Author: Ngoc (Frances) Phan, MBA University of Pittsburgh
Published November 2025, based on research completed between August 2024 and May 2025
In recent years, the logistics industry has started to lean on technology-first solutions: electric vehicles (EVs), automated routing, solar-powered facilities, and AI-driven fuel analytics. While these innovations hold significant potential, they often overlook the most immediate and scalable lever of change: human behavior. From how drivers manage acceleration and idle times to how dockworkers handle equipment and maintain efficiency; the everyday actions of frontline employees directly influence a company’s sustainability performance. And unlike emerging technologies that require capital investment, behavioral practices can be nurtured, measured, and refined - often with minimal cost and rapid returns.
PITT OHIO has long embodied this approach, even if it has not always used the vocabulary of "ESG." Through its culture of operational excellence, the company has quietly but consistently embedded practices that align with environmental, social, and governance goals. This includes initiatives focused on fuel efficiency, safety, and terminal-level performance - efforts driven by teams on the ground, not just strategy at the top.
This paper makes the case for formalizing and amplifying those behavioral strengths through a dedicated strategy of frontline engagement. By making sustainability more visible, relevant, and integrated into day-to-day work, PITT OHIO can unlock new layers of performance - financial, environmental, and cultural. In doing so, the company will not only strengthen its competitive edge but also demonstrate how sustainability in logistics begins not with equipment, but with people.
Long before ESG became a common acronym in boardrooms and annual reports, PITT OHIO had already laid the groundwork for sustainable operations. Its approach was not driven by compliance mandates or public relations - but by a belief that doing things right, day in and day out, creates lasting business value. This ethos - anchored in discipline, care, and pride - has been translated into concrete practices that now stand as models of sustainability in action.
PITT OHIO’s 2024 Sustainability Report highlights the company’s longstanding belief that “what gets measured gets improved.” The company has never treated sustainability as a trend. Instead, it has embedded key practices into daily operations to promote fuel efficiency, reduce emissions, and enhance community impact.
Key existing initiatives include:
- Driver onboarding emphasizes safe handling, equipment care, and responsible driving.
- Real-time MPG monitoring, combined with education on efficient driving behaviors.
- No-idling policies that reduce fuel waste and emissions across terminals.
- The Sustainable Terminal of the Year award, which recognizes sites that lead in performance, especially in MPG improvement.
- A recycling program that collected approximately 750,000 pounds of materials in 2023 across more than 20 locations, demonstrating commitment to waste reduction.
- Integration of renewable energy, with 387,000 kWh (387 MWh) generated through solar panels in 2024 across multiple sites.
Importantly, these actions were implemented not under the ESG banner, but as part of a broader commitment to operational integrity and excellence. In today’s terms, they represent exactly the kind of behavior-driven sustainability that many firms now strive to adopt. Yet because they evolved organically - and often quietly - they risk being overlooked as ESG differentiators.
That’s where this white paper comes in.
The opportunity ahead is not to reinvent PITT OHIO’s culture, but to illuminate and systematize what already works. By capturing these practices within a more formal engagement strategy - complete with metrics, training, and recognition, the company can transform its operational strengths into a clear and scalable sustainability framework. The question, then, is no longer whether PITT OHIO is sustainable. It is: How can we tell the story better, measure the impact more precisely, and inspire broader ownership across drivers and dockworkers – the frontline workers?
When PITT OHIO launched its two-terminal pilot survey, there was an understandable expectation that the Pittsburgh (PGH) terminal - with its LEED-certified building, solar panels, and electric forklifts - would naturally exhibit higher sustainability engagement. After all, these visible investments send a strong corporate signal about environmental priorities.
But the survey results revealed something more important - and encouraging. Washington (WSH) terminal respondents not only expressed strong interest in sustainability learning, they also showed high engagement in related activities. This was a clear reminder that true sustainability doesn’t depend on the presence of advanced facilities or big-ticket technology. It depends on the person.
This finding carries an important lesson - not just for PITT OHIO, but for the wider industry: any company can start now, with the people and practices they already have. Sustainability progress doesn’t have to wait for new infrastructure or expensive upgrades. By making the conversation real, relevant, and role-specific, businesses can activate change immediately, turning daily actions into measurable impact.
The survey data across both PGH and WSH terminals underscored consistent and quantifiable themes (as shown in accompanying charts and graphs):
- Over 70% of respondents reported overall sustainability awareness in their work.
- 44% expressed interest in learning about technologies like EVs, but more importantly, they saw these as ways to improve their skills and stay prepared for industry’s future.
- The top three support needs identified were clearer communication (29%), better access to tools and technology (29%), and targeted education and training (28%).
These numbers tell a clear story: frontline employees already care about sustainability. They don’t need to be convinced of its importance - they need better pathways to connect it directly to their daily responsibilities.
This isn’t about introducing sustainability to the frontline workers. It’s about recognizing and reinforcing the fact that they’re already key contributors to ESG goals - and empowering them to do even more.
While PITT OHIO’s foundation of operational excellence already aligns with many sustainability goals, there is an opportunity to strengthen and scale these practices by learning from other industries that rely on frontline workers. Successful organizations across sectors have demonstrated that real behavior change happens when engagement is made personal, practical, and participatory.
Below are industry examples - both within logistics and beyond - that offer actionable lessons:
UPS: Operational Incentives and Performance Transparency
UPS is well known for using data and driver feedback to improve fuel efficiency. The company combines telematics data (idling, speed, braking) with coaching and recognition, encouraging drivers to adopt fuel-saving behaviors. Managers review dashboards with drivers, making performance transparent and actionable.
Key Practice: Link individual behaviors to metrics drivers can control, and provide coaching, incentives, and regular feedback.
(Source: UPS Pressroom, “UPS Orion Route Optimization”)
Manufacturing: Lean & Kaizen Culture
Manufacturing companies such as Toyota have used Kaizen (continuous improvement) systems to engage frontline workers in sustainability and efficiency. Employees are encouraged to identify waste, propose improvements, and see their ideas implemented. This approach creates ownership and empowers workers as sustainability partners - not just rule followers.
Key Practice: Involve frontline workers in identifying problems and solutions, fostering a culture of shared accountability.
(Source: Liker, J. K. (2004). The Toyota Way.)
Healthcare: Communicating Purpose for Better Outcomes
Hospitals such as Cleveland Clinic have invested in clear, values-based communication that ties every employee’s role to patient outcomes. By reinforcing how even non-clinical staff contribute to care quality, they create a sense of purpose and accountability that drives behavioral alignment.
Key Practice: Make the “why” explicit - connect daily tasks to broader mission and community impact.
(Source: Harvard Business Review, “Healthcare’s Service Fanatics”)
Retail: Role-Based Training and Recognition
Retailers like Starbucks invest in short, role-specific training modules that focus on both technical skills and the company’s values. Baristas learn not just what to do, but why it matters. Regular recognition - such as “partner of the quarter” awards - reinforces desirable behaviors and builds a shared culture.
Key Practice: Use brief, practical training and peer recognition to embed desired behaviors in daily routines.
(Source: Starbucks Stories & News)
Energy & Utilities: Visual Dashboards and Local Accountability
Utility companies managing grid maintenance crews use real-time dashboards in breakrooms to display safety metrics, fuel use, and work quality. Local managers lead briefings to discuss progress and celebrate improvements. This turns abstract goals into visible, actionable data.
Key Practice: Use local, visual feedback to keep goals front-of-mind and make progress tangible.
(Source: U.S. Department of Energy, Better Buildings Case Studies)
Across industries, these practices share common threads:
- Make it relevant: Connect daily decisions to company goals using clear communication.
- Make it visible: Provide transparent, localized metrics to guide behavior.
- Make it participatory: Invite ideas and recognize contributions from the frontline.
- Make it repeatable: Build rhythms of training, coaching, and celebration to sustain momentum.
By applying these proven strategies, PITT OHIO can deepen its existing culture of operational excellence, strengthen frontline engagement, and reinforce sustainability as a shared responsibility and competitive advantage.
At PITT OHIO, the path to sustainability doesn’t begin with major capital outlays - it starts with consistent, measurable behaviors already embedded in operations. This section models a conservative scenario: a 1% improvement in miles per gallon (MPG), scaled across the company’s 100 million annual miles. The results are significant.
Fuel efficiency is one of the clearest examples. From a baseline of 6.5 MPG, improving to 6.565 MPG generates cascading benefits. In just the first year (2026), the company saves over 150,000 gallons of diesel, resulting in $692,000 in fuel savings and avoiding 1,551 metric tons of carbon emissions. Until 2029, with modest increases in diesel prices and steady operational performance, the impact multiplies:
- Fuel savings: About $7 million
- Carbon emissions avoided: More than 15,354 metric tons
- Claims cost reduction: $1.6 million from a 10% improvement in safety-related incidents
- Total cumulative savings: Exceeds $8.5 million
We assume PITT OHIO operates at 100 million annual miles with a baseline fuel efficiency of 6.5 MPG (NACFE), improving by 1% to 6.565 MPG. Fuel prices are set at $4.50/gal based on EIA 2024 averages with 2% annual inflation, and claims costs are estimated at $4 million/year.
These figures are not hypothetical. They represent real, scalable outcomes driven by everyday decisions - how drivers accelerate, idle, and handle equipment. Each gallon saved not only cuts fuel costs but also avoids nearly 10.2 kilograms of CO₂, underscoring the climate impact of operational excellence.
The business case strengthens when paired with safety. A modest 10% reduction in claims - based on federal benchmarks and fleet size - adds $400,000 per year in savings. Together, efficiency and risk reduction form a double dividend: measurable ESG progress and clear ROI.
This analysis supports a core theme of this paper: profitability and sustainability are not opposing forces. When frontline employees are equipped and engaged, financial efficiency and carbon reduction can - and should - go hand in hand. The message for peers across the logistics sector and beyond is clear: behavior change, when scaled with intent, is one of the most powerful ESG levers available today.
The findings of this paper make one thing clear: sustainability at PITT OHIO isn’t a new initiative to be invented from scratch - it’s an existing operational strength ready to be activated more intentionally. From MPG tracking to no-idling policies and safe handling practices, sustainability is already part of how drivers and dockworkers do their jobs. What the survey insights reveal is that employees are willing and ready to do more - but they need clearer expectations, better tools, and more consistent reinforcement.
To translate awareness into measurable results, the next step for PITT OHIO is to formalize the conversation about sustainability in every terminal and with every employee. This means adding structure, documentation, and measurement to what is already working, so that the impact of engagement becomes visible, consistent, and scalable across the network.
Engaging frontline employees starts with making sustainability a regular part of shift meetings and Quarterly Communication Meetings - embedding ESG topics that feel relevant and meaningful to drivers and dockworkers. This isn’t about launching something entirely new, but about building on the company’s strong culture of operational excellence. By using multiple communication channels - including podcasts, social media, signage, and video screens in terminal locations - PITT OHIO can meet employees where they are and reinforce key messages in accessible ways.
Enabling frontline workers to deliver on these goals requires refreshed training that doesn’t just share policies but frames sustainability in role-relevant, practical terms. Onboarding is an especially powerful moment to set expectations, helping new employees see how safe handling, idling reduction, and MPG tracking aren’t just operational KPIs but real ways they contribute to the company’s ESG commitments. For existing employees, re-engaging them around these driving KPIs ensures that best practices don’t fade over time but become second nature, reinforced through clear expectations and manager support.
Elevating these efforts requires recognizing and rewarding the people who make them succeed. Expanding the “Sustainable Terminal of the Year” award to include broader metrics like community involvement and employee engagement sends a strong message about what PITT OHIO values. Including ESG-focused questions in regular employee surveys provides a feedback loop to measure progress and uncover new opportunities. And establishing annual recognition for employee-led sustainability ideas and mentorship programs highlights that innovation doesn’t just come from the top, but from the frontline.
To put all of this into practice, the recommendation is to launch a pilot initiative that brings structure and documentation to terminal-level engagement. This would include setting specific sustainability topics for Operations Management to review with their teams, developing “train-the-trainer” materials to standardize messaging across locations, and sharing monthly and quarterly metrics more regularly and transparently. By making sustainability a visible, shared responsibility - not just a corporate initiative - PITT OHIO can harness the full potential of its people to deliver real environmental and financial results.
This paper began with a simple premise: that the foundation of sustainability lies not only in new technology or capital investment, but in the everyday actions of people. At PITT OHIO, we’ve seen how operational discipline - MPG tracking, idling limits, safe handling - has quietly advanced environmental and financial performance long before ESG became a corporate headline. But we’ve also seen that this foundation can be scaled, strengthened, and shared.
The real opportunity now is not limited to logistics. What PITT OHIO demonstrates is transferable: behavior-first engagement can and should be a core ESG strategy across industries. Whether in manufacturing, construction, energy, or retail, frontline workers shape the carbon footprint and culture of their companies more than most dashboards will ever show. When organizations take the time to connect sustainability with their people’s roles, the result is not just awareness - it’s activation.
We hope this paper encourages other firms to ask:
- What sustainability behaviors already exist on the frontlines?
- How are those behaviors recognized, measured, and improved?
- And how can we turn silent strengths into strategic advantages?
Sustainability doesn’t have to wait for a budget cycle or a technology overhaul. It starts where people work. And when we engage them with purpose, enable them with tools, and elevate them through recognition, we not only lower emissions - we raise the bar for what ESG leadership truly looks like.
The logistics industry may have unique challenges, but the lesson is universal: culture is the carrier. Let’s start the conversation, formalize the effort, and build a more sustainable future - together.
Acknowledgements
This paper would not have been possible without the collaboration and support of many individuals and teams. First and foremost, I would like to thank the PITT OHIO team for their invaluable guidance and partnership throughout the project. Special thanks to Justine Russo and Patrick Linden for their project leadership and strategic insights, which shaped the foundation of this work. I am deeply grateful to terminal managers Dave Powell, Sean McGinnis, and Ron Sigmund for their support and warm welcome during terminal visits, survey distribution, and discussions that enriched our understanding.
A heartfelt thank you to all the drivers and dockworkers at the Pittsburgh (PGH) and Washington (WSH) terminals for their time, coordination, and thoughtful participation in the surveys. Their engagement provided the critical frontline perspective necessary to build meaningful recommendations. I also wish to thank the support teams from HR, Marketing, and Terminal Support Office, whose feedback and insights were instrumental in capturing the full picture of sustainability engagement across PITT OHIO.
I would also like to express my gratitude to the University of Pittsburgh Center for Sustainable Business (CSB) for their ongoing support and guidance. Chris Gassman and Dan Lampmann provided invaluable supervision, feedback, and expertise throughout the duration of this project. Their knowledge and encouragement were key drivers in the successful completion of this paper.
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