active voice in our industry, sharing leading practices on sustainability throughout our value chains

Community:

  • Develop stretch goals at each site to increase Eastman's perception and track progress
  • Expand contribution and philanthropic strategy across all Eastman sites and develop online, real-time system for tracking
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