3M Company:

In Practice

Partner Profile

Founded over 100 years ago, 3M is a global, diversified, technology company that prides itself on innovation.  3M makes a wide variety of products ranging from post-it notes to pharmaceuticals. 3M has been an ENERGY STAR partner since 1997 and was named an ENERGY STAR Partner of the Year in 2004, 2005, 2006 and 2007. 

Industrial Partner Since 1997

Awards & Recognition

  • Leadership in Energy Management 2004
  • Sustained Excellence 2007,2006,2005

3M Company

Contact Information:
 3M Company
3M Center, Building 223-5N-10
St. Paul , MN 55128
651-737-0849

In Practice

1: Make Commitment

See this Guideline Step
 

1.2: Establish an Energy Team

Upstream and Downstream Management

As a large diversified manufacturer, 3M operates hundreds of different manufacturing facility types.  Because of this, the 3M energy program relies on multi-disciplinary teaming and coordination to achieve their annual average 7% reduction. The 3M energy team makes use of the engineering, finance, environmental, plant operations, R&D departments, as well as their suppliers and vendors.  This ensures that their energy team covers all stages of the production process, both upstream and downstream.  Including the financial division also helps energy programs secure the necessary capital funding for major energy efficiency projects. 

1.3: Institute an Energy Policy

3M's Energy Policy: Integration and Accountability

3M has created an integrated worldwide energy policy that extends the accountability of the energy program beyond environmental and operations divisions to coordination with their research & development organization, process engineers, and facility design engineers.  This policy sets challenging, yet attainable goals that support the broader goals of the company to drive innovation with energy saving products and optimize capital investment.   3M revised their energy policy in 2004 after soliciting feedback on their policy from manufacturing directors, plant managers, plant operations and executive management.  This process paid off when reviewers suggested the inclusion of manufacturing directors in energy management activities because their support is essential to program success.  Energy policy revisions showed significant results for 3M in their first year of implementation.  Energy efficiency improved by 8.3% in 2004. 

2: Assess Performance

See this Guideline Step
 

2.3: Benchmark

Determining scope and scale of benchmarking
 
3M's energy program oversees hundreds of facilities worldwide and all are required to report on energy efficiency.  To make this possible, 3M has devised a system to prioritize energy reporting: facility size dictates the level of required reporting.   Each of 3M's plants, and any other facility over 30,000 sq. ft, must report energy use, intensity, and cost monthly.  Because facilities' products and processes vary greatly, each facility is measured against its own previous performance.  While 3M facilities can't benchmark their performance against each other, their performance is closely monitored and benchmarked over time. 

3: Set Goals

See this Guideline Step
 

3.3: Establish Goals

Goal

20 percent improvement in energy performance within 5 years.

4: Create Action Plan

See this Guideline Step
 

4.2: Determine Roles and Resources

Reaching out to get the whole picture


3M has had an established energy program for many years, so when looking for opportunities for further improvement, the corporate energy director must look beyond facility and plant improvements.  The corporate energy team at 3M now works with the scientists in their Research & Development department to identify opportunities for minimizing energy use in manufacturing processes through improved design.  The R&D team uses life cycle management to continuously search for energy use reductions in their extremely diversified manufacturing processes.  Energy is considered when choosing not only processes, but also raw materials and product formulations.  Going beyond the basics of energy management has allowed 3M to continually improve their energy performance, producing an additional 9% in efficiency gains in their worldwide operations.

5: Implement Action Plan

See this Guideline Step
 

5.2: Raise Awareness

Leveraging Multi-Media Outlets

3M takes a multi-media approach to company-wide messaging about energy management.  In addition to a website and newsletters on energy management, 3M regularly features its energy program and energy goals in its internal newspaper.  3M  also created Energy Awareness Month activities for all employees and uses 3M TV to regularly broadcast the importance of energy management.  Finally, 3M discussed its ENERGY STAR Partner of the Year Award in the company's annual report to stakeholders.  This information is considered important to shareholders because 3M's energy program has freed up $190 million additional dollars in the past 4 years to be spent on product development instead of energy bills.

5.4: Motivate

Simple Recognition Helps Ensure Big Results

Having employee buy-in to an energy management program is crucial, but not without challenges.  3M uses innovative incentives to encourage participation in energy management.  A successful  example  is the Energy Awareness Parking Place Contest.  Winners get a coveted parking place as a reward for their exemplary contribution to energy management efforts.  3M also gives annual Gold, Silver, and Bronze level awards to plant energy teams. These programs remind employees of their company's emphasis on energy management, and motivate them to get involved in these efforts.  3M finds that these incentives are extremely worthwhile and credits its employees as the key to 3M's $23 million reduction in energy costs in 2004. 

7: Recognize Achievements

See this Guideline Step
 

7.1: Internal Recognition

Rewarding achievements leads to efficiency

Employees are more motivated to contribute to energy efficiency programs when they are recognized for their contributions.  In 2005, 3M's second annual "Plant Energy Awards" recognized the achievements of 31 winning plant energy teams worldwide (15 in 2004).  Plant teams were recognized at the bronze, silver, gold and platinum levels.  Award winners received recognition starting with a certificate and increasing, with platinum teams receiving a team dinner outing with management. The awards were well deserved; the five platinum award winning teams provided a total of more than $3.5 million in avoided energy costs.  Recognition keeps 3M continuously improving, with these plants contributing to 3M's overall 9% energy efficiency improvement in 2006.