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This case study describes the Waste Reduction Always Pays (WRAP) program implemented by the Louisiana Division of the Dow Chemical Company. Originally evolving from an energy-saving contest in 1981, WRAP was formally announced in 1986 to reduce pollution and operating costs through employee-led innovation. The program utilizes a competitive submission process where projects are evaluated on technical viability and return on investment (ROI), rewarding winners with public recognition and project leadership roles rather than direct financial prizes.

This case study abstract describes the development of Dow Chemical's WRAP (Waste Reduction Always Pays) program at its Louisiana Division. Originating from a 1981 energy contest to secure capital during oil price shocks, the program evolved to target waste reduction and yield improvement. Driven by internal cost-saving goals and external pressures from a 1985 congressional inquiry and environmental groups, WRAP implemented a system of capital rewards for projects meeting specific ROI and savings thresholds.