Corporate Sustainability Report for 2013

June 2014
TO OUR STAKEHOLDERS
Our vision is to be an amazing logistics services organization that is
admired and trusted by our employees, customers, and community.
As a family owned business, we at Murphy are in for the long haul. We believe it
is important to be a leader, and today that involves sustainability. But what does
that really mean? It means looking at our facilities, our operations, and our place
in the community with a holistic view of how we do business and the impact it
has on our employees, our customers, and the environment.

Murphy has been taking a leadership role in this industry through its
sustainability efforts, which are detailed in this second annual Corporate
Sustainability Report.

We are guided by our belief that a truly sustainable business must balance
economic and environmental factors to be successful. For any decision we
make, we always consider our environmental impact, as well as our financial
Richard T. Murphy, Jr. position and return on investment. In our minds, this is the only way a 21st
President & CEO century business can survive.

Our company mission is simple: We provide innovative logistics solutions driven by our enthusiasm
to create a positive difference for our customers and employees. As the fourth generation leader
of Murphy, I can assure you that our core family values of integrity, courage, creativity, persistence,
humility, leadership, and community involvement are central to everything we do – now and in
the future.

Our long-term strategy is to invest in our infrastructure, people, material, and customers to drive
success. Murphy is constantly planning ahead to the next steps for our growth and development. Short-
term priorities include warding off a state warehouse tax, investing in our facilities to lower operating
costs, and investing in our people to retain talent.

As you will see in the following pages, 2013 had some successes and challenges. We have set some
concrete goals and will continue to prove that it is possible to do the right thing for employees, partners,
the community, and the environment while running a profitable enterprise. As we like to say, at Murphy,
we’ve always been Green.

This report is prepared in accordance with Core GRI4 Guidelines,

with external assurance provided by the local company
Sustology, LLC. Global Reporting Initiative (GRI) is the
internationally recognized sustainability reporting framework
that enables companies and organizations to measure,
understand, and communicate their sustainability efforts. GRI’s
mission is to make sustainability reporting standard practice;
one which helps to promote and manage change toward a
sustainable global economy. The GRI Appendix can be found
online at www.murphywarehouse.com/2013GRIAppendix.

2
COMPANY SNAPSHOT
Murphy is a full-service supply chain logistics business offering multiple solutions to our customer
partners. Our longstanding business success is grounded in three practices:

Understanding the Delivering Staying true

needs & requirements exceptional to core
of our customers service company values

Since our founding in 1904, we have helped our

customers move, store, and ship freight throughout
the Upper Midwest and internationally. The supply
chain logistics services we provide include:
• Product distribution
• Transportation management and consolidation
• Warehouse logistics
• Rail transload
• Fulfillment
• Returns management
• Value added customer service
• Pick and pack

Today, our team of 200+ employees are motivated,

determined, and innovative, with a focus on
providing our customers excellent logistics
solutions, no matter how complex the assignment.
FACILITIES & PROPERTIES
The industries we serve include: • Minneapolis-St. Paul, Minnesota: 5 owned
• Food & Grocery • Recycling facilities and 9 leased properties
• Health Care/Medical • Beverages
• Packing Materials • Building Materials • Kansas City, Missouri: 2 leased properties
• Paper • Retail
• Plastics • Industrial Owned & Occupied Square Footage
• Forest Products • Transportation Equipment 701 24th Ave SE, Minneapolis 680,000
4700 Main St SE, Fridley 265,482
4850 Main St SE, Fridley 189,904
7033 Central Ave NE, Fridley 406,164
905
Yankee Doodle Road, Eagan 358,532
________________________________________
1,900,082
+ 998,810
Leased Square Footage
_________
Total Square Footage = 2,898,892

With 2.9 million square feet, Murphy is the largest

warehouse company in the Upper Midwest.

3
SUSTAINABILITY PRIORITIES
MATERIALITY
This report addresses business operations over which we have control, which means the five facilities we
own and occupy, the 27 freight trucks we own, and the 120 forklifts we operate on a day-to-day basis.
The subject matter included in the report covers what we think is most relevant to our business:

Energy: Direct energy consumed by our trucks and forklifts, indirect energy consumed by the
facilities we own and operate, and solar energy generated by the panels on our roofs.

Water: Municipally-supplied water consumed by our plumbing and irrigation systems, and water
runoff from our roofs and roadways.

Materials & Resources: Purchases and disposal of office supplies, furniture, electronics,
packaging, etc.

People: The safety, health, and well-being of our employees, as well as our place in
the community.

This report does not address material factors over which we do not have control: the energy consumed
by the thousands of trucks that we do not own serving our warehouses, the impact of our leased
facilities, or the upstream and downstream supply chain effects of the products we warehouse.

2013 HIGHLIGHTS
Corporate Wide Our New Eagan Warehouse
• Along with industry partners, • 350,000 sq. ft. facility opened after a $4.6 million upgrade
successfully lobbied the project. The building was built in 1970 and sat empty for 8
State of Minnesota to rescind a years prior to purchase.
warehouse tax just days
before implementation • 12% of electricity now produced on-site after installation
of 40kW roof solar array
• Published our first annual
Corporate Sustainability Report • 20% of water consumption saved due to installation of
satellite-based irrigation system
• Installed solar-powered battery
back-up for our headquarters’ • Installed state-of-the-art HVAC equipment
vital electricity needs
• LEED certification registration with anticipated Gold rating

In 2013, Murphy expanded its operations by making a major acquisition of a facility

in Eagan, MN. This included beginning the LEED certification process and investing
in high efficiency mechanical and electrical systems to lower operating costs.

4
SUSTAINABILITY PRIORITIES
OUR VALUES
Integrity
Mutual Respect
Excellence
Creativity
Leadership
Richard T. Murphy, Jr. (right) with Council Member Cam Gordon (left) and Mayor R.T. Rybak (middle) celebrating
Murphy’s innovative stormwater system.

OUR GOALS
Within the context of our overarching goal of being a good corporate citizen, Murphy has three concrete
goals as it relates to our owned and operated facilities and their corresponding impact on the environment:

2013 Performance
Greenhouse Gas Emissions
Emit less than 50% of the national average for similar
size and type facilities. This involves not only undertaking 38%
energy efficiency measures, but also encompasses carbon greenhouse gas
sequestration and other activities we can do at sites or other emissions compared
land we own. to average

Energy
Increase the percent of our electricity generated through
renewable sources. This means continuing to invest in energy
7.9%
efficient technologies, so that the clean electricity generated electricity generated
from the sun will account for a greater proportion of our from solar power
consumption. So far, we’ve increased our percentage from
4.2% in 2011, to 7.1% in 2012, to 7.9% in 2013.

Water
Reduce water consumption by 25% from the 2010 baseline.
In 2010, Murphy had its first two facilities LEED certified 22.5%
under the LEED for Existing Buildings: Operations & reduction from
Maintenance rating system, and this further catapulted us into 2010 baseline
seeing the benefits of taking a holistic view of our operations.

Murphy has already reached two out of three of our

sustainability goals, and is well on its way to meeting the third.
The following pages will address the management approach, strategies, and tactics Murphy utilizes to
help realize these goals.

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MANAGEMENT APPROACH
Any investment we make in our business has financial implications, both on the front end for cash flow
and for on-going operational expenses. Our approach is always measured, with an eye toward taking
advantage of opportunities to save money, improving the environment, and providing amazing service
to our customers. We have high standards for quality, and we do that through constant vigilance of our
operations. We go the extra mile and invest in third-party certification in several areas:

Leadership in Energy and Environmental Design (LEED) was developed

by the U.S. Green Building Council as a voluntary, consensus-based program that
provides education, metrics, and verification for high performance green buildings.
LEED establishes performance criteria in the areas of site, energy, water, indoor air
quality, and materials and resources.

Murphy has LEED certified its Central campus (Silver), both 4700 and 4850
campuses in Fridley (Gold), is concluding the certification of its Eagan campus
(Gold), and is embarking on one of the first recertifications under the LEED for
Building Operations and Maintenance (O+M) rating system for its Fridley locations.
Once the Eagan certification is complete, Murphy will have over 1.2 million square
feet of LEED certified warehouses in the Minneapolis-St. Paul metro area.

Energy Star is a U.S. Environmental Protection Agency voluntary program that

helps businesses save money by tracking their energy and water usage. Energy Star
certification can be granted to buildings that perform at the 75th percentile or higher
compared with similar buildings. Murphy facilities have consistently scored in the
top percentiles.

ISO 9001 is a series of standards, developed and published by the International

Organization for Standardization (ISO), that define, establish, and maintain an
effective quality assurance system for manufacturing and service industries. The ISO
9001 standard is the most widely known and has perhaps had the most impact of the
13,000 standards published by the ISO, and covers all Murphy operated facilities.

ISO 14001 standard requires measurable performance goals, targets, and

objectives for the company and for each individual environmental aspect and impact
process. Murphy is committed to maintaining this standard annually.

With the completion of certification at

our Eagan facility, Murphy will own nearly 4% of the total LEED O+M-certified
square footage in Minnesota.

6
MANAGEMENT APPROACH
Maintaining the internationally-recognized third party certifications of LEED, Energy Star, ISO 9001, and
ISO 14001 are a key component of our overall business strategy. Why?

Leadership: As a fourth generation family-owned business, we believe sustainability is important

for our future and our community’s. We have been taking a leadership role and will continue to do so,
because we believe it’s the right thing to do.

Third-party Verification: In the operations and maintenance of our facilities, we already do most
things required by the governing bodies of LEED, Energy Star, and ISO 14001. Third party verification
continues to hold us accountable to these high standards.

Business Strategy: Major corporations are starting to require that their supply chain partners go
green. Certification shows them that we are listening and responding to their current and future needs.

Marketing: Murphy has been consistently listed among the top 50 Green Supply Chain Partners and
has been featured in numerous business magazines, case studies, and television. This kind of exposure
opens up new opportunities to grow the business and educate others on how to be sustainable.

Return on Investment (ROI): Our investments have been paying off in reduced operating
expenses, allowing us to reinvest in our company.

EVALUATION OF MANAGEMENT APPROACH

Murphy approaches each of these certifications not as an iron-clad principle, but as investments that
make sense. For example, in 2013, Murphy’s main headquarters in Minneapolis went through the process
of LEED certification. Although we accomplished most aspects of the LEED requirements, the age of the
buildings required investments that were not feasible at this time.

For each material aspect that is discussed in the following pages, we describe why it matters and how
we manage the impacts. Our management approach undergoes continuous evaluation through internal
executive level review. Additionally, to ensure our management approach resonates with our customers
and the marketplace, the Director of Customer Service, the VP of Business Development and Client
Relations, and the VP of Transportation send out Customer Surveys every other year to:

1. Determine customer satisfaction

2. Obtain a measurable indicator of the customers’ perception of the warehousing and distribution
services they receive
3. Evaluate certain areas of interest for Murphy
For quality assurance, any customer survey rating of three or less on a scale of five is followed up and
recorded in our online quality system.

Murphy has consistently achieved above average to exceptional

ratings from our customer service satisfaction surveys.

7
ENERGY EFFICIENCY
Energy conservation is by far the single greatest opportunity to reduce our dependence on fossil
fuels and decrease carbon emissions. Becoming more energy efficient is not just a one-time initiative.
Looking for ways to reduce energy consumption is an on-going endeavor, and as technology improves,
Murphy continues to be on the cutting edge.

Murphy Electricity In 2013, we have accomplished energy

Consumption conservation through several strategies:
3,000
• Investment in high efficiency HVAC
equipment at our new Eagan facility.
2,500 • Utilization of dock blankets, which
helps increase temperatures by
about 10 degrees and reduces
2,000
heating expense by 15% in the winter.
• Installation of programmable
1,500 thermostats and occupancy sensors
at our Main Headquarters, which
decreases energy consumption.
1,000
• Replacement of window air
conditioning units with Energy
500 Star-rated units that have
programmable thermostats.
0
000 kWh 2011 2012 2013
While the environmental benefits of reducing energy are the
Facility primary driver of our efforts, Murphy benefits in another important
4850 Main
Eagan 4700 Main way: financially. As we reduce energy consumption, we also
7033 Central Main HQ become less vulnerable to fluctuations in energy prices.

Energy Star Score by Facility*

ENERGY STAR
Our Energy Star scores, which compare our 99 99 99
properties to similar properties nationwide, certification 75 88 83
are consistently high. A score of 50
represents median energy performance. national
Therefore in the marketplace, a high score average 50
7033 Central

means our facilities cost less to operate –

4700 Main

4850 Main
Main HQ

which means we can invest more in our

Eagan

people and customer service compared to

our competitors – keeping our company
financially sustainable as well.
* Maximum possible score of 100

Murphy’s 5 owned facilities have

an average Energy Star score of 94 on a scale of 1 to 100,
44 points above average.

8
RENEWABLE ENERGY
Energy conservation can only take us so far toward
reducing our reliance on fossil fuels. Renewable energy
- specifically solar energy - can take us even further.

SOLAR POWER
Murphy has been working hard toward achieving
our goal of increasing our percentage of electricity
generated by renewable sources by utilizing our
large, flat roofs for solar panels. To date, we have
installed 326 kW of solar power. Guided by the State
of Minnesota and utility company programs, we have
achieved this by installing a series of 40 kW arrays
on our owned buildings. This includes multiple 40 kW What do these systems do?
arrays on the Minneapolis campus. Each 40 kW system can produce
between 30,000-50,000 kilowatt hours
Murphy Solar Production (kWh) per year, primarily
depending on sunlight
250,000 10%
or snowfall. 10
hours
200,000 8%

1 kilowatt hour
150,000 6% (kWh) = 100W
bulb

100,000 4%

In Minnesota, 65% of electricity is produced

50,000 2% through coal burning. When coal is burned to
produce energy, it creates several byproducts:
0 0%
carbon dioxide (greenhouse gas), nitrous
oxide, sulfur dioxide, and “coal ash” – which is
kWh 2011 2012 2013 % of total
produced electricity
the fine particulate matter that creates smog
by solar panels generated and contributes to respiratory illnesses. There
by solar
are clear environmental reasons to move
toward renewable energy, but there are also
As a result of 60 kW of solar panels being financial. In 2013, our panels saved us about
damaged from a tornado, Murphy repaired and $20,000 in electricity costs.
put the still-productive solar panels to work in
2013. Now, they are tied to a bank of batteries Each 40 kW system takes up only about
that provide 6 kW of back-up power for our 2,000 square feet, and there is plenty more
headquarters’ primary electricity needs: servers, space on Murphy Warehouse’s roofs. We will
computers, and electric-powered forklifts. continue to invest in solar if and when it makes
sound financial sense.

8% of Murphy’s electricity is produced

from solar power, making Murphy the 5th largest producer
in Minnesota.

9
WATER EFFICIENCY
Murphy continues to take strides to become more efficient in our operations. While our operations do
not utilize a great amount of water, we recognize that water is a precious resource.

Our goal is to reduce water consumption by 25% below the 2010 baseline.

There are two primary components of water usage: plumbing fixtures and irrigation. Therefore, there are
two strategies to accomplish this goal:
Upgrade plumbing flow and flush fixtures to low-flow.
Reduce irrigation through investing in:
• Landscape that requires less irrigation, such as native prairies.
• High-efficiency irrigation systems that sense current conditions and forecast weather patterns.

Murphy Water Consumption

15,000

12,000

Facility
9,000
Eagan
7033 Central
22.5% 4850 Main
Reduction 4700 Main
Main HQ
6,000
In 2013, we upgraded plumbing fixtures at our Main
headquarters and Eagan facility. In addition, our Eagan
location has a state-of-the-art satellite-based irrigation
system. Irrigation consumes by far the most water at all
3,000 of our facilities, with the exception of one of the offices
at Main headquarters. This building uses city water
piped through heat exchangers for cooling—which is
then dumped down the drain. Our longer-term capital
plan includes replacing this cooling system with a
0 roof-top unit, which, while increasing our energy usage
Gallons 2010 2011 2012 2013 slightly, would be more than offset by water savings.

Murphy’s facilities
used nearly 2 million gallons of water
less than the 2010 baseline.

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STORMWATER MANAGEMENT
Stormwater runoff is a major source of water pollution. Conventional logistics campuses are made up of
vast amounts of impervious surfaces, such as roofs and pavement. These hard surfaces, known as “gray
infrastructure,” present a problem during major rainfall events because large volumes of stormwater can
overwhelm and damage storm sewers. This often requires expensive infrastructure upgrades to reduce
volume and improve water quality. Moreover, processing water takes a significant amount of energy,
producing more greenhouse gas emissions and higher municipal taxes and fees.

Realizing the significant contribution that

the logistics industry makes to regional and
Main Headquarters national stormwater challenges, Murphy has
Before 2008, nearly 100% of stormwater made an ambitious investment in reducing
occurring at our headquarters in Minneapolis its stormwater impact. Murphy’s strategy
was running off-site. Since implementing has been to invest in “green infrastructure,”
these strategies, we retain nearly 100% of which uses environmentally-friendly
our stormwater on-site for major storm techniques to manage stormwater. These
events. Because of this, we no longer pay a investments include:
stormwater fee to the City of Minneapolis.
These infrastructure upgrades will pay for
themselves in less than 7 years and continue
to save us $73,000 annually.

Native Bioswales Bioretention

Landscaping Ponds

These stormwater best management

practices increase on-site infiltration, reduce
or eliminate pollution from stormwater
runoff, and eliminate contaminants.

Stormwater retention is based upon how

much water the property will absorb on site
for a two-year/twenty-four-hour storm event.
It requires complex civil engineering analysis.
At our 4700 and 4850 Fridley facilities, we
mitigate 42% of our stormwater on-site.
Ultimately, the more a property absorbs on
site, the less water runs off into the sewer
– which is good for the environment and
financially beneficial to Murphy.

At its headquarters,
Murphy retains 100% of its stormwater on-site.

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BIODIVERSITY
Biodiversity is the variety of life in the world or in a particular habitat or ecosystem. Why is biodiversity
important? Everything that lives in an ecosystem is part of the web of life, including humans. Each
species of vegetation and each creature has a place on the earth and plays a vital role. Maintaining a
wide diversity of species in each ecosystem is necessary to preserve the web of life that sustains all
living things.

Most logistics campuses devote a majority of their site

to storage and transportation, paying little attention to
green space and biodiversity. These sites are typically
surrounded by thin strips of turf grass, weeds, aggregate,
and very few trees, which are often neglected or require
high maintenance. In contrast, Murphy has chosen to
maximize the utility of its green space with biodiversity
by planting native prairie landscapes, which provide
ecological services such as promoting biodiversity, the
purification of water and air, pollination, and, importantly,
carbon sequestration in plants.

NATIVE LANDSCAPE
In 1994, Murphy installed its first native prairie in Fridley. Native Prairie vs. Lawn
Today, all of our campuses have been planted with 4700 & 4850 Campuses
biologically-diverse native prairie and woodland
species. We have continued this tradition in 2013 Fertilization
$1,000
with the addition of 44,782 sq. ft. of prairie and 105
trees at our new Eagan facility. Our efforts replaced
conventional landscapes, made up of excessive turf grass Watering
area, with native vegetation that promotes stormwater $8,500
retention, biodiversity, and carbon sequestration. These
investments dramatically reduce maintenance costs and
$17,000
annual savings in
improve public relations. Even though numerous vehicles
maintenance costs
enter and exit the facilities every day, neighbors and
visitors often refer to our campuses as “the place where
all the beautiful flowers grow.”
Mowing
$12,000

Maintenance
$4,240

Native Prairie Lawn

6 acres 4.2 acres

Murphy’s native prairie

landscaping is over 15.5 acres, 17% of our total land - almost twice as much as
our lawn areas, and equal to 12 football fields.

12
TRANSPORTATION
Murphy owns and operates 27 long-haul
trucks. These trucks travel an average
of between 150 and 450 miles per day,
consuming diesel fuel at a rate of 6.5 miles
per gallon.

Recognizing that logistics requires

energy, we do what we can to be as
efficient as possible in our own logistical
operations. Our strategies for reducing the
environmental impact of our operations are:

Retrofitting our trucks Increasing Locating our facilities near...

and trailers to reduce our usage of
wind resistance. biodiesel fuel.

In addition to
being a Cities Airports Rail lines
renewable
So far, we’ve saved energy source,
reduces the miles traveled
10% on fuel. biodiesel emits less harmful
to store and transport
pollutants compared with
As technologies improve, our customers’ goods. By
petroleum-based diesel fuel.
we will continue to look lowering the miles traveled,
for ways to reduce our we save on fuel costs while
direct emissions from and In 2013, we raised reducing our direct emissions
consumption of diesel fuel. our percentage to 5%. from diesel fuel.

For every pound of

3x freight carried on a rail

line, a truck carrying
more efficient that same load would
than trucks consume three times
more fuel.

In 2013, Murphy serviced an average

of 17 rail cars per day. This equals 17,860 trucks taken
off the highway.
Data source: BNSF Rail Carbon Calculator

13
GREENHOUSE GAS EMISSIONS
Greenhouse gas emissions can result from direct and indirect consumption - or burning - of fossil fuels.
Murphy reports on both: our direct greenhouse gas emissions from utilizing our 27 diesel-powered
trucks and 95 propane-powered forklifts (the other 25 forklifts are electric-powered), and our indirect
greenhouse gas emissions from heating, cooling, and ventilating our warehouses.

Murphy wants to reduce greenhouse gas emissions because it’s simply the right thing to do. But there
are other benefits as well. As we reduce carbon emissions, we are reducing pollutants - such as carbon
dioxide, nitrous oxide, and methane - in addition to helping reduce smog and fine particulate matter.

Equivalent Metric Tons

of Carbon Dioxide
Direct Greenhouse Gas Emissions in 2013 (Mte)

246,000 2,515 Mte

27 In 2013, Murphy’s 27 owned
trucks consumed 246,000 gallons
of diesel fuel
Data Source: U.S. EPA Greenhouse
Gas Equivalencies Calculator.
gallons of diesel fuel.

85,865 483 Mte

95 In 2013, Murphy’s 95 propane-
powered forklifts utilized gallons
of propane
Data Source: U.S. EPA Greenhouse
Gas Equivalencies Calculator:
85,865 gallons of propane. Calculations and References.

Indirect Greenhouse Gas Emissions

65.3 5,848 Mte
Murphy’s 5 owned and operated million Data source: U.S. Department

5 facilities use natural gas for heating

and electricity for air conditioning,
ventilating, lighting, and electronics.
BTUs of Energy Portfolio Manager,
Energy Star Statement of
Energy Performance, 2013.

Because Murphy’s indirect emissions from

warehouse operations contribute about twice
the amount of greenhouse gas emissions as do
operating our trucks and forklifts combined,
Murphy prioritizes its corporate-wide goals on
measuring and managing our facilities.

Murphy’s goal is to be under 50% of the

national median for indirect greenhouse gas
emissions for similar facilities, as measured by
the EPA’s Portfolio Manager online tool.

Murphy’s greenhouse
gas emissions are only 37.5% of what similar
size & type facilities emit.

14
GREENHOUSE GAS EMISSIONS
There are two components to attaining our goal: Equivalent Metric Tons
of Carbon Dioxide
Reducing Carbon in 2013 (Mte)
Accomplished by reducing fossil fuel consumption 15,148 Mte
through both energy efficiency measures and 9,300 Mte
generating energy from clean, renewable sources Solar = 149 Mte
like the sun and wind. Energy Efficiency = 9,151 Mte

Data Source: U.S. EPA/DOE Portfolio Manager

Carbon Offsets & Sequestration

TYPICAL WAREHOUSE
Existing carbon still being emitted needs to be
offset, either by purchasing carbon credits or by
sequestering the carbon through one’s own actions – 5,848 Mte
like planting trees or installing native prairies. 162 Mte
Trees Planted = 134 Mte
Results for 2013 are slightly worse than our 26% Native Prairies = 28 Mte 5,686 Mte
performance for 2012 because we did not renew our
contract for renewable energy credits - which was an

MURPHY
additional carbon offset. We let the contract
lapse because it did not make financial sense.
37.5%
carbon emissions after

CLIMATE CHANGE offsets and sequestration

compared with typical warehouse

Opportunity
We plan to stay ahead of the game in our industry. As more customers are looking to green their supply
chain, we are here for them. Because we are investing in energy efficiency and renewable energy, we are
lowering our operating costs while helping reduce greenhouse gases.

Risk
Climate change presents regulatory and physical risks for our business operations. From a regulatory
standpoint, a carbon tax would have financial implications to our bottom line. It could also affect our
customers’ and our own ability to transport goods. We believe our central locations and access to
rail lines are important risk - mitigating factors. We also continue to invest in our long haul trailers to
improve their fuel efficiency.

From a physical standpoint, our locations are not near shorelines and our facilities are not that
vulnerable. As a logistics company that serves the entire United States, however, any weather-related
disaster on either coast affects our business. To manage this risk, we continue to diversify across
industries and customers.

We view our efforts here as risk mitigation. The most recent legislation enacted in 2013 has not been
discussed much, but businesses are getting closer to having to pay for carbon emissions. The more we
can reduce our carbon footprint, the better off we are financially, especially compared with
our competition.

Murphy’s reduction in greenhouse

gas emissions is equivalent to taking 2,000 passenger vehicles off
the road for one year.

15
MATERIALS & RESOURCES
Material selection plays a significant role in sustainable building operations. The life cycle of a material
- extraction, processing, transportation, use, and disposal - can have negative health and environmental
consequences. Murphy has adopted environmentally responsible procurement and waste management
policies that can significantly reduce these impacts.

PURCHASING
By showing preference for products with recycled content, we are doing our part to expand markets
for recycled materials, slow the consumption of raw materials, and reduce waste entering landfills. In
2013, we formally established a corporate-wide sustainable purchasing policy for all of our campuses.
This means we try to meet thresholds established for purchasing products with recycled content, rapidly
renewable content, are rechargeable, or are third-party certified.

WASTE MANAGEMENT
At Murphy, we are reducing the quantity of waste generated
through responsible procurement practices. Our goal is to manage
solid waste in a manner that will:
• Minimize landfilling and/or incineration and reduce toxicity
• Protect the environment and public health
• Conserve natural resources
The nature of our business is such that we encounter a great deal of
packaging materials coming in to our warehouses. While we cannot
avoid that, we can make a difference in where those materials end
up. Through efforts like extensive cardboard, metal, and plastic
recycling, along with the use of starch-based packing peanuts, we
are able to divert more than 99% of the ongoing consumables we
use daily in the office and warehouse from going into the landfill.

REUSE
Our commitment to reuse is further exemplified by several standard Murphy policies:

Utilize Donate Reuse 100% reuse of

refurbished used rechargeable shipping pallets and
furniture electronics batteries 40% reuse of dunnage

Murphy recycles 99% of its solid stream waste.

16
HEALTH & WELLNESS
Health and sustainability go hand-in-hand. At Murphy, we know that our people are what make us great.
In order to continue to be a preferred employer within the industry, Murphy employs several strategies
around health and well-being.

COMPREHENSIVE BENEFITS
Our employees have a standard benefits package
that includes the following:
• Free annual wellness screening to our employees
and their spouses, which includes:
o Blood tests measuring 36 attributes
o Wellness coach available to all employees
o Wellness round-tables
o Health competitions and prizes
o Educational seminars regarding
common concerns
o Employee Assistance Provider available for all
employees and their families
• Generous medical, vision, and dental coverage
o Preventative care for ages 6 and older
o Well Child coverage up to age 6
o Routine cancer screening and
gynecological exams
• Life insurance
• Short and long term disability insurance
• Parental leave policy
• 401K profit sharing contributions

LEED CERTIFICATION & HEALTH

While many people view LEED Certification as primarily an energy savings endeavor, a significant
component of LEED aims to improve workers’ health and productivity. This is achieved through several
policies employed by Murphy:
• Indoor air quality management plan that seeks to stay on top of ventilation issues
• Green cleaning policies that aim to reduce toxins often found in cleaning products
• Sustainable food purchasing policy that encourages organic and fair trade food, which is lower in
pesticides and generally healthier
• Taking regular occupancy surveys to address employees’ thermal, acoustic, and lighting comfort

Murphy’s turnover
rate was only 4.7% in 2013, one of the lowest in the
trucking and logistics industry.

17
SAFETY & SECURITY
Safety and security matter to sustainability because we are in the business of keeping our customers’
goods clean, safe, and secure. Our own employees’ safety in handling a customer’s goods, whether it
be on the truck, loading a rail car, using forklifts to move goods, or managing the business, is of utmost
important to us. We would not be a sustainable business if we did not focus our efforts in this arena.

SAFETY
Putting our employees first means
keeping them safe from injury. We
place a high value on safety, as demonstrated
by our OSHA Certification from the Minnesota
Department of Labor and Industry. We do this
through a high level of leadership and employee
involvement, systems in place that identify,
correct, and control workplace hazards, and
employee safety training and education.

Safety Training
Our employees receive annual safety training
to ensure we stay current, and we rotate the
training locations among our owned facilities.
In 2013, training consisted of the following:

• Emergency Response Plan

• Proper Hazardous Materials Handling
• Forklift Safety and Training
• AED and CPR Training
SECURITY
Murphy utilizes OSHA Standard 1904 for Because our customers entrust Murphy
recording and reporting accident statistics. For to care for their goods while in storage,
2013, Murphy’s incidence rate was 1.88. The Murphy places a high value on security.
incidence rate takes into account total hours
• All facilities are routinely assessed for risks
worked by Murphy employees and the amount of
associated with theft. We receive, by subscription,
work-related injuries and illnesses that occurred.
numerous security notices related to warehouse,
logistics, and transportation activities in the
Sanitation United States.
In the interest of keeping
employees and customers’ • Murphy trains 100% of employees on anti-theft
goods safe and secure, we also policies to protect clients’ products in our care,
invest in cleanliness. We consistently achieve custody, and control. We have a standalone
the “Excellence” certification from the American inventory control department and perform cycle
Sanitation Institute (ASI). counts and full inventory reviews on a routine basis.

Murphy’s incidence
rate was only 1.88 in 2013, compared to the national average of 3.4
for the transportation and logistics industry.
Data source: US Bureau of Labor Statistics

18
COMMUNITY ENGAGEMENT
In keeping with our overarching goal of being a good corporate citizen, the communities surrounding
Murphy facilities trust us to be a good neighbor. Because local businesses depend upon their
communities for survival, involvement and community engagement is an integral part of our culture.

Local Community
Murphy employees annually contribute their time and money to various causes.
Between the Murphy family and the Murphy business, 2013 highlights include:
• Volunteered consolidation and international shipping service for medical
supplies and equipment to Children’s Surgery International in Africa
• Provided the U.S. Marines with storage for their Toys for Tots’ unused toys for
use in subsequent years
• Donated truckloads of food to, and helped pack food for, the less fortunate at
Children’s
Second Harvest in Minneapolis Surgery
• Helped plan fundraiser for Cancer Kids Fund and participated in committee International

Logistics Industry
Murphy puts a high value on community involvement and, in
fact, requires our senior management and owners to have active
involvement on committees, leadership roles, and conference
attendance at the following industry groups:
• Council of Supply Chain Management Professionals (CSCMP)
• Warehouse Education and Research Council (WERC)
• International Warehouse Logistics Association (IWLA)
• Minnesota Warehouse Association (MWA)
• Minnesota Trucking Association (MTA)
• Urban Land Institute (ULI)

Leadership
Beyond donating time and money to non-profits, Richard T. Murphy, Jr.
donates his expertise and leadership skills to a number of organizations:
• MN Department of Transportation - Freight Advisory Committee
• College of Design, U of MN - Advisory Board Member
• Children’s Hospital of MN - Board
• Carlson School of Business, U of MN - Chair, Operations and Supply
Chain Advisory Committee
• Center for Transportation Studies, U of MN - Executive Committee
Chair and Board Member

We pride ourselves limiting reducing and enhancing community

for being a our truck light aesthetics through our
good neighbor by: noise, pollution, native prairies and trees.

19
Murphy Warehouse Company z2014 Murphy
Sustology LLC
701 24th Avenue SE
Printed on 100% post-consumer
Minneapolis, MN 55414 waste recycled paper