by the end of 1992. To date, 285,000 of these item descriptions have been reviewed, resulting in 196,000 changes which reduce or eliminate plastics.

Although our normal, periodic review of specifications has paid dividends, we are intensifying efforts to identify as soon as possible all MILSPECs which require the use of hazardous material.

We have recently searched DoD standardization documents for references to 132 hazardous materials and identified 1,500 documents. This search was limited to document headings, subheadings and titles; that is, the search did not extend to the entire text of the documents. Based on a sample of documents, however, we estimate that an "entire-text" search for references to these materials would identify another 500 to 1,000 specifications.

Interestingly, of the 1,500 documents identified in the preliminary search, 200 of them specifically prohibit the use of one or more of the hazardous materials. We believe this to be evidence of our routine and continuous efforts to make our MILSPECs more environmentally protective or sensitive.

EPA's Industrial Toxics Project seeks voluntary reductions on a nationwide basis for toxic substances. However, DoD has broadened the search of our MILSPECs for a wider range of materials considered to be hazardous and to aggressively make changes to them, if at all possible. Our goal is to complete the review by the end of 1993.

items or requirements which may not appear to be related to mission performance are, in fact, related-for example, protective packaging for critical equipment or supply

items. DoD is on a prudent and deliberate course to reform our standardization documents to incorporate environmental concerns wherever practical. The department has not proposed any legislative remedies with regards to procuring environmentally responsible products.

A further comment about our efforts on standardization documents pertains to our increasing use of commercial standards and becoming less reliant on our own DoD-unique standards. We have done a zero-based review of over 35,000 MILSPECS/MILSTDs to determine which are the best candidates to be replaced with commercial item descriptions. As a result, 1,500 were identified for outright cancellation, 3,500 are being replaced with commercial or industry standards, and 9,000 more are being revised.

The efforts by DoD to expand the use of commercial products and commercial practices also has implications for our pollution prevention efforts, and I will return to this later in my statement. We believe this strategy will help us streamline our acquisition process and reduce costs and will produce environmentally beneficial results. Process Changes

DoD recognizes that our goals to comply with ever more stringent environmental regulations and to modernize our government-owned industrial

base, specifically our maintenance depots, are completely compatible.

We are constantly seeking to improve our processes for supporting existing weapon systems because it is essential for us to maintain a modern maintenance depots to support our mission. Process improvements or process modifications involve changes to the maintenance and support procedures for existing weapon systems to increase efficiency.

An additional benefit of this modernization is reduced health and safety risks and improved environmental compliance.

Most DoD process-improvement efforts have concentrated on the hazardous and toxic fraction of our waste products because of the health and safety concerns they present.

These efforts have paid off. Between 1987 and 1990, the department reduced hazardous waste disposal by 40 percent. We have set a target of 50 percent reduction of hazardous waste by 1992 compared to a 1987 baseline and a follow-on goal of an additional 25 percent reduction between 1992 and 1995. I am confident we will meet both goals. Some of our efforts include:

Fort Ord (Calif.) instituted the use of high-pressure spray washers to degrease and clean automotive parts. The use of these washers eliminated the need for dip tanks filled with trichloroethane. This low-cost initiative paid for itself in approximately two years.

At Norfolk (Va.), the Navy tested an electroplating treatment unit for plating processes

Standardization of Documents

Another observation regarding our efforts concerning standardization documents pertains to quality and performance requirements.

DoD systems and materiel must operate in harsh environments and meet exacting performance standards. We must, therefore, carefully consider and evaluate the impact of changes to MILSPECs and other similar factors on system and mission performance. Many

our overall strategy to integrate pollution prevention into the department's everyday procedures.

We are taking this approach another step forward in FY 92. Then, the installation-level generators will also start paying for the disposal of expired shelf-life hazardous materials which cannot be otherwise reutilized, transferred, donated or sold and must, therefore, be disposed of as hazardous waste.

DLA has been centrally funding the disposal of these items. Keeping in line with our pollution prevention strategy, the intent is to create incentives for improved material-use patterns, shelf-life management and discourage overbuying. The end result will be to reduce our ultimate disposal requirements.

pollution-prevention investments are money well spent.

with great success. The unit achieved a 99 percent reduction in cadmium and cyanide and 90 percent reduction in waste water volume.

O The Air Force has developed a process that reduces the concentration of chromium and removes heavy metals from electroplating and industrial waste waters. This process reduces chemical treatment costs and generates only 8 percent of the hazardous sludge produced by conventional methods. The process will save $655,000 per year at Tinker Air Force Base, Okla., when implemented at full scale.

The joint logistics commanders have 10 ongoing studies looking at five different non-hazardous ways to strip paint from equipment and aircraft, including plastic media blasting, dry ice, lasers, baking soda and even water. Many of these innovative depainting methods have already been implemented throughout our maintenance depots, resulting in improved efficiency of operations as well as reduced environmental impacts.

Although much can be accomplished by working and managing smarter, financial investments are also required. Our investments in these initiatives, when compared to our disposal costs, have been significant.

Our maintenance depots generate about 70 percent of DoD's hazardous waste, and at these installations alone, we will spend nearly $133.2 million from FỲ 90 through FY 92 on the foregoing kinds of technologies. This is over half the estimated hazardous waste disposal bill for these installations during the same period, but these

Improved Material Management

Better material management in areas such as shelf-life controls, inventory levels, order/issue procedures and institutionalization of financial incentives significantly influence ultimate waste disposal volumes.

Our policies are clear in these areas. DoD only wants to buy materials and items that we really need. And we want to ensure that the users get what they need when they need it without creating unnecessary inventories which exceed their useful lifetimes and, therefore, require disposal.

One of the most important things we have done is to more appropriately align the financial responsibility for hazardous waste disposal. Beginning in FY 87, we made the generating component or activity responsible for funding the complete cost of hazardous waste disposal. Prior to that time, the Defense Logistics Agency, in their role as primary waste disposer for the department, centrally budgeted and paid for the disposal operations which they managed.

This created a financial disincentive for our waste generators to consider options to disposal, and so we instituted procedures which forced them to pay for the disposal of waste they generated. This change mainstreamed responsibility to those who could change procedures, processes or materials which would result in lower disposal bills.

We believe that requiring generators to fund disposal costs provided a strong incentive for implementing pollution prevention. This is only one example of

Surplus Property

Another important aspect to our material management involves surplus property. Since the early 1970s, DLA has had the mission to reutilize within the department, transfer to other federal agencies, donate to authorized state agencies and sell to the general public all DoD surplus property.

In FY 90, property with an original purchase price of approximately $1 billion was redistributed within DoD for further use. Another $452 million worth was transferred or redistributed to state agencies and other authorized recipients. Additionally, $137 million in proceeds was realized from the sale of usable and recyclable property.

In short, DLA has effectively redistributed and facilitated the beneficial reuse of literally millions of equipment and supply items which would have required disposal had these programs not been in effect. The private sector, due to rapidly escalating disposal costs, is just now beginning to realize the great environmental benefits that such a program can produce.

DLA also operates an aggressive used-oil sales program. In FY 88 and 89, DLA sold over 5.1 million gallons of used lubricating oil to recyclers or rerefiners.

As a final note, the department recently sought and received statutory relief which allows the donation of food from commissaries and dining halls and other basic items to needy recipients.

For example, DoD donated nearly one-half million blankets this past fiscal year, and the Defense Commissary Agency donated 1.2 million pounds of food to the needy in FY 90. We are also implementing Operation Desert Share to distribute unused Meals-Ready-To-Eat and other related items.

If these programs did not exist, the department would be forced to dispose of these items, thereby adding to the disposal burden.

Affirmative Procurement

Let me turn to a few highlights of our efforts to procure environmentally beneficial products.

I have already covered our extensive and ongoing initiatives regarding our MILSPECs and MIL-STDs. Our procurement regulations are in accord with the Resource Conservation and Recovery Act's requirements concerning recycled and recovered material for "guideline items." This requires minimum percentages of recovered materials when the annual purchases of the item exceeds $10,000.

The department is also conducting active searches for new biodegradable products.

Sources being sought have been published in Commerce Business Daily for a number of high-volume, disposable products such as cleaning supplies and packaging materials. Some products, such as a wet-strength paper bag to be used in lieu of plastic bags, have already been introduced into the federal supply system, and others are in the process of being assigned a national stock number. The General Service Administration's Recycled Products Guide is widely disseminated to encourage its use by DoD procurement activities.

Our efforts to work with the private sector to procure more environmentally beneficial products have been mixed. In many

cases, vendors are willing to work with us and are very responsive to our requirements. One company that is very willing to work with us is a leading supplier for bubble wrap. The company has now developed cellulose cushioning materials to fit our needs in many applications and has set up recycling programs to buy back post consumer plastic material.

In other cases, certain packaging or other practices are part of a particular company's way of doing business, and they are resistant to change just to meet DoD requirements, particularly if DoD does not constitute a significant portion of their market.

I would note here that the dramatic budget reductions being experienced by the department will lessen our perceived capability to "drive" markets. These budgetary pressures will also impact our ability to support pricing differentials for products made with recycled material.

A final aspect to our efforts to foster procurement of environmentally beneficial goods involves our installation commissaries and exchange stores.

Defense commissaries sell $6.5 billion worth of products annually, and they have active environmental initiatives under way.

Examples are: Approximately 144 million cardboard shipping containers are recycled annually; over 75 percent of shopping bags are produced from recycled material, and this percentage is increasing; and stocking of items made exclusively from recycled paper and other environmentally beneficial items is also increasing constantly.

The Defense Commissary Agency is presently considering

requiring egg cartons to be manufactured with recycled fiber as well as a number of other actions.

The services' exchange systems have been active as well. For example, the Army and Air Force Exchange Service is routinely stocking over 500 products which suppliers claim to be environmentally beneficial and have uncounted others which were one-time buys.

In short, the exchanges and commissaries are full partners in the department's environmental efforts.

Energy plays an important role in the department's pollutionprevention program. Our energy programs focus on improved efficiency. Increased efficiency will improve the cost effectiveness of our operations, while reducing our dependence on non-renewable resources, as well as preventing pollution.

I am pleased to report that the department is reducing its use of energy, including fossil fuels, at its facilities.

In FY 90, the military departments and defense agencies reported an energy reduction per square foot of building area of 5.2 percent as compared to FY 85. This would indicate that we are on a smooth glide path to the FY 95, 10 percent reduction goal of the Federal Energy Management Improvement Act of 1988.

Obviously the real savings are being made by diligent defense personnel in the field. The Department of Energy will recognize this dedication and expertise by presenting DoD personnel with the 1991 Federal Energy Efficiency Awards. Some of our efforts are:

The U.S. Army, Europe,

“The U.S. Army, Europe, ‘Energy Team' led a comprehensive effort ... that resulted in a ... cost avoidance of nearly $154 million. The Naval Air Station at Pensacola, Fla., achieved a 10 percent reduction in facilities energy use in FY 90 compared to FY 89. ... The 7625th Civil Engineering Squadron of the U.S. Air Force Academy reached their FY 95 goal of a 10 percent reduction in facility energy use in FY 90!"

and resultant cost savings, we have initiated an even more aggressive program.

In March of 1991, the deputy secretary of defense directed the secretaries of the military departments and directors of the defense agencies to implement a comprehensive energy plan. This plan sets a goal to reduce energy use by 20 percent per square foot by the year 2000. We also set a target of 20 percent improvement in energy efficiency in industrial facilities.

Our plan is backed up by a strategy and a capital budget of $280 million for facility energy conservation projects. This plan fully supports the conservation goals of Executive Order 12759, Federal Energy Management.

“Energy Team” led a comprehensive effort comprised of technology applications, personnel awareness and facility rehabilitation that resulted in a 4.5 percent reduction in facility energy use and a 9.5 percent decrease in energy used for mobile sources (vehicles) in FY 90—for a combined cost avoidance of nearly $154 million.

The Naval Air Station at Pensacola, Fla., achieved a 10 percent reduction in facilities energy use in FY 90 compared to FY 89 through a coordinated program which included personnel awareness, active building monitoring, lighting retrofits, heating-ventilation and air conditioning equipment improvement and the installation of additional roof insulation.

The 7625th Civil Engineering Squadron of the U.S. Air Force Academy (Colorado Springs, Colo.) reached their FY 95 goal of a 10 percent reduction in facility energy use in FY 90! Their efforts to upgrade and expand their energy monitoring and control system, improve the heating and air conditioning equipment and improve their utility energy procurement resulted in FY 90 savings of over $600,000.

These are examples of actions being taken to implement energy conservation guidance we previously issued.

In response to internal recognition to the need for even greater emphasis on improved energy resource management

and growing catalog of energyefficient lighting equipment. However, we need to solve some problems, such as wide variation in the equipment's actual performance and methods, to easily factor sitespecific conditions, including energy prices, into our economic analyses before we can (take) full advantage of energy-efficient lighting equipment.

The proper use of highefficiency products is an integral element of the department's energy resource management program. DLA, as the primary supplier of lighting equipment to federal agencies, leads an interagency effort with DoE, GSA and other agencies and private associations to improve lighting equipment selection and use.

The immediate product of this effort will be new guidance for federal energy managers which will aid their selection of improved, off-the-shelf products. More technically comprehensive methods for analyzing product data and site conditions are being developed to assist facility managers in selecting more efficient products and systems.

Currently, the existing catalog combines all lamps and associated components, including those for panel instrumentation of aircraft, ships, vehicles and equipment. The short-term product of the joint DLA/GSA effort is a catalog of manufacturers' information on all area-lighting lamps and ballasts which make energy efficiency improvement claims. We anticipate release by the end of this year of this specialized catalog. This new catalog will suggest substitutions for reordering more efficient replacement components.

The longer-term project is the development of a life-cycle costanalysis decision guide for lighting component/system selection. DLA is identifying for Pacific Northwest Laboratory the lamps and ballasts they now manage and stock.

This will allow PNWL to identify cost-effective alternatives and develop a family of monographs to assist facility managers in selecting the most cost

Energy-Efficient Lighting

In addition to conservation programs, the department is required by statute (10 USC 2690) to ensure that each new energy source be the most lifecycle cost-effective alternative available. The increasing costs of compliance with environmental laws and regulations will certainly result in higher energy prices. More efficient energy systems will be selected as economic factors impact on the decision-making process.

Our emphasis on lowest lifecycle cost will result in the selection of the most energy-efficient systems and components.

One technology that is leading this trend is energy-efficient lighting. There is a significant

effective lamp/ballast combination simply by entering the local cost of electricity and hours of use. The technical data will be resident in the system. This effort is being coordinated with the National Electrical Manufacturers Association, DoE, GSA, the National Institute of Science and Technology and other private and public parties.

Mr. Chairman, we intend to make that draft guide available for testing in January 1992.

With the development of these tools, DLA, in coordination with other interested agencies, will develop a standard procedure to automatically provide the most cost-effective component regardless of what is ordered, unless substitution is specifically waived for technical reasons. DLA and representatives of the military departments are also working with NIST and NEMA to develop a certification process to validate lighting component energy efficiency and quality claims. They are also working with NEMA to receive information on a regular basis from their member companies on new products.

The other side of the energy/ environmental policy coin is that some environmental compliance requirements result in the increased use of energy.

As part of our energy resource management initiative, we have included an effort to evaluate the relationship between energy efficiency improvements and environmental impacts. It is our hope that by emphasizing the potential synergy in these two areas that we will make optimum "least-cost" decisions that support both environmental and energy management goals.

I've told you about our progress in pollution prevention, including affirmative procurement and energy conservation. Now I'd like to discuss solid waste management.

public sectors face the identical problem. Tipping fees, transportation costs and regulatory permitting fees are all increasing. Federal and state regulations are becoming more stringent and protective. Therefore, we are developing a goal to reduce the non-hazardous fraction of our solid waste disposal by 50 percent by 1997—that's 10 percent each year.

Our strategy to reach that goal will address the types and quantities of wastes, improvements to our facilities and equipment, the creation of viable recycling markets, communication between installations and local communities, and explore the use of incineration of wastes for energy production and composting of wastes as alternatives to the traditional disposal method of burial.

The department's recycling program is a major component of our solid-waste management approach. Most DoD installations here and abroad either have, or are in the process of establishing, effective solidwaste and post-consumer-waste recycling programs. We recycle industrial wastes, aluminum cans, paper products, food waste, glass, yard debris, used oil and lubricants.

DoD processed over one-half billion pounds of materials from our major installations in 1989 alone. That's about equal to fiveton dump trucks lined up end to end between Detroit and Chicago.

This not only removes materials from the waste stream, thereby saving resources, but it generates revenue by selling the materials. Revenue from our program is increasing each year.

In 1990, recycling generated almost $31 million dollars, and the 1991 revenues are expected to be higher.

I would like to share with you some further examples of our efforts in solid-waste management:

We have established a task force involving all DoD components to address recycling issues and concerns. This committee will provide policy recommendations to further enhance DoD solid-waste management efforts.

Efforts are under way to address waste minimization during the acquisition process as well as during the disposal phase. DoD components are encouraged to procure items that are manufactured from recyclable materials and which are also recyclable.

We are currently revising our solid-waste management policy that will provide guidance to assist military departments and defense agencies in reducing solid-waste disposal.

I would like to note that proceeds from the sale of recyclable materials are returned to the installations for environmental projects and for troop morale and welfare programs. This policy has been a great incentive for our installations to initiate effective recycling programs. For example, Jacksonville Naval Air Station, Fla., was recently selected as a national award winner by the National Recycling Coalition.

Mr. Chairman, DoD is doing a lot in pollution prevention. We intend to do more. We are committed to being an environmental leader. Our environmental compliance, cleanup and natural and cultural resource stew

Solid-Waste Management

The department faces two serious challenges in disposing of its solid waste: closing landfills and rising disposal costs.

We've heard from EPA today that both the commercial and