POLICY STA TEi\1 ENT. Thomas G. Day

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1 U.S. Postal Service 2013 strategic sustainability performance plan Earthscapes: seeing our world in a new way Photographs taken by NASA satellites and photographers in aircraft June 28, 2013 USPS Office of Sustainability 475 L Enfant Plaza, SW, Room 2801 Washington, DC sustainability@usps.gov

2 POLICY STA TEi\1 ENT The U.S. Postal Service (USPS) is unique among Federal agencies. Our statutory mandate is to provide secure, efficient and reliable mail service to every person in the United States. We fulfill this mandate as a self-supporting government business. The Postal Service receives no tax dollars for operating expenses, and relies on the sale of postage, products and services to fund its operations. Accomplishing this mission means that our employees drive over 1.3 billion miles to deliver to nearly 153 million locations throughout the United States. We are the very definition of ubiquity, with a presence in every community. In order to fulfill this mission we maintain both a large fleet of vehicles and facilities. We understand that to be good neighbors it is our responsibility to use resources effectively- to strive towards sustainability. We are dedicated to operating sustainable facilities and efficient fleets that support mail delivery with the lowest possible costs and impact on the environment, while complying with all applicable Federal, State, Tribal, regional, and local environmental/energy laws and regulations. J The Postal Service continues to face the largest financial challenge in our history. Mail volume and revenue continue to decline, while our fundamental costs continue to rise. This, combined with a statutory debt ceiling, limit our ability to make capital investments to improve the efficiency of our fleet of vehicles or our buildings. Despite our significant financial difficulties, we are committed to improve our sustainability performance and to provide affordable, universal mail service for current and future generations in a socially and environmentally responsible manner. In 2012 we were the only federal agency to commit, on an agency-wide basis, to the Federal Green Challenge - a national effort under the Environmental Protection Agency which challenges federal agencies throughout the country to lead by example in reducing the Federal Government's environmental impact. In 2013, 10 Postal Service facilities were among the 47 entrants recognized by the Federal Green Challenge. Within the Postal Service, we established an awards program to recognize our employees for outstanding sustainability efforts. We launched the USPS Blue Earth TM Product Carbon Accounting service to help our business customers measure and manage carbon impacts across the supply chain. In the coming years we will continue to explore new products and services to help our customers reduce their environmental impacts while we work to reduce our own. As a self-funded federal agency, the Postal Service isn't required to meet the requirements in Executive Order or 13423; however, where possible, USPS voluntarily follows these objectives. This FY 2013 Strategic Sustainability Performance Plan (SSPP) describes USPS sustainability goals and implementation initiatives, and reviews our progress and challenges. These goals are relevant to our statutory mandate, our operations, our customers and the communities we serve. They align with the intent of both Executive Orders by helping to drive our improvement efforts to better serve our customers, engage our employees, collaborate with our supply chain, conserve natural resources, reduce waste, and improve energy and water efficiency, while reducing our associated greenhouse gas emissions. Thomas G. Day USPS Chief Sustainability Officer (CSO) June 28,

3 TABLE OF CONTENTS Policy Statement Executive Summary.1 Size & Scope of Agency Operations.9 Goal 1: Greenhouse Gas (GHG) Reduction...9 Goal 2: Sustainable Buildings..12 Goal 3: Fleet Management 13 Goal 4: Water Use Efficiency & Management 15 Goal 5: Pollution Prevention & Waste Reduction..16 Goal 6: Sustainable Acquisition 16 Goal 7: Electronic Stewardship & Data Centers 16 Goal 8: Renewable Energy...18 Goal 9: Climate Change Resilience.18 8

4 2013 STRATEGIC SUSTAINABILITY PERFORMANCE PLAN EXECUTIVE SUMMARY The United States Postal Service (USPS) delivers mail to every home and business in the country. It is our mission to provide reliable universal mail service, now and for future generations. To meet this mission we need to be leaner, greener, faster and smarter than the year before. We have 214,000 vehicles one of the largest fleets in the country and more than 32,000 postal facilities. In fiscal year 2012 we delivered almost 160 billion pieces of mail to nearly 153 million addresses. Beyond delivering to every address, we also provide many online tools for our customers to order stamps and package boxes, print shipping labels, schedule package pickups, track shipments, and much more. In 2012, we reduced our GHG emissions, facility energy use, water use, and consumable purchases. We increased our use of alternative fuel, but continued to use more petroleum fuel than the 2005 baseline year in part because we deliver to more addresses every year. Moving forward through 2014 we will remain focused on reducing both costs and environmental impact. We will be launching more energy awareness programs for our employees and continue to evaluate new technologies for our vehicles. In 2013, we are also expanding our climate change adaptation actions and creating an organization-wide plan. The Postal Service enables an $800 billion mailing industry. American families and businesses rely on our delivery network for moving their goods and letters as well as providing a highly effective marketing channel. However, our operational, financial and resource efficiency faces major challenges. The Postal Service continues to manage increasing delivery points, legislative and regulatory mandates on operations, requirements to pre-fund retiree health benefits, and declining mail volume. It is within these circumstances that the Strategic Sustainability Performance Plan (SSPP) outlines our leadership and strategies for greenhouse gas (GHG) reduction, energy efficiency, fuel and fleet management, water use, pollution prevention, waste management, sustainable acquisition, and electronic stewardship. Our longstanding commitment and continued aspiration to be a sustainability leader is balanced with our financial responsibilities and realities. We will continue to remind Americans how together we affect the environment, including with our stamps. This year s SSPP cover showcases our Earthscapes Forever stamps which feature breathtaking photographs of natural, urban, and agricultural landscapes. They are a reminder to everyone that the environment we share is worth protecting.

5 2013 USPS Strategic Sustainability Performance Plan Executive Summary LEADERSHIP Integrating sustainable business practices is a core concept within the Postal Service strategic process. The USPS Chief Sustainability Officer (CSO) coordinates sustainability activities across USPS functions, with a focus on energy, environmental compliance, and corporate initiatives for employee engagement. The Office of Sustainability manages sustainability data collection and management, supports small and large initiatives related to USPS sustainability goals, and communicates to the public, customers, and the federal government on progress. The Chief Sustainability Officer reports to the Deputy Postmaster General. Several offices have the primary responsibility for implementing and managing specific aspects of Deputy Postmaster General Ron Stroman at Earth Day sustainability. For example, Supply Management has primary responsibility for establishing policies and initiatives related to sustainable acquisition. The Facilities organization is responsible for energy audits, energy-impacting project implementation, portfolio energy management, and building design standards. Vehicle Operations and Engineering manage the fleet, conduct tests on vehicles and have primary ownership over the USPS vehicle databases. An essential element for success is employee engagement. USPS empowers employees throughout the organization to implement low-cost and no-cost projects that enhance conservation and efficiency. Cross-functional, employee-led Lean Green Teams help USPS build a conservation culture through more efficient resource use and conservation in five sustainability performance goal areas: facility energy, petroleum fuel, consumable materials, waste and water reduction. PERFORMANCE REVIEW Neither Executive Orders nor are directly applicable to the Postal Service due to our unique mission and status as a self-supporting agency that funds its operations from revenue generated by sales of products and services. Instead, and where possible, USPS voluntarily sets specific goals in alignment with the Executive Orders. USPS reports performance to its customers with this summary as well as in the Annual Sustainability Report. To learn more about the Postal Service s programs, see the 2012 USPS Sustainability Report at 2

6 2013 USPS Strategic Sustainability Performance Plan Executive Summary The table below shows a snapshot of key performance against major Postal Service goals. Goal Greenhouse gas emissions Baseline Year Performance Units Baseline FY12 Progress from Baseline Reduce scope 1 and 2 emissions 20% by FY 2020 Million (19.3%) 2008 Reduce select scope 3 emissions 20% by FY 2020* MTCO 2e (3.7%) Facility energy use Reduce total facility energy use 30% by FY 2015 BBtu 33,720 22,301 (33.9%) 2003 Reduce energy intensity 30% by FY 2015 Btu/GSF (32.4%) Transportation fuel use Reduce Postal-vehicle petroleum fuel use 20% by FY 2015* Increase Postal-vehicle alternative fuel use 10% annually by 2015 (159% increase)* Reduce contract transportation petroleum fuel use 20% by FY 2020 Waste & purchasing Divert 50% of solid waste from landfill to recycling 2005 Million GGE % % (0.9%) % 44% 48% 3.7% 2008 Reduce spending on consumables 30% by FY 2020 $Million $ $ (38.8%) Water Reduce water use 10% by FY Million Gallons 5,456 3,375 (38.1%) * Values differ from Figures 1-2, 3-1, and 3-2. Scope 3 emissions include contracted transportation and fully-serviced leased facilities not required under federal reporting. Postal fleet petroleum and alternative fuel consumption exclude GSA leases and treats biodiesel as 100% alternative in contrast to federal reporting. GREENHOUSE GAS EMISSIONS The Postal Service generates greenhouse gas (GHG) emissions from facility energy use, transportation fuel use, waste generation, employee commuting, contracted transportation services and other sources. We are accountable for these emissions. In alignment with EO 13514, we voluntarily set a target to reduce Scope 1 and 2 emissions and Scope 3 emissions by 20% by 2020 from a 2008 baseline. Due to a large reduction in facility energy use, Scope 1 and 2 emissions have already decreased 19 percent. However, our Scope 3 reduction is off-track. We have only reduced Scope 3 emissions by 3.7 percent. Our Scope 3 emissions are driven by contracted transportation requirements, including air. FY 2012 Greenhouse Gas Emissions USPS voluntarily reports contracted transportation and fully-serviced lease facilities as Scope 3. Contract transportation represents 44 percent of the entire USPS inventory, so we find it important to include this emission source to share a complete picture of our emissions. The 3

7 2013 USPS Strategic Sustainability Performance Plan Executive Summary FY 2013 OMB Scorecard and Figure 1-2 do not represent these volunteer categories in order to be consistent with other federal agencies. The Postal Service evaluates its GHG emissions performance annually through the EO Federal GHG and Sustainability Data Report as progress towards an absolute reduction from the baseline year of We also report emissions with our peers through the International Postal Corporation (IPC) a cooperative association of 24 posts and The Climate Registry (TCR). We actively collaborate with our postal peers by participating in IPC s annual carbon management performance assessment, the Environmental Measurement and Monitoring System (EMMS), as well through sharing best practices. USPS is the first federal agency to report its GHG emissions to TCR, a nonprofit collaboration among states, territories, and private companies. TCR sets standards to calculate, verify, and report GHG emissions in a single registry. OUR CUSTOMERS AND PARTNERSHIPS In 2012, we launched the USPS BlueEarth TM Product Carbon Accounting Service for our business customers. Mailing service is a Scope 3 emissions source for many companies, and our BlueEarth Carbon Accounting Statement provides emissions data based on a shipping or mailing item s characteristics. Carbonfund.org Foundation determined that this statement was consistent with the carbon neutrality criteria in the Carbonfund.org Carbonfree Shipping program. The Postal Service also partnered with the United Parcel Service (UPS ) as part of the Blue and Brown make Green initiative. This partnership includes sharing data to achieve operational and sustainability goals. The Postal Service delivers many UPS packages using our last mile network and UPS carries USPS letters and packages using their extensive air and ground transportation networks to reduce delivery transit redundancy. Working together, the Postal Service and UPS can reduce costs and serve our customers. This partnership has potential to reduce the carbon footprint of each respective supply chain. Postmaster General Pat Donahoe and UPS CEO Scott Davis FACILITY ENERGY & SUSTAINABLE BUILDINGS The Postal Service is currently achieving more than 30 percent reduction in facility energy use and facility energy intensity (use per square foot) since the 2003 baseline year. Our facility energy projects and conservation efforts contributed towards this reduction. We have rigorous technical and financial evaluation processes for our energy improvement, capital investment, and other facility projects. Despite our limited capital due to our financial status, the Postal Service continues to identify projects with favorable Return on Investment (ROI) using stringent criteria and seeks low and no-cost improvement opportunities. Our facility energy program includes established Building Design Standards (BDS) that require an Energy Compliance Certification (ECC) for all energy-impacting projects. The ECC certifies that the project conforms to the Building Design Standards (BDS) and that all new construction is 4

8 2013 USPS Strategic Sustainability Performance Plan Executive Summary as energy efficient as life cycle cost effective and is at least 30 percent more efficient than ASHRAE 90.1 when practicable. All new equipment is assessed for energy efficiency and we are currently developing a system to ensure compliance with equipment energy standards. In 2013 and 2014 we are revising our National Energy Management Plan, which will set our strategy and guidelines for evaluating new technology, incorporating energy efficiency into new equipment assessments and investigating equipment-specific energy use. The Postal Service also seeks to participate in local energy and water conservation programs and initiatives. We support our employee-led Green Teams that implement projects in energy, water, and waste management across the country. We also support innovative projects large and small. The Denver Network Distribution Center in Colorado applied suggestions from an energy audit and saved $425,000 through lighting and Heating, Ventilation and Air Conditioning system upgrades. At the Syracuse Colvin-Elmwood Station, the Postal Service has a new green roof. This roof is designed to last up to 50 years and will contribute to higher water quality in the local area. The Postal Service is committed to cost-effective, sustainable technologies that maintain environmental quality as well as meeting all technical requirements. FUEL AND FLEET MANAGEMENT The Postal Service has a mission to deliver we move the mail across the country from mailbox to mailbox. This requires a large fleet and a large amount of fuel. Our fuel and fleet management program ensures that the fleet is right-sized for the requirements of each route and is aimed at reducing the total miles driven per delivery point. We have reduced the numbers of routes we drive and vehicles required. We continue to be off track on meeting our petroleum fuel reduction goals. This is a major challenge and may only be addressed with an extensive new vehicle purchase. Today, our vehicles are on average almost 20 years old. The vehicles are inefficient, and although total routes are down, delivery points are up every year. We need to replace the fleet; however this represents a large financial investment. In response, USPS has created a 10 year capital plan for purchasing vehicles. In order to find vehicles to replace our aging fleet, we continually test various alternative fuel or high efficiency vehicles for the type of driving a postal vehicle performs day to day. In FY 2012, USPS conducted tests on clean diesel, high efficiency vehicles, electric vehicles, and hybrid vehicles. The Postal Service continues to increase its alternative fuel use, and we are on track to meet this target. We have a policy that a letter carrier cannot deviate a set distance and time period from their delivery route. This policy restricts our access to alternative fuels, but is designed in line with our mission objectives. To support alternative fuel consumption, the Postal Service is launching two new employee educational campaigns including a pilot to install colored gas caps that will remind employees to purchase alternative fuels where available. Filling up on Compressed Natural Gas (CNG) in Texas 5

9 2013 USPS Strategic Sustainability Performance Plan Executive Summary The Postal Service measures its progress towards fleet goals using records of fuel purchased at retail and bulk fueling stations and data from the fleet management systems. This is reported to the Department of Energy through the Federal Automotive Statistical Tool (FAST). WATER INTENSITY Water is not a major resource of the Postal Service in day to day operations. The Postal Service s Building Design Standards (BDS) requires using water-efficient faucets and fixtures. We use lowmaintenance landscaping materials indigenous to our facility locations. The USPS Utility Management System captures variances in the water consumption data to identify consumption spikes or other significant changes. This reporting is improving our water data accuracy. WASTE MANAGEMENT In 2012, the Postal Service achieved a 48 percent diversion rate of waste to recycling instead of landfills. We are on track to be diverting 50 percent of all waste by FY Across our organization, we are working to make recycling available to all of our offices. As a result, in FY 2012 the Postal Service recycled over 250,000 tons of material. To optimize waste management, we are leveraging reverse logistics opportunities using our own transportation network. Reverse logistics, commonly referred to as backhauling, encompasses transporting recyclables generated at Post Offices to their servicing plant. At the plant, we consolidate recyclables to maximize economies of scale. This unique reverse logistics example is an inherent recycling benefit for the Postal Service that few other entities can leverage. For 2013 and 2014, USPS is improving our measurement and reporting capabilities and expanding the reverse logistics recycling network. We are also standardizing our recycling and waste management contracts for conformance across facilities. We can then identify best practices for improvement. We evaluate our success based on the diversion rate for waste, and the accessibility of recycling services for our facilities. We also provide recycling for our customers in many locations. Our Post Office lobby recycling program provides customers a location to recycle their unwanted mail. We also offer a mail-back recycling program for printer cartridges and electronic devices. Mixed paper recycling in Northern New England District 6

10 2013 USPS Strategic Sustainability Performance Plan Executive Summary SUSTAINABLE ACQUISITION We seek to provide affordable, high quality products and services that have positive environmental attributes for our customers. In 2012, we identified new procurement specifications for expedited and Ready Post Mail packaging products. These requirements include minimum post-consumer recycled content and third-party eco-label certification from the Forest Stewardship Council or the Sustainable Forestry Initiative. Suppliers can also comply through Cradle to Cradle Certification TM. Internally, we are also working towards improving the attributes of our purchases and consumables. The Postal Service is revising and completing sustainability clauses that include general sustainability commitments, recycled content, biobased products, energy efficient products, water efficient products and data reporting. These clauses will be included in all relevant new contracts. We will then track our major purchases of these materials to evaluate progress in the future. For the past year, we ve been evaluating and changing how sustainable acquisition is tracked in our systems. We ve set clearer designations for these products. In 2014, we will set new goals for sustainable acquisition in line with a renewed understanding of our purchasing. Our objective is to provide and use materials that have low financial and environmental costs. ELECTRONIC STEWARDSHIP The Postal Service s electronic stewardship includes minimizing the energy consumption of data centers while maintaining sufficient and secure data management and storage services. We conserve energy and resources by using power management and duplex printing. For power management, the Postal Service has equipment at over 30,000 locations with varying levels of network bandwidth. The diversity of equipment combinations and connectivity requires complex analysis for all machine configurations which potentially impact remote management. In FY 2012, 46 percent of computers had end-user shut down and wake-up capabilities and 100 percent of monitors had power management enabled. By the end of FY 2014, the Postal Service plans to enable power management on 85 percent of all computers. The Postal Service electronic stewardship program includes both acquisition and end-of-life (EOL) management. For acquisitions, the Postal Service balances sustainable performance and cost. For example, many computers meeting EPEAT requirements are not EPEAT registered - which we see as a cost without clear benefit. Our desktops and notebooks have a USPS customer image, which does not meet Energy Star criteria. For EOL management, the Postal Service s internal recycling practice uses Unicor for some items and only R2 and esteward certified recyclers. In FY 2012, 69 percent of surplus EOL electronics were sold, 26 percent were recycled and 3 percent were reused. This program will continue. The Postal Service has completed its data center consolidation and maintains two major facilities to process the USPS data. We continue to modernize the energy systems, including using cold aisle containment, upgrading Power Distribution units (PDU) and re-engineering chiller loops for efficiency. CLIMATE CHANGE ADAPTATION Our Climate Change Adaptation (CCA) policy states that CCA planning will prepare the Postal Service to avoid or minimize negative impacts on our business operations arising from a range of climate change scenarios. The policy incorporated several guiding principles, including using integrated approaches, best available science and risk management methods. 7

11 2013 USPS Strategic Sustainability Performance Plan Executive Summary Our first CCA Plan set the groundwork for our planning process and identified the major vulnerabilities that could affect the Postal Service s mission. We are vulnerable to changes in extreme precipitation and heat, drought, increased flooding, and coastal land loss spurred by sea level change. The types of risk include employee safety, network disruption, facility damage and fleet damage. The Postal Service has a robust disaster recovery and national preparedness process. CCA planning is different. Our CCA planning process includes identifying decisions and policies we can adjust in order to strengthen our resilience to climate changes in the future. Further, we need to ensure that as natural disasters increase, our existing national preparedness program can maintain service. For 2013 and 2014, we are developing a comprehensive CCA plan. This plan will include more stakeholders. We will develop a roadmap towards understanding the scope of the climate risk and the types of programs and actions affected. This plan will also establish benchmarks to assess progress towards integrating climate risks into our policies and actions. Aftermath of Super-storm Sandy in 2012 PROGRESS ON ADMINISTRATION PRIORITIES The Postal Service voluntarily aligns its goals and strategies with administration priorities. In June 2011 we released our first climate change adaptation policy and followed it with our first climate change adaptation plan in June In FY 2013, we are continuing to develop our adaptation plan. During this year and next, we will be assessing the policies and actions that the Postal Service can take to become more resilient. We have not yet received any public comments on our Climate Change Adaptation plan. The plan and policy can be viewed at our webpage, The Postal Service has not released a fleet management plan at this time. We believe that the Postal Service has an appropriate number of vehicles in its fleet and continues to shift vehicles to meet demand as more delivery points are added. We are working towards a strategy for procuring the next generation of Postal vehicles. Further, while we have made progress on facility energy use and continue to innovate on reducing waste use, we have a major challenge with our goal to reduce petroleum use. Mail delivery points continue to increase - we are required to provide mail service to more addresses. Our financial constraints do not allow for either the upgrade or replacement of the current fleet at this time. Becoming a sustainable organization will require addressing how to reduce this major cost and impact to the environment. For energy saving performance contracting, the Postal Service cannot take advantage of this financing alternative at this time. Legislation addressing the Postal Service's financial situation has not been enacted, and we continue to experience serious liquidity challenges. We have been advised that Energy Savings Performance Contracts (ESPC) are considered capital lease financings for accounting purposes, and count against our $15 billion debt limit, which rapidly is being approached. We are proud of our efforts to reduce our impact to the planet. Our aim is to continue as we have for more than 200 years successfully adjusting to the times while continuing our mission to bind the nation together through the mail. 8

12 USPS SIZE AND SCOPE Agency Size & Scope FY 2011 FY 2012 Total Number of Employees as Reported in the President's Budget 557, ,458 Total Acres of Land Managed NA NA Total Number of Buildings Owned 8,644 8,606 Total Number of Buildings Leased (GSA and Non-GSA Lease) 24,616 24,298 Total Buildings Gross Square Feet (GSF) 284,139, ,782,738 Operates in Number of Locations Throughout U.S.* 32,146 31,857 Operates in Number of Locations Outside of U.S. NA NA Total Number of Fleet Vehicles Owned** 165, ,155 Total Number of Fleet Vehicles Leased Total Number of Exempted-Fleet Vehicles (Tactical, Law Enforcement, Emergency, Etc.) 2,140 2,121 *Includes total postal retail and delivery facilities, consistent with FY 2011 reporting **Consistent with FY 2011, the owned fleet excludes alternative fuel vehicles and includes hybrids. It also includes exempted fleet vehicles reported under the Total Number of Exempted Fleet Vehicles total. GOAL 1: GREENHOUSE GAS REDUCTION The Postal Service s Scope 1 and 2 GHG emission reduction strategies includes maintaining and tracking an annual GHG inventory to align reporting with private and postal industry peers. It also includes ensuring that all major renovations and new buildings are at least 30% more efficient or the largest amount practicable compared to ASHRAE 90.1 and where life cycle cost effective. The Postal Service has Building Design Standards (BDS) that provide equipment efficiency specifications and green criteria for USPS facilities. E.O requires each agency establish a Scope 1 & 2 GHG emission reduction target to be achieved by FY The red bar represents the agency's FY 2008 baseline. The green bar represents the FY 2020 target reduction. The blue bars represent annual agency progress towards achieving this target. The percentage at the top of each bar represents the reduction or increase from the FY 2008 baseline. A negative percentage value indicates that the emissions have decreased compared to the 2008 baseline. 9

13 Figure 1-1 Scope 1 GHG Emissions The Postal Service s Scope 3 emissions strategies include tracking business air and ground travel, allowing telecommuting for some employees, and conducting a commuting survey. The Postal Service has also established partnerships with its Scope 3 contract transportation providers, including the United Parcel Service. USPS evaluates its use of contracted air and highway transportation for savings. E.O requires each agency establish a Scope 3 GHG emission reduction target to be achieved by FY The red bar represents the agency's FY 2008 baseline. The green bar represents the FY 2020 reduction target. The blue bars represent annual agency progress on achieving this target. The percentage at the top of each bar represents the reduction or increase from the FY 2008 baseline. A negative percentage value indicates that the emissions have been decreased compared to the FY 2008 baseline. Figure 1-2 shows the Scope 3 emissions that are part of the required reporting for the federal government. USPS also reports in Figure 1-3 its voluntary categories which represent major emissions sources. This USPS-specific value is the performance metric that the Postal Service is using to assess its goal. It is very clear in this comparison that contract transportation, which is more than 40% of the total USPS inventory, is essential for any review of USPS GHG performance. 10

14 Figure 1-2 Scope 3 GHG Emissions (Federal required only) Figure 1-3 Scope 3 GHG Emissions (All emissions) 11

15 GOAL 2 SUSTAINABLE BUILDINGS The Postal Service s sustainable building strategies include green building specifications built into the USPS Building Design Standards (BDS). USPS also works to right-size the postal network to match operations. The organization provides energy and sustainability training to facility project managers. In addition, USPS employee-led Green Teams implement low and no cost facility energy projects across the nation (as well as water, fuel, waste, & materials). USPS provides these teams with a project tracking tool, the Green initiative Tracking tool (GITT) as well as tutorial videos and training. E.O Section 2 requires that agencies consider building energy intensity reductions. Further, the Energy Independence and Security Act of 2007 (EISA) requires each agency to reduce energy intensity 30 percent by FY 2015 as compared to the FY 2003 baseline. Agencies are expected to reduce energy intensity by 3 percent annually to meet the goal. The red bar represents the agency's FY 2003 baseline. The green bar represents the FY 2015 target reduction. The blue bars show annual agency progress on achieving this target. The percentage at the top of each bar represents the reduction or increase from the FY 2003 baseline. A negative percentage value indicates that the energy intensity has been decreased compared to the FY 2003 baseline. Figure 2-1 Facility Energy Intensity (Btu/Square foot) 12

16 GOAL 3 FLEET MANAGEMENT Postal Service fleet and fuel management strategies include purchasing fuel efficient vehicles, optimizing the network to reduce miles driven, and testing alternative vehicles. The Postal Service is pursuing a capital plan to purchase new vehicles as the average Postal vehicle is 20 years old. E.O and the Energy Independence and Security Act of 2007 (EISA) require that by FY 2015 agencies reduce fleet petroleum use by 20 percent compared to a FY 2005 baseline. Agencies are expected to achieve at least a 2 percent annual reduction and a 30 percent reduction is required by FY The red bar represents the agency's FY 2005 baseline. The green bars represent the FY 2015 and FY 2020 target reductions. The blue bars represent annual agency progress on achieving these targets. The percentage at the top of each bar represents the reduction or increase from the FY 2005 baseline. A negative percentage indicates a decrease in fleet petroleum use. Figure 3-1 Petroleum Fuel Consumption E.O requires that agencies increase total alternative fuel consumption by 10 percent annually from the prior year starting in FY By FY 2015, agencies must increase alternative fuel use by percent, relative to FY The red bar represents the agency's FY 2005 baseline. The green bar represents the FY 2015 target. The blue bars represent annual agency progress on achieving this target. The percentage at the top of each bar represents the reduction or increase from the FY 2005 baseline. A negative percentage indicates a decrease in fleet alternative fuel use. 13

17 Figure Alternative Fuel Consumption 14

18 GOAL 4 WATER USE EFFICENCY AND MANAGEMENT The Postal Service seeks to use water efficient faucets and fixtures throughout its building inventory. The USPS also strives to use low-maintenance landscaping materials which are indigenous to the locale. E.O requires agencies to reduce potable water intensity by 2 percent annually through FY 2020 compared to an FY 2007 baseline. A 16 percent reduction is required by FY 2015 and a 26 percent reduction is required by FY The red bar represents the agency's FY 2007 baseline. The green bars represent the FY 2015 and FY 2020 target reductions. The blue bars represent annual agency progress on achieving these targets. The percentage at the top of each bar represents the reduction or increase from the FY 2007 baseline. A negative percentage value indicates that portable water use intensity has decreased compared to the FY 2007 baseline. Figure 4-1 Water Intensity (Gallons/Square foot) 15

19 GOAL 5 POLLUTION PREVENTION AND WASTE REDUCTION The Postal Service s waste reduction policy is enhanced by leveraging reverse logistics opportunities. The organization uses its transportation network to backhaul waste to sites with the best prices and economies of scale. USPS also provides recycling for customers at many customer service locations. Lean Green Teams across the country support recycling efforts by implementing innovative solutions. E.O requires that Federal agencies promote pollution prevention and eliminate waste. The E.O. requires agencies to minimize the use of toxic and hazardous chemicals and pursue acceptable alternatives. It also requires agencies minimize waste generation through source reduction, increase diversion of compostable materials, and by the end of FY 2015 divert at least 50% of non-hazardous and 50% of construction and demolition debris. USPS has consistently reported diversion of close to 50% of all waste and continues to work towards increasing recycling. GOAL 6 SUSTAINABLE ACQUISITION The Postal Service is current revising and completing a series of sustainability clauses that will address Goal 6. E.O requires agencies to advance sustainable acquisition and ensure that 95 percent of applicable new contract actions meet federal mandates for acquiring products that are energy efficient, water efficient, biobased, environmentally preferable, non-ozone depleting, recycled content, or are non-toxic or less toxic alternatives, where these products meet performance requirements. GOAL 7 ELECTRONIC STEWARDSHIP AND DATA CENTERS The Postal Service s electronic stewardship program includes procuring energy efficient electronics, disposing of electronics using environmentally sound practices, implementing power management techniques across the nation, and improving the energy efficiency of its two data centers. E.O requires agencies to promote electronics stewardship by: ensuring procurement preference for EPEAT-registered products; implementing policies to enable power management, duplex printing, and other energy-efficient features; employing environmentally sound practices with respect to the disposition of electronic products; procuring Energy Star and FEMP designated electronics; and, implementing best management practices for data center operations. 16

20 Figure Electronic Stewardship Scorecard 17

21 GOAL 8 RENEWABLE ENERGY The Postal Service does not purchase renewable energy and maintains a small amount of solar photovoltaic installations across the country. The renewable energy goal is not applicable to USPS. The organization continues to consider renewable energy projects through return on investment evaluation. E.O requires that agencies increase use of renewable energy. Further, EPACT 2005 requires agencies to increase renewable energy use such that 7.5 percent of the agency's total electricity consumption is generated by renewable energy sources for FY 2013 and beyond. For FY 2012, the required target was 5 percent of an agency's total electricity consumption. Figure 8-1 Renewable Energy GOAL 9 CLIMATE CHANGE RESILIENCE E.O requires each agency to evaluate agency climate change risks and vulnerabilities to identify and manage the effects of climate change on the agency's operations and mission in both the short and long term. The Postal Service is currently working with its stakeholders to develop a corporate climate change adaptation plan. This plan will identify the operations and strategic decision-making impacted by climate change. The plan is the first step in integrating climate impacts into agency-wide planning efforts. The Postal Service workforce is one of four potential areas of vulnerability for climate change adaptation planning, along with fleet, facilities and network. USPS sees potential for health and safety impacts due to flooding, increased occurrence and severity of extreme weather events, and extreme temperature events. 18

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