Fred Cornell Email and Phone Number

Led the development of a business strategy for a struggling business. One of the three-members of the leadership team that implemented the strategy across seven facilities in two states. Strategy resulted in a half order of magnitude profitability improvement in year 1 and a doubling of profitability in year 2.Established key performance metrics, implementation strategies (i.e., scoreboards, reporting, performance management), classroom training, one-on-one on-the-job training particularly in understanding business process and optimizing performance.Led the southeast's capital investment program which included over $15 million in facility improvements in the past three years, consistently completing projects within budget guidelines.

Safety performance ranked among the best in the industry in calendar year 11, the last full year Mr. Cornell led the program. Mr. Cornell was a co-founder of RIOS, the Recycling Industry Operating Standard, now best known as R2/RIOS. Other key accomplishments: (a) Development of strong ties with local environmental agencies and NGOs establishing self as government's first point of contact for proposed regulatory changes; (b) Global implementation of the SHEC Management Information System used by SMM to report & manage incidents, inspections, audits, observations and permit obligations(VelocityEHS); (c) implemented low-maintenance, storm water management programs across numerous facilities, (d) led a multi-stakeholder group to pass legislation that removed mercury switches from vehicles in New Jersey; (e) implemented a recycling program for PCB painted metals that resulted in economic and environmental benefits for the customer and the company, (f) developed the strategic EHS strategy for more than forty facilities in seven states, and (g) supported line management in all environmental and safety activities for the region and working with various company personnel on community outreach. Environmental activities include maintaining and applying for permits, ensuring compliance with permits and laws, government relations, and public relations. Projects included implementing DuPont Safety program, developing and implementing Environmental Management Systems, and implementing a global management information system for EH&S for SMM. Between 2000 and 2012, Mr. Cornell served as the Institute of Scrap Recycling Industries’ (ISRI) government relations lead in New Jersey and New York State, and he was a board member in the Association of New Jersey Recyclers (ANJR). In these roles he frequently conducted training classes and seminars on recycling, workplace safety and environmental management.

President responsibility for all aspects of the business. The company operates two divisions:1. Reinforced Concrete Pipe Division - The company specializes in providing small to medium size orders of reinforced concrete piping (RCP) for industrial, commercial of residential projects;2. Industrial Property Division - Provides risk management services for properties specializing in servicing venture capitalists interested in redeveloping industrial sites.

While serving on the executive team of Camden Iron & Metal, established a new recycling business that was wholly owned by the CIM ownership. The new business pursued recycling of environmentally challenging materials such as shredder residue and municipal incinerator scrap. As founding President of CIM’s affiliate, Innovative Recovery Products, LLC., Mr. Cornell was responsible for hiring staff, setting up all administrative functions and policies, developing financial and productivity reporting systems, ensuring the proper design and construction of the two new plants, negotiating contracts, and directing the operations of the company’s two plants. He developed and implemented management information systems and operating profits improved five-fold during his two years in the position.

Led the Executive Leadership Team that transformed the company during one of the most difficult economic times for the company and the industry. Mr. Cornell had a variety of responsibilities ranging from administrative functions and policy development, improving financial and production reporting systems, negotiating contracts, and a variety of other responsibilities. Projects included upgrading the company's computer systems from a 1980s vintage Unix-based system to a suite of modern systems, including Great Plains General Ledger Package, Data Stream CMMS, ADP E-Time, and an Oracle-Based Scale and Inventory Management System.As Director of Environmental Health and Safety at Camden, Mr. Cornell was responsible for the management of all environmental, health and safety management activities for the company, all of its subsidiaries and affiliates, as well as numerous business projects. Business project experience includes strategic planning, information systems development and implementation, facility siting activities and financial analysis. Mr. Cornell instituted a comprehensive environmental and safety management program that reduced costs by seventy percent. He also participated in a project team that secured a contract with the US Navy for a pilot program to dismantle and recycle US Navy vessels. As a member of this team, his role included testifying before a government panel about the environmental, safety and business risks associated with this type of operation.

Mr. Cornell was Senior Project Manager responsible for the design and management of environmental investigations and corrective actions of all types, with an emphasis on environmental compliance audits, environmental management system audits, environmental risk evaluation and management and site remediation. Mr. Cornell’s specific responsibilities included directing and leading team audits, litigation support, providing expert testimony, developing environmental management and pollution prevention programs, training PADEP personnel in site remediation, and permitting. He was also responsible for training, assessing the potential risks associated with environmental conditions and identifying risk management options. Project Management responsibilities included serving as a primary client contact, scoping work activities, retaining contractors and coordinating and supervising field activities. In this capacity, Mr. Cornell was also responsible for cost management, work-site health and safety, report preparation, negotiating with private parties and regulatory agencies, business development and the supervision of technical staff.Specialty/Focus Areas:- Can & Glass Container Manufacturing Operations- Recycling Businesses- Chemical Manufacturing Operations- Risk-Based Corrective Actions- Environmental Fate and Transport Assessment- Environmental Management Systems- Venture Capital Projects - Environmental Business Risk Evaluation

As a Technical Coordinator in the Bureau of Environmental Evaluation and Risk Assessment, Mr. Cornell was responsible for providing case specific and policy related technical support for the New Jersey RCRA and ISRA/ECRA programs. Technical evaluations were completed for more than 200 facilities, spanning dozens of industries. His duties included document review and revision, data validation, confirmation of the remedial action efficacy, litigation support, guidance document and policy development, staff training and seminar presentation.