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3M: Innovation Abounds
On balance, the simple Post-It Note® may not seem like much of an invention. But twelve years after a 3M scientist's creation of some unique sticky molecules, associates overcame a number of technical challenges to apply them to paper, forever changing the way people communicate. And 3M, the company that has inspired as much innovation as any other throughout the past 100 years, bringing us - in addition to Post-It Notes - such staples as sandpaper, Scotch Tape™, Thinsulate™ and Scotchguard™ Fabric Protector, to name a few, is also a leader in environmental sustainability.
William L. McKnight, who served as 3M chairman of the board from 1949 to 1966, encouraged 3M management to "delegate responsibility and encourage men and women to exercise their initiative." And while his management theories are the guiding principles for 3M, it's this very empowerment that has allowed 3M employees past, present and future to relentlessly ask "what if," and explore the limitless possibilities of sustainability.
3M's vision is to contribute to society's move to sustainable development. To 3M, sustainable development means meeting the needs of customers today, while respecting the ability of future generations to meet their needs.
3M's process for moving toward sustainability is called eco-efficiency - first defined by the World Business Council for Sustainable Development. This means producing more products and services with fewer resources and less environmental, health and safety impact.
3M's formal energy conservation program was initiated in 1973. Over the years, a continual flow of energy projects has helped 3M become more energy efficient, thereby reducing environmental impact and saving money. These projects include:
Life Cycle Management: With 500 new products introduced each year, 3M has a continuous flow of opportunities to significantly add to its environmental, health and safety progress. Life Cycle Management is becoming a formal part of 3M's new product development process worldwide. Cross-functional, new product development teams use a Life Cycle Management matrix to systematically and holistically address the environmental, health and safety opportunities and issues from each stage of their product's life.
 3M's strategy for continuous improvement includes participation in sustainability by advancing the 3M Environmental Management System (EMS), which encompasses three main strategies:
In 1975, 3M became one of the first manufacturing companies to establish a formal Environmental Policy. That same year, 3M adopted its "Pollution Prevention Pays (3P)" program, based on the then-novel idea that pollution prevention is both an environmental and a competitive/financial strategy. That first year, 19 projects prevented 73,000 tons of air emissions and 2,800 tons of sludge. By 1984, 3M was presented with the World Environment Center's First Annual Gold Medal for International Corporate Environmental Achievements.
 Pollution Prevention Pays - 1975
3M employees are encouraged to find pollution or waste improvement opportunities for products and manufacturing processes. The 3P program is based on the reality that pollution prevention is more environmentally effective, technically sound and economical than conventional pollution control equipment. The 3P program's prevention concept is the basis for the company's Life Cycle Management process and other environmental, health and safety programs and policies. If 3M's energy efficiency were the same today as it was in 1973, its annual energy bill in the U.S. would be more than $200 million higher. In 2000 alone, 3M saved more than $16 million by increasing the energy efficiency of its U.S. operations, through projects such as:
3M's Life Cycle Management process focuses on the broader impact of products and processes over their entire life cycle from development and manufacturing; through distribution and customer use; and, to disposal. LCM at 3M is supported by:
3M's Progress Toward Sustainability emphasizes 3M's environmental, health and safety performance. During 2001, 3M is taking a broader look at its impact on society in terms of economic, social, and environmental effects - the three elements of sustainability. The company will gather data throughout 2002. In 2003, 3M will report its results in the three areas of economic, social and environmental/health/safety impacts. 3M is also examining the use of renewable energy:
For the future, 3M is building energy efficiency into its new products and manufacturing processes. This is accomplished through the Life Cycle Management system in which energy impacts are considered as part of the company's choices of product formulations, raw materials and manufacturing processes. 3M was founded in 1902 at the Lake Superior town of Two Harbors, Minn. Five businessmen agreed to mine a mineral deposit for grinding-wheel abrasives. But the deposits proved to be of little value, and the new Minnesota Mining and Manufacturing Company quickly moved to nearby Duluth to focus on sandpaper products Today, 3M is a $17 billion diversified technology company with leading positions in electronics, telecommunications, industrial, consumer and office, health care, safety and other markets. 3M's growth has come through a desire to participate in many markets where the company can make a significant contribution from core technologies, rather than be dominant in just a few markets. Headquartered in St. Paul, Minnesota, the company has operations in more than 60 countries and serves customers in nearly 200 countries. International operations account for more than half of 3M's business and remain among its greatest opportunities for growth. 3M businesses share technologies, manufacturing operations, brands, marketing channels and other important resources. Work continues on several corporate initiatives, including reducing waste and pollution; improving productivity; reducing costs; and developing products more quickly and efficiently
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