AbstractCiba‐Geigy is a specialty chemical and pharmaceutical company that is managing over 100 CERCLA and RCRA remediation sites in 38 states. The potential cost is over $500 million. The sites vary in their scope and technical complexity. For years management was frustrated by their lack of control over the selection of cleanup remedies and associated costs. This article shows how the company changed the method of managing remediation projects in an attempt to gain control over the process and improve overall environmental quality performanc