Analyse publique de l'impact, des risques et des opportunités ESG

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        "logo_url": "https://www.nrb.be/sites/all/themes/omega_nrb/favicon.ico",
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        "website": "https://www.nrb.be/"
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    "iros": [
        {
            "description": "Increased frequency and intensity of extreme weather events due to climate change pose a significant risk to the company's operations, potentially disrupting supply chains, damaging facilities, and increasing operational costs. Adapting to these changes through resilience measures and diversification is crucial for long-term business continuity and minimizing financial losses.",
            "financial_type": "risk",
            "matter_id": "0",
            "name": "Climate Change Impact on Operations",
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                {
                    "document": "We have not yet completed a scenario analysis to identify opportunities. We hope to conduct a scenario analysis soon.\u200b      For our initial risk review, we have identified climate-related risks and opportunities that may affect us over the short, medium, and long term. These include:\u200b      _Physical Risks:_ The long-term effects of climate change on the global",
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                        "source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
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                    "document": "b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning.  |  We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b",
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                    "document": "_Management of the Legal & Regulatory Environment _ , Page 19   b) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy and financial planning.",
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                        "source": "https://www.dnow.com/company/corporate-citizenship/corporate-sustainability"
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                    "document": "Strategy  |  Disclose the actual and potential impacts of climate-related risks and opportunities on the organization\u2019s businesses, strategy and financial planning where such information is material.  |  a) Describe the climate-related risks and opportunities the organization has identified over the short-, medium- and long-term.  |  _Managing Risks & Opportunities _ , Page 16",
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                        "source": "https://www.dnow.com/company/corporate-citizenship/corporate-sustainability"
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                    "document": "**Strategy** |  a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.\u200b",
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                        "source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
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                    "document": "A. Describe the climate-related risks and opportunities the organization has identified over the short, medium and long term.  |  See our 2023 CDP Climate Change Response: C2.1a, C2.3, C2.3a, C2.4a",
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                        "source": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
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                {
                    "document": "related risks and opportunities, as well as how our strategies might change to address such potential risks and opportunities.",
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                        "source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
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                    "document": "identify and assess climate-related risks. We plan to conduct more thorough qualitative and quantitative climate-related physical and transition risk and opportunity assessments.",
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                {
                    "document": "##  Related capabilities  [ Climate Risk  Choose a smarter way to identify, quantify and manage climate- related risks and opportunities with our global network of climate risk and industry specialists and advanced climate analytics.  arrow_forward ](https://www.wtwco.com/en-us/solutions/climate-risk \"Climate Risk\")",
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            "time_horizon": "long",
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        {
            "description": "The company's operations may generate pollution, impacting air and water quality, which can lead to regulatory fines, reputational damage, and negative health consequences for local communities. Implementing pollution control measures and transitioning to cleaner technologies are essential for minimizing environmental impact and maintaining a positive social license to operate.",
            "material_scope": "current",
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            "name": "Pollution from Operational Activities",
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                {
                    "document": "---|---   **Identify and Assess Impacts** |  Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities  [10]  , which may require in-depth scoping to understand and prioritize the most significant risks and responses  [11]",
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                        "source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
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                    "document": "---|---   **Identify and Assess Impacts** |  Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities  [10]  , which may require in-depth scoping to understand and prioritize the most significant risks and responses  [11]",
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                {
                    "document": "**Design and Implement Strategies to Address Impacts** |  Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
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                {
                    "document": "**Design and Implement Strategies to Address Impacts** |  Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
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                    "document": "identify general areas in which the risk of adverse impacts is most significant.  [243]",
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                        "source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
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                {
                    "document": "quantity emitted (scope), and the irremediable character of the damage. Entity Z also aggregates the potential regulatory fines from all jurisdictions. While it assesses the likelihood of being subject to fines as moderate (likely), Z determines that the magnitude of such fines would be low (below the threshold); therefore, it concludes that the total financial risk related to",
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                        "source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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                    "document": "activities. These can contribute to impacts such as environmental degradation, social inequality and economic disruption.",
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                    "document": "impacts have an indirect financial effect. As stated in paragraph 91 of EFRAG\u2019s  IG 1: Materiality Assessment Implementation Guidance  , \u201dmost impacts give rise to financial risks and opportunities.\u201d",
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                {
                    "document": "* Whether there are expected operational changes.    * Its ability to meet strategic goals.    * Its ability to adhere to regulations.    * The reputational effects of its environmental or social impacts.    * Decreased operating expenses resulting from investments in energy-efficient technologies.    * Increased capital expenditures associated with facility upgrades or modifications.",
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        {
            "description": "Sustainable water management is crucial for the company's operations, especially in water-stressed regions. Efficient water use, wastewater treatment, and minimizing water pollution are essential for mitigating operational risks, ensuring compliance with regulations, and maintaining positive relationships with local communities.",
            "material_scope": "current",
            "material_type": "positive",
            "material_value_chain": "local",
            "matter_id": "2",
            "name": "Water Resource Management",
            "nature": "material",
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                {
                    "document": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
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                {
                    "document": "* Irremediable character  \u2014 How difficult it would be to remediate or reverse any actual damage (e.g., impossible, challenging, moderately difficult, easy).    * Likelihood  \u2014 How probable it is that the potential impact will occur or that the risk or opportunity will materialize (e.g., almost certain, likely, possible, unlikely).",
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                {
                    "document": "* Magnitude  \u2014 How significant the financial effect would be if this risk or opportunity were to materialize (e.g., above or below the threshold).",
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                    "document": "* Scale  \u2014 How intense the negative or positive impacts are or potentially would be for people or the environment (e.g., substantial, major, moderate, minimal).    * Scope  \u2014 How widespread or broad the negative or positive impacts are or potentially would be (e.g., high, moderate, low).  7",
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                    "document": "* Whether there are expected operational changes.    * Its ability to meet strategic goals.    * Its ability to adhere to regulations.    * The reputational effects of its environmental or social impacts.    * Decreased operating expenses resulting from investments in energy-efficient technologies.    * Increased capital expenditures associated with facility upgrades or modifications.",
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                    "document": "activities. These can contribute to impacts such as environmental degradation, social inequality and economic disruption.",
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                    "document": "While included in step 2 for illustrative purposes, engagement with affected stakeholders should not be a one-time activity but rather a part of an entity\u2019s ongoing due diligence process.",
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    "iros_per_materiality": {
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        "opportunities": [],
        "positive_impacts": [
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        "risks": [
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    "materiality_matters": [
        "Climate Change",
        "Pollution",
        "Water and marine resources",
        "Biodiversity and ecosystems",
        "Circular Economy",
        "Own workforce",
        "Workers in the value chain",
        "Affected communities",
        "Consumers and end-users",
        "Business conduct"
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                    "source": "https://ir.aboutamazon.com/news-release/news-release-details/2025/Amazon.com-Announces-Fourth-Quarter-Results/"
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                    "source": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
                },
                "page_content": "[ Home ](./ \"Home\") /\n\n[ News ](https://news.abbvie.com/index.php?s=2429 \"News\")\n\n#  News\n\n  * [ Corporate News ](https://news.abbvie.com/index.php?s=2429&category=778)\n\nJanuary 31, 2014\n\nAbbVie Reports Fourth-Quarter and Full-Year 2013 Financial Results\n\n\\- Reports Fourth-Quarter Adjusted EPS of $0.82 (GAAP EPS of $0.70); Reports\nFull-Year Adjusted EPS of $3.14 (GAAP EPS of $2.56)\n\n\\- Delivers Fourth-Quarter Revenue of $5.1 Billion; Global HUMIRA Sales Growth\nof 13.4 Percent\n\n\\- Completes Successful First Year as an Independent Company, with Strong\nExecution Across Commercial, Regulatory, Clinical, Operational and Financial\nObjectives\n\n\\- Announces Completion of Phase 3 HCV Program, Including Compelling Results\nFrom Remaining Four Phase 3 Studies (See Separate News Release Issued Today)\n\n\\- Now Expects U.S. HCV Therapy Approval in 2014\n\n\\- With Record Number of Programs Currently in Late-Stage Development,\nPipeline Continues to Advance in 2014 With Numerous Data Milestones, Phase\nTransitions, and Regulatory Submissions for Two Major Pipeline Assets in HCV\nand Neuroscience\n\n\\- Issues 2014 Adjusted EPS Guidance of $3.00 to $3.10, or $2.63 to $2.73 on a\nGAAP Basis\n\n  * Open a printable version of this page \n  * Email the URL of this page to a friend \n\nNORTH CHICAGO, Ill.  ,  Jan. 31, 2014  / [ PRNewswire\n](http://www.prnewswire.com/) / -- AbbVie (NYSE:ABBV) today announced\nfinancial results for the fourth quarter and full year ended  Dec. 31, 2013  .\n\n\"We are pleased with AbbVie's performance in our first full year as an\nindependent biopharmaceutical company,\" said  Richard A. Gonzalez  , chairman\nand chief executive officer, AbbVie. \"We achieved all of the objectives we set\nforth for 2013, exceeded our original earnings guidance, and established a\nsolid foundation for the future. We intend to build on this momentum in 2014\nas we invest in our key products, advance our pipeline, and prepare for\nsignificant product launches that will drive growth in 2015 and beyond.\"\n\n**Fourth-Quarter Results**\n\n  * Worldwide sales were  $5.111 billion  in the fourth quarter, down 1.8 percent. On an operational basis, sales decreased 1.1 percent, excluding a 0.7 percent unfavorable impact from foreign exchange rate fluctuations. Excluding sales from our lipid franchise due to the loss of exclusivity, sales increased 7.9 percent on an operational basis in the quarter. \n  * Fourth-quarter sales were led by the continued strength of HUMIRA. Global HUMIRA sales increased 13.4 percent. U.S. HUMIRA sales grew 18.1 percent. \n  * Fourth-quarter adjusted gross margin ratio was 77.1 percent, excluding intangible asset amortization and other specified items. The gross margin ratio under U.S. generally accepted accounting principles (GAAP) was 74.9 percent. \n  * Adjusted selling, general and administrative (SG&A) expense was 26.5 percent of sales in the fourth quarter, reflecting continued investment in our growth brands. On a GAAP basis, SG&A was 28.3 percent of sales. \n  * Research and development (R&D) was 15.6 percent of sales in the quarter, reflecting funding actions in support of our emerging mid- and late-stage pipeline assets and the continued pursuit of additional HUMIRA indications. \n  * Net interest expense was  $68 million  , and the adjusted tax rate was 22.2 percent in the quarter. On a GAAP basis, the fourth-quarter tax rate was 21.6 percent. \n  * Fourth-quarter diluted earnings per share were  $0.70  on a GAAP basis. Adjusted diluted earnings per share, excluding intangible asset amortization expense and other specified items, were  $0.82  . \n\n**Key Events from the Fourth Quarter**\n\n  * This morning, AbbVie announced completion of its Phase 3 hepatitis C virus (HCV) studies; including top-line results from four remaining registrational HCV trials: TURQUOISE-II, PEARL-II, PEARL-III, and PEARL-IV trials. \n\n> Results from the TURQUOISE-II study, which examined treatment of HCV in 380\n> patients with cirrhosis, a difficult-to-treat population, showed that\n> patients treated for 12 weeks with the AbbVie combination achieved 92\n> percent sustained virologic response at 12 weeks post treatment (SVR  12  ).\n> 96 percent of patients treated with the AbbVie regimen for 24 weeks achieved\n> SVR  12  .\n>\n> The PEARL-II and PEARL-III studies evaluated the potential for ribavirin-\n> free therapy in genotype 1b (GT1b) experienced and naive patients,\n> respectively. PEARL-IV evaluated the potential for ribavirin-free therapy in\n> genotype 1a (GT1a) naive patients. Results from the PEARL-II study (n=179)\n> showed that 100 percent of the GT1b experienced patients treated with the\n> AbbVie combination without ribavirin achieved SVR  12  . Patients treated\n> with the ribavirin-containing regimen, achieved 97 percent SVR  12  .\n> Results from the PEARL-III study (n=419) showed that GT1b naive patients\n> treated with our combination, with and without ribavirin, achieved 99\n> percent SVR  12  . The PEARL-IV study (n=305) showed that even in the more\n> difficult to treat GT1a patients, our regimen with ribavirin achieved an SVR\n> 12  rate of 97 percent and the ribavirin-free regimen produced an SVR  12\n> rate of 90 percent.\n\n  * During the quarter, AbbVie announced top-line Phase 3 HCV results from the SAPPHIRE-I and SAPPHIRE-II studies, which examined AbbVie's HCV regimen in naive and treatment-experienced patients. Results from the SAPPHIRE trials showed that in both naive and treatment-experienced patients, treatment with AbbVie's 3-DAA therapy plus ribavirin produced high SVR rates of 96 percent. Additionally, the regimen was well-tolerated, with discontinuations due to adverse events reported in only one percent of patients receiving the combination. \n  * AbbVie recently announced the initiation of a Phase 3 clinical trial evaluating the safety and efficacy of its investigational compound, veliparib (ABT-888), when added to carboplatin, a chemotherapy, in women with early-stage, triple-negative breast cancer. The three-arm trial will compare the addition of veliparib plus carboplatin or placebo plus carboplatin to standard neoadjuvant chemotherapy. We expect Phase 3 starts for veliparib in additional cancer types in 2014. \n  * AbbVie and its partner recently initiated a Phase 3 comparative clinical trial designed to evaluate the efficacy and safety of ABT-199/GDC-0199, an investigational BCL-2 (B-cell lymphoma 2) selective inhibitor, in patients with relapsed refractory chronic lymphocytic leukemia (CLL). The study will compare the combination of ABT-199/GDC-0199 and rituximab to the combination of bendamustine and rituximab. Rituximab and bendamustine are commonly used to treat patients with CLL. \n\n**Issuing Full-Year 2014 Outlook**\n\nAbbVie expects 2014 revenue of approximately  $19 billion  , excluding any\npotential revenue from the expected 2014 U.S. launch of our HCV therapy.\nAbbVie is issuing diluted earnings-per-share guidance for the full-year 2014\nof  $3.00 to $3.10  on an adjusted basis, or  $2.63 to $2.73  on a GAAP basis.\nThe company's 2014 adjusted diluted earnings-per-share guidance excludes\n$0.37  per share of intangible asset amortization expense and other specified\nitems primarily associated with certain separation-related costs and ongoing\nrestructuring activities.\n\n**About AbbVie**\n\nAbbVie is a global, research-based biopharmaceutical company formed in 2013\nfollowing separation from Abbott Laboratories. The company's mission is to use\nits expertise, dedicated people and unique approach to innovation to develop\nand market advanced therapies that address some of the world's most complex\nand serious diseases. AbbVie employs approximately 25,000 people worldwide and\nmarkets medicines in more than 170 countries. For further information on the\ncompany and its people, portfolio and commitments, please visit [\nwww.abbvie.com ](http://www.abbvie.com/) . Follow [ @abbvie\n](http://twitter.com/abbvie) on Twitter or view careers on our [ Facebook\n](http://www.facebook.com/abbviecareers) or [ LinkedIn\n](http://www.linkedin.com/company/abbvie) page.\n\n**Conference Call**\n\nAbbVie will host an investor conference call today at  8:00 a.m. Central time\nto discuss our fourth-quarter performance. Participating on the call will be\nRick Gonzalez  , chairman and chief executive officer; Bill Chase, executive\nvice president and chief financial officer; Laura Schumacher, executive vice\npresident, business development, external affairs and general counsel;  Scott\nBrun  , vice president of clinical development; and  Larry Peepo  , vice\npresident of investor relations. The call will be webcast through AbbVie's\nInvestor Relations Web site at [ www.abbvieinvestor.com\n](http://www.abbvieinvestor.com/) . An archived edition of the call will be\navailable after  10:00 a.m. Central time  .\n\n**Non-GAAP Financial Results**\n\nFinancial results for 2013 are presented on both a reported and a non-GAAP\nbasis. Reported results were prepared in accordance with GAAP and include all\nrevenue and expenses recognized during the period. Non-GAAP results adjust for\ncertain non-cash items and for factors that are unusual or unpredictable, and\nexclude those costs, expenses, and other specified items presented in the\nreconciliation tables later in this release. AbbVie's management believes non-\nGAAP financial measures provide useful information to investors regarding\nAbbVie's results of operations and assist management, analysts, and investors\nin evaluating the performance of the business. Non-GAAP financial measures\nshould be considered in addition to, and not as a substitute for, measures of\nfinancial performance prepared in accordance with GAAP. The company's 2014\nfinancial guidance is also being provided on both a reported and a non-GAAP\nbasis.\n\n**Forward-Looking Statements**\n\nSome statements in this news release may be forward-looking statements for\npurposes of the Private Securities Litigation Reform Act of 1995. The words\n\"believe,\" \"expect,\" \"anticipate,\" \"project\" and similar expressions, among\nothers, generally identify forward-looking statements. AbbVie cautions that\nthese forward-looking statements are subject to risks and uncertainties that\nmay cause actual results to differ materially from those indicated in the\nforward-looking statements. Such risks and uncertainties include, but are not\nlimited to, challenges to intellectual property, competition from other\nproducts, difficulties inherent in the research and development process,\nadverse litigation or government action, and changes to laws and regulations\napplicable to our industry. Additional information about the economic,\ncompetitive, governmental, technological and other factors that may affect\nAbbVie's operations is set forth in Item 1A, \"Risk Factors,\" in AbbVie's 2012\nAnnual Report on Form 10-K/A, which has been filed with the Securities and\nExchange Commission. AbbVie undertakes no obligation to release publicly any\nrevisions to forward-looking statements as a result of subsequent events or\ndevelopments, except as required by law.\n\n**AbbVie Inc.**  \n---  \n**Key Product Sales**  \n**Quarter Ended December 31, 2013**  \n**(Unaudited)**  \n|  |  **% Change vs. 4Q12**  \n|  **Sales (in millions)** |  |  **International** |  **Total**  \n|  **_U.S._ ** |  **_Int'l._ ** |  **_Total_ ** |  **_U.S._ ** |  **_Operational_ ** |  **_Reported_ ** |  **_Operational_ ** |  **_Reported_ **  \n**TOTAL SALES** |  **$2,818** |  **$2,293** |  **$5,111** |  **(8.2%)** |  **9.2%** |  **7.5%** |  **(1.1%)** |  **(1.8%)**  \nHumira  |  1,667  |  1,372  |  3,039  |  18.1  |  8.0  |  8.2  |  13.3  |  13.4   \nSynagis  |  \\--  |  314  |  314  |  n/m  |  8.4  |  (1.4)  |  2.9  |  (6.4)   \nAndroGel  |  289  |  \\--  |  289  |  (20.9)  |  n/a  |  n/a  |  (20.9)  |  (20.9)   \nKaletra  |  63  |  165  |  228  |  (24.0)  |  0.2  |  (0.9)  |  (7.8)  |  (8.6)   \nLupron  |  156  |  53  |  209  |  0.5  |  (1.7)  |  (5.0)  |  (0.1)  |  (1.0)   \nSynthroid  |  189  |  \\--  |  189  |  12.8  |  n/a  |  n/a  |  12.8  |  12.8   \nSevoflurane  |  23  |  133  |  156  |  (20.9)  |  6.3  |  3.6  |  1.3  |  (0.9)   \nCreon  |  115  |  \\--  |  115  |  9.3  |  n/a  |  n/a  |  9.3  |  9.3   \nZemplar  |  57  |  44  |  101  |  (16.8)  |  14.9  |  16.2  |  (5.4)  |  (4.9)   \nDuodopa  |  \\--  |  49  |  49  |  n/a  |  15.7  |  20.1  |  15.7  |  20.1   \nNiaspan  |  31  |  \\--  |  31  |  (88.9)  |  n/a  |  n/a  |  (88.9)  |  (88.9)   \nTriCor/Trilipix  |  29  |  \\--  |  29  |  (85.4)  |  n/a  |  n/a  |  (85.4)  |  (85.4)   \n  \n---  \nNote: \"Operational\" growth reflects the percentage change over the prior year\nexcluding the impact of exchange rate fluctuations.  \nn/a = not applicable  \nn/m = not meaningful  \n  \n**AbbVie Inc.**  \n---  \n**Key Product Sales**  \n**Twelve Months Ended December 31, 2013**  \n**(Unaudited)**  \n|  \n|  |  **% Change vs. 12M12**  \n|  **Sales (in millions)** |  |  **International** |  **Total**  \n|  **_U.S._ ** |  **_Int'l._ ** |  **_Total_ ** |  **_U.S._ ** |  **_Operational_ ** |  **_Reported_ ** |  **_Operational_ ** |  **_Reported_ **  \n**TOTAL SALES** |  **$10,181** |  **$8,609** |  **$18,790** |  **(2.4%)** |  **10.1%** |  **8.4%** |  **2.9%** |  **2.2%**  \nHumira  |  5,236  |  5,423  |  10,659  |  19.6  |  11.7  |  10.9  |  15.4  |  15.0   \nAndroGel  |  1,035  |  \\--  |  1,035  |  (10.1)  |  n/a  |  n/a  |  (10.1)  |  (10.1)   \nKaletra  |  244  |  718  |  962  |  (12.8)  |  (1.0)  |  (2.1)  |  (4.2)  |  (5.0)   \nSynagis  |  \\--  |  827  |  827  |  n/m  |  9.2  |  0.2  |  7.0  |  (1.8)   \nLupron  |  566  |  219  |  785  |  (0.6)  |  (3.2)  |  (5.0)  |  (1.4)  |  (1.9)   \nNiaspan  |  650  |  \\--  |  650  |  (28.7)  |  n/a  |  n/a  |  (28.7)  |  (28.7)   \nSynthroid  |  622  |  \\--  |  622  |  12.9  |  n/a  |  n/a  |  12.9  |  12.9   \nSevoflurane  |  77  |  491  |  568  |  (5.4)  |  (3.6)  |  (5.7)  |  (3.8)  |  (5.6)   \nCreon  |  412  |  \\--  |  412  |  16.5  |  n/a  |  n/a  |  16.5  |  16.5   \nZemplar  |  218  |  171  |  389  |  (5.1)  |  10.7  |  11.7  |  1.2  |  1.6   \nTriCor/Trilipix  |  303  |  \\--  |  303  |  (72.4)  |  n/a  |  n/a  |  (72.4)  |  (72.4)   \nDuodopa  |  \\--  |  178  |  178  |  n/a  |  16.4  |  19.5  |  16.4  |  19.5   \n  \n---  \nNote: \"Operational\" growth reflects the percentage change over the prior year\nexcluding the impact of exchange rate fluctuations.  \nn/a = not applicable  \nn/m = not meaningful  \n  \n**AbbVie Inc.**  \n---  \n**Consolidated Statements of Earnings**  \n**Quarter and Twelve Months Ended December 31, 2013 and 2012**  \n**(Unaudited) (In millions, except per share data)**  \n|  **Fourth Quarter Ended  \nDecember 31 ** |  |  **Twelve Months Ended  \nDecember 31 **  \n|  **2013** |  |  **2012** |  |  **2013** |  |  **2012**  \nNet sales  |  $5,111  |  |  $5,206  |  |  $18,790  |  |  $18,380   \n|  |  |  |  |  |  |   \nCost of products sold  |  1,282  |  |  1,265  |  |  4,581  |  |  4,508   \nSelling, general and administrative  |  1,448  |  |  1,411  |  |  5,352  |  |  4,989   \nResearch and development  |  798  |  |  681  |  |  2,855  |  |  2,778   \nAcquired in-process research and development  |  48  |  |  28  |  |  338  |  |  288   \nTotal operating cost and expenses  |  3,576  |  |  3,385  |  |  13,126  |  |  12,563   \n|  |  |  |  |  |  |   \nOperating earnings  |  1,535  |  |  1,821  |  |  5,664  |  |  5,817   \n|  |  |  |  |  |  |   \nInterest (income) expense, net  |  68  |  |  88  |  |  278  |  |  84   \nNet foreign exchange (gain) loss  |  15  |  |  (10)  |  |  55  |  |  17   \nOther (income) expense, net  |  13  |  |  30  |  |  (1)  |  |  (9)   \nEarnings before income tax  |  1,439  |  |  1,713  |  |  5,332  |  |  5,725   \nIncome tax expense  |  311  |  |  173  |  |  1,204  |  |  450   \nNet earnings  |  $1,128  |  |  $1,540  |  |  $4,128  |  |  $5,275   \n|  |  |  |  |  |  |   \nDiluted earnings per share  |  $0.70  |  |  $0.98  |  |  $2.56  |  |  $3.35   \n|  |  |  |  |  |  |   \nAverage diluted shares outstanding  |  1,608  |  |  1,577  |  |  1,604  |  |  1,577   \n  \n---  \nNote: The computation of diluted earnings per share for the quarter and twelve\nmonths ended Dec. 31, 2013 was calculated pursuant to the two-class method\nwhich requires the allocation of net earnings between common stockholders and\nparticipating security holders. On Jan. 1, 2013, Abbott Laboratories\ndistributed 1,577 million shares of AbbVie common stock to Abbott's\nshareholders in connection with the separation of AbbVie from Abbott. The\ncomputation of diluted earnings per share for the quarter and twelve months\nended Dec. 31, 2012 was calculated using the shares distributed on Jan. 1,\n2013.  \n  \n**AbbVie Inc.**  \n---  \n**Reconciliation of GAAP Reported to Non-GAAP Adjusted Information**  \n**Quarter Ended December 31, 2013**  \n**(Unaudited) (In millions, except per share data)**  \n1\\. Specified items impacted results as follows:  \n|  **4Q13**  \n|  Earnings  |  Diluted   \n|  Pre-tax  |  After-tax  |  EPS   \n**As reported (GAAP)** |  **$1,439** |  **$1,128** |  **$0.70**  \nAdjusted for specified items:  |  |  |   \nIntangible asset amortization  |  101  |  76  |  0.05   \nSeparation costs  |  103  |  66  |  0.04   \nAcquired IPR&D  |  48  |  48  |  0.03   \nRestructuring/Other  |  11  |  7  |  0.00   \n**As adjusted (non-GAAP)** |  **$1,702** |  **$1,325** |  **$0.82**  \n  \n---  \nIntangible asset amortization reflects costs recognized as a result of\nlicensing and acquisition activities. Separation costs are expenses related to\nthe separation of AbbVie from Abbott. Acquired IPR&D reflects upfront payments\nrelated to previously announced collaborations. Restructuring/Other is\nprimarily associated with previously announced restructuring activities.  \n  \n2\\. The impact of the specified items by line item was as follows:  \n---  \n|  \n|  **4Q13**  \n|  Cost of products sold  |  SG&A  |  R&D  |  Acquired IPR&D  |  Other (income) expense   \n**As reported (GAAP)** |  **$1,282** |  **$1,448** |  **$798** |  **$48** |  **$13**  \nAdjusted for specified items:  |  |  |  |  |   \nIntangible asset amortization  |  (101)  |  \\--  |  \\--  |  \\--  |  \\--   \nSeparation costs  |  (5)  |  (95)  |  (3)  |  \\--  |  \\--   \nAcquired IPR&D  |  \\--  |  \\--  |  \\--  |  (48)  |  \\--   \nRestructuring/Other  |  (8)  |  \\--  |  \\--  |  \\--  |  (3)   \n**As adjusted** **(non-GAAP)** |  **$1,168** |  **$1,353** |  **$795** |  **\\--** |  **$10**  \n  \n3\\. The adjusted tax rate for the fourth quarter was 22.2 percent, as detailed\nbelow:  \n---  \n|  **4Q13**  \n|  Pre-tax  |  Income  |   \n|  income  |  taxes  |  Tax rate   \n**As reported (GAAP)** |  **$1,439** |  **$311** |  **21.6%**  \nSpecified items  |  263  |  66  |  25.1%   \n**As adjusted** **(non-GAAP)** |  **$1,702** |  **$377** |  **22.2%**  \n  \n**AbbVie Inc.**  \n---  \n**Reconciliation of GAAP Reported to Non-GAAP Adjusted Information**  \n**Twelve Months Ended December 31, 2013**  \n**(Unaudited) (In millions, except per share data)**  \n1\\. Specified items impacted results as follows:  \n|  **12M13**  \n|  Earnings  |  Diluted   \n|  Pre-tax  |  After-tax  |  EPS   \n**As reported (GAAP)** |  **$5,332** |  **$4,128** |  **$2.56**  \nAdjusted for specified items:  |  |  |   \nIntangible asset amortization  |  509  |  370  |  0.23   \nSeparation costs  |  255  |  163  |  0.10   \nAcquired IPR&D  |  338  |  338  |  0.21   \nRestructuring/Other  |  81  |  67  |  0.04   \n**As adjusted (non-GAAP)** |  **$6,515** |  **$5,066** |  **$3.14**  \n  \n---  \nIntangible asset amortization reflects costs recognized as a result of\nlicensing and acquisition activities. Separation costs are expenses related to\nthe separation of AbbVie from Abbott. Acquired IPR&D reflects upfront payments\nrelated to previously announced collaborations. Restructuring/Other is\nprimarily associated with previously announced restructuring activities.  \n  \n2\\. The impact of the specified items by line item was as follows:  \n---  \n|  **12M13**  \n|  Cost of products sold  |  SG&A  |  R&D  |  Acquired IPR&D  |  Net foreign exchange (gain) loss  |  Other (income) expense   \n**As reported (GAAP)** |  **$4,581** |  **$5,352** |  **$2,855** |  **$338** |  **$55** |  **($1)**  \nAdjusted for specified items:  |  |  |  |  |  |   \nIntangible asset amortization  |  (509)  |  \\--  |  \\--  |  \\--  |  \\--  |  \\--   \nSeparation costs  |  (16)  |  (230)  |  (9)  |  \\--  |  \\--  |  \\--   \nAcquired IPR&D  |  \\--  |  \\--  |  \\--  |  (338)  |  \\--  |  \\--   \nRestructuring/Other  |  (5)  |  (38)  |  (15)  |  \\--  |  (11)  |  (12)   \n**As adjusted (non-GAAP)** |  **$4,051** |  **$5,084** |  **$2,831** |  **\\--** |  **44** |  **($13)**  \n  \n3\\. The adjusted tax rate for the fourth quarter was 22.2 percent, as detailed\nbelow:  \n---  \n|  **12M13**  \n|  Pre-tax  |  Income  |   \n|  income  |  taxes  |  Tax rate   \n**As reported (GAAP)** |  **$5,332** |  **$1,204** |  **22.6%**  \nSpecified items  |  1,183  |  245  |  20.7%   \n**As adjusted** **(non-GAAP)** |  **$6,515** |  **$1,449** |  **22.2%**  \n  \nSOURCE AbbVie\n\nFor further information: Media: Jennifer Smoter, (847) 935-8865, or Adelle\nInfante, (847) 938-8745; Investors: Larry Peepo, (847) 935-6722, or Liz Shea,\n(847) 935-2211\n\nThe information in the press releases on these pages was factually accurate on\nthe date of publication. These press releases remain on AbbVie's website for\nhistorical purposes only. AbbVie assumes no duty to update the information to\nreflect subsequent developments. Readers should not rely upon the information\nin these pages as current or accurate after their publication dates.\n\n**For more information**  \n[ Contact us \u00bb ](https://news.abbvie.com/pr-contacts/)\n\n**Subscribe for email alerts**  \n[ Sign up ](https://news.abbvie.com/index.php?s=20300)  \n[ Subscription management ](https://news.abbvie.com/index.php?s=20300)  \n\n**AbbVie social media**\n\n[ twitter ](http://twitter.com/abbvie) [ facebook\n](https://www.facebook.com/AbbVieCareers) [ linkedin\n](http://www.linkedin.com/company/abbvie) [ Instagram\n](http://www.instagram.com/abbvie) [ youtube\n](https://www.youtube.com/user/AbbVie)\n\nWe also welcome the opportunity to hear from you in these social channels, but\nremember we work in a highly-regulated industry with unique legal\nconsiderations. 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No use of any AbbVie trademark, trade name, or trade dress in this\nsite may be made without the prior written authorization of AbbVie Inc.,\nexcept to identify the product or services of the company.\n\n**YOU ARE ABOUT TO LEAVE FOR A 3RD PARTY WEBSITE**\n\n[ ](https://news.abbvie.com/#)\n\nNotice\n\nThe \"Yes\" link below will take you out of the AbbVie family of websites.\n\nLinks which take you out of the AbbVie worldwide websites are not under the\ncontrol of AbbVie, and AbbVie is not responsible for the contents of any such\nsite or any further links from such site. AbbVie is providing these links to\nyou only as a convenience and the inclusion of any link does not imply\nendorsement of the linked site by AbbVie.\n\nThe Internet site that you have requested may not be optimized to your screen\nsize.\n\nDo you wish to leave this site?\n\n",
                "url": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
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            "url": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
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                    "source": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2025/PG-Announces-Fiscal-Year-2025-Second-Quarter-Results/default.aspx"
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                "url": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
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                    "source": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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                "page_content": "Barclays uses cookies on this website. Some cookies are essential to provide\nour services to you. Other cookies help us to analyse how you use the site, so\nwe can improve your experience on our site. Cookies are stored locally on your\ncomputer or mobile device. Please select 'Accept all' to consent to cookies or\nselect \u2018Reject all\u2019 to reject all but essential cookies or select 'Manage\ncookies' to change your preferences. For more information visit our [ cookie\npolicy ](https://home.barclays/cookie-policy/ \"Opens in a new window\") .\n\n\\-\n\n  * [ Investor Relations  ](/investor-relations/)\n  * [ Shareholder information  ](/investor-relations/shareholder-information/)\n\n#  Dividends and Share Buybacks\n\nBarclays understands the importance of delivering attractive total cash\nreturns to shareholders. Barclays is therefore committed to maintaining an\nappropriate balance between total cash returns to shareholders, investment in\nthe business and maintaining a strong capital position.\n\nBarclays plans to return at least \u00a310bn of capital to shareholders between\n2024 and 2026, through dividends and share buybacks, with a continued\npreference for buybacks. Barclays plan to keep the total dividend stable at\nthe 2023 level in absolute terms, with progressive dividend per share growth\ndriven through share count reduction as a result of increased share buybacks.\n\nDividends will continue to be paid semi-annually. This multi-year plan is\nsubject to supervisory and Board approval, anticipated financial performance\nand our published CET1 ratio target range of 13-14%.\n\nAs owners of Barclays, shareholders benefit from buybacks as they reduce\noverall share count, thereby increasing each share\u2019s percentage ownership of\nBarclays equity and proportion of future capital returns.\n\n##  Full year dividend for the period ended 31 December 2024\n\nIt is Barclays' policy to declare and pay dividends on a semi-annual basis.\nThe full year dividend for the period ended 31 December 2024 of 5.5p per\nordinary share will be paid on 4 April 2025 to shareholders holding shares on\nthe register on 28 February 2025. Making the 2024 total dividend 8.4p per\nshare.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the full year dividend of 5.5p per ordinary share becomes 22.0p per\nADS (American Depositary \u2013 Share) (representing four shares).\n\nOn 13 February 2025, the Company announced a further share buyback programme\nof up to \u00a31.0bn. The share buyback commenced on 14 February 2025.\n\nDuring 2024 the Company completed two share buyback programmes to purchase its\nordinary shares. The first share buyback programme concluded on 30 July 2024\nwith a total consideration of \u00a31.0bn and the second share buyback programme\nconcluded on 5 December 2024 with a total consideration of \u00a3750m.\n\n##  Previous capital returns\n\nThe half year dividend for the period ended 30 June 2024 of 2.9p per ordinary\nshare was paid on 20 September 2024 to shareholders holding shares on the\nregister on 16 August 2024.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the half year dividend of 2.9p per ordinary share became 11.6p per\nADS (American Depositary \u2013 Share) (representing four shares). The ADR\ndepositary bank posted the half year dividend on 20 September 2024 to ADR\nholders on record on 16 August 2024.\n\n  * Barclays distributes its dividends by crediting the relevant amount to a shareholder\u2019s nominated bank account or building society. We believe it is beneficial for our shareholders to use a secure payment method and, in line with our targets to reduce our environmental footprint. Not paying by cheques reduces the environmental impact of printing and posting cheques. \n\nTo receive Barclays PLC dividends and any other money payable to you in\nconnection with your Barclays PLC ordinary shares, you will need to provide\nyour bank or building society account details. Please complete the Bank\nMandate Form below and send to Equiniti at the address listed on the form.\n\n[ Download Bank Mandate Form - Individual Shareholder (PDF 33KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/MandateForm.pdf\n\"Bank Mandate Form - Individual Shareholder \\(PDF 33KB, opens in a new\nwindow\\)\")\n\n[ Download Bank Mandate Form - Corporate Shareholder (PDF 30KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/CorporateMandate_Barclays.pdf\n\"Bank Mandate Form - Corporate Shareholder \\(PDF 30KB, opens in a new\nwindow\\)\")\n\n  * Barclays issues a consolidated dividend confirmation for the financial year in March/April to shareholders who have their dividends paid directly into a bank or building society account. \n\nTo request a duplicate dividend confirmation, please contact Equiniti on +44\n(0) 371 384 2055 in the UK or from outside the UK. Lines open 8:30am to 5:30pm\n(UK time), Monday to Friday, excluding public holidays in England and Wales.\n\nAlternatively you can contact Equiniti via [ shareview.co.uk\n](http://shareview.co.uk/ \"Opens in a new window\") .\n\nThere may be an administration charge for issuing duplicate dividend\nconfirmations. You can also access your dividend information and electronic\ndividend confirmation online using [ Shareview\n](https://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Pages/Home.aspx\n\" Shareview \\(opens in a new window\\)\") .\n\n  * Barclays offers a dividend reinvestment plan (DRIP) for those shareholders who wish to elect to use their dividend payments to purchase additional ordinary shares, rather than receive a cash payment. The DRIP will be provided and administered by Barclays\u2019 registrar, Equiniti. Further details regarding the DRIP can be found at [ shareview.co.uk/info/drip ](http://www.shareview.co.uk/info/drip \"Opens in a new window\")\n\n_[ Download the DRIP Invitation Booklet (PDF 459KB) ](/content/dam/home-\nbarclays/documents/investor-\nrelations/ResultAnnouncements/FullYear2020/Barclays_DRIP_2021_Flyer_A5-final-\nFeb2021.pdf \"Opens in a new window\") _\n\n  * Qualifying US and Canadian resident ADR holders should contact [ Shareowner Services ](https://home.barclays/investor-relations/shareholder-information/american-depository-receipts/ \"Opens in a new window\") for further details regarding the DRIP. \n\n  * On 13 February 2025, the Company announced a further share buyback programme of up to \u00a31.0bn. The share buyback commenced on 14 February 2025. \n\nDuring 2024 Barclays undertook two share buyback programmes. The first was a\nshare buyback of \u00a31bn which was announced with the Full Year 2023 Results in\nFebruary 2024 and commenced on 22 February 2024. This buyback completed in\nJuly 2024. The second was a buyback of \u00a3750m which was announced in its 2024\nHalf Year Results on 1 August 2024 and commenced in the third quarter of 2024.\nThis buyback completed in December 2024.\n\nThe purpose of each of the buybacks was to reduce the share capital of the\ncompany and the ordinary shares purchased under the buybacks were cancelled.\n\nNo repurchases were made in the United States or in respect of the Company's\nAmerican Depositary Receipts.\n\n##  Historic Share Buybacks\n\nAnnouncement  |  Commencement Date  |  Completion Date  |  Buyback Amount  |  Shares Purchased  |  Average Purchase Price   \n---|---|---|---|---|---  \nHalf Year (2024)  |  5 August 2024  |  5 December 2024  |  \u00a3750m  |  320,247,475  |  \u00a32.341   \nFull Year (2023)  |  22 February 2024  |  30 July 2024  |  \u00a31bn  |  497,923,138  |  \u00a32.008   \nHalf Year (2023)  |  28 July 2023  |  23 October 2023  |  \u00a3750m  |  493,603,770  |  \u00a31.519   \nFull Year (2022)  |  13 March 2023  |  14 April 2023  |  \u00a3500m  |  343,041,720  |  \u00a31.458   \nHalf Year (2022)  |  17 August 2022  |  3 October 2022  |  \u00a3500m  |  306,326,717  |  \u00a31.632   \nFull Year (2021)  |  24 May 2022  |  16 August 2022  |  \u00a31bn  |  625,019,884  |  \u00a31.599   \nHalf Year (2021)  |  2 August 2021  |  30 November 2021  |  \u00a3500m  |  266,987,647  |  \u00a31.872   \nFull Year (2020)  |  19 March 2021  |  22 April 2021  |  \u00a3700m  |  377,356,751  |  \u00a31.855   \n  \n##  Historic Dividends\n\n|  Ex-Div Date  \n|  Record Date  \n|  Payment Date  \n|  Dividend Amount  \n|  Scrip reference share price  \n  \n---|---|---|---|---|---  \nFull year (2024)  |  27/02/2025  |  28/02/2025  |  04/04/2024  |  5.5p  |  N/A   \nHalf year (2024)  |  15/08/2024  |  16/08/2024  |  20/09/2024  |  2.9p  |  N/A   \nFull year (2023)  |  29/02/2024  |  01/03/02024  |  03/04/2024  |  5.3p  |  N/A   \nHalf year (2023)  |  10/08/2023  |  11/08/2023  |  15/09/2023  |  2.7p  |  N/A   \nFull year (2022)  |  23/02/2023  |  24/02/2023  |  31/03/2023  |  5.0p  |  N/A   \nHalf year (2022)  |  11/08/2022  |  12/08/2022  |  16/09/2022  |  2.25p  |  N/A   \nFull year (2021)  |  03/03/2022  |  04/03/2022  |  05/04/2022  |  4.0p  |  N/A   \nHalf year (2021)  |  12/08/2021  |  13/08/2021  |  17/09/2021  |  2.0p  |  N/A   \nFull year  **(2020)** |  25/02/2021  |  26/02/2021  |  01/04/2021  |  1.0p  |  N/A   \nHalf year  **(2020)** |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nFull year (2019)  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nHalf year (2019)  |  08/08/2019   \n|  09/08/2019  \n|  23/09/2019  \n|  3.0p  \n|  \u00a31.4220  \n  \nFull year (2018)  \n|  28/02/2019  \n|  01/03/2019  \n|  05/04/2019  \n|  4.0p  \n|  \u00a31.6406  \n  \nHalf year (2018)  \n|  09/08/2018  \n|  10/08/2018  \n|  17/09/2018  \n|  2.5p  \n|  \u00a31.8548  \n  \nFinal (2017)  |  01/03/2018   \n|  02/03/2018  \n|  05/04/2018  \n|  2p  \n|  \u00a32.0921  \n  \nInterim (2017)  |  10/08/2017   \n|  11/08/2017  \n|  18/09/2017  \n|  1p  \n|  \u00a32.0103  \n  \nFinal (2016)  \n|  02/03/2017  \n|  03/03/2017  \n|  05/04/2017  \n|  2p  \n|  \u00a32.2944  \n  \nInterim (2016)  \n|  11/08/2016  \n|  12/08/2016  \n|  19/09/2016  \n|  1p  \n|  \u00a31.6242  \n  \nFinal (2015)  \n|  10/03/2016  \n|  11/03/2016  \n|  05/04/2016  \n|  3.5p  \n|  \u00a31.6334  \n  \n3rd Interim (2015)  \n|  05/11/2015  \n|  06/11/2015  \n|  11/12/2015  \n|  1p  \n|  \u00a32.3146  \n  \n2nd Interim (2015)  \n|  06/08/2015  \n|  07/08/2015  \n|  14/09/2015  \n|  1p  \n|  \u00a32.7907  \n  \n1st Interim (2015)  \n|  07/05/2015  \n|  08/05/2015  \n|  15/06/2015  \n|  1p  \n|  \u00a32.5709  \n  \nFinal (2014)  \n|  10/03/2015  \n|  11/03/2015  \n|  02/04/2015  \n|  3.5p  \n|  \u00a32.5313  \n  \n3rd Interim (2014)  \n|  06/11/2014  \n|  07/11/2014  \n|  12/12/2014  \n|  1p  \n|  \u00a32.3387  \n  \n2nd Interim (2014)  \n|  06/08/2014  \n|  08/08/2014  \n|  19/09/2014  \n|  1p  \n|  \u00a32.1568  \n  \n1st Interim (2014)  \n|  14/05/2014  \n|  16/05/2014  \n|  23/06/2014  \n|  1p  \n|  \u00a32.4303  \n  \nFinal (2013)  \n|  19/02/2014  \n|  21/02/2014  \n|  28/03/2014  \n|  3.5p  \n|  \u00a32.5719  \n  \n3rd Interim (2013)  \n|  06/11/2013  \n|  08/11/2013  \n|  13/12/2013  \n|  1p  \n|  \u00a32.5542  \n  \n2nd Interim (2013)  \n|  07/08/2013  \n|  09/08/2013  \n|  13/09/2013  \n|  1p  \n|  \u00a32.8497  \n  \n1st Interim (2013)  \n|  01/05/2013  \n|  03/05/2013  \n|  07/06/2013  \n|  1p  \n|  n/a  \n  \nFinal (2012)  \n|  20/02/2013  \n|  22/02/2013  \n|  15/03/2013  \n|  3.5p  \n|  n/a  \n  \n3rd Interim (2012)  \n|  07/11/2012  \n|  09/11/2012  \n|  07/12/2012  \n|  1p  \n|  n/a  \n  \n2nd Interim (2012)  |  08/08/2012   \n|  10/08/2012  \n|  07/09/2012  \n|  1p  \n|  n/a  \n  \n1st Interim (2012)  \n|  02/05/2012  \n|  04/05/2012  \n|  08/06/2012  \n|  1p  \n|  n/a  \n  \nFinal (2011)  \n|  22/02/2012  \n|  24/02/2012  \n|  16/03/2012  \n|  3p  \n|  n/a  \n  \n3rd Interim (2011)  \n|  09/11/2011  \n|  11/11/2011  \n|  09/12/2011  \n|  1p  \n|  n/a  \n  \n2nd Interim (2011)  \n|  10/08/2011  \n|  12/08/2011  \n|  09/09/2011  \n|  1p  \n|  n/a  \n  \n1st Interim (2011)  \n|  04/05/2011  \n|  06/05/2011  \n|  10/06/2011  \n|  1p  \n|  n/a  \n  \nFinal (2010)  \n|  23/02/2011  \n|  25/02/2011  \n|  18/03/2011  \n|  2.5p  \n|  n/a  \n  \n3rd Interim (2010)  \n|  17/11/2010  \n|  19/11/2010  \n|  10/12/2010  \n|  1p  \n|  n/a  \n  \n2nd Interim (2010)  \n|  11/08/2010  \n|  13/08/2010  \n|  10/09/2010  \n|  1p  \n|  n/a  \n  \n1st Interim (2010)  \n|  12/05/2010  \n|  14/05/2010  \n|  04/06/2010  \n|  1p  \n|  n/a  \n  \nFinal (2009)  \n|  24/06/2010  \n|  26/02/2010  \n|  19/03/2010  \n|  1.5p  \n|  n/a  \n  \nInterim (2009)  \n|  18/11/2009  \n|  20/11/2009  \n|  11/12/2009  \n|  1p  \n|  n/a  \n  \nInterim (2008)  \n|  20/08/2008  \n|  22/08/2008  \n|  01/10/2008  \n|  11.5p  \n|  n/a  \n  \nFinal (2007)  \n|  20/08/2008  \n|  22/08/2008  \n|  01/10/2008  \n|  11.5p  \n|  n/a  \n  \nInterim (2007)  \n|  15/08/2007  \n|  17/08/2007  \n|  01/10/2007  \n|  11.5p  \n|  n/a  \n  \nFinal (2006)  \n|  07/03/2007  \n|  09/03/2007  \n|  27/04/2007  \n|  20.5p  \n|  n/a  \n  \nInterim (2006)  \n|  16/08/2006  \n|  18/08/2006  \n|  02/10/2006  \n|  10.5p  \n|  n/a  \n  \nFinal (2005)  \n|  01/03/2006  \n|  03/03/2006  \n|  28/04/2006  \n|  17.4p  \n|  n/a  \n  \nInterim (2005)  \n|  17/08/2005  \n|  19/08/2005  \n|  03/10/2005  \n|  9.2p  \n|  n/a  \n  \n  \n##  Important information\n\n",
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            "summary": "Official Barclays investor relations page.",
            "url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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                    "source": "https://investor.bankofamerica.com/corporate-governance/management-team-and-directors?wcmmode=disabled"
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                "page_content": "Loading content\n\n#\n\n##  Executive Management Team\n\n[ Meet Our Team\n](https://newsroom.bankofamerica.com/content/newsroom/executive-bios.html)\n\n##  Board of Directors\n\nView Bio\n\n###  **Brian T. Moynihan**\n\nChair of the Board and  \nChief Executive Officer,  \nBank of America Corporation\n\n  \nView Bio\n\nSame page link Brian T. Moynihan Dialog\n\n##  Brian T. Moynihan\n\n**Chair of the Board and  \nChief Executive Officer,  \nBank of America Corporation **\n\nAge: 65  Director since: January 2010\n\nCommittee membership:  Attends meetings of all of the Board committees\n\nAs our Chief Executive Officer, Mr. Moynihan leads a team of more than 200,000\nemployees focused on driving Responsible Growth for our teammates, clients,\ncommunities, and shareholders.\n\nUnder his leadership, the company provides core financial services to three\nclient groups through our eight lines of business. This has delivered record\nearnings and significant capital return to shareholders. Mr. Moynihan has\ndemonstrated leadership qualities, management capability, knowledge of our\nbusiness and industry, and a long-term strategic perspective. In addition, he\nhas many years of international and domestic financial services experience,\nincluding wholesale and retail businesses.\n\n###  Professional highlights:\n\n  * Appointed Chair of the Board of Directors of Bank of America Corporation in October 2014 and President and Chief Executive Officer in January 2010. Prior to becoming Chief Executive Officer, Mr. Moynihan led each of the company\u2019s operating units \n  * Member (and prior Chair) of the Board of Directors of Bank Policy Institute (Chair of the Global Regulatory Policy Committee) \n  * Member (and prior Chair) of Financial Services Forum \u2022 Chair of the Supervisory Board of The Clearing House Association L.L.C. \n  * Member of Business Roundtable \n  * Member (and prior Chairman) of the World Economic Forum\u2019s International Business Council (Chair of Stakeholder Capitalism Metrics Initiative) \n  * Past Chair of the Board of The U.S. Council on Competitiveness \n  * Chair of the Sustainable Markets Initiative \n\n###  Other leadership experience and service:\n\n  * Chancellor (Chair) and current member of Board of Fellows of Brown University \n  * Member of Advisory Council of Smithsonian\u2019s National Museum of African American History and Culture \n  * Member of Charlotte Executive Leadership Council \n  * Chair of Massachusetts Competitive Partnership \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Lionel L. Nowell III**\n\nLead Independent Director,  \nBank of America Corporation  \n  \nFormer Senior Vice President and Treasurer, PepsiCo, Inc.\n\n  \nView Bio\n\nSame page link Lionel L. Nowell III Dialog\n\n##  Lionel L. Nowell III\n\n**Lead Independent Director,  \nBank of America Corporation  \n  \nFormer Senior Vice President and Treasurer, PepsiCo, Inc. (Pepsi) **\n\nAge: 70  Director since: January 2013\n\nCommittee membership:  Attends meetings of all of the Board committees\n\nMr. Nowell is an active board leader with a deep range of corporate audit,\nfinancial expertise, risk management, operational, and strategic planning\nexperience.\n\nDuring his more than 30-year career with multinational consumer products\nconglomerates, he oversaw the worldwide corporate treasury functions,\nincluding debt and investment activities, capital markets strategies, and\nforeign exchange as Senior Vice President and Treasurer of Pepsi, finance\nfunctions as Chief Financial Officer of Pepsi Bottling Group, and held\nresponsibilities for strategy and business development as a Senior Vice\nPresident at RJR Nabisco. Mr. Nowell brings a robust corporate governance and\nboard leadership perspective through his current and prior service on public\ncompany boards across varying industries and through his ongoing dialogue with\ninstitutional shareholders as our Board\u2019s Lead Independent Director. In 2022,\nMr. Nowell was named \u201cIndependent Director of the Year\u201d by Corporate Board\nMember\n\n###  Professional highlights:\n\n  * Served as Senior Vice President and Treasurer of Pepsi, a leading global food, snack, and beverage company, from 2001 to May 2009; and as Chief Financial Officer of The Pepsi Bottling Group and Controller of Pepsi \n  * Served as Senior Vice President, Strategy and Business Development at RJR Nabisco, Inc., from 1998 to 1999 \n  * Held various senior financial roles at the Pillsbury division of Diageo plc, including Chief Financial Officer of its Pillsbury North America, Pillsbury Foodservice, and H\u00e4agen-Dazs divisions; and also served as Controller and Vice President of Internal Audit of the Pillsbury Company \n  * As our Board\u2019s Lead Independent Director, Mr. Nowell has an extensive set of responsibilities that brings him into frequent communications with our primary regulators, institutional shareholders, other stakeholders, and our employees and customers. \n  * Member of the Board of Directors of Ecolab Inc., Chair of its Audit Committee and member of its Finance Committee \n  * Member of the Board of Directors of Textron Inc. and Chair of its Audit Committee \n  * Served as a member of the Board of Directors of American Electric Power Company, Inc., from July 2004 to April 2020; Chair of its Audit Committee and as a member of its Directors and Corporate Governance, Policy, Executive, and Finance Committees \n  * Served as Lead Director of the Board of Directors of Reynolds American, Inc., from January 2017 to July 2017; and as a Board member, from September 2007 to July 2017 \n\n###  Other leadership experience and service:\n\n  * Former member of the Dean\u2019s Advisory Council at The Ohio State University Max M. Fisher College of Business \n\n###  Other U.S.-listed company boards:\n\n  * Ecolab Inc. \n  * Textron Inc. \n  * American Electric Power Company, Inc. _(past five years)_\n\nView Bio\n\n###  **Sharon L. Allen**\n\nFormer Chairman,  \nDeloitte LLP\n\n  \nView Bio\n\nSame page link Sharon L. Allen Dialog\n\n##  Sharon L. Allen\n\n**Former Chairman,  \nDeloitte LLP (Deloitte) **\n\nAge: 73  Director since: August 2012\n\nCommittee membership:  Audit Committee (chair) / Corporate Governance\nCommittee\n\nMs. Allen is an experienced director who brings deep auditing and consulting\nservices, financial reporting, and corporate governance experience to our\nBoard.\n\nAs a corporate leader, Ms. Allen has broad experience leading and working with\nlarge, complex businesses and brings an international perspective on risk\nmanagement and strategic planning. During her nearly 40-year career with\nDeloitte, the largest professional services organization in the U.S. and\nmember firm of Deloitte Touche Tohmatsu Limited (DTTL), she became the first\nwoman elected to serve as Chairman of the Board and also served as a member of\nDTTL\u2019s Global Board of Directors, the chair of its Global Risk Committee, and\nthe U.S. representative of its Global Governance Committee. During her tenure\nat Deloitte, Ms. Allen oversaw relationships with major multinational\ncorporations and provided oversight and guidance to management.\n\n###  Professional highlights:\n\n  * Served as Chairman of Deloitte, a firm that provides audit, consulting, financial advisory, risk management, and tax services, as the U.S. member firm of DTTL, from 2003 to 2011 \n  * Employed at Deloitte for nearly 40 years in various leadership roles, including Partner and Regional Managing Partner; and responsible for audit and consulting services for a number of Fortune 500 and large private companies \n  * Former member of the Global Board of Directors, Chair of the Global Risk Committee, and U.S. Representative on the Global Governance Committee of DTTL, from 2003 to 2011 \n  * Member of the Board of Directors of Albertsons Companies, Inc. and its Audit & Risk Committee, and Chair of its Governance, Compliance and ESG Committee \n  * Former member of the Board of Directors of First Solar, Inc., Chair of its Audit Committee and a member of its Technology Committee \n\n###  Other leadership experience and service:\n\n  * Former Director and Chair of the National Board of Directors of the YMCA of the USA, a leading nonprofit organization for youth development, healthy living, and social responsibility \n  * Former Vice Chair of the Board of Trustees of the Autry National Center, the governing body of the Autry Museum of the American West \n  * Appointed by President George W. Bush to the President\u2019s Export Council, which advised the President on export enhancement \n\n###  Other U.S.-listed company boards:\n\n  * Albertsons Companies, Inc. \n  * First Solar, Inc. _(past five years)_\n\nView Bio\n\n###  **Jos\u00e9 (Joe) E. Almeida**\n\nFormer Chairman, President,  \nand Chief Executive Officer,  \nBaxter International Inc.\n\n  \nView Bio\n\nSame page link Jos\u00e9 (Joe) E. Almeida Dialog\n\n##  Jos\u00e9 (Joe) E. Almeida\n\n**Former Chairman, President,  \nand Chief Executive Officer,  \nBaxter International Inc. (Baxter) **\n\nAge: 62  Director since: September 2022\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Almeida is a former chief executive officer and public company director\nwith experience leading large, global companies subject to regulatory\noversight. His service as a board member for global companies in a variety of\nindustries also brings additional perspective to our Board.\n\nAs former Chairman, President, and Chief Executive Officer of Baxter, Mr.\nAlmeida led the company through a period of transformation driven by\ninnovation, operational excellence, and strategic execution. Prior to joining\nBaxter, Mr. Almeida served as Chairman, President and Chief Executive Officer\nand on the Board of Directors of Covidien and served in leadership roles at\nTyco Healthcare (Covidien\u2019s predecessor), Wilson Greatbatch Technologies Inc.,\nAmerican Home Products\u2019 Acufex Microsurgical division, and Johnson & Johnson\u2019s\nProfessional Products division. He began his career as a management consultant\nat Andersen Consulting (Accenture) and previously served on the Boards of\nDirectors of Walgreens Boots Alliance, Inc., Analog Devices, Inc., EMC\nCorporation, and State Street Corporation.\n\n###  Professional highlights:\n\n  * Former Chairman of the Board, President and CEO of Baxter, a global medtech leader, from 2016 to February 2025. Began serving as an executive officer of Baxter in October 2015 \n  * Served as Senior Advisor with The Carlyle Group, a multinational private equity, alternative asset management and financial services corporation, from May 2015 to October 2015 \n  * Served as Chairman, President and Chief Executive Officer and as President and Chief Executive Officer of Covidien, a global healthcare products company, from March 2012 through January 2015 and from July 2011 to March 2012, respectively, prior to the acquisition of Covidien by Medtronic plc \n  * Prior to becoming Covidien\u2019s President and Chief Executive officer, served in several leadership roles at Covidien, including President of its Worldwide Medical Devices business; also served as President of International and Vice President of Global Manufacturing for Covidien\u2019s predecessor, Tyco Healthcare \n  * Served on the Boards of Directors of: Baxter; Walgreens Boots Alliance, Inc., including on its Compensation Committee; State Street Corporation, including on its Executive Compensation Committee; Analog Devices, Inc.; and EMC Corporation \n  * Served on the Board of Trustees of Partners in Health \n\n###  Other leadership experience and service:\n\n  * Serves on the Board of Trustees of Northwestern University \n\n###  Other U.S.-listed company boards:\n\n  * Baxter _(past five years)_\n  * Walgreens Boots Alliance, Inc. _(past five years)_\n\nView Bio\n\n###  **Pierre J. P. de Weck**\n\nFormer Chairman and  \nGlobal Head of Private Wealth  \nManagement, Deutsche Bank AG\n\n  \nView Bio\n\nSame page link Pierre J. P. de Weck Dialog\n\n##  Pierre J. P. de Weck\n\n**Former Chairman and  \nGlobal Head of Private Wealth  \nManagement, Deutsche Bank AG **\n\nAge: 74  Director since: July 2013\n\nCommittee membership:  Compensation and Human Capital Committee / Enterprise\nRisk Committee\n\nMr. de Weck is a Swiss national based in Europe with deep knowledge of the\nglobal financial services industry.\n\nAs a senior executive with a tenure of more than three decades in global\nfinancial services, including as a member of the Group Executive Committee and\nGlobal Head of Private Wealth Management of Deutsche Bank AG in London, and as\nChief Executive Officer of North America, Chief Executive Officer of Europe,\nand a member of the Group Executive Board at UBS AG, and as Chief Executive\nOfficer of UBS Capital, Mr. de Weck has extensive experience in risk\nmanagement, including credit risk management. He brings valuable international\nperspective to our company\u2019s business activities, including to our European\nsubsidiaries through his service on the Boards of Directors of Merrill Lynch\nInternational (MLI), our U.K. broker-dealer subsidiary, and BofA Securities\nEurope S.A. (BofASE), our French broker-dealer subsidiary.\n\n###  Professional highlights:\n\n  * Served as the Chairman and Global Head of Private Wealth Management and as a member of the Group Executive Committee of Deutsche Bank AG, from 2002 to May 2012 \n  * Served on the Management Board of UBS, from 1994 to 2001; as Head of Institutional Banking, from 1994 to 1997; as Chief Credit Officer and Head of Private Equity, from 1998 to 1999; and as Head of Private Equity, from 2000 to 2001 \n  * Held various senior management positions at Union Bank of Switzerland, a predecessor firm of UBS, from 1985 to 1994 \n  * Chair of the Board of Directors of MLI (and previously chair of the MLI Board\u2019s Risk Committee); and Chair of the Board of Directors of BofASE \n  * Member of the Board of Directors of 360 ONE WAM Limited, a company listed on the National Stock Exchange of India and the BSE \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Arnold W. Donald**\n\nFormer President and  \nChief Executive Officer,  \nCarnival Corporation and  \nCarnival plc  \n  \nIncoming Lead  \nIndependent Director,  \nSalesforce, Inc.\n\n  \nView Bio\n\nSame page link Arnold W. Donald Dialog\n\n##  Arnold W. Donald\n\n**Former President and  \nChief Executive Officer,  \nCarnival Corporation and  \nCarnival plc (Carnival)  \n  \nIncoming Lead  \nIndependent Director,  \nSalesforce, Inc. (Salesforce) **\n\nAge: 70  Director since: January 2013\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Donald has more than three decades of strategic planning, global\noperations, and risk management experience in regulated, consumer, retail, and\ndistribution businesses.\n\nHe brings expertise in business transformation through his service as\nPresident and Chief Executive Officer of Carnival, one of the world\u2019s largest\nleisure travel companies with operations worldwide, his leadership roles with\nglobal responsibilities at Monsanto, and his experience as a public company\ndirector. Through his leadership of nonprofit organizations, including The\nExecutive Leadership Council and the Juvenile Diabetes Research Foundation\nInternational, Mr. Donald also brings focus and perspective on our work to\npromote talent, inclusion, and opportunity for our employees and the\ncommunities we serve.\n\n###  Professional highlights:\n\n  * Served as President, Chief Executive Officer, and Chief Climate Officer of Carnival, a cruise and vacation company, from July 2013 to November 2022; began serving on Carnival\u2019s Board of Directors in 2001 \n  * Served as President and Chief Executive Officer, from November 2010 to June 2012 of The Executive Leadership Council, a nonprofit organization providing a professional network and business forum to African-American executives at major U.S. companies \n  * Served as President and Chief Executive Officer of the Juvenile Diabetes Research Foundation International, from January 2006 to February 2008 \n  * Served as Chairman and Chief Executive Officer of Merisant, from 2000 to 2003, a privately held global manufacturer of tabletop sweeteners, and remained as Chairman until 2005 \n  * Joined Monsanto in 1977 and held several senior leadership positions with global responsibilities, including President of its Agricultural Group and President of its Nutrition and Consumer Sector, over a more than 20-year tenure \n  * Member of the Board of Directors of GE Vernova, Chair of its Compensation and Human Capital Committee and member of its Nominating and Governance Committee \n  * Member of the Board of Directors of MP Materials Corp. and its Compensation Committee \n  * Incoming Lead Independent Director of Salesforce, Inc., member of its Audit & Finance and Nominating & Corporate Governance Committees \n  * Served as a member of the Board of Directors of Carnival and its Executive Committee \n\n###  Other leadership experience and service:\n\n  * Appointed by President Clinton and re-appointed by President George W. Bush to the President\u2019s Export Council \n\n###  Other U.S.-listed company boards:\n\n  * GE Vernova \n  * MP Materials Corp. \n  * Salesforce, Inc. \n  * Carnival _(past five years)_\n\nView Bio\n\n###  **Linda P. Hudson**\n\nFormer President and  \nChief Executive Officer,  \nBAE Systems, Inc.\n\n  \nView Bio\n\nSame page link Linda P. Hudson Dialog\n\n##  Linda P. Hudson\n\n**Former President and  \nChief Executive Officer,  \nBAE Systems, Inc. (BAE) **\n\nAge: 74  Director since: August 2012\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Hudson has extensive executive leadership experience, with a focus on risk\nmanagement.\n\nShe brings international perspective, geopolitical insights, and broad\nknowledge in strategic planning, technology, global operations, and risk\nmanagement to our Board through a career in the defense, aerospace, and\nsecurity industries that spanned more than 40 years. As the former President\nand Chief Executive Officer of BAE and the first woman to lead a major\nnational security corporation, Ms. Hudson oversaw a global, highly regulated,\nand complex U.S.-based defense, aerospace, and security company, wholly owned\nby London-based BAE Systems plc (BAE Systems), where she also served as an\nexecutive director. Through her leadership positions, including with General\nDynamics Corporation and its Armament and Technical Products division, Ms.\nHudson also brings focus and perspective to the Board\u2019s oversight of\ntechnology and related risks, including cybersecurity risks.\n\n###  Professional highlights:\n\n  * Served as Chairman and Chief Executive Officer of The Cardea Group, LLC, a management consulting business, from May 2014 to January 2020 \n  * Served as CEO Emeritus of BAE, a U.S.-based subsidiary of BAE Systems, a global defense, aerospace, and security company headquartered in London, from February 2014 to May 2014, and as President and Chief Executive Officer of BAE, from October 2009 until January 2014 \n  * Served as President of BAE Systems\u2019 Land and Armaments operating group, the world\u2019s largest military vehicle and equipment business, from October 2006 to October 2009 \n  * Prior to joining BAE, served as Vice President of General Dynamics Corporation and President of its Armament and Technical Products division; held various positions in engineering, production operations, program management, and business development for defense and aerospace companies \n  * Served as a member of the Executive Committee and as an executive director of BAE Systems, from 2009 until January 2014; and as a member of the Board of Directors of BAE, from 2009 to April 2015 \n  * Member of the Board of Directors of Trane Technologies plc and its Human Resources and Compensation Committee and its Sustainability, Corporate Governance & Nominating Committee; and Chair of its Technology and Innovation Committee \n  * Served as a member of the Board of Directors of TPI Composites, Inc. and its Nominating and Corporate Governance Committee and Technology Committee \n\n###  Other leadership experience and service:\n\n  * Elected member to the National Academy of Engineering, one of the highest professional honors accorded an engineer \n  * Member of the Board of Directors of the University of Florida Foundation, Inc. and the advisory board of the University of Florida Engineering Leadership Institute \n  * Former member of the Charlotte Center Executive Board for the Wake Forest University School of Business \n  * Former member of the Board of Trustees of Discovery Place, a nonprofit education organization dedicated to inspiring exploration of the natural and social world \n  * Member of the Board of Directors of Shands Teaching Hospital and Clinics, Inc., the healthcare system affiliated with the University of Florida College of Medicine \n  * Member of the Board of Directors of University of Florida\u2019s Gator Boosters, Inc. \n\n###  Other U.S.-listed company boards:\n\n  * Trane Technologies plc (formerly Ingersoll-Rand plc) \n  * TPI Composites, Inc. _(past five years)_\n\nView Bio\n\n###  **Monica C. Lozano**\n\nFormer Chief Executive Officer,  \nCollege Futures Foundation  \n  \nFormer Chairman,  \nUS Hispanic Media Inc\n\n  \nView Bio\n\nSame page link Monica C. Lozano Dialog\n\n##  Monica C. Lozano\n\n**Former Chief Executive Officer,  \nCollege Futures Foundation  \n  \nFormer Chairman,  \nUS Hispanic Media Inc **\n\nAge: 68  Director since: April 2006\n\nCommittee membership:  Compensation and Human Capital Committee _(chair)_ /\nEnterprise Risk Committee\n\nMs. Lozano brings a broad range of leadership experience in the public and\nprivate sectors through her active participation in public service and her\nservice as chief executive officer and as a public company director. She also\nbrings a track record as a champion for talent, inclusion, and opportunity.\n\nAs Chief Executive Officer of College Futures Foundation, a charitable\nfoundation focused on increasing the rate of bachelor\u2019s degree completion\namong California student populations who are low-income and have had a\nhistorically low college success rate, she worked to increase the rate of\ncollege graduation and improve opportunity for low-income students and\nstudents of color in California. With 30 years at La Opini\u00f3n, the largest\nSpanish-language newspaper in the U.S., including as editor and publisher, as\nChairman and Chief Executive Officer of its parent company, ImpreMedia LLC,\nand as co-founder of the Aspen Institute Latinos and Society Program, Ms.\nLozano possesses deep insights into the issues that impact the Hispanic-Latino\ncommunity. As a director serving on the boards of large organizations with\ndiversified international operations, including Apple Inc. and Target\nCorporation, and previously The Walt Disney Company, Ms. Lozano has long-\nstanding experience overseeing matters ranging from corporate governance,\nhuman capital management, and executive compensation, to risk management and\nfinancial reporting. In addition, as a member of California\u2019s Task Force on\nJobs and Business Recovery, Ms. Lozano has valuable perspective on important\npublic policy, societal, and economic issues.\n\n###  Professional highlights:\n\n  * Served as Chief Executive Officer of College Futures Foundation, from December 2017 to July 2022 and a member of the Board of Directors, from December 2019 to July 2022 \n  * Served as Chair of the Board of Directors of U.S. Hispanic Media Inc., the parent company of ImpreMedia, a leading Hispanic news and information company, from June 2014 to January 2016 \n  * Served as Chairman of ImpreMedia, from July 2012 to January 2016; Chief Executive Officer, from May 2010 to May 2014; and Senior Vice President, from January 2004 to May 2010 \n  * Served as Publisher of La Opini\u00f3n, a subsidiary of ImpreMedia and the leading Spanish-language daily print and online newspaper in the U.S., from 2004 to May 2014; and Chief Executive Officer, from 2004 to July 2012 \n  * Strategic advisor to multiple media companies \n  * Member of the Board of Directors of Apple Inc. and its Audit and Finance Committee \n  * Member of the Board of Directors of Target and its Governance & Sustainability Committee, Chair of its Compensation & Human Capital Management Committee, and former Lead Independent Director \n\n###  Other leadership experience and service:\n\n  * Member of California\u2019s Task Force on Jobs and Business Recovery \n  * Served as a member of President Obama\u2019s Council on Jobs and Competitiveness, from 2011 to 2012; and served on President Obama\u2019s Economic Recovery Advisory Board, from 2009 to 2011 \n  * Served on COMEXUS, a binational commission dedicated to strengthening ties between the two countries through business, education, and cultural collaboration \n  * Member of the Board of Directors of the Weingart Foundation \n  * Served as the Chair of the Board of Regents of the University of California; as a member of the Board of Trustees of The Rockefeller Foundation; as a member of the Board of Trustees of the University of Southern California; and as a member of the State of California Commission on the 21st Century Economy \n\n###  Other U.S.-listed company boards:\n\n  * Apple Inc. \n  * Target Corporation \n\nView Bio\n\n###  **Maria N. Martinez**\n\nFormer Executive Vice President and  \nChief Operating Officer,  \nCisco Systems, Inc.\n\n  \nView Bio\n\nSame page link Maria N. Martinez Dialog\n\n##  Maria N. Martinez\n\n**Former Executive Vice President and  \nChief Operating Officer,  \nCisco Systems, Inc. **\n\nAge: 67  Director since: January 2025\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Martinez brings extensive technology, risk management, and strategic\nplanning experience for global businesses to our Board.\n\nMs. Martinez\u2019s experience at Cisco Systems, Salesforce, and Microsoft enables\nher to bring extensive technology knowledge to our Board. Her leadership roles\nprovide her with strategic planning, risk management, and executive leadership\nexperience. Her history of public company board experience gives her insight\ninto governance of large, complex, and regulated companies.\n\n###  Professional highlights:\n\n  * Served as Executive Vice President and Chief Operating Officer from 2021 to 2024, and as Executive Vice President and Chief Customer Experience Officer from 2018 until 2021 at Cisco Systems, Inc., a multinational digital communications technology company \n  * Served in a variety of senior executive roles at Salesforce, Inc. between 2010 and 2018, including: President, Global Customer Success and Latin America; President, Sales and Customer Success; Executive Vice President and Chief Growth Officer; and Executive Vice President, Customers for Life \n  * Managed the Global Services business for Microsoft Corporation, including professional services and customer support for all products during her tenure there from 2003 to 2007 \n  * Member of the Board of Directors of McKesson Corporation and its Compliance Committee and Chair of its Governance and Sustainability Committee \n  * Member of the Board of Directors of Tyson Foods, Inc. and its Governance and Nominating Committee and Strategy and Acquisitions Committee \n  * Served as a member of the Board of Directors of Cue Health Inc. and its Audit and Compensation Committees and Chair of its Nominating and Governance Committee \n\n###  Other leadership experience and service:\n\n  * Former member of the Board of Trustees of the Computer History Museum \n  * Former member of the Board of Trustees of Silicon Valley Education Foundation \n\n###  Other U.S.-listed company boards:\n\n  * McKesson Corporation \n  * Tyson Foods, Inc. \n  * Cue Health Inc. _(past five years)_\n\nView Bio\n\n###  **Denise L. Ramos**\n\nFormer Chief Executive Officer and President, ITT Inc.\n\n  \nView Bio\n\nSame page link Denise L. Ramos Dialog\n\n##  Denise L. Ramos\n\n**Former Chief Executive Officer and President, ITT Inc. (ITT)**\n\nAge: 68  Director since: July 2019\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMs. Ramos is an experienced public company executive who brings global\nbusiness leadership, financial expertise, and strategic planning experience to\nour Board.\n\nMs. Ramos served as Chief Executive Officer of ITT, a diversified manufacturer\nof engineered components and customized technology solutions for the\ntransportation, industrial, and energy markets, focusing on innovation and\ntechnology. She was Chief Financial Officer at ITT, Furniture Brands\nInternational, and the U.S. KFC division of Yum! Brands, and served as the\ncorporate treasurer at Yum! Brands. Through her public company board service\non the Boards of Phillips 66 and RTX Corporation, Ms. Ramos brings board-level\ninsights into issues facing complex, regulated global public companies and\noversight experience in finance, audit, corporate governance, public policy,\nand sustainability.\n\n###  Professional highlights:\n\n  * Chief Executive Officer and President of ITT, a diversified manufacturer of critical components and customized technology solutions, from 2011 to 2019; and Senior Vice President and Chief Financial Officer of ITT, from 2007 to 2011 \n  * Served as Chief Financial Officer for Furniture Brands International, a former home furnishings company, from 2005 to 2007 \n  * Served in various roles at Yum! Brands Inc., an American fastfood company, from 2000 to 2005, including Chief Financial Officer of the U.S. Division of KFC Corporation and as Senior Vice President and Treasurer \n  * Began her career at Atlantic Richfield Company, where she spent more than 20 years in a number of finance positions \n  * Member of the Board of Directors of Phillips 66 and its Human Resources and Compensation Committee and Public Policy and Sustainability Committee \n  * Member of the Board of Directors of RTX Corporation and its Audit Committee and Governance and Public Policy Committee \n\n###  Other U.S.-listed company boards:\n\n  * Phillips 66 (through May 2025)  (1) \n  * RTX Corporation \n\n(1)  Ms. Ramos has announced her intent not to stand for reelection to the\nboard of Phillips 66 at its 2025 annual meeting of shareholders.\n\nView Bio\n\n###  **Clayton S. Rose**\n\nBaker Foundation Professor of Management Practice,  \nHarvard Business School\n\n  \nView Bio\n\nSame page link Clayton S. Rose Dialog\n\n##  Clayton S. Rose\n\n**Baker Foundation Professor of Management Practice,  \nHarvard Business School **\n\nAge: 66  Director since: October 2018\n\nCommittee membership:  Compensation and Human Capital Committee / Enterprise\nRisk Committee _(chair)_\n\nDr. Rose is an executive leader in academics and the private sector who brings\nrisk management experience, public policy and social thought leadership, broad\nglobal financial services industry knowledge, and strategic planning\nexperience to our Board.\n\nAs former President of Bowdoin College, Dr. Rose has a legacy of promoting\nintellectual engagement with a diverse set of ideas and issues; increasing\naccess and opportunity for students; enhancing programs for postgraduate\nsuccess; advancing inclusion; and addressing mental health challenges facing\nyouth. As a Harvard Business School faculty member, Dr. Rose has taught and\nwritten on issues of leadership, ethics, the financial crisis, and the role of\nbusiness in society. Dr. Rose spent the first 20 years of his career with\nJPMorgan Chase & Co. and its predecessor company, where he retired as Vice\nChairman after leading the global investment banking and equities businesses,\nas well as holding leadership roles in securities, derivatives, and corporate\nfinance in New York and London. Following retirement from JPMorgan Chase, Dr.\nRose received a master\u2019s degree and PhD with distinction in sociology from the\nUniversity of Pennsylvania. Dr. Rose also holds an MBA from the University of\nChicago. Dr. Rose has served on several financial institutions boards and\ncurrently serves as Chair of the Board of Trustees of the Howard Hughes\nMedical Institute, the U.S.\u2019s largest private supporter of academic biomedical\nresearch.\n\n###  Professional highlights:\n\n  * Baker Foundation Professor of Management Practice at Harvard usiness School \n  * Former President of Bowdoin College \u2022 Served as a professor at Harvard Business School prior to his appointment as President of Bowdoin College \n  * Served as Vice Chairman, headed two lines of business\u2013Global Investment Banking and Global Equities\u2013and was a member of JPMorgan Chase\u2019s senior management team during his approximately 20-year tenure at JPMorgan Chase \n  * Served as a member of the Boards of Directors of XL Group, plc, Federal Home Loan Mortgage Corporation (Freddie Mac), and Mercantile Bankshares Corp. \n\n###  Other leadership experience and service:\n\n  * Trustee and Chair of the Board of Trustees for Howard Hughes Medical Institute and formerly Chair of the Audit and Compensation Committee \n  * Member of the Board of Directors of Pew Charitable Trusts \n  * Served on the company\u2019s Board of Directors, from 2013 to 2015 \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Michael D. White**\n\nFormer Chairman, President  \nand Chief Executive Officer,  \nDIRECTV\n\n  \nView Bio\n\nSame page link Michael D. White Dialog\n\n##  Michael D. White\n\n**Former Chairman, President  \nand Chief Executive Officer,  \nDIRECTV **\n\nAge: 73  Director since: June 2016\n\nCommittee membership:  Audit Committee / Corporate Governance Committee\n_(chair)_\n\nMr. White is a seasoned executive and public company director with experience\nleading the global operations and strategic direction of complex and highly\nregulated multinational consumer retail and distribution businesses.\n\nHe possesses executive and board leadership experience and provides broad\nranging operational and strategic insights, an international perspective, and\nfinancial expertise to our Board. Mr. White was President, Chief Executive\nOfficer, and Chairman of the Board of Directors of DIRECTV, where he oversaw\nthe operations and strategic direction of the company in the U.S. and in Latin\nAmerica. Prior to joining DIRECTV, he served as the Chief Executive Officer of\nPepsiCo International, Frito-Lay\u2019s Europe, Africa, and Middle East division,\nand Snack Ventures Europe, PepsiCo\u2019s partnership with General Mills\nInternational. He also served as Chief Financial Officer of PepsiCo., Inc.,\nPepsi-Cola Company worldwide, and Frito-Lay International. Mr. White began his\ncareer as a management consultant at Bain & Company and Arthur Andersen & Co.\n\n###  Professional highlights:\n\n  * Served as Chairman, President, and Chief Executive Officer of DIRECTV, a leading provider of digital television entertainment services, from January 2010 to August 2015; and as a Director of the company, from November 2009 until August 2015 \n  * Chief Executive Officer of PepsiCo International, from February 2003 until November 2009; and served as Vice Chairman and director of PepsiCo, from March 2006 to November 2009, after holding positions of increasing importance with PepsiCo since 1990 \n  * Served as Senior Vice President at Avon Products, Inc. \n  * Served as a Management Consultant at Bain & Company and Arthur Andersen & Co. \n  * Served as Lead Director of the Board of Directors of Kimberly- Clark Corporation; and Chair of its Executive Committee \n  * Served as a member of the Board of Directors of Whirlpool Corporation; Chair of its Audit Committee; and a member of its Corporate Governance and Nominating Committee \n\n###  Other leadership experience and service:\n\n  \n\n  * Vice Chair of The Partnership to End Addiction \n\n###  Other U.S.-listed company boards:\n\n  * Kimberly-Clark Corporation _(past five years)_\n  * Whirlpool Corporation _(past five years)_\n\nView Bio\n\n###  **Thomas D. Woods**\n\nFormer Vice Chairman and  \nSenior Executive Vice  \nPresident, Canadian Imperial  \nBank of Commerce\n\n  \nView Bio\n\nSame page link Thomas D. Woods Dialog\n\n##  Thomas D. Woods\n\n**Former Vice Chairman and  \nSenior Executive Vice  \nPresident, Canadian Imperial  \nBank of Commerce (CIBC) **\n\nAge: 72  Director since: April 2016\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\n###  Professional highlights:\n\n  * Served as Vice Chairman and Senior Executive Vice President of CIBC, a leading Canada-based global financial institution, from July 2013 until his retirement in December 2014 \n  * Served as Senior Executive Vice President and Chief Risk Officer of CIBC, from 2008 to July 2013; and Senior Executive Vice President and Chief Financial Officer of CIBC, from 2000 to 2008 \n  * Began his career at CIBC in 1977 through Wood Gundy, a predecessor firm; served in various senior leadership positions, including as Controller of CIBC; as Chief Financial Officer of CIBC World Markets (CIBC\u2019s investment banking division); and as the Head of CIBC\u2019s Canadian Corporate Banking division \n  * Served as Chair of the Board of Directors of Hydro One Limited, an electricity transmission and distribution company serving the Canadian province of Ontario, and publicly traded and listed on the Toronto Stock Exchange, from August 2018 to July 2019 \n  * Member of the Board of Directors of MLI; Chair of its Risk Committee; and member of its Governance Committee \n  * Member of the Board of Directors of BofASE \n\n###  Other leadership experience and service:\n\n  * Chair of Board of Directors of Institute of Corporate Directors (Institut des Administrateurs de Soci\u00e9t\u00e9s) \n  * On the advisory committee of Cordiant Capital Inc., a global infrastructure and real assets manager \n  * Member of the University of Toronto College of Electors and of the Boards of Directors of Catholic Health Sponsors of Ontario and St. Michael\u2019s Hospital Foundation \n  * Former member of the Board of Directors of Alberta Investment Management Corporation, a Canadian institutional investment fund manager from 2015 to 2024; of the Board of Directors of Jarislowsky Fraser Limited, a global investment management firm, from 2016 to 2018; of the Boards of Directors of DBRS Limited and DBRS, Inc., an international credit rating agency, from 2015 to 2016; and of the Board of Directors of TMX Group Inc., a Canada-based financial services company, from 2012 to 2014 \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Maria T. Zuber**\n\nPresidential Advisor for  \nScience  \nand Technology Policy  \nand E.A. Griswold Professor of  \nGeophysics,  \nMassachusetts Institute of Technology\n\n  \nView Bio\n\nSame page link Maria T. Zuber Dialog\n\n##  Maria T. Zuber\n\n**Presidential Advisor for  \nScience  \nand Technology Policy  \nand E.A. Griswold Professor of  \nGeophysics,  \nMassachusetts Institute of Technology (MIT) **\n\nAge: 66  Director since: December 2017\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nDr. Zuber is a distinguished research scientist and academic leader who brings\na breadth of risk management, technology, geopolitical insights, and strategic\nplanning thought leadership to our Board.\n\nDr. Zuber is the first woman to lead a science department at MIT and the first\nwoman to lead a NASA planetary mission. While serving as Vice President for\nResearch at MIT, Dr. Zuber oversaw multiple interdisciplinary research\nlaboratories and centers focusing on cancer research, energy and environmental\nsolutions initiatives, plasma science and fusion, electronics, nanotechnology,\nand radio science and technology. She also led the development of MIT\u2019s\ninitial Climate Action Plan, and is responsible for intellectual property,\nresearch integrity and compliance, and research relationships with the federal\ngovernment. Dr. Zuber has held leadership roles on 10 space exploratory\nmissions with NASA. She also served on the National Science Board under\nPresident Obama and President Trump and was Co-Chair of President Biden\u2019s\nCouncil of Advisors on Science and Technology.\n\n###  Professional highlights:\n\n  * Presidential Advisor for Science and Technology Policy at MIT, a leading research institution, since 2023, where she tracks trends and seizes opportunities to inform and advance state and federal science and technology policy and provides strategic direction to campus labs, centers, and initiatives connected to defense or national security and represents MIT with external stakeholders \n  * Served as Vice President for Research at MIT, from 2013 to 2024, where she oversaw MIT Lincoln Laboratory and more than a dozen interdisciplinary research laboratories and centers and led the development of MIT\u2019s initial Climate Action Plan \n  * Served as a Professor at MIT since 1995, and was Head of the Earth, Atmospheric, and Planetary Sciences Department, from 2003 to 2011 \n  * Served in a number of positions at NASA, including as a Geophysicist, from 1986 to 1992, a Senior Research Scientist, from 1993 to 2010; and as Principal Investigator of the Gravity Recovery and Interior Laboratory (GRAIL) mission, from 2008 to 2017, which was designed to create the most accurate gravitational map of the moon to date and give scientists insight into the moon\u2019s internal structure, composition, and evolution; and held leadership roles associated with scientific experiments or instrumentation on 10 NASA missions \n  * Member of the Board of Directors of Textron Inc. and Chair of its Nominating and Corporate Governance Committee \n\n###  Other leadership experience and service:\n\n  * Appointed by President Biden in 2021 as Co-Chair of the President\u2019s Council of Advisors on Science and Technology \n  * Appointed by President Obama in 2013 and reappointed by President Trump in 2018 to the National Science Board, a 25-member panel that serves as the governing board of the National Science Foundation and as advisors to the President and Congress on policy matters relating to science and engineering; and served as Board Chair, from 2016 to 2018 \n  * Co-Chair of the National Academies of Science, Engineering and Medicine\u2019s National Science, Technology, and Security Roundtable \n  * Chair of NASA\u2019s Mars Sample Return Mission Standing Review Board \n  * Board of Trustees of Brown University \n\n###  Other U.S.-listed company boards:\n\n  * Textron Inc. \n\nThis website uses cookies to ensure you get the best experience on our\nwebsite.  \n[ View our privacy policy.\n](https://newsroom.bankofamerica.com/content/newsroom/home/cookie-policy.html)\n\n  * [ Email Alerts ](/events-and-presentations/email-alerts)\n  * [ Contacts ](/shareholder-information/contact)\n  * [ RSS News Feed ](https://newsroom.bankofamerica.com/content/newsroom/press-releases.html/rss)\n  * [ Terms of use ](/terms-of-use)\n\n##  Footer Information\n\n  * [ Sign in ](https://www.bankofamerica.com/online-banking/sign-in/)\n  * [ Contact us ](https://www.bankofamerica.com/contactus/contactus.go)\n  * [ Location finder ](https://locators.bankofamerica.com/)\n  * [ Help ](https://www.bankofamerica.com/help/overview.go)\n\n  * ##  [ Our company ](https://about.bankofamerica.com/en/our-company)\n\n    * [ Responsible growth ](https://about.bankofamerica.com/en/our-company/responsible-growth)\n    * [ Business practices ](https://about.bankofamerica.com/en/our-company/business-practices)\n    * [ What we offer ](https://about.bankofamerica.com/en/our-company/what-we-offer)\n    * [ Modern Slavery Act Statement ](https://about.bankofamerica.com/content/dam/about/pdfs/Modern-Slavery-Act.pdf)\n  * ##  [ Making an impact ](https://about.bankofamerica.com/en/making-an-impact)\n\n    * [ Local impact ](https://about.bankofamerica.com/en/our-company/local-presence)\n    * [ Sustainable finance ](https://about.bankofamerica.com/en/making-an-impact/sustainable-finance)\n    * [ Supporting economic opportunity ](https://about.bankofamerica.com/en/making-an-impact/racial-equality-economic-opportunity)\n    * [ Driving economic & social progress ](https://about.bankofamerica.com/en/making-an-impact/economic-social-progress)\n    * [ Environmental sustainability ](https://about.bankofamerica.com/en/making-an-impact/environmental-sustainability)\n    * [ Find resources ](https://about.bankofamerica.com/en/making-an-impact/find-resources)\n  * ##  [ Working here ](https://about.bankofamerica.com/en/working-here)\n\n    * [ Being a great place to work ](https://about.bankofamerica.com/en/working-here/great-place-to-work)\n    * [ Careers ](https://careers.bankofamerica.com/en-us)\n  * ##  [ Investors ](https://investor.bankofamerica.com)\n\n    * [ Profile ](/profile)\n    * [ Quarterly Earnings ](/quarterly-earnings)\n    * [ Events & Presentations ](/events-and-presentations)\n    * [ Regulatory & Other Filings ](/regulatory-and-other-filings)\n    * [ Fixed Income ](/fixed-income)\n    * [ Shareholder Info ](/shareholder-information)\n    * [ Annual Reports & Proxy ](/annual-reports-and-proxy-statements)\n    * [ Governance ](/corporate-governance)\n  * ##  [ Newsroom ](https://newsroom.bankofamerica.com/?cm_re=EBZ-Corp_SocialResponsibility-_-Enterprise-_-EI38LT0004_AboutSite_Newsroom)\n\n    * [ Press releases ](https://newsroom.bankofamerica.com/press-releases)\n    * [ Executive biographies ](https://newsroom.bankofamerica.com/biographies?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT000B_About_Us_Biography)\n    * [ Journalist resources ](https://newsroom.bankofamerica.com/journalistresources?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT0007_About_Us_Journalist)\n    * [ Awards & recognition ](https://newsroom.bankofamerica.com/awards?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT0008_About_Us_Awards)\n\n[ ](https://about.bankofamerica.com/en)\n\n**Investing in securities involves risks, and there is always the potential of\nlosing money when you invest in securities.**\n\n  \n\nThis material does not take into account your particular investment\nobjectives, financial situations or needs and is not intended as a\nrecommendation, offer or solicitation for the purchase or sale of any\nsecurity, financial instrument, or strategy. 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                    "resource_type": "webpage",
                    "source": "https://www.kone.com/en/investors/shareholders/major-shareholders-and-ownership-structure/"
                },
                "page_content": "Back to top\n\nAntti Herlin's ownership represents over 50 percent of KONE Corporation's\nvoting rights. Antti Herlin therefore exercises controlling power in KONE\nCorporation. In the shareholder table, the shares owned by KONE Corporation\nare displayed on their own row and are not included in the shares controlled\nby Antti Herlin.\n\nExcluding Antti Herlin's ownership, shareholders are not grouped in the table\nbelow. The table does not include nominee-registered shareholders. The\nShareholders list is updated monthly.\n\nNote that the archived information from before December 2013 is not split-\nadjusted. The latest split of the KONE share occurred in December 2013 with\nthe ratio 1:2. For information on previous share splits, see dividends and\nsplits.\n\n##  KONE - Investors\n\n##  KONE - Investors\n\n##  KONE - Investors\n\nAntti Herlin\u2019s ownership of Holding Manutas represents 1.1% of the shares and\n12.8% of the voting rights and together with the ownership of Security\nTrading, company in which he exercises controlling power, his ownership\nrepresents 51.0% of the shares and 62.7% of the voting rights.\n\nAntti Herlin\u2019s ownership of Security Trading Oy represents 56.4% of the shares\nand 57.5% of the voting rights. Together with the ownership of his children\nAntti Herlin\u2019s ownership in Security Trading Oy represents 99.9% of the shares\nand 99.8% of the voting rights.\n\n",
                "url": "https://www.kone.com/en/investors/shareholders/major-shareholders-and-ownership-structure/"
            },
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            "search_query": "company 'N/A' customers stakeholders",
            "summary": "Official KONE investor relations page.",
            "url": "https://www.kone.com/en/investors/shareholders/major-shareholders-and-ownership-structure/"
        },
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://investors.hancockwhitney.com/financial-reports/financial-highlights/default.aspx"
                },
                "page_content": "Please enable cookies.\n\n#  Sorry, you have been blocked\n\n##  You are unable to access  web.prd.q4inc.com\n\n##  Why have I been blocked?\n\nThis website is using a security service to protect itself from online\nattacks. The action you just performed triggered the security solution. There\nare several actions that could trigger this block including submitting a\ncertain word or phrase, a SQL command or malformed data.\n\n##  What can I do to resolve this?\n\nYou can email the site owner to let them know you were blocked. Please include\nwhat you were doing when this page came up and the Cloudflare Ray ID found at\nthe bottom of this page.\n\nCloudflare Ray ID: **92d9f5bb5e007854** \u2022  Your IP:  2600:1900:0:3702::d01  \u2022\nPerformance & security by  [ Cloudflare ](https://www.cloudflare.com/5xx-\nerror-landing)\n\n",
                "url": "https://investors.hancockwhitney.com/financial-reports/financial-highlights/default.aspx"
            },
            "reason": "This is the official Hancock Whitney investor relations page, providing financial reports and highlights. It is a reliable source for information about Hancock Whitney and its stakeholders.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' customers stakeholders",
            "summary": "Official Hancock Whitney investor relations page.",
            "url": "https://investors.hancockwhitney.com/financial-reports/financial-highlights/default.aspx"
        },
        {
            "content": {
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
                },
                "page_content": "#  Investor Relations\n\nWallenius Wilhelmsen strives to be available and to pursue a professional,\ntransparent and active dialogue with investors and analysts. Wallenius\nWilhelmsen is committed to disclose and share relevant information in a\ntimely, reliable and accurate manner with all financial stakeholders in\naccordance with relevant legal requirements and sound corporate governance\nprinciples. The objective is to ensure equal treatment of all stakeholders and\nfair valuation of the Wallenius Wilhelmsen share.\n\n[ Subscribe to stock exchange notices\n](https://live.euronext.com/en/listview/company-press-release/170741) [ Stock\nprice development\n](https://live.euronext.com/en/product/equities/NO0010571680-XOSL)\n\n9,500+\n\nEmployees across 28 countries\n\n~125\n\nVessels in operation\n\n7\n\nTerminals\n\n66\n\nProcessing centers\n\nInvestor relations policy\n\nThis investor relations policy (the \"IR Policy\") applies to Wallenius\nWilhelmsen ASA (\"WAWI\" or the \"Company,\" and together with its consolidated\nsubsidiaries, the \"Group\"). **  \n  \n  \nPurpose **  \nThe IR Policy shall help WAWI build trust and awareness in the investor\ncommunity by ensuring that investor relations activities comply with relevant\nrules, regulations, and recommended practices.  \n  \nThe IR Policy aims to ensure that WAWI appropriately provides adequate,\ntimely, and trustworthy disclosure of relevant information to the financial\ncommunity. Furthermore, the communication with the market shall be based on\ntransparency and equal treatment of all stakeholders and be in accordance with\nrelevant legal requirements and sound corporate governance principles. **  \n  \n  \nShareholder contact and communication with the financial market **  \nThe IR team is responsible for all contact with WAWI shareholders on behalf of\nthe Company. The objective is to provide sufficient information on a timely\nbasis to all market participants to ensure a fair valuation of WAWI shares.\nAll WAWI shareholders shall receive equal treatment to access the company's\ninformation.  \n  \nWAWI holds regular meetings with analysts, investors, media, and employees,\nall material and latest information are shared via main communication channels\n\u00e2\u0080\u0093 stock exchange releases, press releases, and the Company webpage\n(www.walleniuswilhelmsen.com). This ensures that identical information is made\navailable simultaneously to all audiences. WAWI will provide a consistent\nlevel of information regardless of whether the news is positive or negative.\n**  \n  \n  \nDisclosure of Information **  \nWAWI provides a prospects statement each quarter including information on\noutlook and potential risks but does not guide on results. The IR team will\nalways put their best efforts into providing comprehensive and informative\nanswers to investors and analysts. However, WAWI will not aim to influence the\nanalyst's recommendations, opinions, and conclusions. **  \n  \n  \nAuthorizations **  \nWAWI spokespersons to financial markets are the Chief Executive Officer, the\nChief Financial Officer, VP Investor Relations, and/or others authorized by\nthese. Questions from investors and financial analysts to other WAWI personnel\nshall be referred to IR. All meetings with investors and financial analysts\nshall be arranged/coordinated by IR, and presentation materials for such\nmeetings shall be prepared or approved by the IR team.  \n**  \n  \nIR events **  \nBased on demand and Company initiative, management will regularly participate\nin meetings with international and domestic investors, analysts, and media, to\nraise awareness of and create interest in the Company. WAWI communicates with\nall investors and analysts through organizing:  \n  \n\u00e2\u0080\u0090 Annual general meeting (annually)  \n\\- Quarterly results presentations (quarterly)  \n\u00e2\u0080\u0090 Investor and analyst meetings  \n\u00e2\u0080\u0090 Capital market days  \n\\- Other events such as conferences and seminars  \n**  \n  \nSilent Period **  \nFour weeks before the planned release of quarterly financial reports \u00e2\u0080\u0093 the\nsilent period \u00e2\u0080\u0093 the company will not comment on matters related to its\ngeneral financial results or expectations, and contact with external analysts,\ninvestors and journalists will be minimized. The purpose of a silent period is\nto reduce the risk of information leaks and of providing potentially unequal\ninformation to the market. **  \n  \n  \nCompliance **  \nWallenius Wilhelmsen ASA shall comply with relevant regulations for companies\nlisted on the Oslo Stock Exchange.  \n  \n  \nUpdated: 08.02.2023\n\nFinancial calendar\n\nFour weeks before the announcement of quarterly results, Wallenius Wilhelmsen\npractices a \"silent period\" meaning that contact with external analysts,\ninvestors and journalists is minimized. This is done to minimize the risk of\ninformation leaks and potentially unequal information in the marketplace\n\n###  Financial events\n\nEvent  |  Date   \n---|---  \nQ4 2024 - Quarterly Report  |  12 February 2025   \n2024 - Annual report  |  21 March 2025   \nAnnual General Meeting  |  29 April 2025   \nQ1 2025 - Quarterly Report  |  08 May 2025   \nQ2 2025 - Quarterly Report  |  12 August 2025   \nQ3 2025 - Quarterly Report  |  05 November 2025   \n  \n  \n  \n\nFour weeks before the announcement of quarterly results, Wallenius Wilhelmsen\npractices a \"silent period\" meaning that contact with external analysts,\ninvestors and journalists is minimized. This is done to minimize the risk of\ninformation leaks and potentially unequal information in the marketplace\n\n###  Financial events\n\nEvent  |  Date   \n---|---  \nQ4 2023 - Quarterly Report  |  14 February 2024   \n2023 - Annual report  |  15 March 2024   \nAnnual General Meeting  |  30 April 2024   \nQ1 2024 - Quarterly Report  |  08 May 2024   \nQ2 2024 - Quarterly Report  |  13 August 2024   \nQ3 2024 - Quarterly Report  |  30 October 2024   \n  \nAnnual report 2024\n\n  \n[ View report ](https://www.walleniuswilhelmsen.com/who-we-\nare/investors/annual-report)\n\nReports and presentation\n\n* * *\n\n[ 2024 Capital Markets Day Presentation ](/storage/images/Wallenius-\nWilhelmsen-2024-CMD.pdf)  \n---  \n  \n[ Climate risk investor presentation August 2023 ](/storage/images/Wallenius-\nWilhelmsen-climate-risk-investor-meeting.pdf)  \n---  \n[ Sustainability-linked bond presentation August 2023\n](/storage/images/230814-WAWI-Bond-Investor-Presentation.pdf)  \n[ Investor presentation March 2023 ](/storage/downloads/WAWI-investor-\npresentation.pdf)  \n[ Sustainability investor presentation January 2023\n](/storage/images/230118-WAWI-Sustainability-investor-presentation.pdf)  \n  \n[ Investor Presentation December 2022 ](/storage/images/WAWI-investor-\npresentation-December.pdf)  \n---  \n[ Investor Presentation January 2022\n](https://www.walleniuswilhelmsen.com/storage/downloads/220111-WAWI-Investor-\nPresentation-SEB-Nordic-Seminar.pdf)  \n[ Sustainability investor presentation February 2022\n](https://www.walleniuswilhelmsen.com/storage/downloads/220218-WalWil-\ninvestor-climate-risk-meeting.pdf)  \n[ Sustainability-linked bond presentation April 2022\n](/storage/images/220404-WAWI-SLB-Investor-Presentation.pdf)  \n  \n[ Investor Presentation January 2021\n](https://www.walleniuswilhelmsen.com/storage/images/210104-WALWIL_SEB-Nordic-\nSeminar-2021pdf.pdf)  \n---  \n[ Fixed Income Investor calls August 2021\n](https://www.walleniuswilhelmsen.com/storage/images/210818-WAWI-Bond-\nInvestor-Presentation.pdf)  \n  \n[ Annual Report 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/images/Wallenius-\nWilhelmsen_Annual-Report-2020.pdf)  \n---  \n[ Investor Presentation April 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/Investor-presentation-\nApril-2020.pdf)  \n[ Fixed Income Investor calls August 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/images/Wallenius-Wilhelmsen-\nFixed-income-investor-presentation-Aug-2020.pdf)  \n  \n[ Sustainability report 2019\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius-Wilhelmsen-\nSustainability-Report-2019.pdf)  \n---  \n[ Annual report 2019\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius-Wilhelmsen-\nAnnual-Report-2019.pdf)  \n[ Capital markets day (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/wallenius-wilhelmsen-\ncapital-markets-day-2019_191119_114442.pdf)  \n[ Capital markets day (watch recording)\n](https://companycast.live/webcast/3e3089y2/)  \n  \n[ Sustainability report 2018\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius_Wilhelmsen_Sustainability_report_2018.pdf)  \n---  \n[ Annual report 2018\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius_Wilhelmsen_Annual_report_2018.pdf)  \n[ Capital Markets Day 2018 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/2018-capital-markets-\nday-presentations.pdf)  \n[ Capital Markets Day 2018 (recording)\n](https://companycast.live/webcast/2e51patc/)  \n[ Roadshow ](https://www.walleniuswilhelmsen.com/storage/downloads/wallenius-\nwilhelmsen-asa-fixed-income-roadshow-aug-2018.pdf)  \n  \n[ Annual report ](/storage/images/WWL-Annual-Report-2017.pdf)  \n---  \n[ Capital Markets Day 2017 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-capital-\nmarkets-day-2017.pdf)  \n[ Roadshow ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-\nroadshow-2017.pdf)  \n  \n[ Annual report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nannual-report-2016.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2015-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2014-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2013-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2012-English-PDF.pdf)  \n---  \n  \nQ1\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q1-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q1-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q1-2024-Fact-Sheet-v1.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240508_8)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q2-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q2-Quarterly-\npresentation_2024-08-13-113822_wgok.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q2-2024-Fact-Sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240813_1)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q3-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-24-Q3-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q3-2024-Fact-Sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20241030_2/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q4-2024-report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q4-24-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q4-2024-Fact-Sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20250212_6)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Q1-2023-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q1-2023-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230504_6/)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Q2-2023-quarterly-report-Wallenius-Wilhelmsen.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q2-quarterly-\npresentation.pdf)\n\n[ Fact sheet ](/storage/images/Q2-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230815_1/)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q3-2023-Quarterly-Report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-23-Q3-quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q3-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20231101_6/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q4-2023-Quarterly-Report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q4-Quarterly-\npresentation_2024-02-15-184215_upoa.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q4-2023-Fact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240214_6)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Q1-2022-quarterly-report-and-financial-results.pdf)\n\n[ Presentation ](/storage/images/Q1-2022-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2022-IR-fact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/landingpage/hegnarmedia/20220504_10/)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Q2-2022-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q2-2022-quarterly-presentation_updated.pdf)\n\n[ Fact sheet ](/storage/images/Q2-2022-IR-fact-sheet-1.xlsx)\n\n[ Webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fchannel.royalcast.com%2Flandingpage%2Fhegnarmedia%2F20220817_12%2F&data=05%7C01%7CAndre.Ediassen%40walwil.com%7C537acad625584733d69f08da73a98c9b%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C637949469295329085%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=GEkOJhdGj2XvVqKxaXgoKd2Bn%2FTpkzRNBPspJgUkEQc%3D&reserved=0)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Q3-2022-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q3-2022-quarterly-presentation_final.pdf)\n\n[ Fact sheet ](/storage/downloads/Q3-2022-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20221102_8/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/downloads/Q4-2022-report.pdf)\n\n[ Presentation ](/storage/downloads/Q4-2022-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/downloads/Q4-2022-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230208_5/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-Quarterly-report-\nand-results_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-Quarterly-report-\npresentation_final.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-IR-\nfact-sheet_final.xlsx)\n\n[ Webcast\n](https://event.on24.com/wcc/r/3163064/778ECDA7E45424EC75800319E78AFF39)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-WAWI-\nfinancial-report-and-results_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-WAWI-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-IR-\nfact-sheet_final2.xlsx)\n\n[ Webcast\n](https://event.on24.com/wcc/r/3359287/8BF726C4DF6FC6AE03FCA6390714482F)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-WAWI-\nquarterly-report-and-financial-results.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-WAWI-\nQuarterly-report-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-IR-fact-\nsheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20211110_5/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-Quarterly-\nreport-and-results.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-Quarterly-\nreport-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-IR-fact-\nsheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20220209_6)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-Quarterly-\nreport-to-market.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-Quarterly-\nreport-presentation_Final.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-IR-fact-\nsheet_corr.xlsx)\n\n[ Webcast ](https://companycast.live/player/17e71222/)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-Quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/5462e604/)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-Quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20201111_6)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-quarterly-\nreport_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20210210_2/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/4e58gf1p/)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/29e60qgh/)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Quarterly-report-presentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Fact-sheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/8e43lsmy/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Quarterly-\nreport-19-Feb.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Quarterly-\nreport-presentation_FINAL-corrected.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/4e25wbdk/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2018-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2021-IR-fact-sheet_final.xlsx)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=83480728)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-fact-\nsheet.xlsx)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=93227007)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-quarterly-\npresentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/55e48xqx/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-fact-\nsheet_corrected.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/8e50bmam/)\n\nQ1\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q1-2017-report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q1-2017-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=54324087)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q2-2017-report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q2-2017-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=58380163)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q3-17-report-and-financial-statement.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q3-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=67474006)\n\nQ4\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-\nreport-to-market-q4-17.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q4-17-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=77790832)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1_2016_wwasa_quarterly-\nreport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-finance-presentation-q1-2016-web-ose.pdf)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q2_2016_finalreport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q2-2016.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=35349485)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3_2016_wwasa_final_pdf.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q3-2016.pdf)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q4_2016_final.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q4-2016_webcast.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=45035812)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-q1-2015-raport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q1-2015.pdf)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/full-\nreport-q2-2015_wwasa.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-1-slide-pdf-\nmarket-and-finance-presentation-q2-2015.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=21826298)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2015_wwasa.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q32015_finance-\nand-market-presentation.pdf)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q4_2015_final.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q4-2015.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=29655723)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2014-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2014-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2014-English-PDF.pdf)\n\nQ4\n\n* * *\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2013-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2013-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2013-English-PDF.pdf)\n\nQ4\n\n* * *\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2012-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2012-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2012-English-PDF-2-_-3.pdf)\n\nQ4\n\n* * *\n\nStock exchange notice\n\n[ See all ](https://www.walleniuswilhelmsen.com/who-we-are/investors/stock-\nexchange-notices)\n\n04/04/2025\n\n[ Wallenius Wilhelmsen ASA: Notice of Annual General Meeting\n](https://newsweb.oslobors.no/message/643065)\n\n28/03/2025\n\n[ Wallenius Wilhelmsen signs a five-year contract with European OEM\n](https://newsweb.oslobors.no/message/642469)\n\n26/03/2025\n\n[ Wallenius Wilhelmsen ASA: Ex dividend of USD 1.24 today\n](https://newsweb.oslobors.no/message/642225)\n\n25/03/2025\n\n[ ACCC change of date for announcement\n](https://newsweb.oslobors.no/message/642128)\n\n24/03/2025\n\n[ Wallenius Wilhelmsen solidifies collaboration with long-term automotive\npartner ](https://newsweb.oslobors.no/message/642006)\n\n[ Click here to see and subscribe to the latest stock exchange notices and\npress releases.  ](https://live.euronext.com/en/listview/company-press-\nrelease/170741#subscribe)\n\n__\n\nDividends\n\n**Dividend policy**  \n  \n\"Wallenius Wilhelmsen\u00e2\u0080\u0099s objective is to provide shareholders with a\ncompetitive return over time through a combination of rising value for the\nWallenius Wilhelmsen share and payment of regular dividend payments to the\nshareholders.\n\nThe Board targets a dividend which over time shall constitute 30-50% of the\ncompany\u00e2\u0080\u0099s profit after tax on an annual basis. The dividend will be declared\nand paid on a semi-annual basis. The size of the dividend will be derived and\npaid based on the reported net profit for the first and second half of each\nfiscal year, respectively. Dividends will be declared in USD and paid in NOK.  \n  \nWhen determining the size of the dividend, the Board will consider its\nfinancial targets, near-term market outlook, the group\u00e2\u0080\u0099s financial position,\nfuture capital requirements, as well as other relevant factors such as\nextraordinary effects.  \n  \nFurthermore, the Board may from time to time, taking into consideration the\nfinancial position of the company, consider extraordinary dividends and/or\nshare buybacks to enhance shareholder returns.\"  \n  \nUpdated 08.05.2024\n\nEx-dividend date  |  Pay date  |  Fiscal year  |  Dividend, USD  |  Exchange rate  |  Dividend, NOK   \n---|---|---|---|---|---  \n26.03.2025  |  28.04.2025  |  2024  |  1.24  |  |   \n25.09.2024  |  10.10.1024  |  2024  |  0.61  |  10.48376  |  6.395094   \n25.09.2024  |  10.10.2024  |  2023  |  0.46  |  10.48376  |  4.82253   \n22.05.2024  |  29.05.2024  |  2023  |  0.68  |  10.92889  |  7.43164   \n09.11.2023  |  22.11.2023  |  2022  |  0.34  |  11.1625  |  3.79525   \n27.04.2023  |  10.05.2023  |  2022  |  0.51  |  10.6160  |  5.41416   \n09.11.2022  |  22.11.2022  |  2021  |  0.06  |  10.2533  |  0.6152   \n27.04.2022  |  10.05.2022  |  2021  |  0.09  |  9.1750  |  0.82575   \n12.11.2019  |  21.11.2019  |  2018  |  0.06  |  9.1374  |  0.54824   \n26.04.2019  |  09.05.2019  |  2018  |  0.06  |  8.6850  |  0.5211   \n12.11.2015  |  26.11.2015  |  2014  |  n/a  |  n/a  |  0.50   \n24.04.2015  |  07.05.2015  |  2014  |  n/a  |  n/a  |  1.00   \n14.11.2014  |  27.11.2014  |  2014  |  n/a  |  n/a  |  1.00   \n25.04.2014  |  08.05.2014  |  2013  |  n/a  |  n/a  |  1.00   \n28.11.2013  |  10.12.2013  |  2013  |  n/a  |  n/a  |  0.75   \n26.04.2013  |  14.05.2013  |  2012  |  n/a  |  n/a  |  4.00   \n14.11.2012  |  27.11.2012  |  2012  |  n/a  |  n/a  |  1.00   \n27.04.2012  |  09.05.2012  |  2011  |  n/a  |  n/a  |  0.65   \n07.12.2011  |  20.12.2011  |  2011  |  n/a  |  n/a  |  0.50   \n29.04.2011  |  10.05.2011  |  2010  |  n/a  |  n/a  |  0.50   \n  \n  \n\nGeneral meetings\n\n###  2025\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Wallenius-Wilhelmsen-ASA-Notice-AGM-2025.pdf)  \n\n[ Recommendations by the nomination committee 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Recommendations-by-the-nomination-committee-2025.pdf)  \n\n[ Line Hestvik - Curriculum Vitae ](/storage/images/Investor-\nrelations/AGM-2025/Line-Hestvik-Curriculum-Vitae.pdf)\n\n[ Link to AGM 2025 webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Finvestor.vps.no%2Fgm%2FlogOn.htm%3Ftoken%3D267f68dd8483fb8fd238e0e584d70f416ed51cb2%26validTo%3D1748516400000%26oppdragsId%3D20250404VPLL39U0&data=05%7C02%7CMohammed.Alhayek%40walwil.com%7C2097b29baa3b400f2fa208dd7374463c%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C638793665400737299%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=frDq03Y4ctqy8T9%2FtVpcc2NgleAt7T5XKlNQBwd5ehU%3D&reserved=0)  \n\n###  2024\n\n[ Signed minutes with votes AGM 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Signert protokoll med stemmer GF 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-GF-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Votes AGM 2024 Wallenius Wilhelmsen ASA ](/storage/images/Votes-\nAGM-2024-Wallenius-Wilhelmsen-ASA.pdf)\n\n[ WW ASA AGM 30 April 2024 Presentation ](/storage/images/WW-ASA-\nAGM-30-April-2024_Presentation.pdf)\n\n[ Link to AGM 2024 webcast ](https://walleniuswilhelmsen.portal.vp.dk/logon/)  \n\n[ Wallenius Wilhelmsen ASA Notice AGM 2024 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2024.pdf)\n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code)\n](https://walleniuswilhelmsen.portal.vp.dk/logon/)\n\n[ Recommendations by the nomination committee 2024\n](/storage/images/Recommendations-by-the-nomination-committee-2024.pdf)\n\n[ Magnus Groth - CV ](/storage/images/MG-CV.pdf)\n\n###  2023\n\n  \n\n[ Signed minutes with votes AGM 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Minutes-AGM-Wallenius-Wilhelmsen-ASA-26-April-2023_en.pdf)\n\n[ Signert protokoll med stemmer GF 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Protokoll-AGM-Wallenius-Wilhelmsen-ASA-26.april-2023_no.pdf)\n\n[ Votes AGM 2023 Wallenius Wilhelmsen ASA ](/storage/images/votes-AGM-\nWallenius-Wilhelmsen-ASA_en.pdf)\n\n[ Presentation ](/storage/images/WW-ASA-AGM-26-April-2023_Final.pptx)\n\n[ Link to AGM 2023 webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwalleniuswilhelmsen.portal.vp.dk%2Flogon%2F&data=05%7C01%7CAndre.Ediassen%40walwil.com%7C908c82e98001407eb5c308db4003e2aa%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C638174157664773504%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=0ZTQgngxZNxCFyhFM4UNMnVLLpefUnb6UtL%2BMZ%2B2Gus%3D&reserved=0)  \n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=1b9aafc90de3b7aedba7d3032f68ce96de133d86&validTo=1685098800000&oppdragsId=20230331VPM8MXU0)\n[  \n](/storage/images/Wallenius-Wilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2023 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Recommendations by the Nomination committee 2023\n](/storage/images/Recommendations-by-the-Nomination-committee-2023.docx)  \n\n  \n\n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_en.pdf)  \n---  \n[ Signert protokoll med stemmer GF 2022 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_no.pdf)  \n[ Stemmer AGM 2022 Wallenius Wilhelmsen ASA\n](/storage/downloads/Votes_Stemmer-AGM-2022-Wallenius-Wilhelmsen-ASA.pdf)  \n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Finvestor.vps.no%2Fgm%2FlogOn.htm%3Ftoken%3D5e38c6f8ac0f0006f0cd2a426c6292dd9168a8df%26validTo%3D1653562800000%26oppdragsId%3D20220405VPJQRVU0&data=04%7C01%7CAndre.Ediassen%40walwil.com%7Cf797df69819941a7bdad08da16e0f0a8%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C637847452613935476%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=O5Dwh%2BprWECtXh0rHZTkxrTCqWqkNw1P9ExvssLzn%2BQ%3D&reserved=0)  \n[ Wallenius Wilhelmsen ASA Notice AGM 2022 ](/storage/downloads/Notice-AGM-\nWalWil-ASA_2022-FINAL-KSB-1.docx)  \n[ Recommendations by the Nomination Committee 2022\n](/storage/images/Recommendations-by-the-Nomination-Committee-2022.pdf)  \n[ Link to AGM 2022 webcast ](https://teams.microsoft.com/l/meetup-\njoin/19%3Ameeting_YmEwZTM1ZTQtMDhmYy00OTc2LTkzOWItMmRiYmRlMDlhNjk0%40thread.v2/0?context=%7B%22Tid%22%3A%22cdffb2cf-9686-4fe1-ae64-24e2074f2a7e%22%2C%22Oid%22%3A%222b13fdaf-51a6-480a-a1e0-a5d2618355aa%22%2C%22IsBroadcastMeeting%22%3Atrue%7D)  \n  \n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf)  \n---  \n[ Signert protokoll med stemmer GF 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf)  \n[ Link to AGM 2021 webcast ](https://companycast.live/player/3e-80sed/) \\-\nApril 21, 2021; 1300 CET  \n[ Wallenius Wilhelmsen ASA Notice AGM 2021 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2021.pdf)  \n[ Recommendations by the nomination committee\n](/storage/images/Recommendations-by-the-nomination-committee.pdf)  \n[ Guidelines for salary and other remuneration to leading personnel in\nWallenius Wilhelmsen ](/storage/images/Guidelines-for-salary-and-other-\nremuneration-to-leading-personnel-in-Wallenius-Wilhelmsen.pdf)  \nOnline voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): [ Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=07b2deaada2ebad824a2384551701beed702908f&validTo=1621594800000&oppdragsId=20210326VPPBCVU0)  \n  \n[ Notice AGM 2020 Wallenius Wilhelmsen ASA ](/storage/downloads/Notice-AGM-\nWallenius-Wilhelmsen-ASA-2020.pdf)  \n  \n---  \n[ Addendum to the recommendations by the nomination committee 2020\n](/storage/downloads/2020-04-14-Addendum-to-the-recommendations-by-the-\nnomination-committee-2020-1.pdf)  \n  \n[ Recommendations by the nomination committee\n](/storage/downloads/Recommendations-by-the-nomination-committee-2020-1.pdf)  \n[ Signed minutes AGM with votes Wallenius Wilhelmsen ASA\n](/storage/downloads/Signed-minutes-AGM-with-votes-Wallenius-Wilhelmsen-\nASA.pdf)  \n[ Signert protokoll m stemmer GF Wallenius Wilhelmsen ASA\n](/storage/downloads/Signert-protokoll-m.-stemmer-GF-Wallenius-Wilhelmsen-\nASA.pdf)  \n  \n[ Wallenius Wilhelmsen ASA - Notice AGM 2019 ](/storage/downloads/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2019.pdf)  \n---  \n[ Recommendation by the nomination committee\n](/storage/downloads/Recommendation-by-the-nomination-committee.pdf)  \n[ Signed Minutes of meeting AGM WALWIL ASA ](/storage/downloads/Signed-\nMinutes-of-meeting-AGM-WALWIL-ASA.pdf)  \n[ Signert protokoll GF WALWIL ASA ](/storage/downloads/Signert-protokoll-GF-\nWALWIL-ASA.pdf)  \n  \n###  Annual general meeting, April 25\n\n[ WWL ASA - Notice AGM 2018 ](/storage/downloads/wwl-asa-notice-agm-2018.pdf)  \n---  \n[ Remuneration board comittees 2018\n](/storage/downloads/remuneration_board_comittees2018.pdf)  \n[ WWL ASA MoM AGM 2018 Eng ](/storage/downloads/wwl-asa-mom-agm-2018.eng.pdf)  \n[ WWL ASA protokoll GF 2018 No ](/storage/downloads/wwl-asa-protokoll-\ngf-2018.no.pdf)  \n  \n###  Extraordinary General Meeting, 25 January\n\n[ WW ASA MoM EGM 2017 ](/storage/downloads/wwasa-mom-egm-2017.pdf)  \n---  \n[ WW ASA Protokoll EGF 2017 ](/storage/downloads/wwasa-protokoll-egf-2017.pdf)  \n[ WW ASA EGMT 2016 combined ](/storage/downloads/wwasa_egmt_2016_combined.pdf)  \n  \n###  Annual General Meeting, 20 June\n\n[ WWL ASA - Notice AGM 2017 ](/storage/downloads/wwl-asa-notice-agm-2017.pdf)  \n---  \n[ Remuneration board comittees 2017\n](/storage/downloads/remuneration_board_comittees2017.pdf)  \n[ WWL ASA MoM AGM 2017 ](/storage/downloads/wwlasa-mom-agm-2017.pdf)  \n[ WWL ASA Protokoll AGM 2017 ](/storage/downloads/wwlasa-protokoll-\nagm-2017.pdf)  \n[ Articles Association WWL ASA ](/storage/downloads/articles_association_wwl-\nasa.pdf)  \n[ AGM Total represented 20.06.17 Eng ](/storage/downloads/agm-total-\nrepresented-20.06.17-eng.pdf)  \n[ AGM Total represented 20.06.17 No ](/storage/downloads/amg-total-\nrepresented-20.06.17-no.pdf)  \n[ MoM AMG 20.06.17 Eng ](/storage/downloads/mom-amg-20.06.17-eng.pdf)  \n[ MoM AMG 20.06.17 No ](/storage/downloads/mom-amg-20.06.17-no.pdf)  \n  \n###  Annual general meeting\n\n[ WW ASA - Notice AGM 2016 ](/storage/downloads/ww-asa-notice-agm-2016.pdf)  \n---  \n[ WWASA MoM AGM 2016 ](/storage/downloads/wwasa-mom-agm-2016.pdf)  \n  \n###  Extraordinary general meeting\n\n[ Minutes EGM WW ASA 20 04 2016 ](/storage/downloads/minutes-egm-ww-\nasa-20-04-2016.pdf)  \n---  \n  \n[ WW ASA - Notice AGM 2015 ](/storage/downloads/ww-asa-notice-agm-2015.pdf) |   \n---|---  \n[ WW ASA AGM presentation 2015 ](/storage/downloads/wwasa-agm-presentation-2015.pdf) |   \n[ WW ASA MoM AGM 2015 ](/storage/downloads/wwasa-mom-agm-2015.pdf) |   \n  \n[ WW ASA - Notice AGM 2014 ](/storage/downloads/ww-asa-notice-\nagm-2014-03-04-2014.pdf)  \n---  \n[ WW ASA - MoM AGM 2014 ](/storage/downloads/ww-asa-mom-agm-2014.pdf)  \n  \nBonds\n\nThe ticker is a direct link to Oslo Stock Exchange. By clicking the name you\nwill get the agreement for that specific loan.\n\nTicker  |  Name  |  Currency  |  Max. nom (MIO)  |  Net outstanding  |  Coupon  |  Final maturity   \n---|---|---|---|---|---|---  \n[ WAWI01 ](https://live.euronext.com/nb/product/bonds/NO0011082091-XOSL) |  [ FRN 21/26 ](/storage/downloads/Securities-Note-NO0011082091_Wallenius-Wilhelmsen-ASA_with-Summary_dated-7-October-2021-with-Appendix.pdf) [ Prospectus ](/storage/downloads/Wallenius-Wilhelmsen-ASA-Supplement-number-1-to-Registration-Document_dated-7-October-2021.pdf) [ Prospectus tap issue ](/storage/downloads/Securities-Note-Tap-Issue-NO0011082091_Wallenius_Wilhelmsen_ASA_with_Summary_dated_20-January-2022.pdf) [ Registration document January 2022 ](/storage/downloads/Registration-Document-Wallenius-Wilhelmsen-ASA_-dated-20-January-2022.pdf) |  NOK  |  2,000  |  2,000  |  3M NIBOR +3.90%  |  03.03.26   \n[ WAWI02 ESG ](https://live.euronext.com/en/product/bonds/NO0012495912-XOSL) |  [ FRN SLB 22/27 ](/storage/downloads/Bond-Terms-NO0012495912.pdf) [ Prospectus ](/storage/images/Securities-Note-NO0012495912_Wallenius-Wilhelmsen-ASA_with-Summary_dated-13.05.2022.pdf) [ Registration document ](/storage/images/Supplement-number-1-to-the-Registration-Document-dated-20-January-2022_dated-13.05.2022.pdf) |  NOK  |  2,000  |  1,250  |  3M NIBOR+4.25%  |  21.04.27   \n[ WAWI03 ESG ](https://live.euronext.com/en/product/bonds/NO0012992090-XOSL) |  [ FRN SLB 23/28 ](/storage/images/Bond-Terms-NO0012992090.pdf) [ Prospectus ](/storage/images/Base-Prospectus-Wallenius-Wilhelmsen-ASA-dated-26-October-2023.pdf) [ Final terms ](/storage/images/Final-Terms-Wallenius-Wilhelmsen-ASA-ISIN-NO0012992090_dated-26-October-2023.pdf) |  NOK  |  2,000  |  1,000  |  3M NIBOR+3.25%  |  31.08.2028   \nLast updated 08.10.2024  |  |  |  |  |  |   \n  \nSustainable finance\n\n###  2025\n\n[ Sustainable financing framework 2025 ](/storage/images/Wallenius-Wilhelmsen-Sustainable-financing-framework-2025.pdf) |  February 2025   \n---|---  \n[ Second party opinion by S&P Global Ratings ](/storage/images/Second-party-opinion-by-SP-Global-Ratings.pdf) |  February 2025   \n  \n[ WAWI sustainability-linked financing framework v1.0 ](/storage/downloads/220201-Sustainability-Linked-Financing-Framework.pdf) |  February 2022   \n---|---  \n[ Second party opinion by CICERO Shades of Green ](/storage/downloads/220202-WalWil-Framework-Second-Opinion-CICERO.pdf) |  February 2022   \n[ DNV verification statement, 2019 and 2020 ](/storage/downloads/220128-DNV-Verification-Statement.pdf) |  February 2022   \n[ DNV verification statement, 2021 ](/storage/images/WAWI-2021-DNV-Verification-Statement.pdf) |  June 2022   \n[ Progress report: WAWI Sustainability-linked financing, 2021 ](/storage/downloads/WAWI-2021-SLFF-Progress-Report.pdf) |  June 2022   \n[ Progress report: WAWI Sustainability-linked financing, 2022 ](/storage/images/230428-WAWI-2022-SLFF-Progress-Report_final.pdf) |  April 2023   \n[ DNV verification statement, 2022 ](/storage/images/230428-WalWil-Verification-Statement.pdf) |  April 2023   \n[ Progress report: WAWI Sustainability-linked financing, 2023 ](/storage/images/Progress-report-WAWI-Sustainability-linked-financing-2023.pdf) |  April 2024   \n[ DNV verification statement, 2023 ](/storage/images/WalWil-Avg-Fleet-CII-2023-Statement.pdf) |  April 2024   \n  \nTop 20 shareholders\n\n##  Footnote\n\nThe nominee accounts held with Skandinaviska Enskilda Banken AB for\n160,000,000 shares is owned by Wallenius Lines AB\n\n##  Extensive shareholder list\n\nAs per the Norwegian Act on Access to Shareholder Register and Nominee-\nRegistered Shares \u00c2\u00a74-1, we have procured an overview of the company's\nshareholders as of February 10, 2025. The list can be obtained by contacting\nthe company via e-mail: anders.karlsen@walwil.com\n\nFinancial targets\n\nWallenius Wilhelmsen has established long-term financial targets relevant to\ncompanies in capital intensive industries. The targets allow management and\nthe board of directors to monitor the financial development of the group and\nperformance will be regularly communicated to the market.  \n\n**Return on capital employed (ROCE) > 8% **\n\nCalculated as last twelve months of adjusted EBIT divided by the average\ncapital employed (total assets less total liabilities plus total interest-\nbearing debt)\n\n**Leverage ratio < 3.5x **\n\nCalculated as net interest-bearing debt divided by last twelve months of\nadjusted EBITDA\n\n**Equity ratio > 35% **\n\nCalculated as book value of equity divided by book value of total assets\n\nUpdated: 08.02.2023\n\nPrimary insider shareholdings\n\nPrimary insider (PDMR) overview can be found at [ **_Euronext_ ** ](https://live.euronext.com/en/product/equities/NO0010571680-XOSL/primary-insiders) |   \n---|---  \nName  |  Number of shares   \n**Board of directors** |   \nChair of the Board - Rune Bjerke  |  34,750   \nBoard Director - Thomas Wilhelmsen  |  161,375,095   \nBoard Director - Margareta Alestig  |  1,600   \nBoard Director - Anna Fell\u00c3\u00a4nder  |  1,400   \nBoard Director - Hans \u00c3 kervall  |  \\-   \nBoard Director - Yngvil \u00c3 sheim  |  4,250   \nBoard Director - Magnus Groth  |  \\-   \nAlternate Board Member - Christian Berg  |  \\-   \nAlternate Board Member - Erik N\u00c3\u00b8klebye  |  \\-   \n**Senior executives** |   \nChief Executive Officer (CEO) - Lasse Kristoffersen  |  5,000   \nInterim Chief Financial Officer (CFO) - Jermund Lien  |  2,000   \nExecutive Vice President (EVP) and Chief Operating Officer (COO) shipping services - Xavier Leroi  |  63,649   \nChief Strategy & Corporate Development Officer - Michael Hynekamp  |  137,147   \nExecutive Vice President (EVP) and Chief Operating Officer (COO) digital supply chain solutions - Mikael Bj\u00c3\u00b8rklund  |  \\-   \nCOO Logistics - John Felitto  |  55,850   \nChief People Officer (CPO) - Wenche Agerup  |  \\-   \nChief Customer Officer (CCO) - Pia Synnerman  |  \\-   \nChief Technology and Information Officer (CTIO) - Gro Rognstad  |  1,500   \nChief Communications and Marketing Officer (CCMO) - Anette Maltun Koefoed  |  2,010   \n  \n  \n\n_Footnote: Shareholdings are owned directly or indirectly through close\nassociates_\n\nLast updated: 22.11.2024\n\nAnalyst coverage\n\n###  Equity analysts\n\nFirm / Analyst  |  Analyst  |  Phone  |  Email   \n---|---|---|---  \nABG Sundal Collier  |  Petter Haugen  |  +47 22016139  |  petter.haugen@abgsc.no   \nArctic Securities  |  Kristoffer Barth Skeie  |  +47 41363663  |  kristoffer.skeie@arctic.com   \nDNB Markets  |  J\u00c3\u00b8rgen Lian  |  +47 24169188  |  jorgen.lian@dnb.no   \nKepler Cheuvreux  |  Axel Styrman  |  +47 23139078  |  astyrman@keplercheuvreux.com   \nPareto  |  Eirik H\u00c3\u00a5valdsen  |  +47 24132120  |  eirik.haavaldsen@paretosec.com   \nSEB  |  Jon Nikolai Sk\u00c3\u00a5land  |  +47 22827006  |  jon.skaland@seb.no   \nNordea  |  J\u00c3\u00b8rgen Bruaset  |  +47 24015080  |  jorgen.bruaset@nordea.com   \nFearnley Securities  |  Fredrik Dybwad  |  \\+ 47 22936373  |  f.dybwad@fearnleys.com   \nClarksons Securities  |  Frode M\u00c3\u00b8rkedal  |  +47 99704633  |  frode.morkedal@clarksons.com   \n  \n###  Credit analysts\n\nFirm  |  Analyst  |  Phone  |  Email   \n---|---|---|---  \nDanske Bank Markets  |  Brian B\u00c3\u00b8rsting  |  [ +45 45128519 ](tel:+4545128519) |  [ brbr@danskebank.com ](mailto:brbr@danskebank.com)  \nNordea  |  Peder Loholt Kristiansen  |  +47 917 35 143  |  peder.loholt.kristiansen@nordea.com   \n  \nExecutive Remuneration Guidelines\n\n  \n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2025  \n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2025.pdf)\n\n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2021\n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2021.pdf)\n\nAnders Redigh Karlsen\n\nVP Investor Relations & Market Insight\n\n  * __ [ +47 994 20 293 ](tel:+47 994 20 293)\n  * __ [ anders.karlsen@walwil.com ](mailto:anders.karlsen@walwil.com)\n\nInvestor Relations\n\n  * __ [ IR@walwil.com ](mailto:IR@walwil.com)\n\n###  Resources\n\n[ Schedules  ](https://www.walleniuswilhelmsen.com/schedules) [ Track & trace\n](https://www.walleniuswilhelmsen.com/track-trace) [ Rate request\n](https://www.walleniuswilhelmsen.com/rate-request) [ Contact us\n](https://www.walleniuswilhelmsen.com/contact-us)\n\n###  Find your local office\n\nSearch for your country to find our local office or commercial agent.\n\nCopyright \u00c2\u00a9 Wallenius Wilhelmsen ASA. All Rights Reserved. Reproductions not\nallowed without Wallenius Wilhelmsen expressed consent. Backlinks are allowed.\n\n",
                "url": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
            },
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            "search_query": "company 'N/A' customers stakeholders",
            "summary": "Official Wallenius Wilhelmsen investor relations page.",
            "url": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
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                    "source": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
                },
                "page_content": "Skip to main content\n\n",
                "url": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
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            "summary": "Official PG investor relations page.",
            "url": "https://www.pginvestor.com/financial-reporting/press-releases/news-details/2023/PG-Announces-Fourth-Quarter-and-Fiscal-Year-2023-Results/default.aspx"
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                    "source": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
                },
                "page_content": "    * [ Nokian Tyres as an investment ](/investors/nokian-tyres-as-an-investment/)\n    * [ Reports and presentations ](/investors/reports-and-presentations/)\n    * [ Corporate governance ](/investors/corporate-governance/)\n    * [ Share and shareholders ](/investors/share-and-shareholders/)\n      * [ Share tools ](/investors/share-and-shareholders/share-tools/)\n      * [ Dividend policy and dividend ](/investors/share-and-shareholders/dividend-policy-and-dividend/)\n      * [ Nokian Tyres in indexes ](/investors/share-and-shareholders/nokian-tyres-in-indexes/)\n      * [ Major shareholders ](/investors/share-and-shareholders/major-shareholders/)\n      * [ Flaggings ](/investors/share-and-shareholders/flaggings/)\n      * [ Management shareholding ](/investors/share-and-shareholders/management-shareholding/)\n      * [ Managers' transactions ](/investors/share-and-shareholders/managers-transactions/)\n      * [ Share capital ](/investors/share-and-shareholders/share-capital/)\n      * [ Authorizations ](/investors/share-and-shareholders/authorizations/)\n    * [ Financial information ](/investors/financial-information/performance-monitor/)\n    * [ Investor calendar ](/investors/investor-calendar/)\n    * [ Investor relations ](/investors/investor-relations/)\n\n[ Home ](/) / [ Investors ](/investors/) / [ Share and shareholders\n](/investors/share-and-shareholders/) /  Major shareholders\n\n#  Major shareholders\n\nOn this page, you can find information on Nokian Tyres' largest shareholders.\nThe below list is based on the information given by Euroclear Finland Ltd and\nit includes only direct registered holdings. The data is updated monthly.\n\n####  Explore more\n\n[ Flaggings ](/investors/share-and-shareholders/flaggings/)\n\n[ Management shareholding ](/investors/share-and-shareholders/management-\nshareholding/)\n\nIt's a safe journey\n\nStay up-to-date on Nokian Tyres\n\n[ Subscribe to our releases ](/news-and-media/order-releases/)\n\nFollow us on\n\n[ ](https://www.facebook.com/nokiantyres \"Facebook\") [\n](https://www.linkedin.com/company/nokian-tyres-plc \"Linkedin\") [\n](http://www.youtube.com/user/NokianTyresCom?modestbranding=1&rel=0 \"YouTube\")\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\nCopyright \u00a9 Nokian Tyres plc. All rights reserved\n\n[ Privacy policy ](https://www.nokiantyres.com/privacy-statement/) [\nWhistleblow ](https://report.whistleb.com/en/nokiantyres)\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\n",
                "url": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
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            "search_query": "company 'N/A' customers stakeholders",
            "summary": "Official Nokian Tyres investor relations page.",
            "url": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
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                "page_content": "Home  Sustainability  Searching from the viewpoints of CSR  Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nSearching from the viewpoints of CSR\n\n#  Guideline Comparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nThis report has been prepared in accordance with the GRI Standards.\n\n##  \uff081\uff09The organization and its reporting practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-1  |  Organizational details  |  Corporate Overview  |  P.4   \n[ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) |  \\-   \n2-2  |  Entities included in the organization\u2019s sustainability reporting  |  About Sustainability Report  |  P.3   \n2-3  |  Reporting period, frequency and contact point  |  About Sustainability Report  |  P.3   \n2-4  |  Restatements of information  |  About Sustainability Report  |  P.3   \n2-5  |  External assurance  |  Independent Assurance Report  |  P.142   \n  \n##  \uff082\uff09Activities and workers\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-6  |  Activities, value chain and other business relationships  |  [ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) |  \\-   \nFujifilm Group Procurement Overview  |  P.55-56   \n2-7  |  Employees  |  Corporate Overview  |  P.4   \nEmployee Basic Data  |  P.103-106   \n2-8  |  Workers who are not employees  |  N/A  |  \\-   \n  \n##  \uff083\uff09Governance\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-9  |  Governance structure and composition  |  Corporate Governance Structure and Features  |  P.21-23   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-10  |  Nomination and selection of the highest governance body  |  Diversity among Directors  |  P.23-25   \n[ Corporate Governance Guidelines > Selection Criteria for Director Candidates, CEO Candidate and Audit & Supervisory Board Member Candidates ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \n2-11  |  Chair of the highest governance body  |  Corporate Governance Structure and Features  |  P.21-23   \n2-12  |  Role of the highest governance body in overseeing the management of impacts  |  CSR Management System  |  P.8-9   \nCorporate Governance Structure and Features  |  P.21-23   \n2-13  |  Delegation of responsibility for managing impacts  |  Background of CSR Planning and Process for Identifying Priority Issues (Materiality)  |  P.9-12   \n2-14  |  Role of the highest governance body in sustainability reporting  |  N/A  |  \\-   \n2-15  |  Conflicts of interest  |  [ Corporate Governance Guidelines > Related-Party Transactions ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \n2-16  |  Communication of critical concerns  |  Whistle-blowing and consultation reports  |  P.37   \n2-17  |  Collective knowledge of the highest governance body  |  [ Corporate Governance Guidelines > Policy on Training of Directors and Audit & Supervisory Board Members ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \nIntegrated Report > Activities of the Board of Directors  |  P.92   \n2-18  |  Evaluation of the performance of the highest governance body  |  The Evaluation of the Effectiveness of the Board of Directors  |  P.26   \n2-19  |  Remuneration policies  |  Relationship between CSR plan and management plan  |  P.16-17   \nExecutive Remuneration  |  P.27-30   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-20  |  Process to determine remuneration  |  Remuneration decision process  |  P.27   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-21  |  Annual total compensation ratio  |  Annual total compensation ratio 1:30   \n* Employee wages are calculated on average.  |  \\-   \n  \n##  \uff084\uff09Strategy, policies and practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-22  |  Statement on sustainable development strategy  |  Integrated Report > Message from the CEO  |  P.7-12   \n2-23  |  Policy commitments  |  Philosophical Concepts and Related Policies of the Fujifilm Group  |  P.7-8   \n2-24  |  Embedding policy commitments  |  Achievements for Efforts to Promote Compliance  |  P.37   \nEfforts in the Healthcare segment  |  P.54   \nProcurement Policy and Structure  |  P.56-58   \nManagement System  |  P.107   \nBasic Approach  |  P.126   \n2-25  |  Processes to remediate negative impacts  |  Results for Measures Including Remedies and Corrective Actions  |  P.129-132   \n2-26  |  Mechanisms for seeking advice and raising concerns  |  Whistle-blowing and consultation system  |  P.36   \n2-27  |  Compliance with laws and regulations  |  Status for FY2022  |  P.34   \nWhistle-blowing and consultation reports  |  P.37   \nEfforts for Each Theme Related to Laws and Regulations Particularly Important in Business Management  |  P.37-39   \nResponse to Environmental Laws and Regulations  |  P.71-72   \n2-28  |  Membership associations  |  [ Member Organizations / Third-Party Initiatives ](https://holdings.fujifilm.com/en/sustainability/evaluation#link05) |  \\-   \nMember Organizations/Third-Party Initiatives  |  P.20   \nCollaboration with Initiatives  |  P.76-78   \n  \n##  \uff085\uff09Stakeholder engagement\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-29  |  Approach to stakeholder engagement  |  Communication with Stakeholders  |  P.17-19   \n2-30  |  Collective bargaining agreements  |  100% (in Japan)  |  \\-   \n  \n**Regarding \u201cPages in this Report\u201d**  \nN / A: When those indicators have little relation with the Fujifilm Group\u2019s\nbusiness or there is no need of management.\n\n[ Material Topics  FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n3] Material Topics.  ](/en/sustainability/search/gri-02)\n\n[ Economic  FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 200]\nEconomic.  ](/en/sustainability/search/gri-03)\n\n[ Environmental  FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n300] Environment.  ](/en/sustainability/search/gri-04)\n\n[ Social  FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 400] Society.\n](/en/sustainability/search/gri-05)\n\n[ Searching from the viewpoints of CSR  ](/en/sustainability/search)\n\n##  Footer\n\nHome  Sustainability  Searching from the viewpoints of CSR  Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\n###  Sitemap\n\n* [ Message from Leadership ](/en/about/message)\n* [ Fujifilm Group\u2019s Commitment\u200b ](/en/about/commitment)\n* [ Brand ](/en/about/brand)\n* [ Medium-term Management Plan ](https://ir.fujifilm.com/en/investors/policies-and-systems/plan.html)\n* [ Corporate Governance ](/en/about/governance)\n* [ Business Fields ](/en/about/fields)\n* [ Company Profile ](/en/about/companyprofile)\n* [ Board of Directors ](/en/about/executives)\n* [ Group Companies ](/en/about/group)\n* [ History of the Fujifilm Group ](/en/about/history)\n* [ Research & Development ](/en/about/rd)\n\n* [ Management Policies/Systems ](https://ir.fujifilm.com/en/investors/policies-and-systems.html)\n* [ Fujifilm Group\u2019s Value Creation ](https://ir.fujifilm.com/en/investors/value.html)\n* [ Performance/Financial Information ](https://ir.fujifilm.com/en/investors/performance-and-finance.html)\n* [ Stock/Shareholder Information ](https://ir.fujifilm.com/en/investors/stock-and-shareholder.html)\n* [ IR Materials ](https://ir.fujifilm.com/en/investors/ir-materials.html)\n* [ IR Calendar ](https://ir.fujifilm.com/en/investors/ir-calendar.html)\n* [ Stock Price Trends ](https://ir.fujifilm.com/en/investors/stock-and-shareholder/stock-price-trends.html)\n* [ IR News ](https://ir.fujifilm.com/en/investors/ir-news.html)\n* [ Contact Us (IR) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHIREn)\n* [ IR E-mail Alerts ](https://ir.fujifilm.com/en/investors/mail.html)\n* [ Glossary ](https://ir.fujifilm.com/en/investors/glossary.html)\n* [ FAQs ](https://ir.fujifilm.com/en/investors/faq.html)\n* [ IR Sitemap ](https://ir.fujifilm.com/en/investors/ir-sitemap.html)\n\n* [ CSR policies ](/en/sustainability/vision)\n* [ CSR plan ](/en/sustainability/plan)\n* [ CSR activity report ](/en/sustainability/activity)\n* [ Sustainability Report ](/en/sustainability/report)\n* [ Appraisals and Recognition ](/en/sustainability/evaluation)\n* [ Searching from the viewpoints of CSR ](/en/sustainability/search)\n* [ Data and Information ](/en/sustainability/data)\n* [ Contact Us (Sustainability) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHCSREn)\n* [ Global Compliance Hotline ](/en/contact#link01)\n\n###  Official Social Media Accounts\n\n###  Fujifilm Group\n\n[ FUJIFILM Corporation  ](https://www.fujifilm.com/jp/en) [ FUJIFILM Business\nInnovation Corp.  ](https://www.fujifilm.com/fb/eng)\n\n[ ](/en)\n\n[ Privacy Policy ](/en/privacy) [ Terms of Use ](/en/terms) [ Contact us\n](/en/contact) Cookies Settings\n\n\u00a9FUJIFILM Holdings Corporation\n\n",
                "url": "https://holdings.fujifilm.com/en/sustainability/search/gri-01"
            },
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            "summary": "Official sustainability report of Fujifilm.",
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                    "source": "https://worldwide.kia.com/int/company/ir/info/shareholders"
                },
                "page_content": "skip to the main content\n\n##  Total Number of Issued Shares (last 5 years)\n\nYear\n\nTotal Number of Issued Shares by Year  Year  |  Issued shares (common)  |  Treasury stock (common)  |  %   \n---|---|---|---  \n2023  |  402,044,203  |  5,837,383  |  1.45   \n2022  |  405,363,347  |  4,432,968  |  1.09   \n2020  |  405,363,347  |  4,432,331  |  1.09   \n2020  |  405,363,347  |  4,432,084  |  1.09   \n2019  |  405,363,347  |  4,432,084  |  1.09   \n  \n\u203b As of the end of 2023\n\n##  Shareholders\n\nShareholder\n\nShareholders table  Shareholder  |  Number of shares  |  Ownership   \n---|---|---  \nHyundai Motor Company  |  137,318,251  |  34.16%   \nEmployee stock ownership  |  9,889,054  |  2.46%   \nTreasury stock  |  5,837,383  |  1.45%   \nNPS  |  28,554,484  |  7.10%   \nForeigner  |  151,723,249  |  37.74%   \nOthers (financial institutions, etc)  |  68,721,782  |  17.09%   \nTotal  |  402,044,203  |  100%   \n  \n\u203b As of the end of 2023\n\n##  Related Parties\n\nName\n\nRelated Parties table  Name  |  Relationship  |  Type of share  |  Number of shares  |  Ownership  |  Remarks   \n---|---|---|---|---|---  \nHyundai Motor Company  |  Affiliate(largest shareholder)  |  Common  |  137,318,251  |  34.16%  |  \\-   \nEuisun Chung  |  Executive  |  Common  |  7,061,331  |  1.76%  |  \\-   \nHo Sung Song  |  Executive  |  Common  |  3,500  |  0.00%  |  \\-   \nJun Young Choi  |  Executive  |  Common  |  1,718  |  0.00%  |  \\-   \nWoo Jeong Joo  |  Executive  |  Common  |  23,740  |  0.01%  |  \\-   \nTotal  |  \\-  |  \\-  |  144,408,540  |  35.92%  |  \\-   \n  \n\u203b As of the end of 2023\n\n##  Shareholder Protection\n\nYear\n\nShareholder Protection table  Category  |  Content  |  2021  |  2022  |  2023   \n---|---|---|---|---  \nShareholders\u2019 equity  |  Shares owned by the largest shareholder and its related parties (%)  |  35.62%  |  35.62%  |  35.92%   \nShares owned by registered officers excluding the largest shareholder and its related parties (%)  |  N/A  |  N/A  |  N/A   \nDisclosure of shareholders who acquire more than 5% of the shares excluding the largest shareholder and its related parties (including officers and affiliates)  |  National Pension Service 8.24%  |  National Pension Service 6.91%  |  National Pension Service 7.1%   \nDividends  |  Interim or quarterly dividends (business results exist)  |  N/A  |  N/A  |  N/A   \nOwnership structure  |  Transactions between affiliates  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 7,342,633mil  \n\u00b7 Hyundai WIA : KRW 2,621,472mil  \n\u00b7 Hyundai Motor Company : KRW 2,010,502mil  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 9,167,718mil  \n\u00b7 Hyundai WIA : KRW 3,698,721mil  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 10,944,427mil  \n\u00b7 Hyundai WIA : KRW 3,591,942mil  \nTotal credit granted* to affiliates against equity capital  |  N/A  |  N/A  |  N/A   \n  \n\u203b As of the end of 2023\n\n##  Cumulative voting and voting in writing\n\nCumulative voting and voting in writing table  Classification  |  Date of Introduction  |  Remarks   \n---|---|---  \nCumulative voting  |  N/A  |  \\-   \nVoting in writing  |  N/A  |  \\-   \nElectronic voting  |  March 24, 2020  |  At the 76th Ordinary General Meeting of Shareholders   \n  \n\u203b As of the end of 2023\n\n##  Annual General Shareholders\u2019 Meeting\n\nYear\n\nAnnual General Shareholders\u2019 Meeting by Year  Item  |  2021  |  2022  |  2023   \n---|---|---|---  \nNumber of voting rights present at the last General Meeting of Shareholders  |  316,634,966  |  309,190,948  |  317,697,423   \nAttendance of those excluding the largest shareholder and its related parties  |  43.00%  |  40.65%  |  43.80%   \n  \n\u203b As of the end of 2023\n\n##  Outcome of 80th Annual Shareholders\u2019 Meeting (2023)\n\nOutcome of 80th Annual Shareholders\u2019 Meeting table  Item  |  Approval Rate  |  Opposition &   \nAbstention Rate  |  Approval/   \nOpposition  \n---|---|---|---  \nAgenda 1. Approval of the Financial Statements for the 80th Fiscal Year  |  95.4%  |  4.6%  |  Approval   \nAgenda 2-1. Appointment of Inside Director (Jun Young Choi)  |  90.5%  |  9.5%  |  Approval   \nAgenda 2-2. Appointment of Outside Director (In Kyung Lee)  |  99.8%  |  0.2%  |  Approval   \nAgenda 3. Appointment of audit committee members (In Kyung Lee)  |  99.7%  |  0.3%  |  Approval   \nAgenda 4. Appointment of Outside Director who becomes a member of audit Committee(Wha Sun Jho)  |  95.4%  |  4.6%  |  Approval   \nAgenda 5. Approval of the director compensation\u2019s limit  |  99.5%  |  0.5%  |  Approval   \n  \n##  Dividend History (last 5 years)\n\nYear\n\nDividend History (last 5 years) table  Year  |  Gross amount of cash dividend (100 mil KRW)  |  Cash dividend per share (KRW)  |  Payout ratio  |  Dividend yield ratio  |  Dividend/Face value   \n---|---|---|---|---|---  \n2023  |  22,188  |  5,600  |  25.30%  |  6.40%  |  112.00%   \n2022  |  14,033  |  3,500  |  25.90%  |  5.50%  |  70.00%   \n2021  |  12,028  |  3,000  |  25.30%  |  3.60%  |  60.00%   \n2020  |  4,009  |  1,000  |  27.0%  |  1.6%  |  20.0%   \n2019  |  4,611  |  1,150  |  25.2%  |  2.6%  |  23.0%   \n  \n##  Shareholder proposal & Protection of minority shareholders\n\nWe are committed to protecting the rights of the Company\u2019s minority\nshareholders, whose rights are set forth below.\n\n  * #####  Right to call general meetings of shareholders \n\nIn accordance with the Commercial Code, shareholders who own more than 1.5% of\noutstanding shares with voting rights of the Company for more than six months\nmay request to convene extraordinary general meetings.\n\n  * #####  Right to present shareholder proposals concerning annual general meeting \n\nIn accordance with the Commercial Code and the Articles of Incorporation,\nshareholders who own more than 0.5% of outstanding shares with voting rights\nfor more than six months may present shareholder proposals at an AGM. The\nBoard shall accept the proposal as an agenda item of a general meeting of\nshareholders, state the item in the notice of convocation of the meeting,\nexcept where such proposal is in violation of laws or the Articles of\nIncorporation, or where it is subject to the rejection of a shareholder\nproposal as stipulated in Article 12 of the Enforcement Degree of the\nCommercial Code. When requested by the shareholder who made the proposal, the\ndetails of the agenda item shall be stated in the notice of the meeting, and\nthe shareholder will be given the opportunity to present the proposal at the\nmeeting. Compliance Management Team is responsible for tasks related to agenda\nproposals by shareholders. Once a proposal is submitted, the shareholder will\nbe identified, a legal review will be conducted, and then a letter or\nelectronic notice will be sent to the shareholder to verify submission.  \n(Address: 12, Heolleung-ro, Seocho-gu, Seoul 06797 Republic of Korea,\nCompliance Management Team / [ kiacm@kia.com ](mailto:kiacm@kia.com) )\n\n  * [ Privacy Policy ](/int/privacy-statement)\n  * [ Cookies Policy ](/int/cookies-policy)\n\n  * [ Go to instagram  ](https://www.instagram.com/kia.worldwide)\n  * [ Go to youtube  ](https://www.youtube.com/kiaworldwideofficial)\n  * [ Go to facebook  ](https://www.facebook.com/kiaworldwideofficial/)\n  * [ Go to linkedin  ](https://www.linkedin.com/company/kiaworldwide)\n  * [ Go to X  ](https://x.com/kia_worldwide)\n\n\u00a9 Kia Corporation\n\n  * English \n  * [ \ud55c\uad6d\uc5b4 ](/kr)\n\n",
                "url": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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            "summary": "Official Kia investor relations page.",
            "url": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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                    "source": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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                "page_content": "Skip to main content\n\n[ ](/) [ Corporate Responsibility Reporting ](/reports) [ Standards &\nFrameworks ](/reports/reporting-frameworks) [ Global Reporting Initiative\n(GRI) Index ](/reports/reporting-frameworks/gri)\n\n#  Global Reporting Initiative (GRI) Index\n\nThe Global Reporting Initiative (GRI) provides a set of standards for\nmeasuring and communicating performance on environmental, social and corporate\ngovernance topics. AT&T has aligned its reporting to the GRI-recommended\ndisclosures since 2008.\n\nOur fiscal year 2023 reporting is prepared in accordance with the GRI\nStandards. The index below provides AT&T\u2019s information for universal GRI\nStandards and relevant topic-specific GRI Standards, in alignment with topics\nidentified in AT&T\u2019s most recent [ assessment ](/priority-topics) .\n\n##  General Disclosures\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 2-1  |  Organizational details  |  See our [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) .   \nGRI 2-2  |  Entities included in the organization\u2019s sustainability reporting  |  Our sustainability reporting covers AT&T Inc., unless otherwise noted in the footnotes of our [ issue briefs ](/priority-topics) . AT&T Inc. is referred to as \u201cwe,\u201d \u201cour\u201d or \u201cAT&T\u201d throughout the report and this index.  The entities included in our sustainability reporting align with those included in our annual [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) and quarterly financial reports, which cover all company-owned or -controlled operations. For specific data scopes, please see the footnotes in the individual [ issue briefs ](/priority-topics) .   \nGRI 2-3  |  Reporting period, frequency and contact point  |  **Period:** Jan. 1\u2013Dec. 31, 2023, aligned to our financial reporting   \n**Publication date:** August 2024  \n**Frequency:** Annual  \n**Contact:** AT&T Sustainability Reporting, [ g18344@att.com\n](mailto:g18344@att.com)  \nGRI 2-4  |  Restatement of Information  |  Relevant restatements are included in the footnotes of respective [ issue briefs ](/priority-topics) .   \nGRI 2-5  |  External assurance  |  External assurance was not sought for this GRI report as a whole. AT&T uses an external third-party organization to assure select environmental data. For our 2023 reporting, Environmental Resources Management (ERM) assured Scope 1, 2 and 3 (select categories) greenhouse gas emissions calculations.   \nGRI 2-6  |  Activities, value chain and other business relationships  |  We are a leading provider of telecommunications and technology services globally.   \n  \nIn December 2023, we announced plans to collaborate with Ericsson to lead the\nU.S. in commercial scale open radio access network (Open RAN) deployment to\nbuild a more robust ecosystem of network infrastructure providers and\nsuppliers, fostering lower network costs, improved operational efficiencies\nand allowing for continued investment in our fast-growing broadband network.\nWe plan for about 70% of our wireless network traffic to flow across open-\ncapable platforms by late 2026, and to have fully integrated Open RAN sites\noperating starting in 2024. Beginning in 2025, we expect to scale this Open\nRAN environment throughout our wireless network in coordination with multiple\nsuppliers.  For more information, see our [ Form 10-K\n](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-\nshow.aspx?FilingId=17303532&Cik=0000732717&Type=PDF&hasPdf=1) and [\nResponsible Supply Chain ](/priority-topics/responsible-supply-chain) issue\nbrief.  \nGRI 2-8  |  Workers who are not employees  |  AT&T is not able to provide this data, as it is confidential.   \nGRI 2-9  |  Governance structure and composition  |  See our [ Board of Directors website ](https://investors.att.com/corporate-governance/board-of-directors) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-10  |  Nomination and selection of the highest governance body  |  See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-11  |  Chair of the highest governance body  |  See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-12  |  Role of the highest governance body in overseeing the management of impacts  |  See the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) , as well as our [ issue briefs ](/priority-topics) for information on how our Board of Directors oversees company efforts relative to our most important Corporate Responsibility topics.   \nGRI 2-13  |  Delegation of responsibility for managing impacts  |  See our [ Corporate Responsibility Oversight ](/reporting-approach/oversight) page and the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-14  |  Role of the highest governance body in sustainability reporting  |  See the Sustainability section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-15  |  Conflicts of interest  |  See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) , [ Code of Ethics ](https://investors.att.com/~/media/Files/A/ATT-IR/governance-documents/att-code-of-ethics-2012.pdf) and most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-16  |  Communication of critical concerns  |  See stockholder engagement information in our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . AT&T is not able to provide further data as it is confidential.   \nGRI 2-17  |  Collective knowledge of the highest governance body  |  See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) .   \nGRI 2-18  |  Evaluation of the performance of the highest governance body  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) .   \nGRI 2-19  |  Remuneration policies  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-20  |  Process to determine remuneration  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-21  |  Annual total compensation ratio  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Annual Report ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2023/2023-complete-annual-report.pdf) .   \nGRI 2-22  |  Statement on sustainable development strategy  |  See the CEO letter in our [ 2023 Sustainability Summary ](/ViewFile?fileGuid=032b23d3-77c3-4500-ae5a-84f74e646ca3) .   \nGRI 2-23  |  Policy commitments  |  See our [ Policies & Commitments ](/reporting-approach/policies) page.   \nGRI 2-24  |  Embedding policy commitments  |  See our [ Policies & Commitments ](/reporting-approach/policies) page and our [ issue briefs ](/priority-topics) for more information on how we embed policy commitments for responsible business conduct in our business activities addressing our most important Corporate Responsibility issues.   \nGRI 2-25  |  Processes to remediate negative impacts  |  See our [ issue briefs ](/priority-topics) for more information on our managerial and programmatic approach to addressing our most important Corporate Responsibility issues. To evaluate the effectiveness of our remediation processes, we gathered employee feedback on some of our due diligence processes, including our hotlines, in 2023.   \nGRI 2-26  |  Mechanisms for seeking advice and raising concerns  |  See the [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs as well as the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) .   \nGRI 2-27  |  Compliance with laws and regulations  |  See the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) as well as our [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs. You may also reference additional [ issue briefs ](/priority-topics) for information on responsible business conduct in our business activities addressing our most important Corporate Responsibility issues.  The total number and the monetary value of fines for instances of non-compliance with laws and regulations is confidential.   \nGRI 2-28  |  Membership associations  |  AT&T contributes to industry associations and coalitions, such as the United States Telecom Association, and other associations that advocate on matters of importance to the industry on behalf of their members. For more information on the memberships and coalitions we support, see our [ Political Engagement Report ](/reports/political-engagement-report) as well as our [ issue briefs ](/priority-topics) .   \nGRI 2-29  |  Approach to stakeholder engagement  |  See our [ Stakeholder Engagement ](/reporting-approach/stakeholder-engagement) page.   \nGRI 2-30  |  Collective bargaining agreements  |  See our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief for information on employees covered by collective bargaining agreements. For employees not covered by collective bargaining agreements, the working conditions and terms of employment are not influenced by any other agreements.   \n  \n##  GRI Priority Topics\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-1  |  Process to determine material topics  |  See our [ Corporate Responsibility Key Topics ](/priority-topics) .   \nGRI 3-2  |  List of material topics  |  See our [ Corporate Responsibility Key Topics ](/priority-topics) .   \n  \n##  GRI 203: Indirect Economic Impacts\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Digital Divide ](/priority-topics/digital-divide) issue brief for information on our commitment and work to support broadband affordability, access and adoption, which has wide-ranging economic and social benefits for communities.   \nGRI 203-1  |  Infrastructure investments and services supported  |  See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) , [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) and [ Digital Divide ](/priority-topics/digital-divide) issue briefs.   \nGRI 203-2  |  Significant indirect economic impacts  |  See our [ United Nations Sustainable Development Goals Index ](/reports/reporting-frameworks/unsdgs) .   \n  \n##  GRI 205: Anti-Corruption; GRI 206: Anti-Competitive Behavior\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) .   \nGRI 205-1  |  Operations assessed for risks related to corruption  |  For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 205-2  |  Communication and training about anti-corruption policies and procedures  |  For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 205-3  |  Confirmed incidents of corruption and actions taken  |  AT&T is unable to provide this information, as it is confidential. For non-confidential information on our compliance process and Anti Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 206-1  |  Legal actions for anti-competitive behavior, anti-trust and monopoly practices  |  For fiscal year 2023, AT&T had no material losses related to litigation or to non-appealable regulatory decisions involving anti-competitive behavior. AT&T is not able to provide further data, as it is confidential. For information on anti-competitive behavior, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) .   \n  \n##  GRI 302: Energy\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Energy Management ](/priority-topics/energy-management) issue brief.   \nGRI 302-1  |  Energy consumption within the organization  |  **Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used:** 8,201,033 GJ. Fuel Types: Natural Gas, Fuel Oil #1, Fuel Oil #2, Diesel, Propane/LNG, Gasoline, CNG, Methanol, Kerosene, Jet Fuel  **Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used:** 522,818 GJ. Fuel Types: Ethanol, Renewable Diesel, Renewable Methanol  In joules, watt-hours or multiples, the total:  **Electricity consumption:** 45,991,315 GJ   \n**Heating consumption:** N/A  \n**Cooling consumption:** 25,333 GJ  \n**Steam consumption:** 119,651 GJ  \nNote: Data includes purchased/consumed energy as well as non-fuel self-\ngenerated energy (owned solar).  Energy sold (including electricity, heating,\ncooling and steam sold) is not applicable. AT&T\u2019s large-scale renewable\nprojects are settled in the energy marketplace and not factored into section\n302-1.  **Total energy consumption within the organization, in joules or\nmultiples:** 55 million GJ  **Standards, methodologies, assumptions and/or\ncalculation tools used:** Consumption values are generally tracked using\ninventory management systems and/or other documented estimation methodology\n(e.g., fleet records, generator runtime, etc.).  **Source of the conversion\nfactors used:** Conversion factors are based on published criteria such as\nU.S. Environmental Protection Agency's Thermal Energy Conversions Technical\nReference to convert from native unit of measure (gallons or MMBtu) to MWh,\nand then from MWh to GJ (x * 3.600).  \nGRI 302-2  |  Energy consumption outside of the organization  |  AT&T does not currently track this information and is working to build the infrastructure and quality controls needed to monitor this data going forward.   \nGRI 302-3  |  Energy intensity  |  **Energy intensity ratio for the organization:** 44.7 MWh electricity / thousand subscribers  **Organization-specific metric (the denominator) chosen to calculate the ratio:** Thousand subscribers  **Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam or all:** Electricity consumption in MWh  **Whether the ratio uses energy consumption within the organization, outside of it or both:** Within the organization   \nGRI 302-4  |  Reduction of energy consumption  |  **Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples:** 1,706,998 GJ  **Types of energy included in the reductions; whether fuel, electricity, heating, cooling, steam or all:** Electrical energy  **Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it:** Annual electrical energy savings from historical consumption as baselined for each individual energy efficiency or conservation project.  **Standards, methodologies, assumptions and/or calculation tools used:** Consumption values are generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current.   \nGRI 302-5  |  Reductions in energy requirements of products and services  |  AT&T does not track this data, but we expect our device manufacturers to align with best-in-class energy e\ufb03ciency practices. This alignment includes analyzing the life cycle performance of their devices to estimate energy impacts, incorporating or further developing energy management features on their devices, and establishing energy e\ufb03ciency goals. Since 2015, AT&T has worked with other companies and industry associations to improve the energy efficiency of internet modems, routers and other in-home equipment through the [ Small Network Equipment Voluntary Agreement ](https://www.energy-efficiency.us/library/pdf/SNE-VoluntaryAgreement.pdf) . Under the voluntary agreement, the average weighted power of each category of new small network equipment relative to broadband speed delivered has decreased by up to 87% and has declined every year since 2015, according to the group\u2019s [ Annual Report ](https://www.energy-efficiency.us/library/pdf/US-SNE_2022_Report.pdf) .   \n  \n##  GRI 305: Emissions\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Climate Change & Greenhouse Gas Emissions ](/priority-topics/climate-change-ghg) issue brief.   \nGRI 305-1  |  Direct (Scope 1) GHG emissions  |  **Gross direct (Scope 1) GHG emissions in metric tons of CO 2  equivalent: ** 643,346 MT CO  2  e.  **Gases included in the calculation:** CO  2  , CH  4  , N  2  O, HFCs, HCFCs and CFCs  **Biogenic CO 2  emissions in metric tons of CO  2  equivalent: ** 25,541 MT CO  2  e  **Base year for the calculation:** 2015  **Rationale for choosing the base year:** Consistent with baseline SBTi-approved from Science-based Targets.  **Emissions in the base year:** 1,134,340 MT CO  2  e  **Source of the emission factors and the global warming potential (GWP) rates used:** The Climate Registry 2023 Default Emission Factors, Location-Based: USEPA eGRID2022 Year 2022 (released 01/30/2024), Market-Based: 2023 Green-e  \u00ae  Residual Mix Emission Rates (2021 Data, released April 2023), IEA CO  2  Emissions from Electricity Generation, OECD/IEA, Paris, 2023, DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023), European Residual Mixes 2022 (Published June 1, 2023); Association of Issuing Bodies, United Kingdom Department for Energy Security and Net Zero (DESNZ): Greenhouse gas reporting: conversion factors 2023 (June 2023; see file for advanced users, tab Refrigerant and other), IPCC Sixth Assessment Report (AR6)  **Consolidation approach for emissions:** Operational control  **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query.   \nGRI 305-2  |  Energy indirect (Scope 2) GHG emissions  |  **Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO 2  e: ** 4,816,513 MT CO  2  e  **Gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO 2  e: ** 3,585,008 MT CO  2  e  **Gases included in the calculation:** CO  2  , CH  4  , N  2  O  **Base year for the calculation:** 2015  **Rationale for choosing the base year:** Consistent with baseline SBTi-approved from Science-based Targets.  **Emissions in the base year:** 7,694,918 MT CO  2  e (Location-based)  **Context for any significant changes in emissions that triggered recalculations of base year emissions:** Approval of Science-based Targets.  **Source of the emission factors and the global warming potential (GWP) rates used:** USEPA eGRID2022 (Domestic), IEA CO  2  Emissions from Electricity Generation, OECD/IEA, Paris, 2023, DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023), ENGIE Impact database of supplier/utility emission factors (Domestic), Association of Issuing Bodies \u2013 European Residual Mixes 2022 (CRE International), 2023 Green-e\u00ae Residual Mix Emissions Rates (Domestic), EPA Center for Corporate Climate Leadership (CCCL) Emission Factors for Greenhouse Gas Inventories (2024) - Table 7, U.S. Energy Information Administration Form EIA-1605 (2010), IPCC Sixth Assessment Report (AR6)  **Consolidation approach for emissions:** Operational control  **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query.   \nGRI 305-3  |  Other indirect (Scope 3) GHG emissions  |  **Gross other indirect (Scope 3) GHG emissions in metric tons of CO 2  e: ** 11,004,731 MT CO  2  e  Note that we expanded our Scope 3 reporting categories to include category 15 (investments). 2022 Scope 3 emissions data, available in our [ Climate Change & Greenhouse Gas Emissions ](/priority-topics/climate-change-ghg) issue brief, has been recast to reflect this expansion.  **Gases included in the calculation:** CO  2  , CH  4  , N  2  O  **Biogenic CO 2  emissions in metric tons of CO  2  e: ** 2,138.6 MT CO  2  e  **Other indirect (Scope 3) GHG emissions categories and activities included in the calculation:** 1) Purchased Goods & Services, 2) Capital Goods, 3) Fuel & Energy Related Activities, 4) Upstream Transportation & Distribution, 5) Waste Generated in Operations, 6) Business Travel, 7) Employee Commuting, 11) Use of Sold Products, 13) Downstream Leased Assets, and 15) Investments  **Base year for the calculation:** 2015  **Rationale for choosing the base year:** Consistent with Scope 1 and Scope 2 baseline  **Emissions in the base year:** 16,933,543 MT CO  2  e  **Source of the emission factors and the global warming potential (GWP) rates used:** U.S. EPA Environmentally-Extended Input-Output (USEEIO) emission factor database, v1.2, 2022 (adjusted for inflation to 2023), CDP supplier-specific self-reported emissions factors, IEA CO  2  Emissions from Electricity Generation, OECD/IEA, Paris, 2023 (IEA Fuel Cycle WTT, Adjustment for T&D losses induced emissions), DESNZ/DEFRA Conversion factors for Company Reporting Version 1.1 (2023) (WTT \u2013 Fuels), EPA Center for Corporate Climate Leadership (CCCL) Emission Factors for Greenhouse Gas Inventories (February 2024), 2023 Climate Registry Default Emission Factors (May 2023), USEPA eGRID 2022 (released 1/30/24), 2023 IEA Electricity T&D Losses (2021 Data), IPCC Sixth Assessment Report (AR6)  **Consolidation approach for emissions:** Operational control  **Standards, methodologies, assumptions and/or calculation tools used:** Calculations are based on published criteria, such as emission factors and GWP values. Consumption is generally tracked using inventory management systems and/or other documented estimation methodology (e.g., fleet records, generator runtime, etc.). All reporting is in line with the GHG Protocol and completed with the approach and methodologies applied in previous years, with updates as needed to ensure methodologies remain current. ENGIE Impact\u2019s emission factor library is the primary tool for emissions calculations. Scope 1, 2, and 3 calculations are aggregated using Power Query.   \nGRI 305-4  |  GHG emissions intensity  |  **GHG emissions intensity ratio for the organization:** 14.79 MT CO  2  e/thousand subscribers (Market based)  **Organization-specific metric (the denominator) chosen to calculate the ratio:** Thousand subscribers  **Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2) and/or other indirect (Scope 3):** Scope 1 and market-based Scope 2 gross emissions  **Gases included in the calculation:** CO  2  , CH  4  , N  2  O, HFCs, HCFCs and CFCs   \nGRI 305-5  |  Reduction of GHG emissions  |  **GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO 2  e: ** 176,714 MT CO  2  e  **Gases included in the calculation:** CO  2  , CH  4  , N  2  O, HFCs, HCFCs and CFCs  **Base year or baseline, including the rationale for choosing it:** 2022, to highlight year-over-year annualized reductions.  **Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2) and/or other indirect (Scope 3):** Scope 1 and Scope 2  **Standards, methodologies, assumptions and/or calculation tools used:** Applied eGRID 2022 and IPCC AR6 GWP values to annualized emissions savings from 2023 completed energy reductions activities using non-baseload eGRID emission factors.   \nGRI 305-6  |  Emissions of ozone-depleting substances (ODS)  |  **Production, imports and exports of ODS:** 44,928 MT CO  2  e  **Substances included in the calculation:** R-11, R-12, R-22, R-123, R-134a  **Source of emissions factors used:** United Kingdom Department for Energy Security and Net Zero (DESNZ): Greenhouse gas reporting: conversion factors 2023 (June 2023; see file for advanced users, tab Refrigerant and other).  **Standards, methodologies, assumptions and/or calculation tools used:**\n\n  * U.S. EPA: Greenhouse Gas Inventory Guidance Direct Fugitive Emissions from Refrigeration, Air Conditioning, Fire Suppression, and Industrial Gases (Nov 2014; see Table 3) 2006 IPCC Guidelines for National Greenhouse Gas Inventories \n  * The Climate Registry (TCR): Default Emission Factors (May 2022; see Table 4.1) IPCC, 2019 Refinement to the 2006 IPCC Guidelines for National Greenhouse Gas Inventories (2019), Volume 3: Industrial Processes and Product Use, Table 7.9 \n\n  \nGRI 305-7  |  Nitrogen oxides (NO  x  ), sulfur oxides (SO  x  ), and other significant air emissions  |  AT&T does not disclose this information.   \n  \n##  GRI 405: Diversity and Equal Opportunity\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Inclusion ](/priority-topics/inclusion) issue brief.   \nGRI 405-1  |  Diversity of governance bodies and employees  |  Below is data on the age diversity of our employees. For other employee diversity data and information, see our [ Inclusion ](/priority-topics/inclusion) issue brief.  Percent <30 years old: 13.69%   \nPercent 30\u201350 years old: 53.19%  \nPercent >50 years old: 33.12%  For Board of Directors information, see\ndirector tenure and diversity information in our most recent [ Proxy Statement\n](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-\nreports/annual-reports/2024/2024-notice-of-annual-meeting-of-stockholders-and-\nproxy-statement.pdf) .  \nGRI 405-2  |  Ratio of basic salary and remuneration of women to men  |  AT&T considers this information confidential and does not report this ratio. For information on our commitment to pay equity, see our [ Inclusion ](/priority-topics/inclusion) issue brief.   \n  \n##  GRI 418: Customer Privacy\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of material topics  |  See our [ Privacy ](/priority-topics/privacy) issue brief and the [ AT&T Privacy Center ](https://about.att.com/privacy.html) .   \nGRI 418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  |  We work hard to protect and safeguard the privacy of consumer and employee information. But like all companies, we are faced with attempts to gain unauthorized access to our customers\u2019 or employees\u2019 data. The details associated with any such events are confidential. 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                "url": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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                    "source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
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                "page_content": "##  EU Taxonomy reporting\n\nPart of NFR  Articles 3 and 9 of the Taxonomy Regulation (EU) 2020/852\n(Taxonomy) require Schaeffler AG to disclose turnover, capital expenditure\n(CapEx), and operating expenditure (OpEx) related to environmentally\nsustainable economic activities for the Schaeffler Group. To enable comparison\nof companies, the Taxonomy Regulation prescribes a classification system for\nenvironmentally sustainable activities. Based on the system, the company\u2019s\ninternal economic activities are classified according to their environmental\nsustainability  . The classification system is broken down into six\nenvironmental objectives:\n\n  * Climate change mitigation \n  * Climate change adaptation \n  * Transition to a  circular economy \n  * Pollution prevention and control \n  * Protection and restoration of biodiversity and ecosystems \n  * Sustainable use and protection of water and marine resources \n\nEconomic activities that have the potential to contribute to one of the\nenvironmental objectives are referred to as taxonomy-eligible. Those taxonomy-\neligible activities that are actually environmentally sustainable are referred\nto as taxonomy-aligned. Taxonomy alignment requires fulfillment of the\nfollowing three criteria sets:\n\n  1. Substantial contribution to one of the six environmental objectives \n  2. No significant harm to the other five environmental objectives (Do no significant harm, DNSH) \n  3. Compliance with minimum social and governance requirements (minimum safeguards) \n\nFor the 2023 reporting year, taxonomy eligibility and alignment are to be\nreported for the first two environmental objectives and, for the first time,\ntaxonomy eligibility for the other four environmental objectives. The\nSchaeffler Group refrains from voluntarily reporting on the taxonomy alignment\nof new economic activities in all six environmental objectives.  Part of NFR\n\n###  General assumptions\n\nPart of NFR  As part of the  EU Taxonomy  implementation process, materiality\nthresholds were defined to consider individual economic activities. These were\ndefined in such a way that they have no material influence on the reporting.\n\nTo prevent different economic activities from being counted twice, a gradual\nprocess with the corresponding control procedures was developed. In addition\nto taxonomy eligibility and substantial contribution, specific DNSH criteria\nwere also assessed on an economic activity level by experts. The criteria\noutlined in Appendixes A, B, C, and D relating to Annex I of the Delegated\nRegulation (EU) 2021/2139 as well as the requirements for minimum safeguards\nwere assessed centrally.  Part of NFR\n\n###  DNSH assessment\n\nPart of NFR  The Schaeffler Group fulfills the DNSH criteria of the appendixes\nfor all taxonomy-relevant activities. As prescribed by Appendix A, a robust\nclimate risk and vulnerability assessment was conducted for all relevant\nlocations, during which specific climate risks could be ruled out. All the\nrelevant climate risks were then assessed in detail and addressed as part of\nthe risk management for each of these locations. Based on the criteria\naddressed in the  EMAS  certification, internal guidelines, and the measures\nundertaken to minimize risk, all the relevant locations were evaluated for the\npotential risk of environmental degradation related to water scarcity and\ncompromised water quality as outlined in Appendix B. The results do not reveal\nsignificant harm as specified in Appendix B. The taxonomy-relevant activities\nfulfill the requirements outlined in Appendix C, thus there is no significant\nharm as specified in Appendix C. For Appendix D, it has been determined that\nnone of the relevant locations are situated in or near biodiversity-sensitive\nareas, with local regulations being verified as part of the existing  EMAS\nvalidation. A limit of 500 meters was defined for this purpose. The other DNSH\ncriteria were assessed on the basis of the economic activity.  Part of NFR\n\n###  Assessment of minimum safeguards\n\nPart of NFR  The assessment of minimum safeguards focused on human rights,\nanti-corruption, fair competition, and taxation with reference to the\nrecommendations made by the Platform on Sustainable Finance, and examined the\nrelevant elements of the value chain, including direct and indirect suppliers,\nown operations, customers, and other business partners.\n\nThe Schaeffler Group is guided by the six-step due diligence process\nrecommended by the  OECD  Guidelines for Multinational Enterprises, which are\nalso in line with the UN Guiding Principles on Business and Human Rights. The\nsix steps include:\n\n  1. Embed responsible business conduct (RBC) into policies and management systems \n  2. Identify and assess actual and potential adverse impacts associated with the enterprise\u2019s operations, products, or services \n  3. Cease, prevent, and mitigate adverse impacts \n  4. Track implementation and results \n  5. Communicate how impacts are addressed \n  6. Provide for or cooperate in remediation when appropriate \n\nThese six steps are covered by the  compliance management systems  in\naccordance with  IDW AsS 980  .\n\nThe requirements for minimum safeguards are communicated both internally and\nto all business partners, including direct and indirect suppliers, by way of\npublicly available documents such as the Schaeffler  Code of Conduct  and the\nSchaeffler Group Corporate  Supplier Code of Conduct  . Additional measures\nthat build on these requirements such as risk analyses and preventive and\ncontrol measures are carried out regularly. Potential violations in any of the\nareas can be reported through the Schaeffler Group\u2019s whistleblowing system.\n\nThe Board of Managing Directors of Schaeffler AG has also introduced a Tax\ncompliance management system  (Tax  CMS  ) based on loss prevention and risk\ncontrol, which is designed to ensure compliance with tax requirements\nthroughout the company and conforms with the Schaeffler Group\u2019s governance\nmodel. In 2020, an independent auditing company confirmed the appropriateness\nand implementation of the Tax  CMS  of Schaeffler AG and its domestic\ncompanies, the majority of whose interests are held directly or indirectly by\nSchaeffler AG. The audit was carried out in accordance with the  IDW AsS 980\nstandard for auditing  compliance management systems  as well as the IDW\nPractice Statement 1/2016: \u201cDesign of and Assurance Engagements Relating to\nTax  compliance management systems  in Accordance with IDW PS 980\u201d. An audit\nof the effectiveness of the Tax  CMS  was launched in accordance with  IDW AsS\n980  in the reporting year, with results expected in 2024.\n\nThe Schaeffler Group did not have any convictions in any of these four areas\nin the reporting year, which indicates that the existing management systems\nare effective.\n\nThe assessment of the DNSH and minimum safeguards requirements outside Europe\ndoes not differ from the assessment within Europe.  Part of NFR\n\n[ More information on the topic of human rights.\n](/2023/social/responsibility-in-society-and-the-supply-chain)  \n[ More information on the topic of compliance, including anti-corruption and\nfair competition. ](/2023/governance/business-integrity)\n\n###  Economic activity assessment\n\nPart of NFR  The Schaeffler Group\u2019s cross-divisional, interdisciplinary\nproject team identified several relevant economic activities. According to the\nSchaeffler Group, these are largely connected to the objective of climate\nchange mitigation, which is why the assessment was conducted with a particular\nfocus on this environmental objective, even if these economic activities are\nalso associated with other environmental objectives.\n\nThe assessment of the Schaeffler Group\u2019s business activities revealed that\nonly wind and hydrogen activities are relevant. Due to these new economic\nactivities, areas of the  Automotive Technologies  and  Automotive Aftermarket\ndivisions as well as the rail, two-wheeler, and aerospace sector clusters are\nconsidered for taxonomy reporting for the first time.\n\nThe Schaeffler Group is doing its part to expand the use of renewable energies\nby manufacturing components for wind power. All wind business is therefore\ntaxonomy-eligible for all three key performance indicators (KPIs) under **3.1\nManufacture of renewable** **energy technologies** and also fulfills the\nsubstantial contribution criteria as well as the DNSH criteria for  circular\neconomy  , which also makes it taxonomy-aligned.\n\nRelated to economic activity **3.2 Manufacture of equipment for the production\nand use of hydrogen** , the Schaeffler Group pursues two different business\nactivities: stack solutions and services for electrolyzers to produce hydrogen\nas well as components for fuel cell vehicles, i.e., for use of hydrogen. The\nSchaeffler Group has refrained from disclosing a CapEx plan and therefore from\nreporting under 3.2.\n\nThe economic activity **3.18 Manufacture of automotive and mobility\ncomponents** includes both automotive and two-wheeler activities. The\ndescription of the economic activity from which taxonomy eligibility is\nderived is interpreted in such a way that the technical evaluation criteria\nare also to be applied to it. The activities identified as taxonomy-eligible\ntake into account the components contained in the list provided in the\nDelegated Regulation (EU) 2023/2485 from June 27, 2023. This also encompasses\nchassis parts used exclusively in electric vehicles as well as parts for\nemission-free two-wheelers. These activities also fulfill the specific DNSH\ncriteria for circularity and pollution prevention and control.\n\nThe description of the economic activity **3.19 Manufacture of rail**\n**rolling stock constituents** is also interpreted in such a way that the\ntechnical evaluation criteria are to be applied to taxonomy eligibility. All\nnon-diesel rail activities (including bimode vehicles) fulfill the specific\nDNSH criteria for circularity and pollution prevention and control and are\ntherefore taxonomy-eligible.\n\nThe Schaeffler Group also produces components that fulfill the criteria for\ntaxonomy eligibility in the economic activity **3.21 Manufacturing of\naircraft** .\n\nMaterial CapEx was also identified in the company\u2019s internal infrastructure in\nconnection with the vehicle fleet, buildings, renewable energies, and IT.\n\nIn accordance with the taxonomy regulation, additions to the vehicle fleet\nwere evaluated as CapEx associated with economic activity **6.5 Transport by\nmotorbikes, passenger cars, and light commercial vehicles** . It was possible\nto evaluate the substantial contribution criteria, but due to data\navailability, not all the requirements outlined in DNSH could be evaluated. As\na result, only taxonomy eligibility can be reported.\n\nReal estate-related investments in the reporting year mainly fall into **7.2\nRenovation of existing buildings** and **7.7 Acquisition and ownership of\nbuildings** . CapEx associated with 7.7 almost exclusively relates to the\nconstruction of new buildings for the company\u2019s own use and real estate-\nrelated leases. The taxonomy alignment of each individual construction project\nwith a CapEx above EUR 250,000 was assessed by comparing the building features\nto the technical evaluation criteria cited in sector 7. Due to the scope of\nsubstantial contribution criteria and specific DNSH criteria, only a part of\nthese activities is classified as taxonomy-aligned.\n\nInvestments in energy efficiency measures for lighting and for ventilation and\nair conditioning systems were allocated to the economic activity **7.3\nInstallation, maintenance and repair of energy efficiency equipment** .\nTaxonomy alignment is only verified for these inside Europe, as the technical\nevaluation criteria are based on European regulations.\n\nTo expand use of renewable energies, investments were made in photovoltaic\nprojects, which are to be classified under economic activity **7.6\nInstallation, maintenance and repair of renewable energy technologies** .\nThese investments are entirely taxonomy-\u00adaligned.\n\nBecause the amount of OpEx spent on the economic activities described in the\nDelegated Regulation (EU) 2022/1214 \u2013 in this case, the maintenance of\ncombined heat and power plants \u2013 is insignificant, reporting according to\nAppendix XII of the Delegated Regulation (EU) 2021/2178 does not apply.\n\n###  2023 Taxonomy key indicators  \nin percentage\n\n|  Taxonomy-  \naligned  |  Taxonomy-    \neligible but  \nnot aligned  |  Taxonomy-    \neligible  |  Taxonomy-    \nnon-  \neligible  \n---|---|---|---|---  \nTurnover  |  3.8  |  5.7  |  9.5  |  90.5   \nCapEx  |  12.9  |  24.6  |  37.5  |  62.5   \nOpEx  |  2.3  |  17.2  |  19.6  |  80.4   \n  \nThe share of the Schaeffler Group\u2019s taxonomy-eligible **turnover** is 9.5 %\nand falls within both Automotive divisions (  ATECH  & AAM  ), as well as the\nIndustrial  division\u2019s wind, rail, aerospace, and two-wheeler sector clusters.\nTaxonomy-eligible turnover can be allocated to the economic activities **3.1\nManufacture of renewable energy technologies** , **3.18 Manufacture of\nautomotive and mobility components** , **3.19 Manufacture of rail rolling\nstock constituents** , and **3.21 Manufacturing of aircraft** . Material\ndifferences to the prior year are the result of the new economic activities\nassociated with the environmental objective climate change mitigation.\nCalculation is based on allocating turnover to relevant customers. The share\nof the Schaeffler Group\u2019s taxonomy-aligned turnover is 3.8 %. The deviation\nfrom taxonomy eligibility is due to the fact that taxonomy alignment does not\nneed to be reported for the new economic activities in the first reporting\nyear. For the company\u2019s wind business, the drop in the turnover KPI compared\nto the prior year is the result of the weak market environment, especially in\nChina. The basis for these relative disclosures is the key figure revenue from\nthe Group\u2019s consolidated statement of income for the 2023 reporting year. All\nof the Schaeffler Group\u2019s turnover are income from contracts with customers.\n\nThe share of the Schaeffler Group\u2019s taxonomy-eligible **CapEx** is 37.5 % and\nincludes investment associated with the core business activities automotive,\nwind, rail, aerospace, and two-wheelers as well as investments in the areas of\nreal estate, renewable energies, vehicle fleet, and IT. Material differences\nto the prior year are the result of the new economic activities. Deviations\nfrom the prior year are the result of increased investment in renewable energy\nlocally (economic activity 7.6) as well as more construction of new buildings\nand fewer renovations. The prior year also saw higher investment in the\neconomic activity **8.1 Data processing, hosting, and related activities** ,\nwhich was immaterial in 2023, and a single investment under economic activity\n**4.1 Electricity generations using solar photovoltaic technology** . The\nshare of the Schaeffler Group\u2019s taxonomy-aligned CapEx is 12.9 %. This\ndifference is the result of the fact that the technical evaluation criteria\nwere not fully met for the vehicle fleet and buildings and is due to the fact\nthat taxonomy alignment does not need to be reported for the new economic\nactivities in the first reporting year. CapEx KPIs are calculated on the basis\nof evaluation of individual investments by experts. The basis for the relative\ndisclosures is the sum of the key figures \u201cadditions to intangible assets\u201d,\n\u201cadditions to rights of use from leases\u201d, and \u201cadditions to property, plant\nand equipment\u201d as of December 31, 2023, applying the definition from the  EU\nTaxonomy  Regulation. The total scope of taxonomy-aligned CapEx is the result\nof additions associated with property, plant and equipment, none of which fall\nwithin CapEx category B or are the result of company mergers.\n\nThe share of taxonomy-eligible **OpEx** is 19.6 % and is associated with\nautomotive, wind, rail, aerospace, and two-wheeler activities. Material\ndifferences to the prior year are the result of the new economic activities.\nThe share of the Schaeffler Group\u2019s taxonomy-aligned OpEx is 2.3 %. The\ndeviation from taxonomy eligibility is due to the fact that taxonomy alignment\ndoes not need to be reported for the new economic activities in the first\nreporting year. OpEx KPIs are calculated on the basis of evaluation of\nindividual projects by experts as well as an allocation model for projects\ndirectly associated with taxonomy-relevant turnover based on turnover KPIs.\nThe reduction in taxonomy-aligned OpEx KPIs compared to the prior year is also\nthe result of the allocation model and the drop in wind business. The basis\nfor these relative disclosures, applying the definition from the  EU Taxonomy\nRegulation, is the \u201cresearch and development costs\u201d from the Group\u2019s\nconsolidated statement of income for the 2023 reporting year plus the\nmaintenance costs associated with the Schaeffler Group\u2019s production plants,\nincluding the costs associated with daily maintenance of property, plant and\nequipment, less the non-relevant costs contained therein.\n\nThe scope of taxonomy-aligned OpEx under economic activity 3.1 is EUR 16\nmillion in research and development expenses and EUR 11 million of expenditure\nfor maintenance and repair. None of the taxonomy-aligned OpEx falls under the\ncategories of building renovation measures, short-term lease, or any other\ndirect expenditure relating to the day-to-day servicing of assessts of\nproperty, plant and equipment, or is connected to CapEx plans.\n\n###  Quantitative breakdown of the CapEx numerator  \nin \u20ac millions\n\n|  **CCM** ** 1)  **  \n**3.1** |  CCM    \n7.6  |  CCM    \n7.7  |  **Total**  \n---|---|---|---|---  \nAdditions to property, plant and equipment  2)  |  28  |  10  |  91  |  129   \n**CapEx taxonomy-aligned, total** |  **28** |  **10** |  **91** |  **129**  \nOf which resulting from business combination  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \nOf which expenses incurred in conjunction with taxonomy-aligned economic activities  |  28  |  10  |  91  |  129   \nOf which expenses incurred within the framework of a CapEx plan  2)  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \n  \n  1. **CCM** Climate change mitigation \n  2. None of the taxonomy-aligned CapEx is associated with intangible assets, investment properties, or capitalized right-of-use assets. \n\nPart of NFR\n\n###  Part of NFR  Turnover\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **Turnover**   \n**in \u20ac millions** |  |  **Proportion of turnover**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) turnover, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-**   \n**tional**  \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies  |  |  CCM 3.1  |  |  624  |  |  3.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nTurnover of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  |  |   \nOf which enabling  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2  Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components  |  |  CCM 3.18  |  |  430  |  |  2.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents  |  |  CCM 3.19  |  |  239  |  |  1.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \n  \nManufacturing of aircraft  |  |  CCM 3.21  |  |  257  |  |  1.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTurnover of taxonomy-eligible but not environmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  926  |  |  5.7 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. Turnover of taxonomy-eligible activities (A1+A2)  |  |  |  |  1,551  |  |  9.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  4.9 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nTurnover of Taxonomy-non-eligible activities  |  |  |  |  14,762  |  |  90.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **16,313** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  CapEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **CapEx**   \n**in \u20ac millions** |  |  **Proportion of CapEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) CapEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. CapEx of environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable energy technologies (CapEx A)  |  |  CCM 3.1  |  |  28  |  |  2.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  2.6 %  |  |  E  |  |   \nInstallation, maintenance and repair  \nof energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  1  |  |  0.1 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  n. a.  |  |  E  |  |   \nInstallation, maintenance and repair  \nof renewable energy technologies (CapEx C)  |  |  CCM 7.6  |  |  10  |  |  1.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  0.7 %  |  |  E  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  91  |  |  9.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  7.5 %  7)  |  |  |  |   \nCapEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  130  |  |  12.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  10.8 %  |  |  |  |   \nOf which enabling  |  |  |  |  39  |  |  3.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.3 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (CapEx A)  |  |  CCM 3.18  |  |  114  |  |  11.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents (CapEx A)  |  |  CCM 3.19  |  |  8  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacturing of aircraft (CapEx A)  |  |  CCM 3.21  |  |  11  |  |  1.1 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTransport by motorbikes, passenger cars and light commercial vehicles (CapEx A)  |  |  CCM 6.5  |  |  34  |  |  3.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  2.3 %  |  |  |  |   \nRenovation of existing buildings (CapEx A)  |  |  CCM 7.2/ CE 3.2  |  |  12  |  |  1.2 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.6 %  |  |  |  |   \nInstallation, maintenance and repair of energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  5  |  |  0.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  63  |  |  6.3 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  10.1 %  |  |  |  |   \nCapEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  248  |  |  24.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  16.0 %  |  |  |  |   \nA.  CapEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  377  |  |  37.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  26.8 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nCapEx of Taxonomy-non-eligible activities  |  |  |  |  629  |  |  62.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,006** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n  7. Adjusted by 1.3 % due to revaluation. As assets under construction result in additions to property construction phase over several years, the valuation must be carried out several times, which must be carried out several times, which can lead to changes in prior estimates. \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  OpEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **OpEx**   \n**in \u20ac millions** |  |  **Proportion of OpEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) OpEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies (OpEx A)  |  |  CCM 3.1  |  |  27  |  |  2.3 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOpEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  |  |   \nOf which enabling  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (OpEx A)  |  |  CCM 3.18  |  |  179  |  |  15.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock constituents (OpEx A)  |  |  CCM 3.19  |  |  10  |  |  0.9 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of aircraft (OpEx A)  |  |  CCM 3.21  |  |  9  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nOpEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  197  |  |  17.2 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. OpEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  224  |  |  19.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.0 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nOpEx of taxonomy-non-eligible activities  |  |  |  |  920  |  |  80.4 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,144** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but taxonomy-aligned activity with the relevant\nenvironmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  Reporting the scope of taxonomy eligibility and alignment in\naccordance with environmental objective  \nin percentage\n\n|  Proportion of turnover/total turnover  |  Proportion of CapEx/total CapEx  |  Proportion of OpEx/total OpEx   \n---|---|---|---  \n|  **Aligned per**  \n**objective** |  **Eligible per**   \n**objective** |  **Aligned per objective** |  **Eligible per objective** |  **Aligned per objective** |  **Eligible per objective**  \nCCM  |  3.8  |  9.5  |  12.9  |  37.5  |  2.3  |  19.6   \nCCA  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nWTR  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nCE  |  0.0  |  0.0  |  0.0  |  1.2  |  0.0  |  0.0   \nPPC  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nBIO  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \n  \n**CCM** Climate change mitigation  \n**CCA** Climate change adaptation  \n**WTR** Water and marine resources  \n**CE** Circular economy  \n**PPC** Pollution prevention and control  \n**BIO** Biodiversity and ecosystems  Part of NFR\n\n[ Previous page  About the report  ](/2023/data-and-other-information/about-\nthe-report)\n\n[ Next page  Key figures on sustainability  ](/2023/data-and-other-\ninformation/key-figures-on-sustainability)\n\nRelated links\n\n[ Green products ](/2023/environment/green-products)\n\n  * [ Downloads  ](/2023/service-links/downloads)\n  * ####  Share \n\n    * [ Twitter  ](http://twitter.com/share?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ Facebook  ](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ LinkedIn  ](http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n\nSchaeffler Group\n\n  * [ Corporate Website ](https://www.schaeffler.com/en/)\n  * [ Sustainability at Schaeffler ](https://www.schaeffler.com/en/group/sustainability/)\n  * [ Annual Report 2023 (PDF) ](https://www.schaeffler.com/remotemedien/media/_shared_media_rwd/08_investor_relations/reports/2023_ar/2023_schaeffler_annual_report_en_1zsxf4.pdf)\n  * [ Schaeffler tomorrow ](https://schaeffler-tomorrow.de/en)\n\nService links\n\n  * [ Downloads ](/2023/service-links/downloads)\n  * [ GRI index ](/2023/data-and-other-information/gri-index)\n  * [ NFR index ](/2023/data-and-other-information/nfr-index)\n\nDo you have any questions?\n\nPlease contact us and we will get in touch with you as soon as possible.\n\n[ Contact us ](https://www.schaeffler.com/en/investor-relations/ir-contact/)\n\n\u00a9 Schaeffler AG  | [ Glossary ](/2023/glossary) [ Imprint ](/2023/imprint) [ Cookie Policy ](/2023/cookie-policy) [ Privacy ](/2023/privacy) [ Terms of Use ](/2023/terms-of-use)\n\n[ ](https://www.linkedin.com/company/schaeffler) [\n](https://www.facebook.com/schaefflergroup) [\n](https://www.instagram.com/schaefflergroup/) [\n](https://www.twitter.com/schaefflergroup) [\n](https://www.youtube.com/Schaeffler)\n\nzum Seitenanfang\n\n",
                "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
            },
            "reason": "This is part of Schaeffler's official sustainability report, specifically addressing EU taxonomy reporting. It is a primary source of information about their sustainability efforts and alignment with EU regulations.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Part of Schaeffler's official sustainability report.",
            "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
        },
        {
            "content": {
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                    "origin": "public",
                    "resource_location": "web",
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                    "source": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
                },
                "page_content": "Skip to main content\n\n#  Fighting Against Forced Labour and Child Labour in Supply Chains Act  \nAnnual Report\n\nQuestionnaire\n\nIdentifying information\n\nQuestions marked with an asterisk (*) are mandatory.\n\n1\\. *This report is for which of the following?\n\n  * Entity: Corporation \n\n2\\. *Legal name of reporting entity or government institution:\n\n  * Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e \n\n3\\. *Financial reporting year:\n\n  * December 31, 2023 \n\n4\\. *Is this a revised version of a report already submitted this reporting\nyear?\n\n  * No \n\n4.1 *If yes, identify the date the original report was submitted.\n\n  * N/A \n\n4.2 *Describe the changes made to the original report, including by listing\nthe questions or sections that were revised (1,500 character limit).\n\n  * N/A \n\n5\\. For entities only: Business number(s):\n\n  * 867 320 095 \n\n6\\. For entities only: *Is this a joint report?\n\n  * Yes \n\n6.1 *If yes, identify the legal name of each entity covered by this report.\n\n  * Natural Bakery Inc. \n\n6.2 Identify the business number(s) of each entity covered by this report (if\napplicable).\n\n  * 103 838 819 \n\n7\\. For entities only: *Is the entity also subject to reporting requirements\nunder supply chain legislation in another jurisdiction?\n\n  * No \n\n7.1 *If yes, indicate the applicable law(s). Select all that apply.\n\n  * N/A \n\n8\\. For entities only: *Which of the following categorizations applies to the\nentity? Select all that apply.\n\n  * Canadian business presence (select all that apply): \n    * \u2713 Has a place of business in Canada \n    * \u2713 Does business in Canada \n    * \u2713 Has assets in Canada \n\n  * Meets size-related thresholds (select all that apply): \n    * \u2713 Has at least $20 million in assets for at least one of its two most recent financial years \n    * \u2713 Has generated at least $40 million in revenue for at least one of its two most recent financial years \n    * \u2713 Employs an average of at least 250 employees for at least one of its two most recent financial years \n\n9\\. For entities only: *Which of the following sectors or industries does the\nentity operate in? Select all that apply. (Required)\n\n  * Manufacturing \n  * Wholesale trade \n  * Distributor \n\n10\\. For entities only: *In which country is the entity headquartered or\nprincipally located?\n\n  * Canada \n\n10.1 If in Canada: *In which province or territory is the entity headquartered\nor principally located?\n\n  * Ontario (for Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e) \n  * Manitoba (for Natural Bakery Inc.) \n\n11\\. For government institutions only: *Is this a report for a federal Crown\ncorporation or a subsidiary of a federal Crown corporation? (Required)\n\n  * N/A \n\n11.1 *If yes, which of the following sectors or industries does the Crown\ncorporation or subsidiary operate in? Select all that apply. (Required)\n\n  * N/A \n\n11.2 *If yes, in which province or territory is the Crown corporation or\nsubsidiary headquartered or principally located? (Required)\n\n  * N/A \n\n* * *\n\nAnnual Report\n\nReporting for entities\n\n1\\. *What steps has the entity taken in the previous financial year to prevent\nand reduce the risk that forced labour or child labour is used at any step of\nthe production of goods in Canada or elsewhere by the entity or of goods\nimported into Canada by the entity? Select all that apply. (Required)\n\n  * Conducting an internal assessment of risks of forced labour and/or child labour in the organization's activities and supply chains \n  * Developing and implementing an action plan for addressing forced labour and/or child labour \n  * Gathering information on worker recruitment and maintaining internal controls to ensure that all workers are recruited voluntarily \n  * Addressing practices in the organization's activities and supply chains that increase the risk of forced labour and/or child labour \n  * Developing and implementing due diligence policies and processes for identifying, addressing and prohibiting the use of forced labour and/or child labour in the organization's activities and supply chains \n  * Developing and implementing child protection policies and processes \n  * Developing and implementing anti-forced labour and/or -child labour contractual clauses \n  * Developing and implementing anti-forced labour and/or -child labour standards, codes of conduct and/or compliance checklists \n  * Monitoring suppliers \n  * Enacting measures to provide for, or cooperate in, remediation of forced labour and/or child labour \n  * Developing and implementing grievance mechanisms \n  * Engaging with supply chain partners on the issue of addressing forced labour and/or child labour \n\n2\\. Please provide additional information describing the steps taken (if\napplicable) (1,500-character limit).\n\n  * N/A \n\n3\\. *Which of the following accurately describes the entity's structure?\n(Required)\n\n  * Corporation \n\n4\\. *Which of the following accurately describes the entity's activities?\nSelect all that apply. (Required)\n\n  * Producing goods (including manufacturing, extracting, growing and processing) \n    * in Canada \n\n  * Selling goods \n    * in Canada \n    * outside Canada** \n\n  * Distributing goods \n    * in Canada \n\n  * Importing into Canada goods produced outside Canada \n  * Controlling an entity engaged in producing, selling or distributing goods in Canada, or importing into Canada goods produced outside Canada \n\n5\\. Please provide additional information on the entity's structure,\nactivities and supply chains (1,500-character limit).\n\n  * **Sell goods to customers based outside Canada. \n\n6\\. *Does the entity currently have policies and due diligence processes in\nplace related to forced labour and/or child labour?\n\n  * Yes \n\n6.1 *If yes, which of the following elements of the due diligence process has\nthe entity implemented in relation to forced labour and/or child labour?\nSelect all that apply.\n\n  * Embedding responsible business conduct into policies and management systems \n  * Tracking implementation and results \n  * Providing for or cooperating in remediation when appropriate \n\n7\\. Please provide additional information on the entity's policies and due\ndiligence processes in relation to forced labour and child labour (if\napplicable) (1,500-character limit).\n\nN/A\n\n8\\. *Has the entity identified parts of its activities and supply chains that\ncarry a risk of forced labour or child labour being used? (Required)\n\n  * Yes, we have started the process of identifying risks, but there are still gaps in our assessments. \n\n8.1 *If yes, has the entity identified forced labour or child labour risks\nrelated to any of the following aspects of its activities and supply chains?\nSelect all that apply. (Required)\n\n  * The types of products it sources \n  * The raw materials or commodities used in its supply chains \n  * Tier one (direct) suppliers \n  * Tier two suppliers \n  * The use of forced labour \n  * The use of child labour \n\n9\\. *Has the entity identified forced labour or child labour risks in its\nactivities and supply chains related to any of the following sectors and\nindustries? Select all that apply. (Required)\n\n  * Agriculture, forestry, fishing and hunting \n\n10\\. Please provide additional information on the parts of the entity's\nactivities and supply chains that carry a risk of forced labour or child\nlabour being used, as well as the steps that the entity has taken to assess\nand manage that risk (if applicable) (1,500-character limit).\n\n  * N/A \n\n11\\. *Has the entity taken any measures to remediate any forced labour or\nchild labour in its activities and supply chains? (Required)\n\n  * Yes, we have taken remediation measures and will continue to identify and address any gaps in our response. \n\n11.1 *If yes, which remediation measures has the entity taken? Select all that\napply. (Required)\n\n  * Actions to prevent forced labour or child labour and associated harms from reoccurring \n  * Grievance mechanisms \n\n12\\. Please provide additional information on any measures the entity has\ntaken to remediate any forced labour or child labour (if applicable)\n(1,500-character limit).\n\nAt a global level, we have identified social risks in our supply chain\nalthough not with direct suppliers. We are working with suppliers on\ntransformation projects to move the industry forward.\n\n13\\. *Has the entity taken any measures to remediate the loss of income to the\nmost vulnerable families that results from any measure taken to eliminate the\nuse of forced labour or child labour in its activities and supply chains?\n\n  * Not applicable, we have not identified any loss of income to vulnerable families resulting from measures taken to eliminate the use of forced labour or child labour in our activities and supply chains. \n\n14\\. Please provide additional information on any measures the entity has\ntaken to remediate the loss of income to the most vulnerable families that\nresults from any measure taken to eliminate the use of forced labour or child\nlabour in its activities and supply chains (if applicable) (1,500-character\nlimit).\n\n  * N/A \n\n15\\. *Does the entity currently provide training to employees on forced labour\nand/or child labour? (Required)\n\n  * Yes \n\n15.1 *If yes, is the training mandatory? (Required)\n\n  * Yes, the training is mandatory for some employees. *** \n\n16\\. Please provide additional information on the training the entity provides\nto employees on forced labour and child labour (if applicable).\n(1,500-character limit).\n\n  * *** Training is mandatory for salaried employees. \n\n17\\. *Does the entity currently have policies and procedures in place to\nassess its effectiveness in ensuring that forced labour and child labour are\nnot being used in its activities and supply chains? (Required)\n\n  * Yes \n\n17.1 *If yes, what method does the entity use to assess its effectiveness?\nSelect all that apply. (Required)\n\n  * Setting up a regular review or audit of the organization's policies and procedures related to forced labour and child labour \n\n18\\. Please provide additional information on how the entity assesses its\neffectiveness in ensuring that forced labour and child labour are not being\nused in its activities and supply chains (if applicable). (1,500-character\nlimit).\n\n  * Through our supplier engagement in key raw materials like palm, cocoa and sugar, we identify action plans to mitigate risk of human rights issues. We understand that these issues can arise further down our supply chain (tier 2 and further), so it is important to us to ensure that our suppliers are aware of the risks and are working to eliminate them in their supply chain. As well, we have a grievance mechanism that we leverage to address social and environmental issues in our supply chain, including forced labour. \n\n_May 30, 2024_\n\n[ ](/)\n\n  * [ About Us ](/about-us)\n  * [ Careers ](/careers)\n  * [ News Centre ](/news-centre)\n  * [ Sustainability ](/sustainability)\n  * [ Business Opportunities ](/business-opportunities)\n  * [ Contact Us ](/contact-us)\n  * [ Awards Archive ](/awards-archive)\n  * [ Consumer Alerts ](/consumer-alerts)\n\n  * [ Fran\u00e7ais ](/fr/node/2317) [ __ ](https://www.facebook.com/BimboCanadaBC/)\n  * [ __ ](https://www.linkedin.com/company/bimbo-canada/)\n\n  * [ Terms of Use ](/terms-use)\n  * [ Privacy Statement ](/privacy-policy)\n  * [ Do Not Sell or Share My Personal Information ](/privacy-preferences)\n  * [ Forced Labour in Canadian Supply Chains ](/forced-labour-canadian-supply-chains)\n  * [ Accessibility ](/sites/default/files/2022-03/Accessibility-Statement-and-Multi-Year-Plan-Bimbo-Canada-EN_ADA-Remediated-2.pdf)\n  * [ Sitemap ](/sitemap)\n\n[ A proud member of Grupo Bimbo  ](https://www.grupobimbo.com/en)\n\n\u00a9 2025 BIMBO CANADA. ALL RIGHTS RESERVED.\n\n",
                "url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
            },
            "reason": "This is an official statement from Bimbo Canada regarding forced labor in Canadian supply chains, making it a highly reliable primary source.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Official statement from Bimbo Canada regarding forced labor in Canadian supply chains.",
            "url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
        },
        {
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.onetrust.com/products/third-party-due-diligence/"
                },
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Run compliance checks against adverse media, sanctions\nlists, and other sources like PEP lists, anti-slavery, bribery and corruption,\nand more. Identify and provide coverage for third parties that pose a higher\nrisk, be it financial, reputational or regulatory, with Enhanced Due Diligence\nreports.\n\n###\n\nKeep third parties across your supply chain in a centralized directory that\u2019s\nprioritized by automated risk tiering. Easily access details from internal and\nexternal sources.\n\n###\n\nOut-of-the-box risk assessment templates and risk scoring options enable you\nto track and prioritize risks, implement appropriate treatment plans and\ncollaborate on remediation activities to meet regulatory and code of conduct\nstandards.\n\n###\n\nUtilize data intelligence feeds and alerts to understand changes in a third\nparty\u2019s risk over time. Trigger workflows, reminders, or reassessments based\non your preferences. Access and share audit-ready reports to demonstrate your\nrisk management program performance.\n\n* * *\n\nTHIRD-PARTY RISK\n\nFebruary 27, 2025  __ 6 min read\n\n####  Why privacy and third-party risk teams need to work together\n\nSharing information and resources across organizational silos is mutually\nbeneficial for teams with the common goal of mitigating data privacy risk\n\n[ __ Read more  __ ](/blog/why-privacy-and-third-party-risk-teams-need-to-\nwork-together/)\n\n* * *\n\n##  Demonstrate internal and third-party ethics and compliance\n\nWe're here to support you in implementing third-party risk management,\ncomplying with applicable global regulations, and building a culture of trust.\n\n###  FCPA\n\n###\n\nExercise internal and third-party due diligence to achieve and maintain\nForeign Corrupt Practices Act (FCPA) compliance.\n\n###  UK Bribery Act\n\n###\n\nMitigate third-party corruption risks to ensure UK Bribery Act compliance.\n\n###  Sapin II\n\n###\n\nDevelop a comprehensive framework for anti-corruption measures, inclusive of\nthird parties, to meet Sapin II compliance requirements.\n\n###  LkSG\n\n###\n\nEstablish a centralized third-party due diligence program aligned to the\nGerman Supply Chain Due Diligence Act (LkSG) risk management and reporting\nrequirements.\n\n* * *\n\n##  Related products\n\n###  Ethics Program Management\n\n###\n\nMaintain a code of ethics and an environment where empowered employees thrive.\n\n[ Learn more  __ ](/products/ethics-program-management/)\n\n###  SpeakUp Trustline\n\n###\n\nEmbed speak up culture into your code of conduct, drive scalable and audit-\nready case management, and comply with global regulations.\n\n[ Learn more  __ ](/products/speak-up-trustline/)\n\n###  Privacy Operations\n\n###\n\nStreamline compliance with data privacy laws and minimize privacy risk by\noperationalizing your data privacy program.\n\n[ Learn more  __ ](/products/privacy-operations/)\n\n* * *\n\n##  Ready to get started?\n\n###  Request a demo today to see how OneTrust can accelerate your third-party\nmanagement program.\n\n[ __ Contact sales  __ ](/forms/get-started/)\n\n* * *\n\n* * *\n\n###  Top Searches\n\n  * [ Trust Center  ](/trust/)\n  * [ Consent & Preferences  ](/solutions/consent-and-preferences/)\n  * [ Third-Party Management  ](/solutions/third-party-management/)\n  * [ AI Governance  ](/products/ai-governance/)\n\n###  Resources\n\n  * [ The ultimate consent strategy to maximize customer opt-ins in 2025  ](/resources/the-ultimate-consent-strategy-to-maximize-customer-opt-ins-in-2025-webinar/)\n  * [ Laying the foundation for effective third-party risk management  ](/resources/laying-the-foundation-for-effective-third-party-risk-management-webinar/)\n  * [ Navigating AI in business functions: Risk, responsibility & compliance  ](/resources/navigating-ai-in-business-functions-risk-responsibility-and-compliance-webinar/)\n\n###  Platform\n\n  * [ Platform  ](/platform/)\n  * [ Pricing and Packaging  ](/pricing/)\n  * [ OneTrust Integrations: The Future of Privacy Management  ](/integrations/)\n\n###  Company\n\n  * [ About Us  ](/about-us/)\n  * [ OneTrust Global Offices  ](/about-us/all-locations/)\n  * [ Careers  ](/careers/)\n  * [ Newsroom  ](/news/)\n  * [ Legal and Compliance Information  ](/about-us/legal/)\n\n###  Latest News\n\n  * [ Corporate Compliance Insights | OneTrust adds AI-powered copilot to DataGuidance  ](https://www.corporatecomplianceinsights.com/onetrust-update-ai/)\n  * [ OneTrust recognized as leader in Snowflake\u2019s Modern Marketing Data Stack report  ](/news/onetrust-recognized-as-leader-in-snowflakes-modern-marketing-data-stack-report/)\n  * [ OneTrust transitions its Convercent Ethics and Compliance Solution to EQS Group  ](/news/onetrust-transitions-ethics-compliance/)\n\n###  Contact Us\n\n  * [ Contact Us  ](/forms/contact-us/)\n  * [ Request Demo  ](/forms/demo/)\n\n* * *\n\n* * *\n\n* * *\n\n##  Privacy Matters\n\n####  Our privacy center makes it easy to see how  \nwe collect and use your information.\n\n* * *\n\n###  Your privacy\n\nWhen we collect your personal information, we always inform you of your rights\nand make it easy for you to exercise them. Where possible, we also let you\nmanage your preferences about how much information you choose to share with\nus, or our partners.\n\n\u00a9 { {CURRENT_DATE}} OneTrust, LLC. All Rights Reserved.\n\nOn-demand webinar coming soon...\n\n###  Our policies\n\n  * [ Privacy Overview  ](/privacy/)\n  * [ Privacy Notice  ](/privacy-notice/)\n  * [ Cookie Notice  ](/cookie-policy/)\n  * [ Trust Center  ](/trust/)\n\n###  Your rights\n\n  * [ Exercise Your Rights  ](https://privacyportal-cdn.onetrust.com/dsarwebform/37bcc497-a196-48f1-a08b-e897b5a77859/08a01c64-41fd-4b4e-9d42-cde44371a422.html)\n  * [ Manage Your Communication Preferences  ](/privacy/preferences/)\n\n",
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                },
                "page_content": "Skip to main content\n\nAn official website of the United States government\n\n**The .gov means it\u2019s official.**  \nFederal government websites often end in .gov or .mil. Before sharing\nsensitive information, make sure you\u2019re on a federal government site.\n\n**The site is secure.**  \nThe **https://** ensures that you are connecting to the official website and\nthat any information you provide is encrypted and transmitted securely.\n\n_[ ](/ \"Home\") _\n\nRisk Management Manual of Examination Policies\n\n#  Risk Management Manual of Examination Policies\n\n_Share This:_\n\nShare on Facebook\n\nShare on X\n\nFollow the FDIC on LinkedIn\n\nShare through email\n\nPrint\n\n  * [ Risk Management Manual of Examination Policies ](/risk-management-manual-examination-policies)\n  * [ Section 22.1: Examination Documentation Modules ](/risk-management-manual-examination-policies/section-221-examination-documentation-modules)\n\n[ **Complete Manual** ](/risk-management-manual-examination-policies/complete-\nmanual \"Complete Manual\") , [ **Complete Manual** ](/resources/supervision-\nand-examinations/examination-policies-manual/risk-management-manual-\ncomplete.pdf \"Risk Management Manual of Examination Policies\")\n\n**Current Year Updates:**\n\n**(includes redline versions of updated manual sections)**\n\n[ March 2025 Updates Only ](/risk-management-manual-examination-\npolicies/march-2025-updates-only \"March 2025 Updates Only\")\n\n**Prior Year Updates:**\n\n[ November 2024 Updates Only ](/risk-management-manual-examination-\npolicies/november-2024-updates-only \"November 2024 Updates Only\")  \n[ October 2024 Updates Only ](/risk-management-manual-examination-\npolicies/october-2024-updates-only-zip \"October 2024 Updates Only - ZIP\")  \n[ July 2024 Updates Only ](/risk-management-manual-examination-\npolicies/july-2024-updates-only-zip \"July 2024 Updates Only - ZIP\")  \n[ April 2024 Updates Only ](/risk-management-manual-examination-\npolicies/april-2024-updates-only-zip \"April 2024 Updates Only - ZIP\")  \n[ March 2024 Updates Only ](/resources/supervision-and-\nexaminations/examination-policies-manual/2024-03-updates.zip \"March 2024\nUpdates Only - ZIP\")  \n[ January 2024 Updates Only ](/resources/supervision-and-\nexaminations/examination-policies-manual/2024-01-updates.zip \"January 2024\nUpdates Only - ZIP\")\n\n[ PDF Help  ](/acrobat.html)\n\n* * *\n\n[ Table of Contents  ](/resources/supervision-and-examinations/examination-\npolicies-manual/manual-examinations-toc.pdf)  \n[ Index ](/resources/supervision-and-examinations/examination-policies-\nmanual/manual-examinations-index.pdf)\n\nPart I: Basic Examination Concepts and Guidelines  \nPart II: CAMELS  \nPart III: Other Examination Issues  \nPart IV: Administrative and Enforcement Actions  \nPart V: Examination Reports  \nPart VI: Appendix - Examination Processes and Tools\n\n##  **Part I: Basic Examination Concepts and Guidelines**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n1.1  |  [ Basic Examination Concepts and Guidelines ](/resources/supervision-and-examinations/examination-policies-manual/section1-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-1-1) |  02:17  |  03/2022   \n  \n##  **Part II: CAMELS**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n2.1  |  [ Capital ](/resources/supervision-and-examinations/examination-policies-manual/section2-1.pdf) |  [ Audio ](/media/25366) |  01:36  |  08/2022   \n3.1  |  [ Asset Quality ](/resources/supervision-and-examinations/examination-policies-manual/section3-1.pdf) |  [ Audio ](/media/25371) |  00:06  |  01/2024   \n3.2  |  [ Loans ](/resources/supervision-and-examinations/examination-policies-manual/section3-2.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-3-2) |  08:03  |  07/2024   \n3.3  |  [ Securities ](/resources/supervision-and-examinations/examination-policies-manual/section3-3.pdf) |  [ Audio ](/media/25376) |  01:27  |  03/2024   \n3.4  |  [ Cash and Due from Banks ](/resources/supervision-and-examinations/examination-policies-manual/section3-4.pdf \"section3-4\") |  [ Audio ](/media/25381) |  00:25  |  03/2012   \n3.5  |  [ Premises and Equipment ](/resources/supervision-and-examinations/examination-policies-manual/section3-5.pdf) |  [ Audio ](/media/25386) |  00:24  |  12/2019   \n3.6  |  [ Other Real Estate ](/resources/supervision-and-examinations/examination-policies-manual/section3-6.pdf) |  [ Audio ](/media/25391) |  00:22  |  02/2023   \n3.7  |  [ Other Assets and Liabilities ](/resources/supervision-and-examinations/examination-policies-manual/section3-7.pdf) |  [ Audio ](/media/25396) |  00:48  |  03/2025   \n3.8  |  [ Off-Balance Sheet Activities ](/resources/supervision-and-examinations/examination-policies-manual/section3-8.pdf) |  [ Audio ](/media/25401) |  00:31  |  06/2019   \n4.1  |  [ Management ](/resources/supervision-and-examinations/examination-policies-manual/section4-1.pdf) |  [ Audio ](/media/25406) |  01:42  |  03/2022   \n4.2  |  [ Internal Routine and Controls ](/resources/supervision-and-examinations/examination-policies-manual/section4-2.pdf) |  [ Audio ](/media/25411) |  02:08  |  03/2015   \n4.3  |  [ Related Organizations ](/resources/supervision-and-examinations/examination-policies-manual/section4-3.pdf) |  [ Audio ](/media/25416) |  01:51  |  12/2004   \n4.4  |  [ Fidelity and Other Indemnity Protection ](/resources/supervision-and-examinations/examination-policies-manual/section4-4.pdf) |  [ Audio ](/media/25421) |  00:36  |  12/2004   \n4.5  |  [ Violations of Laws and Regulations ](/resources/supervision-and-examinations/examination-policies-manual/section4-5.pdf) |  [ Audio ](/media/153131) |  00:20  |  02/2019   \n4.6  |  [ Miscellaneous Banking Activities ](/resources/supervision-and-examinations/examination-policies-manual/section4-6.pdf) |  [ Audio ](/media/153136) |  00:09  |  12/2004   \n5.1  |  [ Earnings ](/resources/supervision-and-examinations/examination-policies-manual/section5-1.pdf) |  [ Audio ](/media/153141) |  0:41  |  07/2018   \n6.1  |  [ Liquidity and Funds Management ](/resources/supervision-and-examinations/examination-policies-manual/section6-1.pdf) |  [ Audio ](/media/153221) |  02:40  |  04/2024   \n7.1  |  [ Sensitivity to Market Risk ](/resources/supervision-and-examinations/examination-policies-manual/section7-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-7-1) |  02:00  |  07/2018   \n  \n##  **Part III: Other Examination Issues**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n8.1  |  [ Bank Secrecy Act, Anti-Money Laundering and Office of Foreign Assets Control ](/resources/supervision-and-examinations/examination-policies-manual/section8-1.pdf) |  N/A  |  N/A  |  12/2004   \n9.1  |  [ Bank Fraud and Insider Abuse ](/resources/supervision-and-examinations/examination-policies-manual/section9-1.pdf) |  [ Audio ](/media/153146) |  01:13  |  04/1998   \n10.1  |  [ Suspicious Activity and Criminal Violations ](/resources/supervision-and-examinations/examination-policies-manual/section10-1.pdf) |  [ Audio ](/media/153151) |  01:04  |  11/2017   \n11.1  |  [ International Banking ](/resources/supervision-and-examinations/examination-policies-manual/section11-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-11-1) |  03:58  |  01/2018   \n12.1  |  [ Applications ](/resources/supervision-and-examinations/examination-policies-manual/section12-1.pdf) |  [ Audio ](/media/153171) |  02:07  |  02/2002   \n  \n##  **Part IV: Administrative and Enforcement Actions**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n13.1  |  [ Informal Actions ](/resources/supervision-and-examinations/examination-policies-manual/section13-1.pdf) |  [ Audio ](/media/153176) |  00:11  |  04/2016   \n14.1  |  [ Civil Money Penalties ](/resources/supervision-and-examinations/examination-policies-manual/section14-1.pdf) |  [ Audio ](/media/153181) |  00:23  |  11/2023   \n15.1  |  [ Formal Administrative Actions ](/resources/supervision-and-examinations/examination-policies-manual/section15-1.pdf) |  [ Audio ](/media/153196) |  01:03  |  03/2024   \n  \n##  **Part V: Examination Reports**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n16.1  |  [ Report of Examination Instructions ](/resources/supervision-and-examinations/examination-policies-manual/section16-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-16-1) |  03:38  |  04/2024   \n16.2  |  [ Report of Examination Instructions \u2013 International ](/resources/supervision-and-examinations/examination-policies-manual/section16-2.pdf) |  [ Audio ](/media/153201) |  00:51  |  01/2018   \n17.1a  |  [ Bank of Anytown \u2013 Current Expected Credit Losses ](/resources/supervision-and-examinations/examination-policies-manual/section17-1a.pdf) |  N/A  |  N/A  |  01/2022   \n17.1b  |  [ Bank of Anytown \u2013 Non-Current Expected Credit Losses ](/resources/supervision-and-examinations/examination-policies-manual/section17-1b.pdf) |  N/A  |  N/A  |  01/2022   \n17.2  |  [ Bank of Anytown \u2013 International ](/resources/supervision-and-examinations/examination-policies-manual/section17-2.pdf) |  N/A  |  N/A  |  01/2018   \n18.1  |  [ Report of Investigation Instructions ](/resources/supervision-and-examinations/examination-policies-manual/section18-1.pdf) |  [ Audio ](/media/153211) |  01:05  |  12/2004   \n19.1  |  [ Bank of Anytown \u2013 Report of Investigation ](/resources/supervision-and-examinations/examination-policies-manual/section19-1.pdf) |  N/A  |  N/A  |  02/2002   \n  \n##  **Part VI: Appendix - Examination Processes and Tools**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n20.1  |  [ Risk-Focused, Forward-Looking Safety and Soundness Supervision ](/resources/supervision-and-examinations/examination-policies-manual/section20-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-20-1) |  00:32  |  04/2021   \n21.1  |  [ Examination Planning ](/resources/supervision-and-examinations/examination-policies-manual/section21-1.pdf) |  [ Audio ](/risk-management-manual-examination-policies/section-21-1-0 \"section-21-1\") |  00:42  |  10/2024   \n21.2  |  [ Supervisory Planning \u2013 Continuous Examinations ](/resources/supervision-and-examinations/examination-policies-manual/section21-2.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-21-2) |  00:20  |  05/2023   \n22.1  |  [ Examination Documentation Modules ](/risk-management-manual-examination-policies/section-221-examination-documentation-modules \" Section 22.1: Examination Documentation Modules\") |  N/A  |  N/A  |  11/2024   \n23.1  |  _Reserved for Future Documents_ |  N/A  |  N/A  |  N/A   \n  \n(Note 1)  The MP3 files may not be complete copies of the PDF files due to the\nexclusion of charts and tables that do not convert well to audio\npresentations. Therefore, the content in the PDF version takes precedence over\nthe content in the Audio version.\n\nLast Updated: March 27, 2025\n\nCONTACT THE FDIC\n\n[ CONTACT US ](/contact)\n\nSTAY INFORMED\n\n[ Follow the FDIC on Facebook  ](https://www.facebook.com/FDICgov/)\n\n[ Share on X  ](https://twitter.com/FDICgov)\n\n[ Follow the FDIC on Instagram  ](https://www.instagram.com/fdicgov/)\n\n[ Follow the FDIC on LinkedIn  ](https://www.linkedin.com/company/fdic/)\n\n[ Follow the FDIC on Flickr  ](https://www.flickr.com/photos/187818557@N05/)\n\n[ Follow the FDIC on YouTube  ](https://youtube.com/user/FDICchannel/)\n\nHOW CAN WE HELP YOU?\n\n[ ](https://www.omniture.com/ \"Web Analytics\")\n\n",
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                    "source": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
                },
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Please [ click here to see\nany active alerts ](/alerts) .\n\n#  National Primary Drinking Water Regulations\n\nRelated Info\n\n  * Find out [ how EPA develops drinking water regulations ](/sdwa/sdwa-evaluation-and-rulemaking-process)\n  * Learn about [ existing EPA drinking water regulations ](/node/115533/)\n  * Read the drinking water section of the [ Code of Federal Regulations (40 CFR 141) ](http://www.gpo.gov)\n  * Historical information [ Fact Sheet: Questions and Answers on Fluoride, January 2011 ](https://19january2021snapshot.epa.gov/dwsixyearreview/fact-sheet-questions-and-answers-fluoride_.html)\n\nThe National Primary Drinking Water Regulations (  NPDWR)  are legally\nenforceable primary standards and treatment techniques that apply to public\nwater systems. Primary standards and treatment techniques protect public\nhealth by limiting the levels of contaminants in drinking water.\n\n  * Microorganisms \n  * Disinfectants \n  * Disinfection Byproducts \n  * Inorganic Chemicals \n  * Organic Chemicals, except for PFAS \n    * Selected Per- and poly-fluoroalkyl substances (PFAS) \n  * Radionuclides \n\n* * *\n\n###  Microorganisms\n\n  * [ Surface Water Treatment Rules ](/dwreginfo/surface-water-treatment-rules)\n  * [ Ground Water Rule ](/dwreginfo/ground-water-rule)\n  * [ Revised Total Coliform Rule And Total Coliform Rule ](/dwreginfo/revised-total-coliform-rule-and-total-coliform-rule)\n\nContaminant  |  MCLG  1  |  MCL  or  TT  1  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \n_Cryptosporidium_ |  zero  |  TT  3  |  Gastrointestinal illness (such as diarrhea, vomiting, and cramps)  |  Human and animal fecal waste   \n_Giardia lamblia_ |  zero  |  TT  3  |  Gastrointestinal illness (such as diarrhea, vomiting, and cramps)  |  Human and animal fecal waste   \nHeterotrophic plate count (  HPC  )  |  n/a  |  TT  3  |  HPC  has no health effects; it is an analytic method used to measure the variety of bacteria that are common in water. The lower the concentration of bacteria in drinking water, the better maintained the water system is.  |  HPC  measures a range of bacteria that are naturally present in the environment   \n[ _Legionella_ ](/ground-water-and-drinking-water/legionella) |  zero  |  TT  3  |  Legionnaire's Disease, a type of pneumonia  |  Found naturally in water; multiplies in heating systems   \nTotal Coliforms (including fecal coliform and _E. Coli_ )\n\n  * [ Quick reference guide ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=P100K9MP.txt)\n  * [ Rule Summary ](/dwreginfo/revised-total-coliform-rule-and-total-coliform-rule)\n\n|  zero  |  5.0%  4  |  Not a health threat in itself; it is used to indicate whether other potentially harmful bacteria may be present  5  |  Coliforms are naturally present in the environment; as well as feces; fecal coliforms and _E. coli_ only come from human and animal fecal waste.   \nTurbidity  |  n/a  |  TT  3  |  Turbidity is a measure of the cloudiness of water. It is used to indicate water quality and filtration effectiveness (such as whether disease-causing organisms are present). Higher turbidity levels are often associated with higher levels of disease-causing microorganisms such as viruses, parasites and some bacteria. These organisms can cause symptoms such as nausea, cramps, diarrhea, and associated headaches.  |  Soil runoff   \nViruses (enteric)  |  zero  |  TT  3  |  Gastrointestinal illness (such as diarrhea, vomiting, and cramps)  |  Human and animal fecal waste   \n  \n* * *\n\n###  Disinfection Byproducts\n\n  * [ Quick reference guide: Stage 1 and 2 Disinfectants and Disinfection Byproducts Rules ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=P100C8XW.txt)\n  * [ Stage 1 and 2 Rules Summary ](/dwreginfo/stage-1-and-stage-2-disinfectants-and-disinfection-byproducts-rules)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  or  TT  1  (  mg/L  )  2  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \nBromate  |  zero  |  0.010  |  Increased risk of cancer  |  Byproduct of drinking water disinfection   \nChlorite  |  0.8  |  1.0  |  Anemia; infants and young children: nervous system effects  |  Byproduct of drinking water disinfection   \nHaloacetic acids (  HAA5)  |  n/a  6  |  0.060  |  Increased risk of cancer  |  Byproduct of drinking water disinfection   \nTotal Trihalomethanes (  TTHMs  )  |  n/a  6  |  0.080  |  Liver, kidney or central nervous system problems; increased risk of cancer  |  Byproduct of drinking water disinfection   \n  \n* * *\n\n###  Disinfectants\n\n  * [ Quick reference guide: Stage 1 and 2 Disinfectants and Disinfection Byproducts Rules ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=P100C8XW.txt)\n  * [ Stage 1 and 2 Rules Summary ](/dwreginfo/stage-1-and-stage-2-disinfectants-and-disinfection-byproducts-rules)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  or  TT  1  (  mg/L  )  2  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \n[ Chloramines (as  Cl  2  ) ](/dwreginfo/chloramines-drinking-water) |  MRDLG  =4  1  |  MRDL  =4.0  1  |  Eye/nose irritation; stomach discomfort, anemia  |  Water additive used to control microbes   \nChlorine (as  Cl  2  )  |  MRDLG  =4  1  |  MRDL  =4.0  1  |  Eye/nose irritation; stomach discomfort  |  Water additive used to control microbes   \nChlorine dioxide (as  ClO  2  )  |  MRDLG  =0.8  1  |  MRDL  =0.8  1  |  Anemia; infants and young children: nervous system effects  |  Water additive used to control microbes   \n  \n* * *\n\n###  Inorganic Chemicals\n\n  * [ Chemical Contaminant Rules Summary ](/dwreginfo/chemical-contaminant-rules)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  or  TT  1  (  mg/L  )  2  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \nAntimony  |  0.006  |  0.006  |  Increase in blood cholesterol; decrease in blood sugar  |  Discharge from petroleum refineries; fire retardants; ceramics; electronics; solder   \nArsenic\n\n  * [ Quick reference guide ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=300065YM.txt)\n  * [ Consumer fact sheet ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=60000E1E.txt)\n\n|  0  |  0.010 as of 01/23/06  |  Skin damage or problems with circulatory systems, and may have increased risk of getting cancer  |  Erosion of natural deposits; runoff from orchards, runoff from glass and electronics production wastes   \nAsbestos (fiber > 10 micrometers)  |  7 million fibers per liter (  MFL  )  |  7  MFL  |  Increased risk of developing benign intestinal polyps  |  Decay of asbestos cement in water mains; erosion of natural deposits   \nBarium  |  2  |  2  |  Increase in blood pressure  |  Discharge of drilling wastes; discharge from metal refineries; erosion of natural deposits   \nBeryllium  |  0.004  |  0.004  |  Intestinal lesions  |  Discharge from metal refineries and coal-burning factories; discharge from electrical, aerospace, and defense industries   \nCadmium  |  0.005  |  0.005  |  Kidney damage  |  Corrosion of galvanized pipes; erosion of natural deposits; discharge from metal refineries; runoff from waste batteries and paints   \n[ Chromium (total) ](/dwstandardsregulations/chromium-drinking-water) |  0.1  |  0.1  |  Allergic dermatitis  |  Discharge from steel and pulp mills; erosion of natural deposits   \nCopper  |  1.3  |  TT  7  ; Action Level=1.3  |  Short term exposure: Gastrointestinal distress  Long term exposure: Liver or kidney damage  People with Wilson's Disease should consult their personal doctor if the amount of copper in their water exceeds the action level  |  Corrosion of household plumbing systems; erosion of natural deposits   \nCyanide (as free cyanide)  |  0.2  |  0.2  |  Nerve damage or thyroid problems  |  Discharge from steel/metal factories; discharge from plastic and fertilizer factories   \nFluoride  |  4.0  |  4.0  |  Bone disease (pain and tenderness of the bones); Children may get mottled teeth  |  Water additive which promotes strong teeth; erosion of natural deposits; discharge from fertilizer and aluminum factories   \n[ Lead ](/node/133825/)\n\n  * [ Quick reference guide ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=60001N8P.txt)\n  * [ Rule information ](/node/120819/)\n\n|  zero  |  TT  7  ; Action Level=0.010  |  Infants and children: Delays in physical or mental development; children could show slight deficits in attention span and learning abilities  Adults: Kidney problems; high blood pressure  |  Corrosion of household plumbing systems; erosion of natural deposits   \nMercury (inorganic)  |  0.002  |  0.002  |  Kidney damage  |  Erosion of natural deposits; discharge from refineries and factories; runoff from landfills and croplands   \nNitrate (measured as Nitrogen)  |  10  |  10  |  Infants below the age of six months who drink water containing nitrate in excess of the MCL could become seriously ill and, if untreated, may die. Symptoms include shortness of breath and blue-baby syndrome.  |  Runoff from fertilizer use; leaking from septic tanks, sewage; erosion of natural deposits   \nNitrite (measured as Nitrogen)  |  1  |  1  |  Infants below the age of six months who drink water containing nitrite in excess of the MCL could become seriously ill and, if untreated, may die. Symptoms include shortness of breath and blue-baby syndrome.  |  Runoff from fertilizer use; leaking from septic tanks, sewage; erosion of natural deposits   \nSelenium  |  0.05  |  0.05  |  Hair or fingernail loss; numbness in fingers or toes; circulatory problems  |  Discharge from petroleum refineries; erosion of natural deposits; discharge from mines   \nThallium  |  0.0005  |  0.002  |  Hair loss; changes in blood; kidney, intestine, or liver problems  |  Leaching from ore-processing sites; discharge from electronics, glass, and drug factories   \n  \n* * *\n\n###  Organic Chemicals, except for PFAS\n\n  * [ Chemical Contaminant Rules Summary ](/dwreginfo/chemical-contaminant-rules)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  or  TT  1  (  mg/L  )  2  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \nAcrylamide  |  zero  |  TT  8  |  Nervous system or blood problems; increased risk of cancer  |  Added to water during sewage/wastewater treatment   \nAlachlor  |  zero  |  0.002  |  Eye, liver, kidney or spleen problems; anemia; increased risk of cancer  |  Runoff from herbicide used on row crops   \nAtrazine  |  0.003  |  0.003  |  Cardiovascular system or reproductive problems  |  Runoff from herbicide used on row crops   \nBenzene  |  zero  |  0.005  |  Anemia; decrease in blood platelets; increased risk of cancer  |  Discharge from factories; leaching from gas storage tanks and landfills   \nBenzo(a)pyrene (PAHs)  |  zero  |  0.0002  |  Reproductive difficulties; increased risk of cancer  |  Leaching from linings of water storage tanks and distribution lines   \nCarbofuran  |  0.04  |  0.04  |  Problems with blood, nervous system, or reproductive system  |  Leaching of soil fumigant used on rice and alfalfa   \nCarbon tetrachloride  |  zero  |  0.005  |  Liver problems; increased risk of cancer  |  Discharge from chemical plants and other industrial activities   \nChlordane  |  zero  |  0.002  |  Liver or nervous system problems; increased risk of cancer  |  Residue of banned termiticide   \nChlorobenzene  |  0.1  |  0.1  |  Liver or kidney problems  |  Discharge from chemical and agricultural chemical factories   \n2,4-D  |  0.07  |  0.07  |  Kidney, liver, or adrenal gland problems  |  Runoff from herbicide used on row crops   \nDalapon  |  0.2  |  0.2  |  Minor kidney changes  |  Runoff from herbicide used on rights of way   \n1,2-Dibromo-3-chloropropane (  DBCP  )  |  zero  |  0.0002  |  Reproductive difficulties; increased risk of cancer  |  Runoff/leaching from soil fumigant used on soybeans, cotton, pineapples, and orchards   \no-Dichlorobenzene  |  0.6  |  0.6  |  Liver, kidney, or circulatory system problems  |  Discharge from industrial chemical factories   \np-Dichlorobenzene  |  0.075  |  0.075  |  Anemia; liver, kidney or spleen damage; changes in blood  |  Discharge from industrial chemical factories   \n1,2-Dichloroethane  |  zero  |  0.005  |  Increased risk of cancer  |  Discharge from industrial chemical factories   \n1,1-Dichloroethylene  |  0.007  |  0.007  |  Liver problems  |  Discharge from industrial chemical factories   \ncis-1,2-Dichloroethylene  |  0.07  |  0.07  |  Liver problems  |  Discharge from industrial chemical factories   \ntrans-1,2-Dichloroethylene  |  0.1  |  0.1  |  Liver problems  |  Discharge from industrial chemical factories   \nDichloromethane  |  zero  |  0.005  |  Liver problems; increased risk of cancer  |  Discharge from drug and chemical factories   \n1,2-Dichloropropane  |  zero  |  0.005  |  Increased risk of cancer  |  Discharge from industrial chemical factories   \nDi(2-ethylhexyl) adipate  |  0.4  |  0.4  |  Weight loss, liver problems, or possible reproductive difficulties.  |  Discharge from chemical factories   \nDi(2-ethylhexyl) phthalate  |  zero  |  0.006  |  Reproductive difficulties; liver problems; increased risk of cancer  |  Discharge from rubber and chemical factories   \nDinoseb  |  0.007  |  0.007  |  Reproductive difficulties  |  Runoff from herbicide used on soybeans and vegetables   \nDioxin (  2,3,7,8-TCDD  )  |  zero  |  0.00000003  |  Reproductive difficulties; increased risk of cancer  |  Emissions from waste incineration and other combustion; discharge from chemical factories   \nDiquat  |  0.02  |  0.02  |  Cataracts  |  Runoff from herbicide use   \nEndothall  |  0.1  |  0.1  |  Stomach and intestinal problems  |  Runoff from herbicide use   \nEndrin  |  0.002  |  0.002  |  Liver problems  |  Residue of banned insecticide   \nEpichlorohydrin  |  zero  |  TT  8  |  Increased cancer risk, and over a long period of time, stomach problems  |  Discharge from industrial chemical factories; an impurity of some water treatment chemicals   \nEthylbenzene  |  0.7  |  0.7  |  Liver or kidneys problems  |  Discharge from petroleum refineries   \nEthylene dibromide  |  zero  |  0.00005  |  Problems with liver, stomach, reproductive system, or kidneys; increased risk of cancer  |  Discharge from petroleum refineries   \nGlyphosate  |  0.7  |  0.7  |  Kidney problems; reproductive difficulties  |  Runoff from herbicide use   \nHeptachlor  |  zero  |  0.0004  |  Liver damage; increased risk of cancer  |  Residue of banned termiticide   \nHeptachlor epoxide  |  zero  |  0.0002  |  Liver damage; increased risk of cancer  |  Breakdown of heptachlor   \nHexachlorobenzene  |  zero  |  0.001  |  Liver or kidney problems; reproductive difficulties; increased risk of cancer  |  Discharge from metal refineries and agricultural chemical factories   \nHexachlorocyclopentadiene  |  0.05  |  0.05  |  Kidney or stomach problems  |  Discharge from chemical factories   \nLindane  |  0.0002  |  0.0002  |  Liver or kidney problems  |  Runoff/leaching from insecticide used on cattle, lumber, gardens   \nMethoxychlor  |  0.04  |  0.04  |  Reproductive difficulties  |  Runoff/leaching from insecticide used on fruits, vegetables, alfalfa, livestock   \nOxamyl (Vydate)  |  0.2  |  0.2  |  Slight nervous system effects  |  Runoff/leaching from insecticide used on apples, potatoes, and tomatoes   \nPolychlorinated biphenyls (  PCBs  )  |  zero  |  0.0005  |  Skin changes; thymus gland problems; immune deficiencies; reproductive or nervous system difficulties; increased risk of cancer  |  Runoff from landfills; discharge of waste chemicals   \nPentachlorophenol  |  zero  |  0.001  |  Liver or kidney problems; increased cancer risk  |  Discharge from wood preserving factories   \nPicloram  |  0.5  |  0.5  |  Liver problems  |  Herbicide runoff   \nSimazine  |  0.004  |  0.004  |  Problems with blood  |  Herbicide runoff   \nStyrene  |  0.1  |  0.1  |  Liver, kidney, or circulatory system problems  |  Discharge from rubber and plastic factories; leaching from landfills   \nTetrachloroethylene  |  zero  |  0.005  |  Liver problems; increased risk of cancer  |  Discharge from factories and dry cleaners   \nToluene  |  1  |  1  |  Nervous system, kidney, or liver problems  |  Discharge from petroleum factories   \nToxaphene  |  zero  |  0.003  |  Kidney, liver, or thyroid problems; increased risk of cancer  |  Runoff/leaching from insecticide used on cotton and cattle   \n2,4,5-TP (  Silvex  )  |  0.05  |  0.05  |  Liver problems  |  Residue of banned herbicide   \n1,2,4-Trichlorobenzene  |  0.07  |  0.07  |  Changes in adrenal glands  |  Discharge from textile finishing factories   \n1,1,1-Trichloroethane  |  0.20  |  0.2  |  Liver, nervous system, or circulatory problems  |  Discharge from metal degreasing sites and other factories   \n1,1,2-Trichloroethane  |  0.003  |  0.005  |  Liver, kidney, or immune system problems  |  Discharge from industrial chemical factories   \nTrichloroethylene  |  zero  |  0.005  |  Liver problems; increased risk of cancer  |  Discharge from metal degreasing sites and other factories   \nVinyl chloride  |  zero  |  0.002  |  Increased risk of cancer  |  Leaching from PVC pipes; discharge from plastic factories   \nXylenes (total)  |  10  |  10  |  Nervous system damage  |  Discharge from petroleum factories; discharge from chemical factories   \n  \n###  **Selected Per- and poly-fluoroalkyl substances (PFAS)**\n\n  * [ PFAS rule references ](/sdwa/and-polyfluoroalkyl-substances-pfas)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  1  (  mg/L  )  2  |  HBWC  9  (mg/L)  2  for [ Hazard Index Calculation ](/system/files/documents/2024-04/pfas-npdwr_fact-sheet_hazard-index_4.8.24.pdf) |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---|---  \n[ Hazard Index ](/system/files/documents/2024-04/pfas-npdwr_fact-sheet_hazard-index_4.8.24.pdf) PFAS (HFPO-DA, PFBS, PFHxS, and PFNA)  |  1(unitless)  |  1(unitless)  |  Not applicable  |  Low levels of multiple PFAS that individually would not likely result in increased risk of adverse health effects may result in adverse health effects when combined in a mixture. Increased health risks include liver, immune, and thyroid effects. Additionally, developmental and thyroid effects following repeated exposure during pregnancy and/or childhood.  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \nHFPO-DA (commonly knowns as GenX Chemicals)  |  0.00001  |  0.00001  |  0.00001  |  Immune, liver and kidney effects; potential concern for cancer  Developmental effects following repeated exposure during pregnancy and/or childhood  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \nPFBS  |  No individual MCLG  |  No individual MCL  |  0.002  |  See Hazard Index PFAS information  |  See Hazard Index PFAS information   \nPFHxS  |  0.00001  |  0.00001  |  0.00001  |  Immune, thyroid, and liver effects  Developmental effects following repeated exposure during pregnancy and/or childhood  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \nPFNA  |  0.00001  |  0.00001  |  0.00001  |  Elevated cholesterol levels and immune and liver effects  Developmental effects following repeated exposure during pregnancy and/or childhood  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \nPFOA  |  zero  |  0.0000040  |  Not applicable  |  Cardiovascular, immune and liver effects; increased incidence of certain types of cancers including kidney and testicular  Developmental and immune effects following repeated exposure during pregnancy and/or childhood  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \nPFOS  |  zero  |  0.0000040  |  Not applicable  |  Cardiovascular, immune and liver effects; increased incidence of certain types of cancers including liver  Developmental and immune effects following repeated exposure during pregnancy and/or childhood  |  Discharge from manufacturing and industrial chemical facilities, use of certain consumer products, occupational exposures, and certain firefighting activities.   \n  \n* * *\n\n###  **Radionuclides**\n\n  * [ **Quick Reference Guide** ](http://nepis.epa.gov/Exe/ZyPDF.cgi?Dockey=30006644.txt)\n  * [ Radionuclides Rule Information and Summary ](/dwreginfo/radionuclides-rule)\n\nContaminant  |  MCLG  1  (  mg/L  )  2  |  MCL  or  TT  1  (  mg/L  )  2  |  Potential Health Effects from Long-Term Exposure Above the  MCL  (unless specified as short-term)  |  Sources of Contaminant in Drinking Water   \n---|---|---|---|---  \nAlpha particles  |  none ---------- zero  |  15 picocuries per Liter (  pCi/L  )  |  Increased risk of cancer  |  Erosion of natural deposits of certain minerals that are radioactive and may emit a form of radiation known as alpha radiation   \nBeta particles and photon emitters  |  none ---------- zero  |  4 millirems per year  |  Increased risk of cancer  |  Decay of natural and man-made deposits of  certain minerals that are radioactive and may emit forms of radiation known as photons and beta radiation   \nRadium 226 and Radium 228 (combined)  |  none ---------- zero  |  5  pCi/L  |  Increased risk of cancer  |  Erosion of natural deposits   \nUranium  |  zero  |  30  ug/L  as of 12/08/03  |  Increased risk of cancer, kidney toxicity  |  Erosion of natural deposits   \n  \n* * *\n\n##  Notes\n\n1  Definitions:\n\n  * Maximum Contaminant Level Goal (  MCLG  ) - The level of a contaminant in drinking water below which there is no known or expected risk to health. MCLGs allow for a margin of safety and are non-enforceable public health goals. \n  * Maximum Contaminant Level (  MCL  ) - The highest level of a contaminant that is allowed in drinking water. MCLs are set as close to MCLGs as feasible using the best available treatment technology and taking cost into consideration. MCLs are enforceable standards. \n  * Maximum Residual Disinfectant Level Goal (  MRDLG  ) - The level of a drinking water disinfectant below which there is no known or expected risk to health.  MRDLGs  do not reflect the benefits of the use of disinfectants to control microbial contaminants. \n  * Treatment Technique (  TT  ) - A required process intended to reduce the level of a contaminant in drinking water. \n  * Maximum Residual Disinfectant Level (  MRDL  ) - The highest level of a disinfectant allowed in drinking water. There is convincing evidence that addition of a disinfectant is necessary for control of microbial contaminants.   \n\n2  Units are in milligrams per liter (  mg/L  ) unless otherwise noted.\nMilligrams per liter are equivalent to parts per million (  PPM  ).  \n\n3  EPA's surface water treatment rules require systems using surface water or\nground water under the direct influence of surface water to\n\n  1. Disinfect their water, and \n  2. Filter their water, or \n  3. Meet criteria for avoiding filtration so that the following contaminants are controlled at the following levels: \n\n  * _Cryptosporidium_ : Unfiltered systems are required to include _Cryptosporidium_ in their existing watershed control provisions \n  * _Giardia lamblia_ : 99.9% removal/inactivation. \n  * Viruses: 99.99% removal/inactivation. \n  * _Legionella_ : No limit, but EPA believes that if _Giardia_ and viruses are removed/inactivated, according to the treatment techniques in the Surface Water Treatment Rule, _Legionella_ will also be controlled. \n  * Turbidity: For systems that use conventional or direct filtration, at no time can turbidity (cloudiness of water) go higher than 1 Nephelometric Turbidity Unit  (NTU)  , and samples for turbidity must be less than or equal to 0.3  NTUs  in at least 95 percent of the samples in any month. Systems that use filtration other than the conventional or direct filtration must follow state limits, which must include turbidity at no time exceeding 5  NTUs  . \n  * Heterotrophic Plate Count (  HPC)  : No more than 500 bacterial colonies per milliliter. \n  * Long Term 1 Enhanced Surface Water Treatment: Surface water systems or groundwater under the direct influence (  GWUDI  ) systems serving fewer than 10,000 people must comply with the applicable Long Term 1 Enhanced Surface Water Treatment Rule provisions (such as turbidity standards, individual filter monitoring, _Cryptosporidium_ removal requirements, updated watershed control requirements for unfiltered systems). \n  * Long Term 2 Enhanced Surface Water Treatment Rule: This rule applies to all surface water systems or ground water systems under the direct influence of surface water. The rule targets additional _Cryptosporidium_ treatment requirements for higher risk systems and includes provisions to reduce risks from uncovered finished water storage facilities and to ensure that the systems maintain microbial protection as they take steps to reduce the formation of disinfection byproducts. \n  * Filter Backwash Recycling: This rule requires systems that recycle to return specific recycle flows through all processes of the system's existing conventional or direct filtration system or at an alternate location approved by the state. \n\n4  No more than 5.0% samples total coliform-positive (  TC-positive  ) in a\nmonth. (For water systems that collect fewer than 40 routine samples per\nmonth, no more than one sample can be total coliform-positive per month.)\nEvery sample that has total coliform must be analyzed for either fecal\ncoliforms or _E. coli_ if two consecutive  TC-positive  samples, and one is\nalso positive for _E.coli_ fecal coliforms, system has an acute  MCL\nviolation.\n\n5  Fecal coliform and  _E. coli_ are bacteria whose presence indicates that\nthe water may be contaminated with human or animal wastes. Disease-causing\nmicrobes (pathogens) in these wastes can cause diarrhea, cramps, nausea,\nheadaches, or other symptoms. These pathogens may pose a special health risk\nfor infants, young children, and people with severely compromised immune\nsystems.\n\n6  Although there is no collective  MCLG  for this contaminant group, there\nare individual  MCLGs  for some of the individual contaminants:\n\n  * Trihalomethanes: bromodichloromethane (zero); bromoform (zero); dibromochloromethane (0.06  mg/L  ): chloroform (0.07  mg/L  . \n  * Haloacetic acids: dichloroacetic acid (zero); trichloroacetic acid (0.02  mg/L  ); monochloroacetic acid (0.07  mg/L  ). Bromoacetic acid and dibromoacetic acid are regulated with this group but have no MCLGs. \n\n7  Lead and copper are regulated by a treatment technique that requires\nsystems to control the corrosiveness of their water. If more than 10% of tap\nwater samples exceed the action level, water systems must take additional\nsteps. For copper, the action level is 1.3  mg/L  , and for lead is 0.010\nmg/L  .\n\n8  Each water system must certify, in writing, to the state (using third-party\nor manufacturer's certification) that when acrylamide and epichlorohydrin are\nused to treat water, the combination (or product) of dose and monomer level\ndoes not exceed the levels specified, as follows:\n\n  * Acrylamide = 0.05% dosed at 1  mg/L  (or equivalent) \n  * Epichlorohydrin = 0.01% dosed at 20  mg/L  (or equivalent) \n\n9  Health Based Water Concentration (HBWC) - To calculate the Hazard Index, a\nratio is developed for each PFAS by dividing the measured level of the PFAS in\ndrinking water by the level below which adverse health effects are not likely\nto occur (i.e., the Health Based Water Concentration).\n\n[ Contact Us ](/ground-water-and-drinking-water/forms/contact-us-about-ground-\nwater-and-drinking-water) to ask a question, provide feedback, or report a\nproblem.\n\nLast updated on December 12, 2024\n\n  * [ Assistance ](/lep/assistance)\n  * [ Spanish ](https://espanol.epa.gov/)\n  * [ Arabic ](/lep/arabic)\n  * [ Chinese (simplified) ](/lep/simplified-chinese)\n  * [ Chinese (traditional) ](/lep/traditional-chinese)\n  * [ French ](/lep/french)\n  * [ Haitian Creole ](/lep/sante-ak-anviwonman-enfomasyon-kreyol-ayisyen)\n  * [ Korean ](/lep/korean)\n  * [ Portuguese ](/lep/saude-e-informacoes-ambientais-em-portugues)\n  * [ Russian ](/lep/russian)\n  * [ Tagalog ](/lep/tagalog)\n  * [ Vietnamese ](/lep/vietnamese)\n\n##  Discover.\n\n  * [ Accessibility Statement ](/accessibility/epa-accessibility-statement)\n  * [ Budget & Performance ](/planandbudget)\n  * [ Contracting ](/contracts)\n  * [ EPA www Web Snapshot ](/utilities/wwwepagov-snapshots)\n  * [ Grants ](/grants)\n  * [ No FEAR Act Data ](/ocr/no-fear-act-data)\n  * [ Plain Writing ](/web-policies-and-procedures/plain-writing)\n  * [ Privacy ](/privacy)\n  * [ Privacy and Security Notice ](/privacy/privacy-and-security-notice)\n\n##  Connect.\n\n  * [ Data ](/data)\n  * [ Inspector General ](https://www.epaoig.gov/)\n  * [ Jobs ](/careers)\n  * [ Newsroom ](/newsroom)\n  * [ Regulations.gov ](https://www.regulations.gov/)\n  * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n  * [ USA.gov ](https://www.usa.gov/)\n  * [ White House ](https://www.whitehouse.gov/)\n\n##  Ask.\n\n  * [ Contact EPA ](/home/forms/contact-epa)\n  * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n  * [ Hotlines ](/aboutepa/epa-hotlines)\n  * [ FOIA Requests ](/foia)\n  * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n  * Site Feedback \n\n##  Follow.\n\n  * [ ](https://www.facebook.com/EPA)\n  * [ ](https://x.com/epa)\n  * [ ](https://www.youtube.com/user/USEPAgov)\n  * [ ](https://www.flickr.com/photos/usepagov)\n  * [ ](https://www.instagram.com/epagov)\n\n  *[\n          NPDWR)\n         ]: National Primary Drinking Water Regulations\n  *[\n             MCLG\n            ]: Maximum Contaminant Level Goal\n  *[\n             MCL\n            ]: Maximum Contaminant Level\n  *[\n             TT\n            ]: Treatment Technique\n  *[\n             HPC\n            ]: Heterotrophic plate count\n  *[\n              HPC\n             ]: Heterotrophic plate count\n  *[\n             mg/L\n            ]: Milligrams per Liter\n  *[\n             HAA5)\n            ]: Haloacetic acids\n  *[\n             TTHMs\n            ]: Total Trihalomethanes\n  *[\n              Cl\n              \n               2\n              \n             ]: Chlorine\n  *[\n             MRDLG\n            ]: Maximum Residual Disinfectant Level Goal\n  *[\n             MRDL\n            ]: Maximum Residual Disinfectant Level\n  *[\n             Cl\n             \n              2\n             \n            ]: Chlorine\n  *[\n             ClO\n             \n              2\n             \n            ]: Chlorine dioxide\n  *[\n             MFL\n            ]: Million Fibers per Liter\n  *[\n             DBCP\n            ]: 1,2-Dibromo-3-chloropropane\n  *[\n             2,3,7,8-TCDD\n            ]: Dioxin\n  *[\n             PCBs\n            ]: Polychlorinated biphenyls\n  *[\n             pCi/L\n            ]: Picocuries per Liter\n  *[\n              ug/L\n             ]: microgram per liter\n  *[\n           MCLG\n          ]: Maximum Contaminant Level Goal\n  *[\n           MCL\n          ]: Maximum Contaminant Level\n  *[\n           MRDLG\n          ]: Maximum Residual Disinfectant Level \n\nGoal\n\n  *[\n           MRDLGs\n          ]: Maximum Residual \n\nDisinfectant Level Goal\n\n  *[\n           TT\n          ]: Treatment Technique\n  *[\n           MRDL\n          ]: Maximum Residual Disinfectant Level\n  *[\n          mg/L\n         ]: Milligrams per Liter\n  *[\n          PPM\n         ]: Parts per Million\n  *[\n           (NTU)\n          ]: Nephelometric \n\nTurbidity Unit\n\n  *[\n           NTUs\n          ]: Nephelometric Turbidity \n\nUnits\n\n  *[\n           HPC)\n          ]: Heterotrophic Plate Count\n  *[\n           GWUDI\n          ]: Groundwater Under The Direct Influence\n  *[\n          TC-positive\n         ]: Total Coliform-positive\n  *[\n          MCL\n         ]: Maximum Contaminant Level\n  *[\n          MCLG\n         ]: Maximum Contaminant Level \n\nGoal\n\n  *[\n          MCLGs\n         ]: Maximum Contaminant Level Goals\n  *[\n           mg/L\n          ]: Milligrams per Liter\n\n",
                "url": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
            },
            "reason": "This is a U.S. Environmental Protection Agency (EPA) webpage detailing national primary drinking water regulations. As a government source, it is considered extremely reliable for regulatory information related to water quality.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "EPA webpage detailing national primary drinking water regulations.",
            "url": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
        },
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                    "resource_type": "webpage",
                    "source": "https://ncua.gov/regulation-supervision/manuals-guides/federal-consumer-financial-protection-guide/compliance-management/compliance-management-systems-and-compliance-risk"
                },
                "page_content": "Skip to main content\n\n#  Compliance Management Systems and Compliance Risk\n\n##  Overview\n\nCredit unions manage their exposure to compliance risk through a comprehensive\ncompliance program, often referred to as a compliance management system (CMS).\nThe following components are essential to a comprehensive CMS:\n\n  * Board of Directors and Senior Management Oversight \n  * Policies and Procedures \n  * Training \n  * Monitoring and Corrective Action \n  * Member Complaint Response \n  * Compliance Audit \n\nA credit union\u2019s CMS should address all of its compliance responsibilities.\nThe depth of detail for each component will vary based on a credit union\u2019s\nsize and complexity. Conclusions about the adequacy of a credit union\u2019s CMS\nshould be based on the effectiveness of the system as a whole.\n\nIn March 2017, the NCUA issued [ Supervisory Letter SL No. 17-01\n](/regulation-supervision/Pages/policy-compliance/communications/supervisory-\nletters.aspx) , which discusses the updated list of Compliance Risk Indicators\nthat are a part of NCUA\u2019s risk-focused examination program. It included an\nupdated AIRES questionnaire for compliance risk. The guidance in the\nSupervisory Letter applies whenever field staff evaluate compliance risk in a\nfederally insured credit union.\n\n  * Associated Risks \n  * Examination Objectives \n  * Examination Procedures \n  * Checklist \n\n* * *\n\n##  ** Associated Risks **\n\n**_Compliance risk_ ** can occur when the credit union fails to implement a\nsatisfactory compliance management system.\n\n**_Reputation_ ** **risk** may increase when the credit union incurs fines and\npenalties or receives decreased member confidence as a result of failure to\ncomply with consumer compliance regulations.\n\n**_Strategic_ ** **_risk_ ** occurs when the board of directors fails to\nperform necessary due diligence in developing a compliance management system.\n\n**_Transaction risk_ ** can occur when there are operational or system\nproblems that cause disclosures provided to members to be inaccurate or\nunderstated.\n\n##  ** Examination Objectives **\n\nAssess the credit union\u2019s level of compliance risk and effectiveness of the\ncredit union\u2019s CMSs.\n\n  * Determine whether board and management\u2019s commitment to and oversight of compliance risk and CMS is appropriate for the size, complexity and risk profile of the credit union; \n  * Assess management\u2019s ability to anticipate consumer protection challenges and emerging risks and, where necessary, determine whether management responds appropriately and takes corrective action; \n  * Determine the effectiveness of the credit union\u2019s policies, procedures, third party management, training programs, review and monitoring mechanisms (including audits and internal control systems), and consumer complaint response process. \n  * When violations of law and/or consumer harm are identified, determine the root cause, severity, duration, and pervasiveness, and recommend corrective actions. \n\n##  ** Examination Procedures **\n\nNCUA does not conduct separate consumer protection examinations nor does it\nassign a separate Consumer Compliance Rating. These procedures are written to\nalign and augment the NCUA\u2019s overall risk-focused examination approach. An\neffort has been made, where possible, not to re-state examination procedures\ndiscussed in the CMS section of this Federal Consumer Financial Protection\nGuide.\n\n  1. Consider the credit union\u2019s market and field of membership, organizational structure \u2014 including the compliance management program and personnel roles and responsibilities \u2014 business strategy, business activities and products, risk tolerance, processes for controlling risk, systems, and other relevant information about the credit union, including any changes to the aforementioned areas. \n  2. Identify the number and subject matter of consumer complaints involving the credit union since the preceding examination effective date. When warranted, review the underlying complaint documents and credit union response. If applicable, determine what additional on-site review steps are necessary to address any concerns identified. \n  3. Through the review of board and committee minutes, board and management reports, board policies, strategic planning documents, directives, and budgets, assess the appropriateness and effectiveness of the level of board and management oversight in regards to crisk, compliance management systems, and federal consumer protection laws and regulations. \n  4. Interview credit union management and senior compliance personnel regarding compliance management systems and processes, including planning, resources devoted to compliance efforts, responses to changes in consumer protection laws and regulations, due diligence, complaint response process, and compliance reviews. Make an assessment of management\u2019s commitment to and effectiveness of compliance management efforts and systems. \n  5. Review available documentation, such as policies and procedures relating to consumer compliance and federal consumer protection laws and regulations, internal and external consumer compliance review reports, training records, and consumer complaints received by the credit union and related documentation. Make conclusions regarding the effectiveness, timeliness, and appropriateness of the credit union\u2019s CMS. \n  6. When violations or deficiencies are identified, determine their root cause, severity, duration, and pervasiveness. Make conclusions on whether the problem identified can be corrected during the normal course of business, the severity of the impact on consumers, the duration of the violation and, if the credit union self-identified the issue, whether it took corrective action immediately, and whether the violations and deficiencies were isolated in nature or widespread across the credit union. \n\n##  CMS AND COMPLIANCE RISK  \nCHECKLIST\n\n###  **Board and Management Oversight**\n\nAccount Disclosures (\u00a7707.4)  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n1  |  Do the board and management effectively manage compliance risk, including providing adequate oversight and resources commensurate with the credit union\u2019s size, complexity, and risk profile?  |  |  |   \n  \n####  Oversight and Commitment\n\nOversight and Commitment  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n1(a)  |  Do the board of directors, supervisory committee, and management demonstrate a commitment and oversight to the credit union\u2019s compliance management system?  |  |  |   \n1(b)  |  Do the board and management provide compliance resources, including systems, capital, and personnel? Is staff knowledgeable, empowered, and held accountable for compliance with laws and regulations?  |  |  |   \n1(c)  |  Does management ensure adequate and ongoing due diligence and oversight of third parties?  |  |  |   \n  \n####  Change Management\n\nChange Management  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n1(d)  |  Does management anticipate and respond to changes in applicable laws and regulations, market conditions and products and services offered by evaluating the change and implementing responses across impacted lines of business?  |  |  |   \n  \n####  Comprehension, Identification, and Management of Risk\n\nComprehension, Identification, and Management of Risk  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n1(e)  |  Does management understand and identify compliance risks, including emerging risks, in the credit union\u2019s products, services, and other activities?  |  |  |   \n1(f)  |  Does management engage in managing risk, including through self-assessments?  |  |  |   \n  \n####  Corrective Action and Self-Identification\n\nCorrective Action and Self-Identification  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n1(g)  |  Does Management identify issues and respond to compliance risk management deficiencies and any violations of laws or regulations, including providing remediation?  |  |  |   \n  \n###  Compliance Program\n\nCompliance Program  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n2  |  Is the credit union\u2019s compliance management program effective and include policies, procedures, training, monitoring and audit programs, and complaint resolution commensurate with the credit union\u2019s size, complexity, and risk profile?  |  |  |   \n  \n####  Policies and Procedures\n\nPolicies and Procedures  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n2(a)  |  Are compliance policies, procedures and third-party relationship management programs adequate to manage the compliance risk in the credit union\u2019s products, services and activities?  |  |  |   \n2(b)  |  Is compliance training outlining staff responsibilities appropriate and timely?  |  |  |   \n2(c)  |  Is the compliance-training program updated to encompass new products and services, internal policy changes, and to comply with changes to consumer protection laws and regulations?  |  |  |   \n  \n####  Monitoring and/or Audit\n\nMonitoring and/or Audit  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n2(d)  |  Are compliance monitoring practices, management information systems, compliance audit, and internal control systems in place to adequately identify and address compliance risks throughout the credit union?  |  |  |   \n  \n####  Consumer Complaint Response\n\nConsumer Complaint Response  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n2(e)  |  Does the credit union have processes and procedures in place to address consumer complaints and investigations? Are consumer complaint investigations and responses prompt and thorough?  |  |  |   \n2(f)  |  Does management monitor consumer complaints to identify risks of potential consumer harm, program deficiencies, and/or customer service issues? If yes, does management take appropriate action?  |  |  |   \n  \n###  Violations of Law and Consumer Harm\n\nViolations of Law and Consumer Harm  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n3  |  During the examination did you identify no violations or only minor violations that did not result in consumer harm and did not represent supervisory concern? (This would include becoming aware of violations or identifying them through your reviews.)  |  |  |   \n  \n####  Root Cause\n\nRoot Cause  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n3(a)  |  Were the violations the result of minor weaknesses in the compliance management system? If no, document and discuss the material or critical weaknesses in the compliance management system.  |  |  |   \n  \n####  Severity\n\nSeverity  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n3(b)  |  Did the violations cause minimal supervisory concern or consumer impact? If no, document and discuss the specific facts involved.  |  |  |   \n  \n####  Duration\n\nDuration  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n3(c)  |  Did the violation occur over a limited period of time? If no, discuss the time frame and whether the violations were long-standing or whether they were repeated.  |  |  |   \n  \n####  Pervasiveness\n\nPervasiveness  Item  |  Description  |  YES  |  NO  |  N/A   \n---|---|---|---|---  \n3(d)  |  Were the violations isolated and resulted in little supervisory concern or consumer harm? If no, discuss the number or how widespread in multiple products or services.  |  |  |   \n  \n##  Footnotes\n\nLast modified on\n\n10/30/19\n\n**Stay Informed**\n\n[ Get Started ](/subscribe)\n\n[ ](https://www.facebook.com/NCUAgov \"Go to the NCUA's Facebook page\") [\n](https://twitter.com/TheNCUA \"Go to the NCUA's Twitter page\") [\n](https://www.linkedin.com/company/ncua \"Go to the NCUA's LinkedIn page\") [\n](https://www.youtube.com/ncuachannel \"Go to the NCUA's YouTube channel\")\n\n**Our Sites**\n\n[ **MyCreditUnion.gov** Trusted resource for consumer financial protection\ninformation.  ](https://mycreditunion.gov/ \"Go to the MyCreditUnion.gov site\")\n[ **Share Insurance** Learn about credit union fund insurance.\n](/consumers/share-insurance-coverage \"Go to the Share Insurance Coverage\npage\") [ **Research a Credit Union** View information for a specific credit\nunion, download Call Reports, and request Financial Performance Reports.\n](https://mapping.ncua.gov/ResearchCreditUnion \"Go to the Research a Credit\nUnion site\") [ **Credit Union Locator** Find a credit union by address, credit\nunion name, or charter number.  ](https://mapping.ncua.gov/ \"Go to the Credit\nUnion Locator site\")\n\nBack to Top  (Opens new window)  This is an external link to a website\nbelonging to another federal agency, private organization, or commercial\nentity.  > See more  < See less  Open/Close Alternative Text\n\n",
                "url": "https://ncua.gov/regulation-supervision/manuals-guides/federal-consumer-financial-protection-guide/compliance-management/compliance-management-systems-and-compliance-risk"
            },
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            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "NCUA guidance on compliance management systems and compliance risk.",
            "url": "https://ncua.gov/regulation-supervision/manuals-guides/federal-consumer-financial-protection-guide/compliance-management/compliance-management-systems-and-compliance-risk"
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                    "source": "https://growjo.com/company/Corlytics"
                },
                "page_content": "  * Overview \n  * Revenue & Valuation \n  * Competitors \n  * What Is Corlytics ? \n  * Employee Data \n  * \n\n#  Corlytics Revenue and Competitors\n\n[ License our Company Data API ](/company_data_api)\n\n[ ](//corlytics.com)\n\n####\n\n[ Dublin ](/city/Dublin) , IE\n\nLocation\n\n####  N/A\n\nTotal Funding\n\n####  [ Finance ](/industry/Finance)\n\nIndustry\n\n##  Estimated Revenue & Valuation\n\n  * Corlytics 's estimated annual revenue is currently $12.5M per year.  [ (i) ](/join)\n  * Corlytics 's estimated revenue per employee is $ 189,000 \n\n##  Employee Data\n\n  * Corlytics has 66 Employees.  [ (i) ](/join)\n  * Corlytics grew their employee count by 35% last year. \n\n##  Corlytics 's People\n\nName  |  Title  |  Email/Phone   \n---|---|---  \n1  [ John Byrne ](/employee/John-Byrne-26476000) |  CEO  |  [ Reveal Email/Phone ](/employee/John-Byrne-26476000)  \n2  [ Ray O'Donnell ](/employee/Ray-O'Donnell-26475995) |  Chief Technology Officer  |  [ Reveal Email/Phone ](/employee/Ray-O'Donnell-26475995)  \n3  [ Tom Kenny ](/employee/Tom-Kenny-26475999) |  Chief Financial Officer  |  [ Reveal Email/Phone ](/employee/Tom-Kenny-26475999)  \n4  [ Elaine Mullan ](/employee/Elaine-Mullan-26475989) |  Head Marketing & Business Development  |  [ Reveal Email/Phone ](/employee/Elaine-Mullan-26475989)  \n5  [ Hazel Dowling ](/employee/Hazel-Dowling-26475991) |  Head Client Delivery  |  [ Reveal Email/Phone ](/employee/Hazel-Dowling-26475991)  \n6  [ Ken Hartlage ](/employee/Ken-Hartlage-26475992) |  Head North America  |  [ Reveal Email/Phone ](/employee/Ken-Hartlage-26475992)  \n7  [ Kevin O\u00e2\u0080\u0099Leary ](/employee/Kevin-O\u00e2\u0080\u0099Leary-26475993) |  VP Product Management  |  [ Reveal Email/Phone ](/employee/Kevin-O\u00e2\u0080\u0099Leary-26475993)  \n8  [ Michelle Wang ](/employee/Michelle-Wang-26475996) |  Head Risk and Data  |  [ Reveal Email/Phone ](/employee/Michelle-Wang-26475996)  \n9  [ Husam Afana ](/employee/Husam-Afana-26475997) |  Head Regulatory Technology  |  [ Reveal Email/Phone ](/employee/Husam-Afana-26475997)  \n10  [ Freddie Frith ](/employee/Freddie-Frith-26475998) |  VP, Sales  |  [ Reveal Email/Phone ](/employee/Freddie-Frith-26475998)  \n  \n##  Corlytics Competitors & Alternatives [ Add Company ](/add-your-company)\n\nCompetitor Name  |  Revenue  |  Number of Employees  |  Employee Growth  |  Total Funding  |  Valuation   \n---|---|---|---|---|---  \n# 1  [ ](//start.ie) [ Start Mortgages ](/company/Start_Mortgages) |  $51.7M  |  224  |  50%  |  N/A  |  N/A   \n# 2  [ ](//delete) [ delete ](/company/delete) |  $0.8M  |  8  |  N/A  |  N/A  |  N/A   \n# 3  [ ](//loylap.com) [ LoyLap ](/company/LoyLap) |  $3.8M  |  26  |  N/A  |  N/A  |  N/A   \n# 4  [ ](//avatrade.com) [ AvaTrade ](/company/AvaTrade) |  $213.7M  |  727  |  6%  |  N/A  |  N/A   \n# 5  [ ](//harvestfinancial.ie) [ Harvest Financi... ](/company/Harvest_Financial_Services) |  $12.1M  |  64  |  -10%  |  N/A  |  N/A   \n# 6  [ ](//acumenandtrust.com) [ Acumen and Trus... ](/company/Acumen_and_Trust) |  $3.7M  |  25  |  -46%  |  N/A  |  N/A   \n# 7  [ ](//firstcitizen.ie) [ First Citizen F... ](/company/First_Citizen_Finance_DAC) |  $17.2M  |  82  |  8%  |  N/A  |  N/A   \n# 8  [ ](//boipa.com) [ BOI Payment Acc... ](/company/BOI_Payment_Acceptance) |  $27.9M  |  133  |  5%  |  N/A  |  N/A   \n# 9  [ ](//fideuramireland.ie) [ Fideuram Asset ... ](/company/Fideuram_Asset_Management_Ireland) |  $16.8M  |  80  |  -2%  |  N/A  |  N/A   \n# 10  [ ](//taxbackinternational.com) [ Taxback Interna... ](/company/Taxback_International) |  $68.4M  |  296  |  -5%  |  N/A  |  N/A   \n[ Add Company ](/add-your-company)\n\n[ Show More Finance Companies ](/industry/Finance)\n\n##  What Is Corlytics ?\n\nAn undisputed leader in the RegTech (regulatory technology) industry, the\nCorlytics Group operates as trusted strategic partner to global Tier 1\norganisations. Delivering a platform that manages the entire regulatory risk\nvalue chain, Corlytics provides assurance on never-ending regulatory changes\nto compliance, risk, legal and audit teams globally. \\n\\nPlugged directly into\ninternational regulators, Corlytics is the only one-stop-shop solution that\nenables clients to align with, and stay ahead of, regulatory demands. The\nGroup serves 14 of the Top 50 global banks, as well as leading insurers/re-\ninsurers, payment providers and investment managers. \\n\\nCorlytics has won\nseveral recent awards including: Payments Compliance Technology of the Year in\nthe FS Tech Payments Awards, Best Solution for Regulatory Change Management,\nRegulation Asia, Most Innovative Regulatory Compliance Monitoring/ Management,\nA-team Innovation awards, Compliance and Regtech award, FS Awards and Regtech\nof the year in the Deloitte Financial Services Innovation Awards.\n\n**keywords:** N/A  \n\nN/A\n\nTotal Funding\n\n66\n\nNumber of Employees\n\n$12.5M\n\nRevenue (est)\n\n35%\n\nEmployee Growth %\n\nN/A\n\nValuation\n\nN/A\n\nAccelerator\n\n##  Other Companies in Dublin\n\n[ ](/export_list)\n\nCompany Name  |  Revenue  |  Number of Employees  |  Employee Growth  |  Total Funding   \n---|---|---|---|---  \n# 1  [ ](//harcourtdev.com) [ Harcourt Develo... ](/company/Harcourt_Developments) |  $8.9M  |  66  |  -3%  |  N/A   \n# 2  [ ](//privatebanking.aib.ie) [ AIB Private Ban... ](/company/AIB_Private_Banking) |  $12.5M  |  66  |  -1%  |  N/A   \n# 3  [ ](//giant.ie) [ Giant Animation ](/company/Giant_Animation) |  $7.5M  |  66  |  -1%  |  N/A   \n# 4  [ ](//luttrellstowncastle.com) [ Luttrellstown C... ](/company/Luttrellstown_Castle_Resort) |  $15.1M  |  66  |  25%  |  N/A   \n# 5  [ ](//sstsinc.com) [ Smart Software ... ](/company/Smart_Software_Testing_Solutions) |  $8.6M  |  66  |  N/A  |  N/A   \n  \n\u00c2\u00a9 2025 Growjo  \nAll right reserved\n\n###  Cities\n\n[ Atlanta ](/city/Atlanta) [ Austin ](/city/Austin) [ Baltimore\n](/city/Baltimore) [ Bangalore ](/city/Bangalore) [ Berlin ](/city/Berlin) [\nBoston ](/city/Boston) [ Boulder ](/city/Boulder) [ Charlotte\n](/city/Charlotte) [ Chicago ](/city/Chicago) [ Cleveland ](/city/Cleveland) [\nDallas ](/city/Dallas) [ Denver ](/city/Denver) [ Detroit ](/city/Detroit) [\nDublin ](/city/Dublin) [ East Bay ](/city/East_Bay) [ Houston ](/city/Houston)\n[ Jacksonville ](/city/Jacksonville) [ Kansas City ](/city/Kansas_City) [ Las\nVegas ](/city/Las_Vegas) [ London ](/city/London) [ Los Angeles\n](/city/Los_Angeles) [ Miami ](/city/Miami) [ Minneapolis ](/city/Minneapolis)\n[ Nashville ](/city/Nashville) [ New York City ](/city/New_York_City) [ Orange\nCounty ](/city/Orange_County) [ Orlando ](/city/Orlando) [ Paris\n](/city/Paris) [ Philadelphia ](/city/Philadelphia) [ Phoenix ](/city/Phoenix)\n[ Pittsburgh ](/city/Pittsburgh) [ Portland ](/city/Portland) [ Raleigh Durham\n](/city/Raleigh_Durham) [ Salt Lake City ](/city/Salt_Lake_City) [ San Antonio\n](/city/San_Antonio) [ San Diego ](/city/San_Diego) [ San Francisco\n](/city/San_Francisco) [ Santa Barbara ](/city/Santa_Barbara) [ Seattle\n](/city/Seattle) [ Silicon Valley ](/city/Silicon_Valley) [ Singapore\n](/city/Singapore) [ St Louis ](/city/St_Louis) [ Stockholm ](/city/Stockholm)\n[ Sydney ](/city/Sydney) [ Tampa ](/city/Tampa) [ Tel Aviv ](/city/Tel_Aviv) [\nToronto ](/city/Toronto) [ Vancouver ](/city/Vancouver) [ Washington DC\n](/city/Washington_DC)\n\n###  States\n\n[ AZ ](/state/AZ) [ CA ](/state/CA) [ CO ](/state/CO) [ FL ](/state/FL) [ GA\n](/state/GA) [ ID ](/state/ID) [ IL ](/state/IL) [ MA ](/state/MA) [ MI\n](/state/MI) [ MN ](/state/MN) [ NY ](/state/NY) [ OH ](/state/OH) [ OR\n](/state/OR) [ PA ](/state/PA) [ TN ](/state/TN) [ TX ](/state/TX) [ UT\n](/state/UT) [ WA ](/state/WA)\n\n###  Industries\n\n[ AdTech ](/industry/AdTech) [ Analytics ](/industry/Analytics) [ BioTech\n](/industry/BioTech) [ Cannabis ](/industry/Cannabis) [ DevOps\n](/industry/DevOps) [ Digital Health ](/industry/Digital_Health) [ EdTech\n](/industry/EdTech) [ Fintech ](/industry/Fintech) [ Martech\n](/industry/Martech) [ Real Estate ](/industry/Real_Estate) [ Tech Services\n](/industry/Tech_Services)\n\n###  Growjo\n\n[ Directory ](/directory) [ What is ZoomInfo? ](/what-is-zoominfo) [ Best\nSales Lead Database ](https://www.lead411.com/blog/best-database-for-sales-\nleads-in-2023) [ Terms & conditions ](/terms) [ Privacy Policy ](/privacy) [\nDo Not Sell ](/do_not) [ Contact Us ](/contact) [ About our Data\n](/about_our_data)\n\n",
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                    "source": "https://www.waterboards.ca.gov/laws_regulations/"
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                "page_content": "\n\n#  Laws and Regulations\n\n##  Quick Links\n\n  * Service of Process \n  * Laws & Regulations Relevant to Current Public Proceedings \n  * California Code of Regulations \n  * Final Amendments to Water Quality Petitions Regulations - Effective January 1, 2015 \n\n  * [ Water Quality Petitions ](../public_notices/petitions/water_quality/)\n  * Ex Parte Communications \n  * Additional Information \n  * Laws & Regulations Applicable to Conduct of Meetings and Proceedings \n\n[ Subscribe on-line ](/resources/email_subscriptions/) to our email lists and\nreceive updates on various topics.\n\n##  Service of Process\n\nIn lieu of personal service, the State Water Resources Control Board and the\nnine California Regional Water Quality Control Boards commit to accepting\nservice of summons via a notice of acknowledgment and receipt (Code of Civil\nProcedure section 415.30) if the notice and the papers being served are\nemailed to the following agency email address: [ OCC-Service-Of-\nProcess@waterboards.ca.gov ](mailto:OCC-Service-Of-Process@waterboards.ca.gov)\n\nFor questions related to service of subpoenas and other legal papers, please\nsend an email to the address above.\n\n##  Laws and Regulations Relevant to Current Public Proceedings\n\n  * [ California Water Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=WAT&tocTitle=+Water+Code+-+WAT)   \nThe official Water Code on the California Legislative Counsel Website\n\n  * [ California Health & Safety Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=HSC&tocTitle=+Health+and+Safety+Code+-+HSC)   \nThe official Health & Safety Code on the California Legislative Counsel\nWebsite, which contains provisions relating to drinking water and underground\nstorage tanks.\n\nThe State Water Board also maintains compilations of various laws relevant to\ndifferent areas of the water boards\u2019 responsibilities. While every effort is\nmade to ensure these compilations are accurate and up-to-date, you should\nconsult the official version of the California Code or the United States Code\nif in doubt.\n\n  * [ Statutory Water Rights Laws ](docs/wrlaws.pdf) \\- effective January 1, 2025   \nCalifornia Water Code (particularly Division 2) and other California Code\nsections relevant to water rights\n\n  * [ Porter-Cologne Water Quality Control Act ](docs/portercologne.pdf) \\- effective January 1, 2025   \nExcerpts of California Water Code, Division 7 (Water Quality)\n\n  * [ California Safe Drinking Water Laws ](docs/drinking-water-code.pdf) \\- effective January 1, 2025   \nExcerpts of California Health & Safety Code applicable to safe drinking water\nand environmental laboratory accreditation.\n\n  * [ Sustainable Groundwater Management Act (SGMA) & Groundwater Adjudications ](docs/4-4-2026-sgma-booklet.pdf) \u2013 effective January 1, 2025 Excerpts of the California Water Code, California Government Code, Title 23 of the California Code of Regulations, and the California Code of Civil Procedure related to SGMA and groundwater adjudications. \n  * [ Federal Clean Water Act ](docs/fedwaterpollutioncontrolact.pdf) \\- Title 33, U.S.C. sections 1251 and following  [Updated to include 2011 Amendments] \n  * [ Title 40 of the Code of Federal Regulations ](http://www.gpo.gov/fdsys/browse/collectionCfr.action?collectionCode=CFR&searchPath=Title+40%2FChapter+I&oldPath=Title+40&isCollapsed=true&selectedYearFrom=2010&ycord=1510) \\- Code of Federal Regulations, Title 40 (Protection of the Environment) maintained by the Government Printing Office \n  * [ Human Right to Water ](http://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=WAT&sectionNum=106.3) \\- effective January 1, 2013 California Water Code (Division 1, Section 106.3)   \nEstablishes that every human being has the right to safe, clean, affordable,\nand accessible water adequate for human consumption, cooking, and sanitary\npurposes.\n\nThe State Water Board's Division of Drinking Water (DDW) has a compilation of\nstatutes related to drinking water and recycled water. These are included in [\nDDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.shtml) .\n\n##  California Code of Regulations\n\n  * [ California Code of Regulations ](https://govt.westlaw.com/calregs/Index?bhcp=1&transitionType=Default&contextData=\\(sc.Default\\))   \nThe entire California Code of Regulations maintained by the California Office\nof Administrative Law (OAL)\n\n  * [ Title 27. Environmental Protection ](http://government.westlaw.com/linkedslice/default.asp?li=%7B2F6173EC-EA04-4F8A-96D3-92BA4F967A6E%7D&RS=GVT1.0&VR=2.0&SP=CCR-1000)   \nTitle 27 (Environmental Protection), Division 2, Subdivision 1 (Consolidated\nRegulations or Treatment, Storage, Processing or Disposal of Solid Waste) of\nthe California Code of Regulations on the OAL Website\n\n  * [ Plans and Policies ](../plans_policies/)   \nWater Quality Control Plans (Basin Plans) and State Policies for Water Quality\nControl have the legal force and effect of regulation.\n\nThe State Water Board also maintains compilations of regulations in different\nareas of the water boards\u2019 responsibilities. While every effort is made to\nensure these compilations are accurate and up-to-date, you should consult the\nofficial California Code of Regulations if in doubt.\n\n  * [ Title 23. Waters (Division 3) \u2013 Conflict of Interest Code for the State Water Board ](docs/conflict-of-interest-code.pdf) (2023) \n  * [ Title 23. Waters (Division 3) - Portions Pertaining to SGMA and Water Rights ](docs/ccr_ch16_202010.pdf) \\- effective January 1, 2021   \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to water rights laws and proceedings.  \nA more current version of SGMA statutes and regulations is available in the\nSustainable Groundwater Management Act (SGMA) & Groundwater Adjudications\nlink, above.\n\n  * [ Title 23. Waters (Division 3) - Meeting Regulations ](docs/waterboards_meeting_regs.pdf)   \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to meetings before the water boards.\n\n  * [ Title 27. Environmental Protection (Division 2) - Solid Waste ](../water_issues/programs/land_disposal/docs/t27w97j.pdf)   \nExcerpts of the portions of Title 27 (Environmental Protection) of the\nCalifornia Code of Regulations pertaining to Consolidated Regulations or\nTreatment, Storage, Processing or Disposal of Solid Waste.\n\nDDW has a compilation of regulations related to drinking water and recycled\nwater. These are included in [ DDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.html) .\n\n##  Final Amendments to Water Quality Petitions Regulations - Effective\nJanuary 1, 2015\n\n  * [ Full Text of Final Amendments ](docs/fnlamnd_eff010115.pdf) . Approved by State Water Boards on October 7, 2014. Approved by Office of Administrative Law on November 25, 2014. Effective January 1, 2015. \n  * [ Public Notice of October 7, 2014 Hearing ](docs/notice_wqpet092214.pdf) To Consider Adoption of Proposed Amendments to Water Quality Petition Regulations \n  * [ Transmittal Letter to Interested Parties Re: Regulations ](docs/transmittal_letter.pdf) \\- March 7, 2014 \n  * [ Notice of Proposed Rulemaking ](docs/proposed_rm2014feb.pdf) \\- February 2014 \n  * [ Initial Statement of Reasons ](docs/initial_sr2014feb.pdf) \\- February 2014 \n  * [ Full Text of Proposed Amendments ](docs/wqpetitionregs2014feb.pdf) to California Code of Regulations, Title 23. Waters. Division 3. State Water Resources Control Board. Chapter 6. Rules Governing Review By State Board of Action or Failure to Act By Regional Board - February 2014 \n\n##  Laws and Regulations Applicable to the Conduct of Board Meetings and\nAdjudicative Proceedings\n\n  * [ Bagley-Keene Open Meeting Act ](docs/bagleykeene.pdf) \\- effective January 1, 2024 \n  * [ Administrative Adjudication Statutes ](docs/occ_meeting_provisions.pdf) \\- effective January 1, 2024 \n  * [ Water Boards' Meeting Regulations ](docs/waterboards_meeting_regs.pdf) \\- effective January 1, 2008 \n  * [ Question and Answer Document on Adjudicative Proceedings ](docs/adjudicative_hearing_process.pdf)\n\n##  Water Quality Petitions\n\n  * [ Water Quality Petitions Web Page ](/public_notices/petitions/water_quality/index.shtml)   \nIncludes instructions for filing water quality petitions and opportunity to\ndownload electronic versions of water quality petitions are now available at\nthe Water Quality Petitions webpage.\n\n##  Ex Parte Communications\n\n  * [ Ex Parte Communications Questions and Answers ](docs/exparte.pdf) [Updated April 25, 2013 to include Question 45 concerning site visits and pending general orders] \n  * Ex Parte Communication Disclosure Form for General Orders [ [ Fill-In PDF Form and Instructions ](docs/exparte_form.pdf) ] \n    * If possible, please download the form, complete it electronically, then email it to the referenced email inbox. This will help us to distribute and post the forms to the State Board\u2019s website. \n\n_Note: This form is for ex parte communications to State Water Board members\nonly. For Regional Water Board communications, please go to the respective\nboard\u2019s website ([ www.waterboards.ca.gov/waterboards_map.shtml\n](../waterboards_map.shtml) ) _ .\n\n  * Pending General Orders Subject to Water Code Section 13287 Ex Parte Disclosure Requirements   \nBelow is a list of matters pending before the State Water Board subject to the\ndisclosure requirements of Water Code section 13287. Other pending orders or\nwater quality petitions, not in abeyance, before the State Water Board are\nsubject to the prohibition on ex parte communications.\n\nGeneral Order  |  Scheduled Adoption Meeting  |  **Ex Parte Prohibition in Effect**  \n---|---|---  \nGeneral Waste Discharge Requirements for Winery Process Water  |  January 20, 2021  |  January 13, 2021   \nGeneral NPDES Permit for Discharges from Utility Vaults and Underground Structures  |  October 21, 2014  |  October 7, 2014   \nAmendments to Aquatic Animal Invasive Species Control Permit  |  October 21, 2014  |  October 7, 2014   \nGeneral NPDES Permit for Discharges from Drinking Water Systems  |  November 4, 2014  |  October 21, 2014   \nRecycled Water Waste Discharge Requirements  |  June 3, 2014  |  May 26, 2014   \nCompost General Waste Discharge Requirements  |  N/A  |  N/A   \nPetitions A-2209(a)-(e) (Central Coast Water Board, Conditional Waiver for Irrigated Lands)  |  N/A  |  N/A   \nPetitions A-2239(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the East San Joaquin Watershed)  |  N/A  |  N/A   \nPetition A-2269 (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture for Discharges Not Participating in Third-Party Groups)  |  N/A  |  N/A   \nPetitions A-2278(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the Tulare Lake Basin for Dischargers Participating in a Third-Party Group)  |  N/A  |  N/A   \nPetitions A-2283(a)-(b) (Central Valley Water Board, General Waste Discharge Requirements for Existing Milk Cow Dairies)  |  N/A  |  N/A   \nPetitions A-2751(a)\u2013(b) (Central Coast Water Board, General Waste Discharge Requirements for Discharges from Irrigated Lands)  |  N/A  |  N/A   \n  \n##  Additional Information\n\n  * [ Incompatible Activities Statement ](docs/incompatible_activities_statement.doc)\n  * [ Regulated Local Agencies ](docs/regagencies.doc)\n  * [ Waste Discharge Fee Schedules ](/resources/fees/) \\- Amended California Code of Regulations Title 23 \n  * [ SWRCB Conflict of Interest Code ](docs/conflict-of-interest-code.pdf) (effective 10/20/2023) \n\n(Page last updated 04/04/2025 )\n\n_Water is a precious resource in California, and maintaining its quality is of\nutmost importance to safeguard the health of the public and the environment._\n\n####  Statewide Campaigns\n\n  * [ EPA Water Sense ](https://www.epa.gov/watersense)\n  * [ Report an Environmental Concern ](https://calepacomplaints.secure.force.com/complaints/)\n  * [ Save Our Water ](https://saveourwater.com/)\n  * [ Flex Alert ](https://www.flexalert.org)\n  * [ Register to Vote ](https://registertovote.ca.gov/)\n\n[ ](https://covid19.ca.gov/)\n\n####  Quick Links\n\n  * [ Board Agendas ](/board_info/agendas/)\n  * [ Fees ](/resources/fees/)\n  * [ Make a Payment ](/make_a_payment/)\n  * [ Grievance Procedure ](/about_us/public_participation/participation_and_accommodation/#grievance_procedure)\n  * [ Help / Business Help ](/resources/help.html)\n  * [ Uniform Grants Guidance ](/uniform_grants_guidance/)\n\n[ ](https://www.grants.ca.gov/)\n\n####  [ Resources ](/resources/)\n\n  * [ OIMA ](/resources/oima/)\n  * [ CEDEN ](http://ceden.org)\n  * [ Data & Databases ](/resources/data_databases/)\n  * [ Drought Information ](/waterrights/water_issues/programs/drought/)\n  * [ FAAST ](https://faast.waterboards.ca.gov/)\n  * [ Language Access Form ](https://forms.office.com/g/M5PzfjQepk)\n  * [ Formulario de Acceso al Idioma ](https://forms.office.com/g/M5PzfjQepk)\n  * [ My Water Quality ](https://mywaterquality.ca.gov)\n  * [ Performance Report ](/about_us/performance_report/)\n  * [ Tribal Affairs ](/about_us/public_participation/tribal_affairs/)\n  * [ Wastewater Arrearage Payment ](/arrearage_payment_program/)\n  * [ Website Index ](/resources/website_index.html)\n\n####  Working with the Board\n\n  * [ Abbreviations and Acronyms ](/publications_forms/available_documents/water_words/acronyms.pdf)\n  * [ Board Priorities ](/board_info/priorities/)\n  * [ Decisions Pending &   \nOpportunities for Public Participation ](/board_info/calendar/)\n\n  * [ Employment ](/about_us/employment/)\n  * [ Frequently Asked Questions ](/resources/faqs/)\n  * [ Grants & Loans ](/water_issues/programs/grants_loans/)\n  * [ Laws / Regulations ](/laws_regulations/)\n  * [ Plans / Policies ](/plans_policies/)\n  * [ Public Records Center ](/resources/public_records/)\n  * [ Publications / Forms ](/publications_forms/)\n\n  * Back to Top \n  * [ Conditions of Use ](/conditions_of_use.html)\n  * [ Privacy Policy ](/privacy_policy.html)\n  * [ Accessibility ](/accessibility.html)\n  * [ Contact Us ](/about_us/contact_us/index.html)\n\n  * [ Facebook  ](https://www.facebook.com/CaliforniaWaterBoards)\n  * [ LinkedIn  ](https://www.linkedin.com/company/state-water-resources-control-board)\n  * [ X  ](https://x.com/CaWaterBoards)\n  * [ Instagram  ](https://www.instagram.com/ca.water.boards/)\n  * [ Board YouTube  ](https://www.youtube.com/user/BoardWebSupport)\n\n[ Website Accessibility Certification ](/docs/ed_cio_statement.pdf)  \n  \nCopyright \u00a9 State of California\n\nThe California Water Boards include the [ State Water Resources Control Board\n](https://www.waterboards.ca.gov) and nine [ Regional Boards\n](https://www.waterboards.ca.gov/waterboards_map.html)  \nThe State Water Board is one of six environmental entities operating under  \nthe authority of the California Environmental Protection Agency  \n[ CalEPA ](https://calepa.ca.gov) | [ ARB ](https://ww2.arb.ca.gov/) | [ CalRecycle ](https://www.calrecycle.ca.gov) | [ DPR ](https://www.cdpr.ca.gov) | [ DTSC ](https://www.dtsc.ca.gov) | [ OEHHA ](https://oehha.ca.gov/) | [ **SWRCB** ](https://www.waterboards.ca.gov)\n\n.\n\n",
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                    "source": "https://ww2.arb.ca.gov/our-work/programs"
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                "page_content": "##  Programs\n\nPrograms are the specific actions, research areas, or regulatory\nresponsibilities of the California Air Resources Board.\n\nPrograms are how the Board works to protect public health by improving and\nprotecting air quality. Programs support all aspects of the work of the CARB,\nfrom research and measurements, to policy implementation and regulation\nenforcement.\n\n  * [ Agriculture  ](/our-work/programs?f%5B0%5D=topics%3A219)\n  * [ Airborne Toxics  ](/our-work/programs?f%5B0%5D=topics%3A421)\n  * [ Aircraft & Airports  ](/our-work/programs?f%5B0%5D=topics%3A228)\n  * [ Air Pollution  ](/our-work/programs?f%5B0%5D=topics%3A224)\n  * [ Air Quality Monitoring  ](/our-work/programs?f%5B0%5D=topics%3A384)\n  * [ Air Quality Plans  ](/our-work/programs?f%5B0%5D=topics%3A412)\n  * [ Clean Cars  ](/our-work/programs?f%5B0%5D=topics%3A322)\n  * [ Climate Change  ](/our-work/programs?f%5B0%5D=topics%3A323)\n  * [ Communities  ](/our-work/programs?f%5B0%5D=topics%3A1755)\n  * [ Construction & Earthmoving Equipment  ](/our-work/programs?f%5B0%5D=topics%3A324)\n  * [ Consumer Products  ](/our-work/programs?f%5B0%5D=topics%3A402)\n  * [ Energy  ](/our-work/programs?f%5B0%5D=topics%3A320)\n  * [ Enforcement  ](/our-work/programs?f%5B0%5D=topics%3A400)\n  * [ Environmental Justice  ](/our-work/programs?f%5B0%5D=topics%3A227)\n  * [ Freight & Goods Movement  ](/our-work/programs?f%5B0%5D=topics%3A407)\n  * [ Fuels  ](/our-work/programs?f%5B0%5D=topics%3A406)\n  * [ Health  ](/our-work/programs?f%5B0%5D=topics%3A262)\n  * [ Incentives  ](/our-work/programs?f%5B0%5D=topics%3A409)\n  * [ Indoor Air Quality & Exposure  ](/our-work/programs?f%5B0%5D=topics%3A452)\n  * [ Industry & Manufacturing  ](/our-work/programs?f%5B0%5D=topics%3A403)\n  * [ Lawn, Garden & Landscape Equipment  ](/our-work/programs?f%5B0%5D=topics%3A319)\n  * [ Oceangoing Vessels & Harbor Craft  ](/our-work/programs?f%5B0%5D=topics%3A420)\n  * [ On-Road Heavy-Duty Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A2737)\n  * [ Power Equipment  ](/our-work/programs?f%5B0%5D=topics%3A410)\n  * [ Recreational Vehicles & Watercraft  ](/our-work/programs?f%5B0%5D=topics%3A416)\n  * [ Research  ](/our-work/programs?f%5B0%5D=topics%3A414)\n  * [ Simple Solutions to Improve Air Quality  ](/our-work/programs?f%5B0%5D=topics%3A424)\n  * [ Smoke  ](/our-work/programs?f%5B0%5D=topics%3A418)\n  * [ Sustainable Communities  ](/our-work/programs?f%5B0%5D=topics%3A491)\n  * [ Trains & Railyards  ](/our-work/programs?f%5B0%5D=topics%3A415)\n  * [ Transit  ](/our-work/programs?f%5B0%5D=topics%3A422)\n  * [ Truck & Bus  ](/our-work/programs?f%5B0%5D=topics%3A313)\n  * [ VW Diesel Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A425)\n  * [ Zero-Emission Transportation  ](/our-work/programs?f%5B0%5D=topics%3A143)\n\n267 results found\n\nPROGRAM  |  SUB PROGRAM  |  TOPICS  |  DIVISION   \n---|---|---|---  \n[ AB 2588 Air Toxics \"Hot Spots\" ](/our-work/programs/ab-2588-air-toxics-hot-spots) |  N/A  |  N/A  |  N/A   \n[ AB 2766 Motor Vehicle (MV) Fees Program ](/our-work/programs/ab-2766-mv-fees) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) |  Sustainable Transportation and Communities Division   \n[ AB 32 Climate Change Scoping Plan ](/our-work/programs/ab-32-climate-change-scoping-plan) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ AB 32 Cost of Implementation Fee Regulation ](/our-work/programs/ab-32-cost-implementation-fee-regulation) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Abrasive Blasting Program ](/our-work/programs/abrasive-blasting-program-certified-abrasives) |  N/A  |  N/A  |  Monitoring and Laboratory Division   \n[ Access Clean California ](/our-work/programs/access-clean-california) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Accessible Clean Transportation Options SB 350 ](/our-work/programs/accessible-clean-transportation-options-sb-350) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Adult Education & Vocational School Zero-Emission Vehicle Technology Training Project ](/our-work/programs/adult-education-vocational-school-zero-emission-vehicle-technology-training) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Advanced Clean Cars Program ](/our-work/programs/advanced-clean-cars-program) |  N/A  |  [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Sustainable Transportation and Communities Division   \n[ Advanced Clean Fleets ](/our-work/programs/advanced-clean-fleets) |  N/A  |  [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) |  N/A   \n[ Advanced Clean Trucks ](/our-work/programs/advanced-clean-trucks) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Advanced Technology Demonstration and Pilot Projects ](/our-work/programs/advanced-technology-demos-and-pilots) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Aftermarket, Performance, and Add-on Parts ](/our-work/programs/aftermarket-performance-and-add-parts) |  N/A  |  N/A  |  Emissions Certification and Compliance Division   \n[ Agricultural & Prescribed Burning ](/our-work/programs/agricultural-prescribed-burning) |  N/A  |  [ Smoke ](/our-work/topics/smoke) |  N/A   \n[ Agricultural Burning ](/our-work/programs/agricultural-burning) |  N/A  |  N/A  |  N/A   \n[ Air Cleaners & Ozone Generating Products ](/our-work/programs/air-cleaners-ozone-generating-products) |  N/A  |  N/A  |  Research Division   \n[ Air Quality Training ](/our-work/programs/air-quality-training) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Air Resources Board Equipment Registration (ARBER) System ](/our-work/programs/air-resources-board-equipment-registration-arber-system) |  N/A  |  N/A  |  N/A   \n[ Air Toxics Listening Session Series ](/our-work/programs/air-toxics-listening-session-series) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Freight & Goods Movement ](/our-work/topics/freight-goods-movement) , [ Trains & Railyards ](/our-work/topics/trains-railyards) , [ Air Pollution ](/our-work/topics/air-pollution) |  Transportation and Toxics Division   \n[ Air Toxics Program ](/our-work/programs/air-toxics-program) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Consumer Products ](/our-work/topics/consumer-products) |  Transportation and Toxics Division   \n[ Airborne Toxic Control Measure to Limit Diesel-Fueled Commercial Motor Vehicle Idling ](/our-work/programs/atcm-to-limit-vehicle-idling) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) |  Mobile Source Control Division   \n[ Aliso Canyon Natural Gas Leak ](/our-work/programs/aliso-canyon-natural-gas-leak) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Research Division   \n[ Almanac of Emissions & Air Quality ](/our-work/programs/almanac-emissions-air-quality) |  N/A  |  N/A  |  N/A   \n[ Alternative Diesel Fuels ](/our-work/programs/alternative-diesel-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Alternative Fuels ](/our-work/programs/alternative-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Ambient Air Monitoring - Regulatory ](/our-work/programs/ambient-air-monitoring-regulatory) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) , [ Health ](/our-work/topics/health) , [ Air Quality Monitoring ](/our-work/topics/air-quality-monitoring) |  Mobile Source Laboratory Division   \n[ Asbestos NESHAP Program ](/our-work/programs/asbestos-neshap-program) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Board Meetings ](/our-work/programs/board-meetings) |  N/A  |  N/A  |  Executive Office   \n[ Building Decarbonization ](/our-work/programs/building-decarbonization) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) , [ Climate Change ](/our-work/topics/climate-change) , [ Indoor Air Quality & Exposure ](/our-work/topics/indoor-air-quality-exposure) |  N/A   \n[ California Bioresources Economy Summit ](/our-work/programs/biosummit) |  N/A  |  N/A  |  N/A   \n[ California Climate Investments ](/our-work/programs/california-climate-investments) |  N/A  |  N/A  |  Transportation and Toxics Division   \n[ California Corporate Greenhouse Gas (GHG) Reporting and Climate Related Financial Risk Disclosure Programs ](/our-work/programs/california-corporate-greenhouse-gas-ghg-reporting-and-climate-related-financial) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ California E-Bike Incentive Project ](/our-work/programs/california-e-bike-incentive-project) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Simple Solutions to Improve Air Quality ](/our-work/topics/simple-solutions-improve-air-quality) |  Mobile Source Control Division   \n[ California Greenhouse Gas Emission Inventory Program ](/our-work/programs/ghg-inventory-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) |  Air Quality Planning and Science Division   \n[ California Methane Research Program ](/our-work/programs/california-methane-research-program) |  N/A  |  N/A  |  N/A   \n[ California Racing Vehicles ](/our-work/programs/california-racing-vehicles) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ California Satellite Methane Project ](/our-work/programs/california-satellite-methane-project) |  N/A  |  N/A  |  N/A   \n[ California Significant New Alternatives Policy (SNAP) ](/our-work/programs/california-significant-new-alternatives-policy-snap) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Industry & Manufacturing ](/our-work/topics/industry-manufacturing) |  Research Division   \n[ California State Implementation Plans ](/our-work/programs/california-state-implementation-plans) |  N/A  |  [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Air Quality Planning and Science Division   \n[ California State Plan for Compliance with U.S. EPA\u2019s Landfill Emission Guidelines ](/our-work/programs/ca-state-plan-landfills) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Industrial Strategies Division   \n[ California Tropical Forest Standard ](/our-work/programs/california-tropical-forest-standard) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Cap-and-Trade Program ](/our-work/programs/cap-and-trade-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ CARB\u2019s Certified Regulatory Program, Implementing the California Environmental Quality Act (CEQA) ](/our-work/programs/carbs-certified-regulatory-program-implementing-california-environmental-quality) |  N/A  |  N/A  |  N/A   \n[ Carbon Neutrality ](/our-work/programs/carbon-neutrality) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  N/A   \n  \n##  Contact Us\n\n[ (800) 242-4450 ](tel:8002424450) | [ helpline@arb.ca.gov ](mailto:helpline@arb.ca.gov)   \n1001 I Street, Sacramento, CA 95814  \nP.O. Box 2815, Sacramento, CA 95812\n\n[\n](https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/Immunization/ncov2019.aspx)\n\n  * [ twitter  ](https://twitter.com/AirResources)\n  * [ facebook  ](https://www.facebook.com/people/California-Air-Resources-Board/100087562832527/)\n  * [ youtube  ](https://www.youtube.com/user/calairinfo)\n  * [ linkedin  ](https://www.linkedin.com/company/california-air-resources-board)\n  * [ email  ](https://public.govdelivery.com/accounts/CARB/subscriber/new?topic_id=listserv)\n\n  * [ Accessibility ](/accessibility)\n  * [ Privacy Policy ](https://ww2.arb.ca.gov/carbis-privacy-and-conditions-use)\n  * [ Conditions of Use ](/privacy-conditions-use)\n  * [ Air Districts ](/california-air-districts \"Contact information for California's 35 air pollution control districts\")\n  * [ Register to Vote ](https://registertovote.ca.gov/ \"California online voter registration\")\n\nCalifornia Governor\n\n[ Gavin Newsom  Opens a New Window.  ](https://www.gov.ca.gov/)\n\nSecretary for Environmental Protection\n\n[ Yana Garcia  Opens a New Window.  ](https://calepa.ca.gov/yana-garcia-\nsecretary-for-environmental-protection/)\n\nChair, California Air Resources Board\n\n[ Liane M. Randolph  Opens a New Window.\n](//ww2.arb.ca.gov/about/leadership/liane-m-randolph)\n\nThe California Air Resources Board is one of six boards, departments, and\noffices under the umbrella of the California Environmental Protection Agency.\n\n  * [ CalEPA ](http://www.calepa.ca.gov/ \"California Environmental Protection Agency\")\n  * [ CalRecycle ](https://www.calrecycle.ca.gov/)\n  * [ DPR ](http://www.cdpr.ca.gov/)\n  * [ DTSC ](http://www.dtsc.ca.gov/)\n  * [ OEHHA ](https://oehha.ca.gov/)\n  * [ SWRCB ](https://www.waterboards.ca.gov/)\n\nCopyright \u00a9 2025 State of California\n\n",
                "url": "https://ww2.arb.ca.gov/our-work/programs"
            },
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                    "source": "https://tc.canada.ca/en/dangerous-goods/transportation-dangerous-goods-tdg-general-policy-advisory-council-gpac"
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                "page_content": "#  Transportation of Dangerous Goods (TDG) General Policy Advisory Council\n(GPAC)\n\n**From:[ Transport Canada ](/en) **\n\n  * \n\nThe Transportation of Dangerous Goods (TDG) General Policy Advisory Council\n(GPAC) is a working group reporting on classification, emergency response and\nmeans of containment. On this page, you will find information about the\ncouncil as well as lists of members.\n\n##  On this page\n\n  * About the council \n  * Nominated members list \n  * Nominated observers list \n  * Reports and recommendations \n  * Related links \n\n##  About the council\n\nIn November 2013, the Minister of Transport asked the Transportation of\nDangerous Goods (TDG) General Policy Advisory Council (GPAC) to provide short\nand long-term recommendations aimed at enhancing public safety and\nstrengthening standards for the transportation of dangerous goods.\n\nThe TDG GPAC provides Transport Canada (TC) with advice on all matters related\nto the transportation of dangerous goods. Members of the council represent the\nCanadian Association of Fire Chiefs (CAFC), the Canadian Association of Chiefs\nof Police (CACP), the Federation of Canadian Municipalities (FCM), labour\nunions, and a variety of industry associations, including manufacturers,\nconsignors, carriers, shippers and consignees.\n\nThree (3) industry-led working groups were created to examine classification,\nemergency response, and means of containment.\n\nOn January 31, 2014, the working groups provided their reports containing\nrecommendations for the Minister of Transport. The department is reviewing\nthese recommendations on an expedited basis to determine what action can be\ntaken to further protect public safety. Transport Canada continues to work\nwith all its stakeholders, including officials in the United States, as we\nlook together to develop options for a North American solution.\n\n##  Nominated members list\n\nChair of TDG GPAC:\n\n**Mr. Robert Loenhart**  \nSenior Vice-President, Regulatory Affairs and Safety  \nCanadian Propane Association (CPA)  \nVice-Chair of TDG GPAC:\n\n**Mr. Henry Ridders**  \nTransportation Compliance Coordinator  \nKeyera Corporation  \nCanadian Association of Petroleum Producers (CAPP)\n\nAssociations  |  Member name and information  |  Alternate name and information  |  Observer / alternate observer name and information   \n---|---|---|---  \n**Air Transport Association of Canada (ATAC)** |  **David E. Rankin**   \nVice President  \n  \n**Colleen Tieman**  \nNational Dangerous Goods Manager  \nPurolator Inc.  \n  \n**Rhonda Jessop**  \nDirector, Global Learning  \nLabelmaster Inc.  |  **David E. Rankin**   \nVice President  |  N/A   \n**Assembly of First Nations (AFN)** |  **David Diabo**   \nSpecial Advisor - Emergency Management Emergency Services  |  **Irving Leblanc**   \nDirector, Infrastructure  |  **Elizabeth Fox**   \nSenior Policy Analyst  \nInfrastructure  \n**Canada Safety Council (CSC)** |  **Gareth Jones**   \nPresident & Chief Executive Officer (CEO)  |  N/A  |  N/A   \n**Canadian Association of Fire Chiefs (CAFC)** |  **Tina Saryeddine**   \nExecutive Director  |  **Ken Uzeloc**   \nProtective Services Director / Fire Chief  |  **Chris Case**   \nFire Chief  \nCo-Chair CAFC Dangerous Goods Committee / Fire Chief in Chatham Kent  \n**Canadian Association of Oilwell Drilling Contractors (CAODC)** |  **Mark A. Scholz**   \nPresident  |  N/A  |  N/A   \n**Canadian Association of Petroleum Producers  \n(CAPP) ** |  **Henry Ridders**   \nTransportation Compliance Coordinator  \nKeyera Corporation  |  **Claudette Panei**   \nSenior Advisory Regulatory  |  N/A   \n**Canadian Association of Chiefs of Police (CACP)** |  **Kirkland Richardson, Sergeant**   \nOntario Provincial Police  \nField Support Bureau, Emergency Management Unit  \nManager Emergency Management Unit  |  N/A  |  N/A   \n**Canadian Association of Railway Suppliers (CARS)** |  **Sylvia Newell**   \nExecutive Director  |  N/A  |  N/A   \n**Canadian Centre for Occupational Health and Safety (CCOHS)** |  **Janet Mannella**   \nVice President of Operations  |  N/A  |  N/A   \n**Canadian Council for Aviation and Aerospace (CCAA)** |  **Leslie Hogan**   \nSenior Project Manager  |  **Theresa Davis-Woodhouse**   \nExecutive Director  |  N/A   \n**Canadian Emergency Response Contractors Alliance (CERCA)** |  **Shawn Barton**   \nDirector, Emergency Response  \nEmergency Management & Environmental Response Services  **Andy Jeves**  \nCERCA Vice Chair  |  N/A  |  N/A   \n**Canadian Explosives Industry Association (CEAEC)** |  **Nicholas Ebsworth**   \nExecutive Director  |  **Jessica Simon**   \nPresident  |  N/A   \n**Canadian Fuels Association (CFA)** |  **Rob Hoffman**   \nDirector, Government &  \nStakeholder Relations **** |  **Linda Manka**   \nRegional Response Manager,  \nShell Emergency Management  |  N/A   \n**Canadian General Standards Board (CGSB)** |  N/A  |  N/A  |  **Beata Hart**   \nStandards Specialist,  \nReceiver General and Pension Branch  \nPublic Services and Procurement Canada  \n  \n**Jennifer Jimenez**  \nManager of the Standards Division  \nPublic Services and Procurement Canada  \n**Canadian National (CN)** |  **Anthony Ippolito**   \nDirector, Dangerous Goods Officer & Industrial Hygiene  |  **Curtis Myson**   \nTransportation of Dangerous Goods Specialist  \n  \n**Jean-Pierre Couture**  \nTransportation Dangerous Goods Specialist  |  N/A   \n**Canadian Pacific and Kansas City (CPKC)** |  **Jim Kozey**   \nDirector Hazmat Programs  |  **Darlene Nagy**   \nHazmat Program Manager  |  **Megan Schumacher**   \nSpecialist Hazmat Environmental Risk  \nHazardous Materials Programs  \n**Canadian Propane Association (CPA)** |  **Robert Loenhart**   \nSenior Vice-President, Regulatory Affairs and Safety  |  N/A  |  N/A   \n**Canadian Radiation Protection Association (ACPR)** |  **Ali Shoushtarian C-NRPP**   \nManager, Nuclear Substances and Partners Radiation Safety Officer (RSO) of Radiation and Laser Safety Department  |  **Sarah Ternan**   \nMedical Health Physicist  \nDepartment of Radiation and Laser Safety  |  **Stephane Jean-Fran\u00e7ois**   \nP.Eng, CHP, Radioprotection Inc.  \nCertified Health Physicist  \n**Canadian Standards Association (CSA)** |  N/A  |  N/A  |  **Vaishnavi  \nSomasundaram **  \nProject Manager, Worker and Public Safety  \n**Canadian Trucking Alliance (CTA)** |  **Alf Brown**   \nTransportation of Dangerous Goods Coordinator  |  **Geoffrey Wood**   \nSenior Vice President (VP), Policy  |  N/A   \n**Chemistry Industry Association Of Canada (CIAC)** |  **Leah Hogendoorn**   \nAmericas Downstream Dangerous Goods Lead,  \nProduct Regulatory Assurance  \n  \n**Kristina Adler**  \nTransportation Policy and Program Officer  |  **John Heater**   \nGlobal Advocacy  \nIntegrated Supply Chain Dow  |  N/A   \n**Compressed Gas Association (CGA)** |  **Richard Craig**   \nVice President (VP), Technical & Regulatory Affairs  |  **Jean-Pierre Dumoulin**   \nTechnical Manager, Bulk Operations  \nAir Liquide Canada  |  N/A   \n**Council on Safe Transportation of Hazardous Articles (COSTHA)** |  **Julie Prescott**   \nSenior Technical Consultant Specialist, DGSA  |  **James A Watts**   \nRegulatory Compliance Specialist  |  N/A   \n**DANATEC** |  N/A  |  N/A  |  **Joey Motokado**   \nSafety Training and Regulatory Compliance Manager  \n**Department of National Defense (DND)** |  **\u00c9ric Remy**   \nManager, Transportation of dangerous goods policies  |  N/A  |  N/A   \n**Emergency Response Assistance Canada (ERAC)** |  **Patrick Knight**   \nSafety & Emergency Management, Director  |  N/A  |  N/A   \n**ENSERVA** |  **Katy Carley, B.Sc., CRSP**   \nManager, Health & Safety  |  N/A  |  N/A   \n**Federal/Provincial/Territorial Working Group on Dangerous Goods** |  **Malcolm Mullin**   \nDirector, Compliance and Oversight  \nCarrier & Vehicle Safety  \nAlberta Transportation and Economic Corridors  |  **Doug Horvat**   \nChief Inspector  \nDangerous Goods & Rail Safety Unit  \nInvestigations & Enfocement Section  \nMonitoring & Complaince Branch  \nTraffic Safety Services Division  \nTransportation & Economic Corridors  |  N/A   \n**Fertilizer Canada (FC)** |  **Katherine Kennedy**   \nManager, Policy & Regulatory Affairs  |  **Nadine Frost**   \nDirector, Policy & Industry Standards  |  N/A   \n**Forest Products Association of Canada (FPAC)** |  **Mahima Sharma**   \nVice President (VP)  \nInnovation, Environment, and Climate Policy  |  **Kathryn Smith**   \nSenior Manager- Sustainability, Bioeconomy, and Mill Regulations  |  N/A   \n**Mining Association of Canada (MAC)** |  **Mike McDowell**   \nSuperintendent, Materials Stewardship  \nTeck Mateals Ltd.  |  **Geoff Smith**   \nVice President (VP), Government Relations  |  N/A   \n**National Airlines Council of Canada (NACC)** |  **David Bolton**   \nManager, Dangerous Goods Compliance  \nAir Canada  \n  \n**Suzanne Acton-Gervais**  \nVice-President, Skateholder Relations and Regulatory Affairs  |  **Vanessa Lumia**   \nDangerous Goods Manager, Air Canada  \n  \n**Kevin Van Langenhove**  \nAdvisor, Dangerous Good  \nWestjet  \n  \n**R\u00e9jean Beaudoin**  \nCaptain, Air Transat  |  **Ryan Gingerich**   \nManager, Corporate Safety Investigations, Jazz Aviation LP  \n  \n**Anees Munshi**  \nCorporate Safety Specialist  \nJazz Aviation  \n**Private Motor Truck Council of Canada (PMTC)** |  **Dominic Lefebvre**   \nNational Safety & Training Manager T Linde Canada Inc & Quebec  |  **Mike Millian**   \nPresident  |  N/A   \n**Railway Association of Canada (RAC)** |  **Scott Croome**   \nDirector, Dangerous Goods  |  **Jean- Pierre Couture**   \nTransportation of Dangerous Goods Specialist  |  **Brianna Bowman**   \nSenior Administrative Assistant  \nOperations and Regulatory Affairs  \n**Renewable Industries Canada (RICANADA)** |  **Stu Porter**   \nIndependent Consultant  \nBiofuels Consulting  |  N/A  |  N/A   \n**Responsible Distribution Canada (RDC)** |  **Mark Jasper**   \nGHD First  \n  \n**Joe Caponio**  \nRegional Director  |  **Catherine Wieckowska**   \nPresident  |  N/A   \n**Shipping Federation of Canada (SFC)** |  **Chad Allen**   \nDirector, Marine Operations  |  **Farah Ahmad**   \nAdministrative Coordinator  \n  \n**Nathan Phillips**  \nPolicy Analyst  |  N/A   \n**Teamsters Union Canada (TUC)** |  **Mariam Abou-Dib**   \nExecutive Director of Government Relations  |  **Omar Burgan**   \nDirector of Research and Policy  |  N/A   \n**The Canadian Society of Safety Engineering (CSSE)** |  **Arthur Nordholm**   \nOwner/President  \nOASYS Safety Consulting Inc.  |  **Perry Ruehlen**   \nExecutive Director  |  N/A   \n**Transportation Safety Board (TSB)** |  **Vincenzo De Angelis**   \nDirector, Investigations Rail/Pipeline  |  N/A  |  N/A   \n  \n**Transport Canada (TC)  \nTransportation of  \nDangerous Goods (TDG) Secretariat ** |  [ TC.TDGStakeholderInformati   \non-  \nInformationsintervenantsTMD.TC@tc.gc.ca ](mailto:TC.TDGStakeholderInformation-InformationsintervenantsTMD.TC@tc.gc.ca) |  N/A  |  N/A   \n  \n##  Nominated observers list\n\nStatus granted by Chairperson or DG. May participate on a regular basis and in\ncouncil discussions. This member is not permitted to sit at the council table,\nhave a place card or vote.\n\nAssociations  |  Member name and information   \n---|---  \n**Assembly of First Nations (AFN)** |  **Elizabeth Fox**   \nSenior Policy Analyst  \nInfrastructure  \n**Canadian Association of Fire Chiefs (CAFC)** |  **Chris Case**   \nFire Chief  \nCo-Chair CAFC Dangerous Goods Committee / Fire Chief in Chatham Kent  \n**Canadian General Standards Board (CGSB)** |  **Beata Hart**   \nStandards Specialist,  \nReceiver General and Pension Branch  \nPublic Services and Procurement Canada  \n  \n**Jennifer Jimenez**  \nManager of the Standards Division  \nPublic Services and Procurement Canada  \n**Canadian Pacific and Kansas City (CPKC)** |  **Megan Schumacher**   \nSpecialist Hazmat Environmental Risk  \nHazardous Materials Programs  \n**Canadian Radiation Protection Association (ACPR)** |  **Stephane Jean-Fran\u00e7ois**   \nP.Eng, CHP, Radioprotection Inc.  \nCertified Health Physicist  \n**Canadian Standards Association (CSA)** |  **Vaishnavi Somasundaram**   \nProject Manager, Worker and Public Safety  \n**DANATEC** |  **Joey Motokado**   \nSafety Training and Regulatory Compliance Manager  \n**National Airlines Council of Canada (NACC)** |  **Ryan Gingerich**   \nManager, Corporate Safety Investigations, Jazz Aviation LP  \n  \n**Anees Munshi**  \nCorporate Safety Specialist  \nJazz Aviation  \n**Railway Association of Canada (RAC)** |  **Brianna Bowman**   \nSenior Administrative Assistant  \nOperations and Regulatory Affairs  \n  \n##  Reports and recommendations\n\nThe industry reports are available below:\n\n[ Report and recommendations from the Classification Working Group\n](/sites/default/files/migrated/5806_2014_3479_f_bt8821720_capp_edms_238982_v1_jan_31_14_gpac_test_c_en_rev_aaa.pdf\n\"5806_2014_3479_f_bt8821720_capp_edms_238982_v1_jan_31_14_gpac_test_c_en_rev_aaa.pdf\")\n[PDF, 793 KB]\n\n[ Report and recommendations from the Emergency Response Assistance Plan\nWorking Group\n](/sites/default/files/migrated/5807_2014_3477_f_bt8821720_erap_wg_report_and_recommendations_final_21_en_rev_aaa_rev.pdf\n\"5807_2014_3477_f_bt8821720_erap_wg_report_and_recommendations_final_21_en_rev_aaa_rev.pdf\")\n[PDF, 1.48 MB]\n\n[ Report and recommendations from the Means of Containment Working Group\n](/sites/default/files/migrated/5808_2014_3478_f_bt8821720_final1_recommendation_document_gpac_moc_w_1_en_rev_aaa_rev.pdf\n\"5808_2014_3478_f_bt8821720_final1_recommendation_document_gpac_moc_w_1_en_rev_aaa_rev.pdf\")\n[PDF, 2.29 MB]\n\n##  Related links\n\n  * [ Transportation of dangerous goods program ](/en/dangerous-goods/transportation-dangerous-goods-canada \"Transportation of dangerous goods in Canada\")\n\nReport a problem with this page\n\nDate modified:\n\n     2025-02-19 \n\n##  About this site\n\nTop of Page\n\n",
                "url": "https://tc.canada.ca/en/dangerous-goods/transportation-dangerous-goods-tdg-general-policy-advisory-council-gpac"
            },
            "reason": "This is a webpage from Transport Canada. As a government source, it is considered extremely reliable for regulatory information related to transportation.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Transport Canada webpage.",
            "url": "https://tc.canada.ca/en/dangerous-goods/transportation-dangerous-goods-tdg-general-policy-advisory-council-gpac"
        },
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                    "source": "https://www.eba.europa.eu/eba-response/77481?destination=/publications-and-media/events/discussion-potential-review-investment-firms-prudential-framework"
                },
                "page_content": "Skip to main content\n\n#  Response to discussion on the potential review of the investment firms\u2019\nprudential framework\n\n[ Go back ](/publications-and-media/events/discussion-potential-review-\ninvestment-firms-prudential-framework)\n\n####  Q1: What would be the operational constraints of potentially removing\nthe threshold?\n\nThe key operational constraints of potentially removing the EUR 5 billion\nthreshold for reporting:\n\n  1. **Increased Reporting Requirements for All Firms** : \n     * **Administrative Burden** : All investment firms, regardless of total assets, must report detailed financial information. This significantly increases the administrative workload, especially for smaller firms with limited resources. \n     * **Data Collection and Reporting** : Reporting financial data could be particularly challenging for firms not currently required to do so. This might necessitate new systems and processes to ensure compliance. \n  2. **Resource Allocation and Costs** : \n     * **Higher Operational Costs** : Smaller firms may need to allocate additional resources to meet the new reporting requirements, leading to increased operational costs. This includes potential investments in technology and hiring additional staff. \n     * **Consultancy and Compliance Costs** : Firms may need to seek external consultancy services to understand and implement the new reporting requirements, adding to their costs. \n  3. **Impact on Smaller Firms** : \n     * **Disproportionate Impact** : The removal of the threshold could disproportionately affect smaller firms, which may find the additional compliance costs burdensome. This could impact their competitiveness and financial viability. \n     * **The barrier to Entry** : Increased regulatory burden might deter new entrants into the market, affecting market dynamics and competition. \n  4. **Data Management and Accuracy** : \n     * **Data Integrity** : Ensuring the accuracy and consistency of reported data could be challenging, particularly for firms without robust data management systems. There is a risk of errors and inconsistencies in reporting. \n     * **System Upgrades** : Firms may need to upgrade their data management and reporting systems to handle the increased volume of data, which can be costly and time-consuming. \n  5. **Regulatory and Supervisory Challenges** : \n     * **Volume of Data** : National competent authorities (NCAs) and the European Banking Authority (EBA) would need to process and analyze a significantly larger volume of data. This could strain their resources and potentially delay the monitoring and supervisory processes. \n     * **Risk of Regulatory Arbitrage** : Without clear and consistent application of the new reporting requirements, firms might engage in regulatory arbitrage, manipulating their reporting to fall below certain thresholds. \n  6. **Implementation Timeline and Transition** : \n     * **Short-Term Disruptions** : The transition to the new reporting regime could cause short-term disruptions as firms adapt to the new requirements. A phased implementation or transition period might be necessary to mitigate these disruptions. \n     * **Communication and Support** : Effective communication and support from regulators will be essential to ensure that firms understand and comply with the new requirements. This includes detailed guidelines, FAQs, and possibly a helpdesk for queries. \n\n####  Recommendations\n\nTo address these operational constraints, the following measures can be\nconsidered:\n\n  1. **Phased Implementation** : \n     * Introducing the new reporting requirements in phases, starting with larger firms and gradually including smaller firms. This allows time for smaller firms to adapt and ensures a smoother transition. \n  2. **Proportionality Measures** : \n     * Implement proportionality measures to ensure that the reporting burden is commensurate with the firm's size and complexity. Smaller firms could simplify reporting requirements to reduce the administrative burden. \n  3. **Support and Guidance** : \n     * Provide detailed guidance and support to firms, including templates, examples, and training sessions. This helps firms comply with the new requirements and reduces the risk of errors. \n  4. **Technology Solutions** : \n     * Encourage the use of technology solutions, such as automated reporting tools, to help firms manage the increased reporting burden efficiently. \n  5. **Regular Review and Feedback** : \n     * Establish a mechanism for regular review and feedback from firms to continuously improve the reporting framework and address any issues that arise during implementation. \n\nBy addressing these operational constraints and implementing supportive\nmeasures, the transition to a new reporting regime without the EUR 5 billion\nthreshold can be managed more effectively, ensuring a smoother transition for\nall stakeholders involved.\n\n####  Q2: Would you suggest any further element to be considered regarding the\nthresholds used for the categorisation of Class 3 investment firms?\n\nHere are additional elements to consider for the thresholds used in the\ncategorization of Class 3 investment firms:\n\n  1. **Quantitative and Qualitative Criteria** : \n     * **Expand Beyond Quantitative Measures** : While the current criteria are mostly quantitative, adding qualitative assessments can offer a more comprehensive view of a firm's risk profile. This includes evaluating the complexity of operations, governance structures, and risk management frameworks. \n     * **Risk-Based Approach** : Introduce a risk-based approach that adjusts thresholds based on specific risks associated with different types of investment activities to ensure that firms with higher risk profiles are appropriately classified, even if their quantitative metrics are low. \n  2. **Periodic Review and Adjustment** : \n     * **Regular Threshold Review** : Conduct regular reviews and adjustments of the thresholds to reflect changes in the financial market landscape, inflation, and overall economic conditions. This ensures that thresholds remain relevant and effective over time. \n     * **Feedback Loop** : Establish a feedback mechanism where investment firms can report on the practical impacts of thresholds, allowing for data-driven adjustments. \n  3. **Clarification and Simplification** : \n     * **Clear Definitions** : Ensure clear and unambiguous definitions of terms and conditions related to the thresholds. This includes specifying what constitutes total assets, consolidated assets, and other relevant metrics to avoid misinterpretation. \n     * **Simplified Calculations** : To reduce administrative burdens and ensure consistency in application across firms, simplify the calculation methods for determining thresholds. \n  4. **Proportionality and Fairness** : \n     * **Proportional Requirements** : Introduce proportional requirements that scale with the size and complexity of the firm. This can help small and non-interconnected firms manage compliance costs effectively. \n     * **Transition Periods** : Provide transition periods for firms that newly qualify as Class 3 or move out of this classification, allowing them to adjust their operations and comply with new regulatory requirements without immediate disruption. \n  5. **Enhanced Data Collection and Monitoring** : \n     * **Comprehensive Reporting** : Implement comprehensive reporting requirements that capture both quantitative and qualitative data. This can help regulators better understand the firm's operations and risk exposures. \n     * **Technology-Driven Monitoring** : Use advanced data analytics and technology-driven solutions to monitor firms against the thresholds in real-time or near real-time. This enables proactive regulatory oversight and timely intervention. \n  6. **Cross-Border Considerations** : \n     * **Harmonization with International Standards** : Where feasible, align thresholds with international regulatory standards to ensure consistency and reduce the potential for regulatory arbitrage. \n     * **Impact of Global Operations** : Consider the impact of firms' global operations on their classification. This includes how cross-border activities might influence their risk profile and compliance requirements. \n  7. **Stakeholder Engagement** : \n     * **Industry Consultation** : Engage with industry stakeholders to gather feedback on the thresholds and their impact. This helps in making informed decisions that consider firms' practical challenges. \n     * **Transparent Communication** : Communicate transparently with firms about any changes to the thresholds, providing ample time and resources for them to adapt. \n\n######  Summary of Recommendations\n\n  1. **Incorporate Qualitative Criteria** : Complement quantitative thresholds with qualitative assessments to capture a comprehensive risk profile of the firms. \n  2. **Regular Updates and Feedback** : Establish mechanisms for regular review and adjustment of thresholds, incorporating feedback from the industry to ensure they remain relevant and effective. \n  3. **Simplification and Clarity** : Provide clear definitions and simplify calculation methods to reduce ambiguity and administrative burden. \n  4. **Proportional and Fair Requirements** : Implement proportional requirements and provide transition periods to ensure fairness and manageability for small and non-interconnected firms. \n  5. **Enhanced Monitoring and Data Collection** : Leverage technology for enhanced monitoring and ensure comprehensive data collection to support regulatory oversight. \n  6. **Consider Cross-Border Impacts** : Align thresholds with international standards and consider the impact of global operations on firm classification. \n  7. **Engage Stakeholders** : Maintain ongoing dialogue with industry stakeholders to ensure that the thresholds and related regulatory measures are effective and balanced. \n\nBy addressing these elements, the regulatory framework can be refined to\nbetter suit the diverse nature and risk profiles of Class 3 investment firms,\nensuring effective oversight while minimizing undue burdens.\n\n####  Q3: Do you have any views on the possible ways forward discussed above\nregarding the transition of investment firms between Class 2 and Class 3\nshould be introduced?\n\nThe potential ways forward regarding the transition of investment firms\nbetween Class 2 and Class 3 should focus on ensuring clarity, proportionality,\nand manageability. Here are specific views on the possible ways forward:\n\n  1. **Clear and Consistent Criteria** : \n     * **Definitive Thresholds** : Establish clear and specific thresholds for the transition from Class 2 to Class 3. This involves defining precise quantitative metrics, such as total assets, client orders handled, and other relevant financial indicators. \n     * **Qualitative Assessments** : Incorporate qualitative assessments to ensure that the firm's nature and risk profile are considered alongside quantitative measures. This helps make more informed and accurate classifications. \n  2. **Proportional Transition Periods** : \n     * **Grace Periods** : Implement grace periods during which firms can adjust their operations and comply with new regulatory requirements after transitioning between classes. For example, a six-month period could be given for firms to meet the obligations of their new classification. \n     * **Gradual Implementation** : The new requirements should be gradually implemented, particularly for firms moving from Class 3 to Class 2, to mitigate operational disruptions and financial strain. \n  3. **Regular Monitoring and Review** : \n     * **Continuous Monitoring** : Establish a system for continuously monitoring firms' metrics to identify when they approach the transition thresholds. This will help provide timely guidance and support. \n     * **Annual Reviews** : Conduct annual reviews of firms' classifications to ensure they remain appropriate and adjust classifications as necessary based on the latest data. \n  4. **Transparent Communication and Support** : \n     * **Clear Communication** : Communicate clearly and transparently with firms about their classification status, the criteria for transition, and the steps they need to take when transitioning between classes. \n     * **Regulatory Guidance** : Provide detailed guidance and support to firms undergoing transition, including regulatory resources, training, and advisory services to help them comply with new requirements. \n  5. **Data-Driven Decision Making** : \n     * **Comprehensive Data Collection** : Ensure comprehensive data collection and analysis to support decision-making regarding firm classification. This includes capturing both quantitative and qualitative data relevant to the firms' operations and risk profiles. \n     * **Advanced Analytics** : Utilize advanced data analytics to identify trends and predict when firms are likely to transition between classes, allowing for proactive regulatory intervention. \n  6. **Consideration of Firm-Specific Circumstances** : \n     * **Tailored Approaches** : Recognize that each firm may have unique circumstances that affect their transition between classes. Tailor regulatory approaches to account for these individual differences, ensuring that the transition process is fair and manageable. \n     * **Exceptional Cases** : Establish protocols for handling exceptional cases where firms may need additional time or support to transition due to specific challenges or complexities in their operations. \n\n#####  Recommendations\n\nTo ensure an effective and manageable transition process for investment firms\nbetween Class 2 and Class 3, the following recommendations should be\nconsidered:\n\n  1. **Establish Clear Criteria** : Define clear and precise quantitative thresholds for transition, complemented by qualitative assessments to capture the full risk profile of firms. \n  2. **Implement Proportional Grace Periods** : Provide grace periods and gradual implementation schedules to help firms adjust to their new classification and regulatory requirements. \n  3. **Continuous Monitoring and Annual Reviews** : Implement continuous monitoring systems and conduct annual reviews to ensure timely and accurate classification of firms. \n  4. **Transparent Communication and Guidance** : Maintain open communication with firms and provide detailed guidance and support throughout the transition process. \n  5. **Leverage Data and Analytics** : Utilize comprehensive data collection and advanced analytics to inform decision-making and predict transitions. \n  6. **Tailor Approaches for Individual Firms** : Recognize firm-specific circumstances and tailor regulatory approaches to ensure fair and manageable transitions, with protocols for handling exceptional cases. \n\nBy adopting these recommendations, the transition process between Class 2 and\nClass 3 can be streamlined and made more efficient, ensuring that firms are\nadequately supported and that regulatory objectives are met effectively.\n\n####  Q4: Should the minimum level of the own funds requirements be different\ndepending on the activities performed by investment firms or on firms\u2019\nbusiness model? If yes, which elements should be considered in setting such\nminimum?\n\nn/a\n\n####  Q5: Is it necessary to differentiate the deductibles by activity or by\nbusiness model for the purpose of calculating the FOR? If yes, which items\nshould then be considered and for what reasons?\n\nn/a\n\n####  Q6: Are expenses related to tied agents material for the calculation of\nthe FOR to the extent to require a dedicated treatment for their calculation?\nIf yes, are the considerations provided above sufficient to cover all the\nrelevant aspects?\n\nn/a\n\n####  Q7: Should the FOR be calculated distinguishing the costs related to\nnon-MiFID activities, which criteria should be considered? What kind of\nadvantages or disadvantages would this have in practice?\n\nn/a\n\n####  Q8: Should expenses related to fluctuation of exchange rates be included\nin the list of deductions for the calculation of the FOR? If yes, which\ncriteria should be considered in addition to the ones suggested above?\n\nn/a\n\n####  Q9: Should the concept of \u2018ongoing advice\u2019 be further specified for the\npurpose of calculating the K-AUM? If yes, which elements should be taken into\naccount in distinguishing a recurring provision of investment advice from a\none-off or non-recurring one?\n\nTo further specify for the purpose of calculating the K-AUM. Clarifying this\nconcept can help distinguish between recurring and one-off investment advice,\nensuring that the K-AUM calculation accurately reflects the risk profile\nassociated with continuous advisory services. Here are the elements to\nconsider:\n\n  1. **Frequency of Advice** : \n     * **Regular vs. One-Off Advice** : Define ongoing advice as investment advice provided on a regular basis, such as quarterly or annually, as opposed to one-off consultations or ad-hoc recommendations. \n     * **Scheduled Reviews** : Include periodic reviews and updates of investment strategies or portfolios as part of ongoing advice. \n  2. **Duration and Continuity** : \n     * **Long-Term Engagements** : Characterize ongoing advice by the duration of the advisory relationship. Long-term engagements, typically lasting more than one year, should be considered ongoing. \n     * **Continuous Monitoring** : Consider the continuous monitoring of client portfolios and regular adjustments based on market conditions as part of ongoing advice. \n  3. **Scope of Services** : \n     * **Comprehensive Advisory Services** : Define ongoing advice to include comprehensive services that cover a broad range of financial instruments and investment strategies, as opposed to advice on a single transaction or limited set of products. \n     * **Holistic Financial Planning** : Includes financial planning services that address various aspects of a client\u2019s financial situation, such as retirement planning, tax optimization, and estate planning. \n  4. **Client Relationship Management** : \n     * **Dedicated Advisory Support** : Ongoing advice typically involves a dedicated advisor or advisory team that maintains regular contact with the client, providing continuous support and updates. \n     * **Proactive Engagement** : Characterize ongoing advice by proactive engagement, where advisors actively reach out to clients with recommendations and adjustments rather than waiting for client-initiated contact. \n  5. **Documentation and Record-Keeping** : \n     * **Regular Reports** : Ongoing advice should involve the provision of regular reports to clients, detailing the performance of their investments and any recommended changes. \n     * **Formal Agreements** : Specify that ongoing advice is usually governed by formal advisory agreements outlining the terms, frequency, and scope of services provided. \n  6. **Regulatory and Compliance Considerations** : \n     * **Adherence to Standards** : Ensure that the definition of ongoing advice aligns with existing regulatory standards and guidelines, such as those set by MiFID II and other relevant frameworks. \n     * **Disclosure Requirements** : Include requirements for advisors to disclose the nature and frequency of their advisory services to clients, distinguishing ongoing advice from one-off advice. \n\n#####  Recommendations for Distinguishing Recurring Provision of Investment\nAdvice from One-Off Advice\n\n  1. **Define Clear Criteria** : Establish clear criteria for what constitutes ongoing advice, including frequency, duration, scope, client relationship management, and documentation. \n  2. **Regular Engagement and Monitoring** : Emphasize the importance of regular engagement, continuous monitoring, and proactive client support as key characteristics of ongoing advice. \n  3. **Comprehensive Services** : Ensure that ongoing advice encompasses comprehensive financial planning and advisory services, rather than limited or transactional advice. \n  4. **Formal Agreements and Documentation** : Require formal advisory agreements and regular reporting to clients to document the provision of ongoing advice. \n  5. **Alignment with Regulatory Standards** : Align the definition and requirements of ongoing advice with existing regulatory standards to ensure consistency and compliance. \n\nBy specifying the concept of ongoing advice more clearly, investment firms can\nbetter calculate the K-AUM, reflecting the true risk associated with\ncontinuous advisory services and ensuring more accurate regulatory capital\nrequirements.\n\n####  Q10: Does the K-DTF provide a proper level of capital requirements for\nthe provision of the services Trading on own account and execution of order on\nbehalf of clients on account of the investment firm? If not, what elements of\nthe calculation of the K-DTF present most challenges?\n\nn/a\n\n####  Q11: Would you have any examples where the calculation of the K-DTF\nbased on comparable activities or portfolios results in very different or\ncounterintuitive outcomes? If yes, how could the calculation of the K-DTF be\nimproved?\n\nn/a\n\n####  Q12: What are the elements of the current methodology for the\ncalculation of the K-ASA that raise most concerns? Taking into account the\nneed to avoid complexifying excessively the methodology, how could the\ncalculation of the K-ASA be improved to assess those elements?\n\nn/a\n\n####  Q13: Clients\u2019 asset protection may be implemented differently in\ndifferent Member States. Should this aspect be considered in the calculation\nof the K-ASA? If so, how should that be taken into account in the calculation?\n\nn/a\n\n####  Q14: Should crypto-assets be included into K-factor calculation, either\nas a new K-factor or as part of K-NPR?\n\nThe inclusion of crypto-assets into K-factor calculation can be approached in\ntwo ways:\n\n  1. **New K-Factor for Crypto-Assets** : Introduce a new K-factor specifically for crypto-assets. This factor could be based on the market value or volume of crypto-assets held, adjusted for their volatility and liquidity risks. This K-factor could be designed to reflect the value and risk profile of crypto-asset holdings, ensuring that firms hold adequate capital to cover potential losses. \n     * **K-CA (Crypto-Asset Factor)** : Calculate the K-CA based on the potential loss of value from crypto-assets, taking into account their volatility and historical price movements. \n  2. **Integration into K-NPR** : Widen the scope of the existing K-NPR (Net Position Risk) to include crypto-assets. This would capture the market risk associated with crypto-assets within the current framework. \n     * **Adjusted K-NPR** : Include crypto-assets in the calculation of K-NPR, applying a higher risk weight to account for their higher volatility compared to traditional financial instruments. \n\nIt is important to ensure that the treatment of crypto-assets in the K-factor\ncalculation aligns with international standards and guidelines, such as those\nproposed by the Basel Committee on Banking Supervision (BCBS). This promotes\nconsistency and reduces the risk of regulatory arbitrage across jurisdictions.\nBy considering these approaches, the prudential framework can effectively\ncapture the risks associated with crypto-assets while maintaining a\nproportional and practical regulatory environment for investment firms.\n\n####  Q15: In the context of addressing operational risk for investment firm\ntrading on own account, is there any further element to be considered to\nensure that the requirements are proportionate to their trading activities?\n\nTo ensure that the requirements are proportionate to the trading activities of\ninvestment firms, the following elements should be considered:\n\n  1. **Threshold-Based Approach** : Implement a threshold over which operational risk requirements apply. This can help ensure that smaller firms with limited trading activities are not unduly burdened. \n  2. **Granular Risk Assessment** : Develop a more granular approach and scalable framework to operational risk assessment, distinguishing between different types of trading activities and their associated risks. For instance, high-frequency trading might pose different risks compared to proprietary trading. This could include thresholds that trigger higher capital requirements as trading volumes or the complexity of trades increases. \n  3. **Proportional Capital Charges** : Introduce proportional capital charges based on the scale and complexity of the trading activities. This could involve scaling the capital requirements in line with trading volumes or transaction values. Utilization of historical data on operational risk events to calibrate capital requirements. Firms should be required to report operational risk events, which can help in better assessing the actual risk levels and adjusting capital requirements accordingly. \n  4. **Enhanced Risk Management Requirements** : Mandate enhanced risk management frameworks for firms with significant trading activities. This can include specific policies and procedures to manage operational risks effectively. Encouraging firms to adopt robust operational risk management practices. This includes regular risk assessments, internal controls, and stress testing to ensure firms are prepared for potential operational risk scenarios. \n  5. **Integration with Existing K-Factors** : Considering how operational risk can be integrated with existing K-factors, such as K-DTF, to avoid redundancy and ensure a holistic approach to risk management \n  6. **Scenario Analysis and Stress Testing** : Require firms to conduct scenario analysis and stress testing tailored to their trading activities to better understand potential operational risks and their impact on capital requirements. \n\n####  Q16: The discussion paper envisages the possibility to rely on\nalternative methodologies with respect to the K-DTF. If the respondents\nsuggest an alternative approach, how would this refer to the two activities\naddressed under the K-DTF (trading on own account and execution on own account\non behalf of the clients)?\n\nIf alternative approaches to K-DTF are suggested, they should clearly\ndelineate how they address the two activities: trading on their own account\nand execution on their own account on behalf of clients. Possible alternatives\ncould include:\n\n  1. **Activity-Based Approach** : Separate K-DTF into two distinct components \u2013 one for proprietary trading and another for client execution. When the capital requirements are separated for different activities, trading on its own account could be capitalized using a factor based on market risk exposure, while execution on behalf of clients could use a factor reflecting transaction volume or value. This can help tailor capital requirements more precisely to the specific risks associated with each activity. \n  2. **Operational Risk Capital Buffer** : Calculate the K-DTF based on a percentage of the revenues generated from trading and execution activities. Introducing this an additional operational risk capital buffer specifically for firms executing orders on their own name. This buffer would be based on historical loss data and the firm\u2019s operational risk profile. This can align the firm's capital requirements with the scale of the firm's operations. \n  3. **Hybrid Model** : Combining elements of both the basic indicator approach and the standardized approach. For instance, using a base capital charge for trading on own account, supplemented by an additional charge based on the volume or complexity of client orders executed on the firm\u2019s name. \n  4. **Simplified Calculation Method** : For smaller firms, a simplified method could be used where a fixed percentage of revenue or trading volume is set as the capital requirement for operational risk, ensuring proportionality and ease of implementation. \n  5. **Transaction Volume-Based Approach** : Use the volume or value of transactions to calculate K-DTF to ensure that firms with higher trading volumes hold more capital to cover potential operational risks. \n\n####  Q17: When addressing other activities an investment firm may perform,\nwhich elements, on top of the discussed ones, should be also taken in\nconsideration?\n\nn/a\n\n####  Q18: Investment firms performing MiFID activities 3 and 6 (trading on\nown account and underwriting on a firm commitment basis) are more exposed to\nunexpected liquidity needs because of market volatility. What would be the\nbest way to measure and include liquidity needs arising from these activities\nas a liquidity requirement?\n\nn/a\n\n####  Q19: Investment firms performing the activities of providing loans and\ncredit to clients as an ancillary service in a non-negligeable scale would be\nmore exposed to liquidity risks. What would be the best way to measure such\nrisk in order to take them into account for the purposes of the liquidity\nrequirements?\n\nn/a\n\n####  Q20: Investment firms, providing any of the MiFID services, but exposed\nto substantial exchange foreign exchange risk may be exposed to liquidity\nrisks. What would be the best way to measure such risk in order to take them\ninto account for the purposes of the liquidity requirements?\n\nn/a\n\n####  Q21: Are there scenarios where the dependency on service providers,\nespecially in third countries, if disrupted, may lead to unexpected liquidity\nneeds? What type of services such providers perform?\n\nn/a\n\n####  Q22: Are there scenarios where the dependency on liquidity providers,\nespecially in third countries, would lead to unexpected liquidity needs? Could\nyou provide some examples?\n\nn/a\n\n####  Q23: What other elements should be considered in removing the\npossibility of the exemption in Article 43 of the IFR?\n\nn/a\n\n####  Q24: Do you have any views on the possible ways forward discussed above\nconcerning the provision of MiFID ancillary services by UCITS management\ncompanies and AIFMs?\n\nn/a\n\n####  Q25: Are differences in the regulatory regimes between MICAR and IFR/IFD\na concern to market participants regarding a level playing field between CASPs\nand Investment firms providing crypto-asset related services? In particular,\nare there concerns on the capital and liquidity requirement regimes?\n\nn/a\n\n####  Q26: Sections 5.2, 5.4 as well as this Section 9.1 all touch upon how\ncrypto-assets (exposures and services) may influence the IFD and the IFR. Is\nthere any other related element that should be considered in the review of the\ninvestment firms\u2019 prudential framework?\n\nIn addition to the elements discussed in Sections 5.2, 5.4, and 9.1, while\nreviewing the influence of crypto-assets on the IFD and IFR, additional\nelements to consider include:\n\n  1. **Integration with Existing K-Factors** : Assess how crypto-asset exposures and services can be integrated into existing K-factors to avoid creating new, complex requirements unless absolutely necessary \n  2. **Volatility and Liquidity Risks** : Addressing the high volatility and liquidity risks associated with crypto-assets. This could involve setting higher capital requirements for crypto-assets to account for their price instability. Develop clear guidelines on the valuation of crypto-assets and their impact on liquidity risk management. This should include stress testing and scenario analysis specific to crypto-assets. \n  3. **Custody and Safekeeping** : Ensuring that firms have robust mechanisms for the custody and safekeeping of crypto-assets, which is critical given the security risks associated with digital assets. \n  4. **Technology and Cybersecurity Risks** : Highlighting the technology and cybersecurity risks unique to crypto-assets. Investment firms should have enhanced cybersecurity measures and disaster recovery plans to mitigate potential losses from cyber-attacks or technological failures. Ensuring that firms have robust cybersecurity measures in place. \n  5. **Regulatory Arbitrage Prevention** : Ensuring that the prudential framework prevents regulatory arbitrage between traditional financial instruments and crypto-assets. Consistent regulatory treatment is crucial to avoid firms shifting activities to less regulated areas. \n  6. **Interconnectedness and Systemic Risk** : Considering the interconnectedness of crypto-assets with the broader financial system. The framework should assess and mitigate systemic risks that could arise from significant crypto-asset exposures. \n\n####  Q27: Is the different scope of application of remuneration requirements\na concern for firms regarding the level playing field between different\ninvestment firms (class 1 minus and class 2), UCITS management companies and\nAIFMs, e.g., in terms of the application of the remuneration provisions, the\nability to recruit and retain talent or with regard to the costs for the\napplication of the requirements?\n\nn/a\n\n####  Q28: Are the different provisions on remuneration policies, related to\ngovernance requirements and the different approach to identify the staff to\nwhom they apply a concern for firms regarding the level playing field between\ndifferent investment firms (class 1 minus under CRD or class 2 under IFD),\nUCITS management companies and AIFMs, e.g. in terms of the application of the\nremuneration provisions, the ability to recruit and retain talent or with\nregard to the costs for the application of the requirements?\n\nn/a\n\n####  Q29: Are the different provisions, criteria and thresholds regarding the\napplication of derogations to the provisions on variable remuneration, and\nthat they apply to all investment firms equally without consideration of their\nspecific business model, a concern to firms regarding the level playing field\nbetween different investment firms (class 1 minus under CRD and class 2 under\nIFD), UCITS management companies and AIFMs, e.g., in terms of the application\nof the remuneration provisions, the ability to recruit and retain talent or\nwith regard to the costs for applying the deferral and pay out in instruments\nrequirements? Please provide a reasoning for your position and if possible,\nquantify the impact on costs and numbers of identified staff to whom\nremuneration provisions regarding deferral and pay out in instruments need to\nbe applied.\n\nn/a\n\n####  Q30: Are the different provisions regarding the oversight on\nremuneration policies, disclosure and transparency a concern for firms\nregarding the level playing field between different investment firm, UCITS\nmanagement companies and AIFMs, e.g., with regard to the costs for the\napplication of the requirements or the need to align these underlying\nprovisions? Please provide a reasoning for your position.\n\nn/a\n\n####  Q31: What would be costs or benefits of extending existing reporting\nrequirement to financial information? Which other elements should be\nconsidered before introducing such requirement?\n\nn/a\n\n####  Q32: Should there be the need to introduce prudential requirement for\nfirms active in commodity markets and that are not currently subject to\nprudential requirements? How could the existing framework for investment firms\nbe adapted for those cases? If a different prudential framework needs to be\ndeveloped, what are the main elements that should be considered?\n\nn/a\n\n####  Name of the organization\n\nAPEX\n\n",
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                    "source": "https://ncua.gov/regulation-supervision/regulatory-compliance-resources/risk-based-capital-rule-resources/risk-weights-glance-comparison-fdic"
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                "page_content": "Skip to main content\n\n#  Risk Weights at a Glance with Comparison to FDIC\n\n##  Numerator\n\nEquity  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nUndivided earnings  |  100%  |  100%  |  Y   \nRegular reserves  |  100%  |  100%  |  Y   \nAppropriations for non-conforming investments  |  100%  |  100%  |  Y   \nOther reserves  |  100%  |  100%  |  Y   \nEquity acquired in merger  |  100%  |  100%  |  Y   \nNet income  |  100%  |  100%  |  Y   \nAdditions  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nAllowance for credit losses  |  100% ( _no cap_ )  |  100% ( _capped_ )  |  N  1   \nSubordinated debt in accordance with \u00a7702.407  |  100%  |  100%  |  Y   \nSection 208 assistance included in net worth as defined in \u00a7702.2  |  100%  |  100%  |  Y   \nDeductions  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nNCUSIF capitalization deposit  |  -100%  |  N/A  |  Y   \nGoodwill ( _less excluded goodwill_ )  |  -100%  2  |  -100%  |  Y   \nOther intangible assets ( _less excluded other intangible assets_ )  |  -100%  2  |  -100%  |  Y   \nIdentified losses not reflected in the RBC numerator  |  -100%  |  -100%  |  Y   \nMortgage servicing assets in excess of 25% of RBC numerator ( _carry value_ )  |  -100%  |  -100%  |  Y   \n  \n##  Denominator\n\nCash or Deposits in Financial Institutions  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nCash, currency and coin, including vault, ATM, and teller cash  |  0%  |  0%  |  Y   \nInsured balances at FDIC-insured depositories or FICUs  |  0%  |  0%  |  Y   \nUninsured balances at FDIC-insured depositories, FICUs, and balances at privately-insured CUs  |  20%  |  20%  |  Y   \nBalances due from uninsured institutions or deposits not risk-weighted 0% or 20%  |  100%  |  20% - 150%  |  N  3   \n  \n###  Investments\n\nSecurities  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nDirect unconditionally guaranteed obligations of U.S. ( _government, central bank, agency_ )  |  0%  4  |  0%  |  Y   \nObligations of supranational entities and multilateral development banks  |  0%  |  0%  |  Y   \nConditionally guaranteed obligations of U.S. ( _government, central bank, agency_ )  |  20%  5  ,  6  |  20%  |  Y   \nObligations of GSEs other than equity or preferred stock  |  20%  5  ,  6  |  20%  |  Y   \nSecurities issued by PSEs that represent general obligation securities  |  20%  |  20%  |  Y   \nPart 703-compliant securities holding only 0% or 20% risk weight investments  |  20%  |  7  |  Y   \nSecurities issued by PSEs in the U.S. that represent revenue obligation securities  |  50%  6  |  50%  |  Y   \nOther non-U.S. government agency or non-GSE guaranteed RMBS  |  50%  5  ,  6  |  8  |  Y   \nIndustrial development bonds  |  100%  |  100%  |  Y   \nInterest-only MBS strips  |  100%  |  100%  |  Y   \nPart 703-compliant investment securities  |  100%  7  |  N/A  |  N/A   \nCorporate debentures and commercial paper  |  100%  |  100%  |  Y   \nGSE equity exposure or preferred stock  |  100%  |  100%  |  Y   \nNon-subordinated tranche of any investment security  |  100%  8  |  N/A  |  Y   \nPublicly-traded equity investments ( _non-CUSO_ )  |  100% or 300%  |  300%  |  Y   \nInvestment securities not compliant with Part 703  |  300%  7  |  7  |  Y   \nSubordinated tranche of any investment security  |  1,250%  8  |  8  |  Y   \nOther Investments  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nFederal Reserve Bank stock and Central Liquidity Facility stock  |  0%  |  0%  |  Y   \nPart 703-compliant funds holding only 0% or 20% risk weight investments ( _non-security_ )  |  20%  |  7  |  Y   \nFederal Home Loan Bank stock  |  20%  |  20%  |  Y   \nPart 703-compliant investment funds ( _non-security_ )  |  100%  7  |  N/A  |  N/A   \nCorporate non-perpetual capital ( _membership capital_ )  |  100%  |  N/A  |  N/A   \nCharitable donation accounts  |  100%  |  100%  |  Y   \nCorporate perpetual capital ( _paid-in capital_ )  |  100%  9  or 150%  |  N/A  |  N/A   \nEquity investments in CUSOs  |  150%  |  N/A  |  N/A   \nInvestment funds not compliant with Part 703 ( _non-security_ )  |  300%  7  |  7  |  Y   \nNon-publicly traded equity investment ( _non-CUSO_ )  |  100% or 400%  |  400%  |  Y   \nSubordinated tranche of any investment fund ( _non-security_ )  |  1,250%  8  |  8  |  Y   \nNon-security beneficial interests ( _includes CEIO equity tranche of securitization_ )  |  1,250%  |  10  |  Y  11   \n  \n###  Loans\n\nFirst Liens  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nCurrent 1st-lien residential real estate loans < 35% of assets  |  50%  12  |  50%  |  Y   \nCurrent 1st-lien residential real estate loans > 35% of assets  |  75%  12  |  50%  |  N  13   \nNon-current 1st-lien residential real estate  |  100%  |  100%  |  Y   \nJunior Liens  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nCurrent junior real estate loans < 20% of assets  |  100%  12  |  100%  |  Y   \nCurrent junior real estate loans > 20% of assets  |  150%  12  |  100%  |  N  13   \nNon-current junior real estate loans  |  150%  |  N/A  |  N  13   \nConsumer Loans  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nShare-secured loans ( _deposits held in-house_ )  |  0%  |  0%  |  Y   \nShare-secured loans ( _deposits held in another financial institution_ )  |  20%  |  20%  |  Y   \nGovernment-guaranteed portion of loan balances  |  20%  |  20%  |  Y   \nCurrent secured, non-guaranteed consumer loans  |  75%  |  100%  |  N  14   \nCurrent unsecured, non-guaranteed consumer loans  |  100%  |  100%  |  Y   \nNon-current consumer loans  |  150%  |  150%  |  Y   \nCommercial Loans  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nPaycheck Protection Program loans  |  0%  |  0%  |  Y   \nCommercial loan balances secured by compensating balances  |  20%  |  N/A  |  N/A   \nCurrent commercial loans < 50% of assets  |  100%  15  |  100% - 150%  16  |  Y   \nCurrent commercial loans > 50% of assets  |  150%  15  |  100% - 150%  16  |  N  13   \nNon-current commercial loans  |  150%  |  150%  |  Y   \n  \n###  Other Assets\n\nDenominator Deductions  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nNCUSIF capitalization deposit  |  0%  17  |  N/A  |  N/A   \nGoodwill  |  0%  17  |  0%  |  Y   \nOther intangible assets ( _excludes mortgage servicing assets_ )  |  0%  17  |  0%  |  Y   \nMortgage servicing assets in excess of 25% of RBC numerator ( _carry value_ )  |  0%  17  |  0%  |  Y   \nOther Assets  |  Risk Weights  |  FDIC Risk Weights  |  Comparable   \n---|---|---|---  \nLoans to CUSOs ( _unconsolidated only_ )  |  100%  |  100%  |  Y   \nGeneral account permanent insurance  |  100%  |  100%  |  Y   \nAll other assets listed on the statement of financial condition without a specified risk  |  100%  |  100%  |  Y   \nEquity investments in CUSOs ( _unconsolidated only_ )  |  100%  18  or 150%  |  100% - 600%  |  N  19   \nMortgage servicing assets up to 25% of RBC numerator ( _carry value_ )  |  250%  |  250%  |  Y   \nSeparate account insurance  |  300%  20  |  20  |  Y   \nSubordinated tranche of any investment classified as other assets  |  1,250%  21  |  21  |  Y   \n  \n###  Off-Balance Sheet Exposures\n\nLoans Transferred  |  Credit Conversion Factors / Risk Weights  |  FDIC Credit Conversion Factors / Risk Weights  |  Comparable   \n---|---|---|---  \n1st-lien residential real estate loans transferred with recourse  |  100% / 50%  |  100% / 50%  |  Y   \nJunior-lien real estate, commercial loans, and all other unsecured loans transferred with recourse  |  100% / 100%  |  100% / 100%  |  Y   \nAll other secured consumer loans transferred with recourse  |  100% / 75%  |  100% / 100%  |  N  22   \nLoans transferred to FHLB under the Mortgage Partnership Finance Program  |  20% / 50%  |  N/A  |  N/A   \nCommitments  |  Credit Conversion Factors / Risk Weights  |  FDIC Credit Conversion Factors / Risk Weights  |  Comparable   \n---|---|---|---  \nConditionally cancelable unfunded commercial loan commitments  |  50% / 100%  |  20%-50% / 100%  23  |  Y   \nConditionally cancelable unfunded 1st-lien residential real estate loan commitments  |  10% / 50%  |  0%-50% / 50%  23  |  Y   \nConditionally cancelable unfunded junior-lien real estate loan commitments  |  10% / 100%  |  0%-50% / 100%  23  |  Y   \nConditionally cancelable unfunded secured consumer loans  |  10% / 75%  |  0% / 100%  23  |  Y   \nConditionally cancelable unfunded unsecured consumer loans  |  10% / 100%  |  0% / 100%  23  |  Y   \nOther Off-Balance Sheet Exposures  |  Credit Conversion Factors / Risk Weights  |  FDIC Credit Conversion Factors / Risk Weights  |  Comparable   \n---|---|---|---  \nFinancial standby letters of credit  |  100% / 100%  |  100% / 100%  |  Y   \nForward agreements that are not derivative contracts  |  100% / 100%  |  100% / 100%  |  Y   \nSold credit protection through guarantees  |  100% / 100%  |  100% / 100%  |  Y   \nSold credit protection through credit derivatives  |  100%  24  |  100%  24  |  Y   \nOff-balance sheet securitization exposures  |  100% / 100% or Gross-up or 1,250%  |  100% / 1,250% or SSFA or Gross-up  |  Y   \nOff-balance sheet securities borrowing/lending and repurchase transactions  |  100% / 100%  24  |  100% / 100%  24  |  Y   \nOther off-balance sheet exposures not listed ( _meeting definition of commitments_ )  |  100% / 100%  |  N/A  |  N/A   \nOver-the-counter or centrally-cleared derivatives  |  25  |  25  |  Y   \n  \n[ FDIC Risk Weights ](https://www.ecfr.gov/cgi-bin/text-\nidx?SID=9404cadbf4a1ee46bda9e838d7bb133b&mc=true&node=sp12.5.324.d&rgn=div6)\n\n  \n\n##  Footnotes\n\n* * *\n\n1  FDIC caps allowance for credit losses at 1.25% of risk-weighted assets.\n\n2  Special handling for allowing goodwill and other intangibles related to\nsupervisory mergers incurred prior to 2015.\n\n3  FDIC uses country risk classifications and NCUA uses a simplified approach\nof 100% for all deposits in non-FDIC insured banks.\n\n4  Exclude detached security coupons and ex-coupon securities.\n\n5  Exclude interest only.\n\n6  Non-subordinated.\n\n7  FDIC is subject to look-through approach; NCUA has option of using the\nlook-through approach.\n\n8  FDIC is subject to gross-up or simplified supervisory formula approach\n(SSFA); NCUA has option of using gross-up approach.\n\n9  Subject to the non-significant equity exposure measure.\n\n10  Simplified approach used due to limited securitization activity by credit\nunions.\n\n11  FDIC subtracts CEIO exposure in the numerator; NCUA addresses CEIO\nexposure in the denominator. The effect to the RBC ratio is comparable.\n\n12  Includes 1- to 4-family, non-owner occupied real estate loans.\n\n13  NCUA takes a more conservative approach for loans that have historically\ncaused greater losses to the NCUSIF.\n\n14  Secured consumer loans have lower credit risk than unsecured consumer\nloans and therefore a lower risk weight.\n\n15  Excludes 1- to 4-family, non-owner occupied 1st- or junior-lien real\nestate loans and any loans secured by a personal use vehicle.\n\n16  FDIC identifies certain loans as High Volatility Commercial Real Estate\nand assigns a 150% risk weight.\n\n17  Deducted from the RBC numerator.\n\n18  Subject to the non-significant equity exposure measure.\n\n19  Specific to credit unions.\n\n20  FDIC is subject to look-through approach; NCUA has option of using the\nlook-through approach.\n\n21  FDIC is subject to gross-up or simplified supervisory formula approach\n(SSFA); NCUA has option of using gross-up approach.\n\n22  Secured consumer loans have lower credit risk than unsecured consumer\nloans and therefore a lower risk weight.\n\n23  CCF is 20% if loan commitment is conditionally cancelable within 1 year\nand 50% if conditionally cancelable beyond 1 year.\n\n24  Alternatively, as defined by 12 CFR 324.\n\n25  Risk weight determined by factors such as product type, maturity, and\ncollateral type.\n\nLast modified on\n\n04/14/22\n\n**Stay Informed**\n\n[ Get Started ](/subscribe)\n\n[ ](https://www.facebook.com/NCUAgov \"Go to the NCUA's Facebook page\") [\n](https://twitter.com/TheNCUA \"Go to the NCUA's Twitter page\") [\n](https://www.linkedin.com/company/ncua \"Go to the NCUA's LinkedIn page\") [\n](https://www.youtube.com/ncuachannel \"Go to the NCUA's YouTube channel\")\n\n**Our Sites**\n\n[ **MyCreditUnion.gov** Trusted resource for consumer financial protection\ninformation.  ](https://mycreditunion.gov/ \"Go to the MyCreditUnion.gov site\")\n[ **Share Insurance** Learn about credit union fund insurance.\n](/consumers/share-insurance-coverage \"Go to the Share Insurance Coverage\npage\") [ **Research a Credit Union** View information for a specific credit\nunion, download Call Reports, and request Financial Performance Reports.\n](https://mapping.ncua.gov/ResearchCreditUnion \"Go to the Research a Credit\nUnion site\") [ **Credit Union Locator** Find a credit union by address, credit\nunion name, or charter number.  ](https://mapping.ncua.gov/ \"Go to the Credit\nUnion Locator site\")\n\nBack to Top  (Opens new window)  This is an external link to a website\nbelonging to another federal agency, private organization, or commercial\nentity.  > See more  < See less  Open/Close Alternative Text\n\n",
                "url": "https://ncua.gov/regulation-supervision/regulatory-compliance-resources/risk-based-capital-rule-resources/risk-weights-glance-comparison-fdic"
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            "summary": "NCUA information on risk-based capital rules.",
            "url": "https://ncua.gov/regulation-supervision/regulatory-compliance-resources/risk-based-capital-rule-resources/risk-weights-glance-comparison-fdic"
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                    "source": "https://www.dnow.com/company/corporate-citizenship/corporate-sustainability"
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                "page_content": "Driving Sustainable Value\n\n#  Corporate Sustainability Report\n\nOur 2023 annual sustainability report highlights our dedication to ESG\nobjectives. It showcases our unwavering commitment to transparency,\nsustainable growth and shared values while emphasizing the tireless efforts of\nour team to foster a culture of diversity, equity and inclusion. To find out\nmore, download a copy of the report today.\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/33601f82-f1dd-42bb-a812-a2dc8f9bbf06)\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/1821dd0f-df10-4b66-a73f-30d2150469fb)\n\nThe information below represents a summarized, at-a-glance view of our 2023\nSustainability Report: Driving Sustainable Value. The information highlights\nthe 2023-to-baseline year, and year-over-year comparisons, related to our\nenvironmental, social and governance sections within the report, in addition\nto our SASB, TCFD and UN SDG comparison tables. For a complete and more\ncomprehensive view, please download the full document here.\n\n###  Table of Contents\n\n  1. Introduction \n  2. Our 2023 ESG Highlights \n  3. Governance \n  4. Social \n  5. Environment \n  6. About This Report \n  7. Forward-Looking Statements \n  8. SASB Index \n  9. TCFD Index \n  10. UNSDG Alignment \n\n##  Introduction\n\n###  Message from our President & CEO\n\nDavid Cherechinsky\n\nPresident & CEO\n\n2023 was a pivotal year for our company as we embarked on an exciting\nrebranding journey. We unveiled a new logo that represents more than just a\nvisual change; it embodies our vision to redefine DNOW both financially and\nculturally. Our rebranding is driven by our ethos to \u201cinspire one another,\ndelight our customers and fuel the future.\u201d The new logo tells a story of\ngrowth, transformation, sustainability, which define the exciting future that\nlies ahead for DNOW.\n\nBuilding on our rebranding momentum, I am pleased to share the highlights of\nour transformative year in this 2023 Sustainability Report. This past year has\nbeen marked by significant achievements and milestones that demonstrate our\nunwavering commitment to sustainability, growth and creating value for our\nshareholders. Sustainability remains at the core of our operations, driving\nboth our environmental initiatives and our financial success. Our EcoVapor\nproduct continues to play a crucial role in the removal of methane and CO2\nemissions by addressing gas contamination issues and minimizing the flaring of\nmethane gas. This innovation not only supports our sustainability goals but\nalso provides tangible benefits to our customers and the environment.\n\nWe remain committed to expanding our business while responsibly minimizing our\nenvironmental impact. As we continue to focus on Driving Sustainable Value, we\nare proud to report that in 2023, our total Scope 1 and 2 GHG emissions\nintensity metrics were the lowest in three years, illustrating a decrease of\nover 37% from 2021, a solid achievement considering our revenue and activity\ngrowth. In 2023, we realized a remarkable 9% year-over-year revenue growth and\nrecord earnings, reflecting our strategic focus and the robust demand for our\ninnovative solutions. Additionally, our cash provided by operating activities\nwas $188 million, underscoring our strong operational performance. In line\nwith our commitment to delivering value to our shareholders, we returned cash\nthrough our share repurchase program, with $50 million in purchases completed\nin 2023. These financial accomplishments are a testament to the hard work and\ndedication of our entire team, all while maintaining our commitment to\nsustainability and long-term growth.\n\nFurthermore, our dedication extends beyond financial and environmental\nachievements to fostering an exceptional workplace culture. I am proud of all\nour employee engagement initiatives and the culture we are building upon to\nultimately provide world-class customer service to our customers. Our employee\nengagement survey results are a testament to what we have built, including\nhigher scores in future outlook, manager effectiveness, diversity, equity and\ninclusion and team dynamics. We also continue to be a bright light in our\ncommunities. Complementing these internal achievements, our DNOW Lights\ninitiative had a record year of events and volunteering, highlighting our\ncommitment to giving back to the community and fostering a culture of service\nand engagement among our employees.\n\nAs we look forward to the future, we remain committed to our core values of\ninnovation, sustainability and operational excellence. We will continue to\nseek opportunities to enhance our ESG performance and Drive Sustainable Value.\n\n\u25b2 Back to Top\n\n##  Our 2023 ESG Highlights\n\n_ 3  Reduction possible through the continual use of one E300 oxygen\nelimination unit. See Page 42 for further details. _  \n_ 4  Total Recordable Incident Rate (\u201cTRIR\u201d). _  \n_ 5  Bureau of Labor Statistics (\u201cBLS\u201d). _\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/17e11100-9783-4a58-ae78-b494afc9fac1)\n\n* * *\n\n\u25b2 Back to Top\n\n##  Governance\n\n_ 8  Diverse indicates directors that are female and/or a member of an\nunderrepresented racial/ethnic group. Board diversity is as of December 31,\n2023. _  \n_ 9  When performing a desk reassessment, we perform an offsite re-audit,\nwhereby we review the manufacturers\u2019 processes and documentation. Key\nsuppliers are strategic partners that are in our approved manufacturers list\nwith which we have top spend and other suppliers of products we deem critical.\n_\n\nDNOW\u2019s Board of Directors and management acknowledge that a strong governance\nstructure is foundational for fostering an accountable business culture,\nupholding high standards of ethical conduct and ensuring sustainable\nstakeholder value creation. Maintaining stakeholder trust and goodwill by\nupholding our ethical standards and adhering to high controls in both policies\nand performance remains a centralized focus of our company. We are committed\nto being responsive to and engaging with our stakeholders on operational,\nfinancial, governance, environmental, safety and social matters to create a\nlayer of transparency which ensures consistency in our implementation and\nenforcement of our approach model to gain commitment and buy-in.\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/17e11100-9783-4a58-ae78-b494afc9fac1)\n\n* * *\n\n\u25b2 Back to Top\n\n##  Social\n\nOur safety culture is a cornerstone of how we Drive Sustainable Value for our\nstakeholders. At DNOW, we integrate health, safety and environmental practices\ninto our business model \u2013 from day-to-day operations to the integration of\nbusiness acquisitions, as well as measuring and assessing results while\ncontinually improving processes. Our safety culture is instilled as a core\nvalue of our organization first and foremost at the leadership level,\nincluding engagement from executives, our Board and operational leaders. We\ntake a proactive approach to safety and are continuously working to adapt our\nsafety topics and priorities to the needs of specific business segments and\nregions.\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/17e11100-9783-4a58-ae78-b494afc9fac1)\n\n* * *\n\n\u25b2 Back to Top\n\n##  Environment\n\n_ 21  See Page 23 for further details. _  \n_ 22  As of December 31, 2023, over 30 equipment skids were installed at  28\nRNG sites across the U.S. These units can process 9 million standard cubic\nfeet of biogas daily, enabling our customers to cut 480,000 MT CO2e emissions\nannually. See Page 42 for further details. _\n\nOur goal is to assume a vital position and seamlessly integrate within our\ncustomers\u2019 value chain while prioritizing our focus on environmental\nresponsibility. We are actively working on our energy management, conservation\ninitiatives, responsible water usage and recycling whenever applicable to\nreduce our operational footprint. This commitment is firmly established in our\nEnvironmental Policy Statement.\n\nWe prioritize addressing our customers\u2019 unique energy evolution demands and\nrisks while maximizing value in emerging markets. Our customers face\nincreasing demands to minimize their environmental impact and rely on us for\ntailored products and process solutions that harmonize with their\nenvironmental initiatives and sustainability goals. This includes offering\nproducts and services that aid in curtailing environmental footprint,\nmitigating GHG emissions and fostering sustainable waste and water management\npractices.\n\n[ ](https://cta-\nredirect.hubspot.com/cta/redirect/6097324/17e11100-9783-4a58-ae78-b494afc9fac1)\n\n* * *\n\n\u25b2 Back to Top\n\n##  About This Report\n\nThe information included in this report is subject to DNOW\u2019s policies and\nrequirements surrounding the disclosure of financial and non-financial data.\nThe financial information included in this report was sourced from our Form\n10-K filed with the SEC on February 15, 2024. All non-financial data included\nin this report was not subject to a third-party audit verification process.  \n  \n\n###  Basis of Presentation for Emissions\n\nDNOW has prepared our GHG emissions calculations for the year ended December\n31, 2023 in accordance with the World Resources Institute and World Business\nCouncil for Sustainable Development\u2019s Greenhouse Gas Protocol standards and\nguidance (collectively, the GHG Protocol):\n\n  * Scope 1 emissions have been prepared in accordance with the GHG Protocol Corporate Accounting and Reporting Standard (revised edition) \n  * Scope 2 emissions have been prepared in accordance with the GHG Protocol Scope 2 Guidance: An amendment to the GHG Protocol Corporate Standard \n\nWe present our emissions under the operational control approach, accounting\nfor emissions from operations over which we have the full authority to\nintroduce and implement our operating policies.\n\n  \n\n###  Use of Estimates and Estimation Uncertainties\n\nThe presentation of non-financial data within this report requires management\nto make estimates and assumptions that affect data reported within this\nreport. DNOW bases our estimates and methodologies on historical experience\nand trends, available information and various other assumptions that we\nbelieve to be reasonable. Emissions data presented is subject to measurement\nand uncertainties resulting from limitations inherent in the nature and\nmethods used for determining such data. The selection of different but\nacceptable measurement techniques can result in materially different\nmeasurements. The precision of different measurement techniques may also vary.\nDNOW nor their affiliates or representatives make any representation or\nwarranty (express or implied) with respect to the information contained in\nthis report (including, without limitation, information obtained from third\nparties) and each of DNOW and their respective affiliates and representatives\nexpressly disclaim any and all liability based on or relating to the\ninformation contained in, or errors or omissions from this report, based on or\nrelating to the reader of this report, or any other written or oral\ncommunications transmitted to the readers of this report.\n\n\u25b2 Back to Top\n\n##  Forward-Looking Statements\n\nCertain information contained in this Sustainability Report may constitute\nforward-looking statements within the meaning of applicable securities laws,\nincluding, but not limited to, statements regarding our plans to: move forward\nwith identified climate change opportunities, foster programs regarding\ndiversity and inclusion and plans to seek opportunities to further integrate\nsustainability factors into investment decisions. Readers are cautioned not to\nplace undue reliance on forward-looking statements, as they are subject to a\nnumber of assumptions and known and unknown risks and uncertainties that may\ncause the actual results, performance or achievements of DNOW to be materially\ndifferent from any future results, performance or achievements expressed or\nimplied by such forward-looking statements. The forward-looking statements\ncontained herein are made as of the date of this document. We also describe\nrisks and uncertainties in our reports filed with the SEC, including our Form\n10-K for the year-ended December 31, 2023 (under the headings \u201cRisk Factors\u201d\nand \u201cInformation Regarding Forward Looking Statements\u201d and elsewhere) and our\nsubsequent reports, which are available through the SEC\u2019s EDGAR system at [\nwww.sec.gov ](https://www.sec.gov) , and on our website at [ www.dnow.com ](/)\n. DNOW assumes no obligation to update or otherwise revise these forward-\nlooking statements, whether as a result of new information, future events or\notherwise.\n\n\u25b2 Back to Top\n\n##  SASB Index\n\nThe Sustainability Accounting Standards Board (\u201cSASB\u201d) framework aims to\nprovide a standard for companies to disclose financially-material and decision\nuseful ESG information to investors and other stakeholders. The index below\nmaps our performance under each of the suggested disclosure topics for the\nfollowing two industries:\n\n  * Oil & Gas Services (Code EM-SV) \n  * Multiline and Specialty Retailers & Distributors (Code CG-MR) \n\nAccording to SASB\u2019s Sustainable Industry Classification System (SICS\u00ae), these\ntwo industry standards most accurately reflect our business operations. Other\ntopics disclosed throughout this report beyond the scope of these standards\nare not reflected in this index.\n\n**Code** |  **Accounting Metric** |  **Unit of Measure** |  **2023 Response** |  **2022 Response** |  **2021 Response**  \n---|---|---|---|---|---  \n**Greenhouse Gas Emissions**  \nEM-SV-110a.1  |  Total fuel consumed  |  Gigajoules (GJ)  |  224,011  |  216,873  |  248,228   \nMetric tons carbon dioxide equivalent (MT CO  2  e)  |  15,682  |  15,402  |  16,624   \nPercentage renewable  |  Percentage (%)  |  0%  |  0%  |  0%   \nPercentage used in on-road equipment and vehicles  |  Percentage (%)  |  99.9%  |  99.8%  |  99.8%   \nPercentage used in off-road equipment  |  Percentage (%)  |  0.01%  |  0.2%  |  0.2%   \nEM-SV-110a.2  |  Discussion of strategy or plans to address air emissions-related risks, opportunities, and impacts  |  N/A  |  Pages 49  |  See 2022 Report  |  See 2021 Report   \n**Energy Management**  \nCG-MR-130a.1  |  Total electricity consumed  |  Gigajoules (GJ)  |  59,868  |  60,470  |  69,358   \nMetric tons carbon dioxide equivalent (MT CO  2  e)  |  7,629  |  7,896  |  8,247   \nTotal natural gas consumed  |  Gigajoules (GJ)  |  76,194  |  74,891  |  112,104   \nMetric tons carbon dioxide equivalent (MT CO  2  e)  |  3,900  |  3,841  |  5,683   \nTotal energy consumed  |  Gigajoules (GJ)  |  136,062  |  135,361  |  181,462   \nPercentage energy consumed that is grid electricity  1  |  Percentage (%)  |  44%  |  45%  |  38%   \n**Employee Health & Safety **  \nEM-SV-320a.1  |  Total recordable incident rate (TRIR)  |  Rate  |  0.81  |  0.94  |  0.92   \nFatality rate  |  Rate  |  0  |  0  |  0   \nNear miss frequency rate (NMFR)  |  Rate  |  Not Disclosed  |  Not Disclosed  |  Not Disclosed   \nTotal vehicle incident rate (TVIR)  |  Rate  |  0.43  |  1.17  |  0.56   \nAverage hours of health, safety, and emergency response training for (a) full- time employees, (b) contract employees, and (c) short- service employees  |  Hours  |  Not available  |  Not available  |  Not available   \nEM-SV-320a.2  |  Description of management systems used to integrate a culture of safety throughout the value chain and project lifecycle  |  N/A  |  Pages 29  |  See 2022 Report  |  See 2021 Report   \n**Labor Practices**  \nCG-MR-310a.3  |  Total amount of monetary losses as a result of legal proceedings associated with labor law violations  |  Dollars ($)  |  $0  |  See 2022 Report  |  See 2021 Report   \n**Employee Engagement, Diversity & Inclusion **  \nCG-MR-330a.1  |  Percentage of gender and racial/ethnic group representation for (1) management and (2) all other employees  |  Percentage (%)  |  Page 36  |  See 2022 Report  |  See 2021 Report   \nCG-MR-330a.2  |  Total amount of monetary losses as a result of legal proceedings associated with employment discrimination  |  Dollars ($)  |  $0  |  See 2022 Report  |  See 2021 Report   \n**Data Security**  \nCG-MR-230a.1  |  Description of approach to identifying and addressing data security risks  |  N/A  |  Page 25  |  See 2022 Report  |  See 2021 Report   \nCG-MR-230a.2  |  Number of data breaches  |  Number  |  0  |  0  |  0   \nPercentage involving personally identifiable information  |  Percentage (%)  |  0%  |  0%  |  0%   \nNumber of customers affected  |  Number  |  0  |  0  |  0   \n**Business Ethics**  \nEM-SV-510a.1  |  Amount of net revenue in countries that have the 20 lowest rankings in Transparency International\u2019s Corruption Perception Index  |  Percentage (%) of Total Revenues  |  0.04%  |  0.23%  |  0.15%   \nEM-SV-510a.2  |  Description of the management system for prevention of corruption and bribery throughout the value chain  |  N/A  |  Page 20  |  See 2022 Report  |  See 2021 Report   \n**Critical Incident Risk Management**  \nEM-SV-540a.1  |  Description of management systems used to identify and mitigate catastrophic and tail-end risks  |  N/A  |  Page 16  |  See 2022 Report  |  See 2021 Report   \n**Product Design & Lifecycle Management **  \nCG-MR-410a.1  |  Revenue from products third-party certified to environmental and/or social sustainability standards  |  Dollars ($)  |  Not available  |  Not available  |  Not available   \nCG-MR-410a.3  |  Discussion of strategies to reduce the environmental impact of packaging  |  N/A  |  Pages 23  |  See 2022 Report  |  See 2021 Report   \n**Management of the Legal & Regulatory Environment **  \nEM-SV-530a.1  |  Discussion of corporate positions related to government regulations and/or policy proposals that address environmental and social factors affecting the industry  |  N/A  |  Pages 19  |  See 2022 Report  |  See 2021 Report   \n**Activity Metrics**  \nCG-MR-000.A  |  Number of retail locations  |  Number  |  155  |  170  |  180   \nNumber of regional fulfillment centers  |  Number  |  10  |  9  |  8   \nCG-MR-000.B  |  Total area of retail space  |  Square meters (m  2  )  |  247,613  |  267,629  |  254,958   \nTotal area of regional fulfillment centers  |  Square meters (m  2  )  |  95,169  |  91,552  |  87,836   \n  \n_1 Calculated as purchased grid electricity consumption divided by total\nenergy consumption, which includes natural gas consumption._\n\n\u25b2 Back to Top\n\n##  TCFD Index\n\nWe are committed to increasing transparency and alignment of our reporting\nwith the recommendations established by the Task Force on Climate- Related\nFinancial Disclosures (\u201cTCFD\u201d). The TCFD developed voluntary, consistent\nclimate-related financial risk disclosures for use in providing information to\nstakeholders. Below is a summary of these disclosures in this report.\n\n**Category** |  **TCFD Recommendation** |  **Supporting Recommended Disclosure** |  **Location of Disclosure**  \n---|---|---|---  \nGovernance  |  Disclose the organization\u2019s governance around climate-related risks and opportunities.  |  a) Describe the board\u2019s oversight of climate-related risks and opportunities.  |  _Corporate Governance Oversight,_ Page 13   \nb) Describe management\u2019s role in assessing and managing climate-related risks\nand opportunities.  \nStrategy  |  Disclose the actual and potential impacts of climate-related risks and opportunities on the organization\u2019s businesses, strategy and financial planning where such information is material.  |  a) Describe the climate-related risks and opportunities the organization has identified over the short-, medium- and long-term.  |  _Managing Risks & Opportunities _ , Page 16   \n  \n_Management of the Legal & Regulatory Environment _ , Page 19  \nb) Describe the impact of climate-related risks and opportunities on the\norganization\u2019s businesses, strategy and financial planning.  \nc) Describe the resilience of the organization\u2019s strategy, taking into consideration different climate-related scenarios, including a 2\u00b0C or lower scenario.  |  At this time, DNOW has not conducted a 2\u00b0C or lower scenario analysis. We are, however, committed to continuing to enhance our understanding of climate- related risks and opportunities and the ways in which they impact our business, strategy and financial planning, and will assess this initiative in the future.   \nRisk Management  |  Disclose how the organization identifies, assesses and manages climate-related risks.  |  a) Describe the board\u2019s oversight of climate-related risks and opportunities.  |  _Managing Risks & Opportunities _ , Page 16   \nb) Describe the organization\u2019s processes for managing climate-related risks.  \nc) Describe how processes for identifying, assessing and managing climate-\nrelated risks are integrated into the organization\u2019s overall risk management.  \nMetrics & Targets  |  Disclose the metrics and targets used to assess and manage relevant climate- related risks and opportunities where such information is material.  |  a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.  |  _SASB Index_ , Page 53   \nb) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 GHG emissions and\nthe related risks.  \nc) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.  |  We have not yet set climate-specific targets, as we\u2019re focused on establishing our GHG emissions baseline and enhancing our approach to ESG data collection. We will continue to evaluate the feasibility and relevance of setting climate-specific targets in the future.   \n  \n\u25b2 Back to Top\n\n##  UNSDG Alignment\n\n**UN SDG** |  **DNOW Goal Progress and Key Performance Indicators** |  **Section, Page #**  \n---|---|---  \n|\n\n  * Emphasizing health and safety at work and in the community through support of our robust management systems that prioritize safety at the center of our actions    \n\n  * Ongoing safety performance evaluations, mandatory safety training for employees and regular safety meetings \n\n|  _Workforce Health & Safety _ , Page 29  \n|\n\n  * Focusing on employee growth through diverse training and development programs tailored to enhance skills and foster personal advancement \n\n|  _Employee Engagement & Development _ , Page 32  \n|\n\n  * Our Board prioritizes diversity through director nominations,  aiming for a varied representation of backgrounds and experiences \n  * Embedding DEI initiatives across recruitment, talent development and succession planning, supported by ongoing DEI education that fosters awareness and education across all company locations through our Employee Resource Groups \n\n|  _Corporate Governance Oversight_ , Page 13  \n  \n_Workforce Diversity & Inclusion _ , Page 34  \n|\n\n  * Focus on high value-add solutions that advance our  customers\u2019 environmental goals \n  * Continuous monitoring and managing of our sustainability performance, including ongoing initiatives to modernize our fulfillment model and reduce our overall carbon footprint \n  * Actively minimizing packaging waste through recycling programs and participation in carbon neutral shipping programs \n  * Ensuring our products are sourced, manufactured and distributed in an ethical and sustainable manner through our commitment to supply chain stewardship \n\n|  _Supply Chain Stewardship_ , Page 21  \n  \n_Delivering Sustainable Energy_ , Page 42  \n  \n_DNOW Environmental Performance_ , Page 49  \n  \n_Managing Risks & Opportunities _ , Page 16  \n|\n\n  * Board oversight of sustainable growth plans and management of risks related to climate change and other ESG matters \n  * Robust internal policies and procedures to uphold high ethical standards and integrity, with employees undergoing regular ethics training \n\n|  _Corporate Governance Oversight_ , Page 13  \n  \n_Business Ethics & Payments Transparency _ , Page 20  \n  \n_Management of the Legal & Regulatory Environment _ , Page 19  \n|\n\n  * Alignment with UN SDGs most relevant to our sustainability strategy and continuous identification of opportunities  where our improvement can contribute to the advancement of sustainable progress \n\n|  _Our Sustainability Reporting Framework_ _,_ Page 9  \n  \n\u25b2 Back to Top\n\nSkip to main content\n\n[ ](/)\n\nDNOW Headquarters\n\n[ 7402 N Eldridge Pkwy  \nHouston, TX 77041 USA\n](https://maps.google.com/maps?cid=8796292932139663836&_ga=2.59297710.260322993.1658926554-449728339.1652724873)\n[ +1 (281) 823-4700 ](tel:1-281-823-4700)\n\n[ ](https://www.facebook.com/DNOWInc \"Link to facebook\") [\n](https://www.linkedin.com/company/dnowinc \"Link to linkedin\") [\n](https://x.com/DNOWInc \"Link to twitter\") [\n](https://www.youtube.com/@DNOWInc \"Link to youtube\")\n\n[ Terms of Use ](/terms-of-use \"Terms of Use\") |  [ Privacy Notice ](/privacy-notice \"Privacy Notice\") |  [ Cookie Notice ](/cookie-notice)\n\n|\n\n\u00a9 Copyright 2025 DNOW. All rights reserved.\n\n",
                "url": "https://www.dnow.com/company/corporate-citizenship/corporate-sustainability"
            },
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            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "This is the company's sustainability page, providing direct information on their environmental efforts. While it's a primary source and potentially biased, it offers insights into their stated goals and initiatives.",
            "url": "https://www.dnow.com/company/corporate-citizenship/corporate-sustainability"
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                    "source": "https://www.wildbit.com/blog/wildbits-2020-environmental-footprint.html"
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                "page_content": "\ud83d\udce3  **Postmark has been acquired by ActiveCampaign**\n\n[ Continue reading \u2192 ](/blog/postmark-has-been-acquired-by-activecampaign)\n\n[ x ](/blog/wildbits-2020-environmental-footprint#)\n\n[ ](/blog/author/mattwest) [ Matt  West  ](/blog/author/mattwest) June 8th  \n2021\n\n#  Wildbit\u2019s 2020 environmental footprint\n\nFollowing on from our [ first environmental impact study\n](/blog/2020/06/30/measuring-wildbits-environmental-impact) last year, we\nentered 2020 with optimistic plans to reduce our carbon footprint. It turns\nout that nature had some plans of its own.\n\nWildbit has been a remote company for 20 years, but the COVID-19 pandemic\nstill impacted how we operate. While our day-to-day operations stayed mostly\nthe same, travel plummeted this year as we canceled our annual team retreat\nand conferences moved online.\n\nFor 2020, we again focused on measuring our three main areas of emissions:\ninfrastructure, travel, and operations. We have a little more experience\nmeasuring our emissions this year, but there are still some significant\ndifficulties in calculating [ the impact of a remote SaaS business ](/people-\nfirst/impact) .\n\n##  Infrastructure emissions\n\nOur engineering team continued to move services from our colocated data center\nto AWS in 2020. This has helped reduce our estimated infrastructure footprint\nfrom 61.4 tCO2e in 2019 to 58.4 tCO2e in 2020.\n\n> tCO2e means metric tonnes of Carbon Dioxide Equivalent. This unit\n> incorporates the [ global warming potential\n> ](https://www.epa.gov/ghgemissions/understanding-global-warming-potentials)\n> of a range of polluting gases and converts the amount of each gas into the\n> equivalent amount of Carbon Dioxide, giving us a single figure to track\n> emissions by.\n\nCloud providers like AWS operate data centers that run far [ more efficiently\nthan most colocated operations\n](https://sustainability.aboutamazon.com/carbon_reduction_aws.pdf) . However,\nwe lose the ability to monitor the energy consumption of our hardware with\nthese providers, making it incredibly difficult to report emissions caused by\nour usage. We haven\u2019t found a way to estimate emissions from our AWS usage\nyet. For Google Cloud, we\u2019ve applied [ research done by the team at Etsy\n](https://codeascraft.com/2020/04/23/cloud-jewels-estimating-kwh-in-the-\ncloud/) to estimate emissions from our usage and billing data.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nCo-located data center  |  60.2  |  57.8   \nGoogle Cloud  |  N/A  |  0.001*   \nAWS  |  N/A  |  N/A   \nOther _Marketing websites estimated emissions based on page views_ |  1.2  |  0.6   \n**Totals** |  61.4  |  58.4   \n  \n_*_ [ _Google cloud runs on 100% renewable energy_\n](https://cloud.google.com/sustainability) _, so we\u2019re only accounting for\nemissions associated with transmission and distribution losses._\n\n##  Travel emissions\n\nAfter starting the year with exciting plans for a blowout team retreat to\ncelebrate [ Wildbit\u2019s 20th birthday ](/labs/modalbox/) , COVID-19 brought all\nof our plans to an abrupt halt. With the exception of a leads team retreat in\nearly January, we canceled almost all our travel plans in 2020.  \n  \nOur overall travel footprint in 2020 was 3.4 tCO2e compared to 20.5 tCO2e in\n2019, an 83% reduction. We\u2019ve made the call not to hold an annual retreat in\n2021 either, so we expect this number to remain low in 2021.\n\n**Flights  \n** With no retreat, we made just 19 flights in 2020. Traveling a total of\n17,936 miles compared to the 100,148 miles we flew in 2019. Our carbon\nfootprint went from 16.2 tCO2e in 2019 to 2.8 tCO2e in 2020, a huge 83%\nreduction.\n\n**Ground** **t** **ransport  \n** Taxis, trains, and bus travel accounted for 530 miles and 0.1 tCO2e in 2020\ncompared to 1,376 miles and 0.5 tCO2e in 2019. This covers travel associated\nwith company trips and conferences. Some team members use local co-working\nspaces but we don't currently track their commutes.\n\nThe percentage of ground travel using public transport increased from 13% in\n2019 to 45% in 2020. Pre-pandemic we had set out to encourage the use of\npublic transport over Uber and private taxis to help reduce our travel\nfootprint. Given the low level of travel in 2020, it\u2019s difficult to say\nwhether those efforts actually contributed to the increase in public transport\nusage or not. It\u2019s something we want to continue working on once travel\nincreases again though.\n\n**Hotel** **s** **tays  \n** With the cancellation of our annual retreat and in-person conferences,\nhotel stays were drastically reduced. Going from 184 nights in 2019 to 21\nnights in 2020. Emission associated with hotel stays reduced from 3.7 tCO2e to\n0.5 tCO2e.\n\n|  **2019** |  |  **2020** |   \n---|---|---|---|---  \n|  **Miles / Nights** |  **Emissions** **(tCO2e)** |  **Miles / Nights** |  **Emissions** **(tCO2e)**  \nAir Transport  |  100,148  |  16.210  |  17,936  |  2.766   \nPrivate Transport _Ubers, taxis, private-hire buses, etc._ |  1,194  |  0.525  |  290  |  0.098   \nPublic Transport _Trains, trams, buses, etc._ |  182  |  0.026  |  240  |  0.039   \nHotel Stays  |  184  |  3.735  |  21  |  0.456   \n**Total** |  **101,524 / 184** |  **20.5** |  **18,466 / 21** |  **3.4**  \n  \n##  Operations emissions\n\nIn 2019 we decided to [ downsize our HQ in Philadelphia\n](/blog/2019/11/08/downsizing-the-office-upsizing-remote-first) and move to a\ndedicated area in a co-working space. That worked out pretty well for a while,\nbut once the pandemic hit and we were all bound to our homes the office didn\u2019t\nget much use.\n\nWildbit office in a co-working apace\n\nAs the co-working space has shared utility meters, we lost our ability to\naccurately measure our electricity and gas usage after the move. Instead, we\nestimated our usage based on figures released by the US Energy Information\nAdministration ( [ electricity\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) [ data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) , [\ngas data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c24.php) ).\nBased on these estimates, our electricity footprint came in at 1 tCO2e and our\ngas footprint at 2.3 tCO2e in 2020.  \n  \nThat\u2019s not the full picture though. The tenants we sub-let our old HQ to are\nin the travel industry and were badly impacted when the pandemic hit. They\nmoved out in June and we took on responsibility for the building again.\nAccounting for the electricity and gas usage to keep the old office ticking\nover while it was unoccupied pushes the footprint of our total operations for\n2020 up to 14.2 tCO2e, an increase of ~20%.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nPhiladelphia HQ  |  12  |  10.9   \nDedicated co-working space  |  N/A  |  3.3   \n**Total** |  12  |  14.2   \n  \nWe\u2019ve since decided to go fully remote and vacated the co-working space when\nour lease expired in March 2021.\n\n##  Wildbit\u2019s 2020 footprint\n\nLooking back on an unusual year, our 2020 estimate footprint came out at 76\ntCO2e. 20% lower than our footprint in 2019. That\u2019s about the same as the\nemissions from burning a tanker full of gasoline.\n\n|  **2019** |  **2020**  \n---|---|---  \nInfrastructure  |  61.4  |  58.4   \nTravel  |  20.5  |  3.4   \nOperations  |  11.9  |  14.2   \n**Total** |  **93.8 tCO2e** |  **76 tCO2e**  \n  \nWe worked with [ Gold Standard ](https://www.goldstandard.org/) again this\nyear to purchase carbon credits from a [ solar power project in Bhadla, India\n](https://marketplace.goldstandard.org/collections/projects/products/eki-\nenergy-services-gold-standard-foundation-400-mw-solar-power-project-at-bhadla-\nrajasthan-india) to offset our footprint. While purchasing carbon offsets is\nnot a long-term solution to the climate crisis, it can help some of the\ncommunities most at risk from the effects of climate change.  \n  \nOur next big challenge is to find a way to estimate the energy usage of our\nfully remote team and factor that into our footprint. Last year we tried\nrunning a survey with the team to collect information about their energy use\nbut found it difficult to get hold of accurate numbers due to the wide range\nof energy sources and billing intervals used across our team.  \n  \nWe\u2019re currently looking into ways we can estimate energy usage based on\nlocation-based averages. We\u2019ll be sure to share our approach once we\u2019ve\nfigured it out. If you\u2019ve tackled this for your own team, we\u2019d love to hear\nfrom you. Send us [ an email ](mailto:hello@wildbit.com) or give us a shout [\non Twitter ](https://twitter.com/Wildbit) !\n\n##  More in  Culture\n\n  * [ Leading during a crisis... again. ](/blog/newsletter-march-2022)\n  * [ Should we *really* aim for work-life balance? ](/blog/newsletter-february-2022)\n  * [ The 4 Rs of people-first culture ](/blog/people-first-culture)\n  * [ Deep work, chill work: a conversation with Rand Fishkin ](/events/rand-fishkin)\n  * [ Asking deep questions about what \u2018work\u2019 is ](/blog/newsletter-january-2022)\n\nCopyright \u00a9 2024 Wildbit LLC\n\n",
                "url": "https://www.wildbit.com/blog/wildbits-2020-environmental-footprint.html"
            },
            "reason": "This is a blog post from a company detailing their own environmental footprint for the year 2020. It provides specific data and insights into their efforts to reduce their impact, making it a moderately reliable source.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "This is a blog post from a company detailing their own environmental footprint for the year 2020. It provides specific data and insights into their efforts to reduce their impact, making it a moderately reliable source.",
            "url": "https://www.wildbit.com/blog/wildbits-2020-environmental-footprint.html"
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                    "source": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\nJavaScript appears to be disabled on this computer. Please [ click here to see\nany active alerts ](/alerts) .\n\n#  Sources of Greenhouse Gas Emissions\n\n**On this page:**\n\n  * Sources of Greenhouse Gas Emissions: Overview \n  * Greenhouse Gas Emissions Trends: All Sources \n\n* * *\n\n##  Sources of Greenhouse Gas Emissions: Overview\n\nGreenhouse gases trap heat and make the planet warmer. Human activities are\nresponsible for almost all of the increase in greenhouse gases in the\natmosphere over the last 150 years.  1  The largest source of greenhouse gas\nemissions from human activities in the United States is from burning fossil\nfuels for electricity, heat, and transportation.\n\nEPA tracks total U.S. emissions by publishing the [ _Inventory of U.S.\nGreenhouse Gas Emissions and Sinks_ ](/ghgemissions/inventory-us-greenhouse-\ngas-emissions-and-sinks) . This annual report estimates the total national\ngreenhouse gas emissions and removals associated with human activities across\nthe United States by source, gas, and economic sector.\n\nTotal U.S. Greenhouse Gas Emissions by Economic Sector in 2022\n\n**Total U.S. Greenhouse Gas Emissions by Economic Sector**\n\n**Total U.S. Greenhouse Gas Emissions by Economic Sector Including Electricity\nEnd-Use Indirect Emissions**\n\nTotal emissions in 2022 are 6,343.2  Million Metric Tons of CO\u2082 equivalent  .\nPercentages may not add up to 100% due to independent rounding. Greenhouse gas\nemissions from the commercial, residential, and industrial sectors increase\nsubstantially when indirect emissions from electricity end-use are included,\ndue to the relatively large share of electricity use by buildings (e.g.,\nheating, ventilation, and air conditioning; lighting; appliances and plug\nload) and use of electricity for powering industrial machinery. More\ninformation is also in the [ electricity end-use emissions section of the\nElectric Power sector page ](/ghgemissions/electric-power-sector-emissions) .\n\nLand Use, Land-Use Change, and Forestry in the United States is a net sink and\noffsets 13% of these greenhouse gas emissions. This net sink is not shown in\nthe above diagrams. All emission estimates are sourced from the _[ Inventory\nof U.S. Greenhouse Gas Emissions and Sinks: 1990\u20132022\n](/ghgemissions/inventory-us-greenhouse-gas-emissions-and-sinks) . _\n\n**What are the primary sources of U.S. greenhouse gas emissions and sinks in\neach economic sector?**\n\n  * **[ Transportation ](/ghgemissions/transportation-sector-emissions) ** \u2013 Greenhouse gas emissions from transportation primarily come from burning fossil fuel for cars, trucks, ships, trains, and planes. Over 94% of the fuel used for transportation is petroleum based, which includes primarily gasoline and diesel and results in direct emissions.  2  The transportation sector is the largest source of direct greenhouse gas emissions and second largest source when indirect emissions from electricity end-use are allocated across sectors. The transportation sector is an end-use sector for electricity but currently represents a relatively low percentage of total electricity use. Indirect emissions from electricity are less than 1 percent of direct emissions. \n  * **[ Electricity production ](/ghgemissions/electric-power-sector-emissions) ** \u2013 Electric power includes emissions from electricity production used by other end use sectors (e.g., industry). In 2022, 60% of our electricity comes from burning fossil fuels, mostly coal and natural gas.  3 \n  * **[ Industry ](/ghgemissions/industry-sector-emissions) ** \u2013 Greenhouse gas emissions from industry primarily come from burning fossil fuels for energy, as well as greenhouse gas emissions from certain chemical reactions necessary to produce goods from raw materials. Industrial emissions are the third largest source of direct emissions. If indirect emissions from [ electricity use ](/ghgemissions/electric-power-sector-emissions) are allocated to the industrial end-use sector (e.g. to power industrial buildings and equipment), industrial activities account for a much larger share of U.S. greenhouse gas emissions as shown above. \n  * [ **Commercial and Residential** ](/ghgemissions/commercial-and-residential-sector-emissions) \u2013 Greenhouse gas emissions from the commercial and residential sector come from fossil fuels burned for heat and the use of gases for refrigeration and cooling in buildings, and non-building specific emissions such as the handling of waste. The commercial and residential sector emissions increase substantially when indirect emissions from electricity end-use are included, largely because buildings use 75% of the electricity generated in the US (e.g., for heating, ventilation and air conditioning; lighting; appliances, and plug loads).  [ 4 ](https://www.nrel.gov/news/features/2023/nrel-researchers-reveal-how-buildings-across-the-united-states-do-and-could-use-energy.html) When emissions from [ electricity use are distributed to the commercial and residential end-use sector ](/ghgemissions/electric-power-sector-emissions) , commercial and residential activities account for a much larger share of U.S. greenhouse gas emissions as shown above. \n  * **[ Agriculture ](/ghgemissions/agriculture-sector-emissions) ** \u2013 Greenhouse gas emissions from agriculture come from livestock such as cows, agricultural soils, and rice production. Indirect emissions from electricity use in agricultural activities (e.g., powering buildings and equipment) are about 5 percent of direct emissions. \n  * **[ Land Use and Forestry ](/ghgemissions/land-use-land-use-change-and-forestry-sector-emissions-and-sequestration) ** \u2013 While not shown in the figure, land areas can act as a sink (absorbing CO  2  from the atmosphere) or a source of greenhouse gas emissions. In the United States, since 1990, managed forests and other lands are a net sink, i.e., they have absorbed more CO  2  from the atmosphere than they emit, offsetting 13% of total gross greenhouse gas emissions. \n\n###  See Emissions Information and Reduction Strategies by Source\n\n[ Electric Power ](/ghgemissions/electric-power-sector-emissions) [\nTransportation ](/ghgemissions/transportation-sector-emissions) [ Industry\n](/ghgemissions/industry-sector-emissions) [ Commercial/Residential\n](/ghgemissions/commercial-and-residential-sector-emissions)\n\n[ Agriculture ](/ghgemissions/agriculture-sector-emissions) [ Land\nUse/Forestry ](/ghgemissions/land-use-land-use-change-and-forestry-sector-\nemissions-and-sequestration)\n\n##  Greenhouse Gas Emissions Trends: All Sources\n\n  * Since 1990, gross U.S. greenhouse gas emissions have decreased by just over 3%. From year to year, emissions can rise and fall due to changes in the economy, the price of fuel, and other factors. \n  * In 2022, U.S. greenhouse gas emissions increased 0.2% compared to 2021 levels. In 2020, there was a sharp decline in emissions largely due to the impacts of the coronavirus (COVID-19) pandemic on travel and other economic activity. In 2021 and 2022, the increase in total greenhouse gas emissions was driven largely by an increase in CO  2  emissions from fossil fuel combustion due to the continued rebound in economic activity after the height of the COVID-19 pandemic. \n  * In 2022, CO  2  emissions from fossil fuel combustion increased by 8% relative to 2020 and 1% relative to 2021. CO  2  emissions from natural gas consumption increased by 5% relative to 2021. CO  2  emissions from coal consumption decreased by 6% from 2021. The increase in natural gas consumption and emissions in 2022 is observed across all sectors except for U.S. Territories, while the coal decrease in primarily in the electric power sector. Emissions from petroleum use increased by less than 1% in 2022. \n\nTotal U.S. Greenhouse Gas Emissions, 1990-2022\n\nNote: All emission estimates are sourced from the [ _Inventory of U.S.\nGreenhouse Gas Emissions and Sinks: 1990\u20132022_ ](/ghgemissions/inventory-us-\ngreenhouse-gas-emissions-and-sinks) .\n\n##  References\n\n  1. [ IPCC (2013) Climate Change 2013: The Physical Science Basis ](https://www.ipcc.ch/report/ar5/wg1/) . Contribution of Working Group I to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change. [Stocker, T.F., D. Qin, G.K. Plattner, M. Tignor, S.K. Allen, J. Boschung, A. Nauels, Y. Xia, V. Bex and P.M. Midgley (eds.)]. Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA, 1535 pp. . \n  2. IPCC (2022): Climate Change 2022: Mitigation of Climate Change. Contribution of Working Group III to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [P.R. Shukla, J. Skea, R. Slade, A. Al Khourdajie, R. van Diemen, D. McCollum, M. Pathak, S. Some, P. Vyas, R. Fradera, M. Belkacemi, A. Hasija, G. Lisboa, S. Luz, J. Malley, (eds.)]. Cambridge University Press, Cambridge, UK and New York, NY, USA. doi: 10.1017/9781009157926 \n  3. [ U.S. Energy Information Administration (2023) ](https://www.eia.gov/energyexplained/index.php) . _Electricity Explained \u2013 Basics_\n  4. National Renewable Energy Laboratory (2023). NREL Researchers Reveal How Buildings Across United States Do\u2014and Could\u2014Use Energy. Shoemaker, Susannah. \n\n##  Explanation of Units\n\n###  A million metric tons of CO  2  : What does that mean?\n\nA million metric tons equals about 2.2 billion pounds, or 1 trillion grams.\nFor comparison, a small car is likely to weigh a little more than 1 metric\nton. Thus, a million metric tons are roughly the same mass as 1 million small\ncars.\n\nThe U.S. GHG Inventory uses metric units for consistency and comparability\nwith other countries. For reference, a metric ton is slightly more\n(approximately 10%) than a U.S. \"short\" ton.\n\nGreenhouse gas emissions are often measured in carbon dioxide ( _CO 2  _ )\n_equivalent_ . To convert emissions of a gas into CO  2  equivalent, its\nemissions are multiplied by the gas's [ Global Warming Potential (GWP)\n](/ghgemissions/understanding-global-warming-potentials) . The GWP takes into\naccount the fact that many gases are more effective at warming Earth than CO\n2  , per unit mass.\n\nThe GWP values appearing in the [ Overview of Greenhouse Gases\n](/ghgemissions/overview-greenhouse-gases) and [ Sources of Greenhouse Gas\n](/ghgemissions/sources-greenhouse-gas-emissions) web pages reflect the values\nused in the U.S. GHG Inventory, which are drawn from the IPCC's Fifth\nAssessment Report (AR5). For further discussion of GWPs and an estimate of\ngreenhouse gas emissions using updated GWPs, see Annex 6 of the [ U.S. GHG\nInventory ](/ghgemissions/inventory-us-greenhouse-gas-emissions-and-\nsinks-1990-2021) and the [ IPCC's discussion on GWPs (pdf)\n](https://www.ipcc.ch/site/assets/uploads/2018/02/SYR_AR5_FINAL_full.pdf) (106\npp, 7.7MB).\n\n##  [ Greenhouse Gas Emissions ](/ghgemissions)\n\n[ Contact Us about Greenhouse Gas Emissions ](/ghgemissions/forms/contact-us-\nabout-greenhouse-gas-emissions)\n\n[ Contact Us ](/ghgemissions/forms/contact-us-about-greenhouse-gas-emissions)\nto ask a question, provide feedback, or report a problem.\n\nLast updated on March 31, 2025\n\n  * [ Assistance ](/lep/assistance)\n  * [ Spanish ](https://espanol.epa.gov/)\n  * [ Arabic ](/lep/arabic)\n  * [ Chinese (simplified) ](/lep/simplified-chinese)\n  * [ Chinese (traditional) ](/lep/traditional-chinese)\n  * [ French ](/lep/french)\n  * [ Haitian Creole ](/lep/sante-ak-anviwonman-enfomasyon-kreyol-ayisyen)\n  * [ Korean ](/lep/korean)\n  * [ Portuguese ](/lep/saude-e-informacoes-ambientais-em-portugues)\n  * [ Russian ](/lep/russian)\n  * [ Tagalog ](/lep/tagalog)\n  * [ Vietnamese ](/lep/vietnamese)\n\n##  Discover.\n\n  * [ Accessibility Statement ](/accessibility/epa-accessibility-statement)\n  * [ Budget & Performance ](/planandbudget)\n  * [ Contracting ](/contracts)\n  * [ EPA www Web Snapshot ](/utilities/wwwepagov-snapshots)\n  * [ Grants ](/grants)\n  * [ No FEAR Act Data ](/ocr/no-fear-act-data)\n  * [ Plain Writing ](/web-policies-and-procedures/plain-writing)\n  * [ Privacy ](/privacy)\n  * [ Privacy and Security Notice ](/privacy/privacy-and-security-notice)\n\n##  Connect.\n\n  * [ Data ](/data)\n  * [ Inspector General ](https://www.epaoig.gov/)\n  * [ Jobs ](/careers)\n  * [ Newsroom ](/newsroom)\n  * [ Regulations.gov ](https://www.regulations.gov/)\n  * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n  * [ USA.gov ](https://www.usa.gov/)\n  * [ White House ](https://www.whitehouse.gov/)\n\n##  Ask.\n\n  * [ Contact EPA ](/home/forms/contact-epa)\n  * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n  * [ Hotlines ](/aboutepa/epa-hotlines)\n  * [ FOIA Requests ](/foia)\n  * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n  * Site Feedback \n\n##  Follow.\n\n  * [ ](https://www.facebook.com/EPA)\n  * [ ](https://x.com/epa)\n  * [ ](https://www.youtube.com/user/USEPAgov)\n  * [ ](https://www.flickr.com/photos/usepagov)\n  * [ ](https://www.instagram.com/epagov)\n\n",
                "url": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "This is a page from the EPA (Environmental Protection Agency) providing information on sources of greenhouse gas emissions. It is a reliable source due to the EPA's expertise and authority on environmental matters.",
            "url": "https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions"
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                    "source": "https://www.onetrust.com/blog/corporate-carbon-footprint-guide/"
                },
                "page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n  * Solutions \n\n    * [ Consent & Preferences  Streamline consent and preference management for consumer transparency  ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n    * [ Third-Party Management  Automate third-party management from intake and risk assessment to mitigation and reporting  ](/content/onetrust/us/en/solutions/third-party-management)\n\n  *     * [ Privacy Automation  Enable responsible use throughout the data lifecycle  ](/content/onetrust/us/en/solutions/privacy-automation)\n\n    * [ Tech Risk & Compliance  Scale your resources and optimize your risk and compliance lifecycle  ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n  *     * [ Data & AI Governance  Govern your data and AI while accelerating innovation  ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n  * Featured Products \n\n    * [ AI Governance  ](/content/onetrust/us/en/products/ai-governance)\n\n    * [ Data Discovery & Classification  ](/content/onetrust/us/en/products/data-discovery)\n\n    * [ Third-Party Risk Management  ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n  * Regulatory Solutions \n\n    * [ GDPR  ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n    * [ DORA  ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n    * [ EU AI Act  ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n  * OneTrust Platform \n\n    * [ Platform Overview  Build and demonstrate trust, measure and manage risk, and go beyond compliance  ](/content/onetrust/us/en/platform)\n\n  *     * [ Pricing  Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control  ](/content/onetrust/us/en/pricing)\n\n  *     * [ Integrations  Our extensive set of integrations makes it easy to add data management to your workflows  ](/content/onetrust/us/en/integrations)\n\nResources\n\n  * Self-Service Resources \n\n    * [ Demo Videos  ](/content/onetrust/us/en/resources/onetrust-demos)\n\n    * [ Resource Library  ](/content/onetrust/us/en/resources)\n\n    * [ Customer Stories  ](/content/onetrust/us/en/customers)\n\n    * [ Blog  ](/content/onetrust/us/en/blog)\n\n  * Training & Events \n\n    * [ Training & Certifications  ](/content/onetrust/us/en/certifications)\n\n    * [ TrustWeek  ](/content/onetrust/us/en/trustweek)\n\n    * [ Connect Workshops  ](https://privacyconnect.com/)\n\n  * Support \n\n    * [ Support & Services  ](/content/onetrust/us/en/services)\n\n    * [ Partners  ](/content/onetrust/us/en/partners)\n\n    * [ MyOneTrust Help Center  ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n  * Company \n\n    * [ About Us  ](/content/onetrust/us/en/about-us)\n\n    * [ Trust Center  ](/content/onetrust/us/en/trust)\n\n    * [ Careers  ](/content/onetrust/us/en/careers)\n\n    * [ Newsroom  ](/content/onetrust/us/en/news)\n\n    * [ Contact Us  ](/content/onetrust/us/en/forms/contact-us)\n\n  * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo  __ ](/forms/demo/)\n\n[ __ Contact sales  __ ](/forms/get-started/)\n\n* * *\n\nOn-demand webinar coming soon...\n\n##  Blog\n\n#  The corporate carbon footprint: a quick guide\n\nA company\u2019s Corporate Carbon Footprint (CCF), is the total amount of GHG\nemissions that are directly or indirectly caused by a company\u2019s activities.\n\n* * *\n\n###  Table of Contents\n\n  * What\u2019s a Corporate Carbon Footprint? \n  * What\u2019s included in a CCF? \n  * Why should companies measure their CCF? \n  * How do you calculate a Corporate Carbon Footprint? \n  * Advance your ethical compliance \n\nA growing number of companies are pursuing ambitious carbon reduction targets\nto achieve carbon neutrality. In fact, [ more than one-third\n](https://zerotracker.net/insights/pr-net-zero-stocktake-2022) of the world\u2019s\nlargest publicly traded companies, now have net-zero targets. But a systematic\nreduction of greenhouse gas (GHG) emissions is only possible if emission\nintensive hotspots can be identified and quantified. The Corporate Carbon\nFootprint offers a proven methodology for companies to pinpoint emission\nhotspots and reduction opportunities. This guide will cover what a Corporate\nCarbon Footprint is, how to calculate it, and the value it can provide to your\nbusiness.\n\n**Download[ The Guide for Setting Corporate Climate Goals\n](https://www.onetrust.com/resources/setting-corporate-climate-goals-guide/)\nto learn more. **\n\n##  What\u2019s a Corporate Carbon Footprint?\u200d\n\nA company\u2019s carbon footprint, also known as Corporate Carbon Footprint (CCF),\nis the total amount of [ GHG emissions ](https://www.onetrust.com/blog/what-\nare-scope-1-2-3-emissions/) that are directly or indirectly caused by a\ncompany\u2019s activities. Calculating the CCF is usually the first step toward\ncarbon neutrality, because it provides clarity on your emissions hotspots.\nWithout visibility on where those hotspots are and how your business\nactivities are contributing, it\u2019s difficult to define realistic climate goals\nand reduction strategies.\n\n##  What\u2019s included in a CCF?\u200d\n\nA Corporate Carbon Footprint covers all direct and indirect emissions related\nto a company\u2019s activities. This means that emissions across the entire value\nchain are included. For example, manufacturing companies will include all\nemissions from sourcing, logistics, use of sold products, and end-of-life\ndisposal.\n\nA CCF is usually calculated for a specific period, such as a calendar year.\nAfter that, any changes to the CCF are tracked by reporting periods (e.g.,\nannually, quarterly, etc.).\n\n##  Why should companies measure their carbon footprint? What are the\nbenefits?\n\nA CCF calculation can serve various purposes. It creates the transparency\nneeded to discover your optimal emissions reduction opportunities. It also\nhelps you identify the most relevant climate risks and opportunities for your\nbusiness.\n\nMeasuring and tracking your carbon footprint also signals to stakeholders\n(investors, customers, employees, etc.) that you are serious about owning your\nresponsibility for environmental impact. And, as regulators and investors\nincreasingly focus on fighting climate change, demonstrating carbon\naccountability will be critical to long-term business survival. As a case in\npoint, banks and investors representing over [ $130 trillion in assets\n](https://www.bcg.com/publications/2022/companies-climate-change-strategies)\nare rapidly moving that capital toward decarbonization of the global economy.\n\n##  How do you calculate a Corporate Carbon Footprint?\n\nWhen measuring the carbon footprint of a business, one of the first steps is\nto define the scope of consideration. For a CCF calculation, this is largely\ndefined by standards such as the [ GHG Protocol\n](https://ghgprotocol.org/standards) or [ ISO 14064\n](https://www.iso.org/standard/66453.html) .\n\nThe basis for calculating a CCF is the data on your business activities.\nAlmost every action and decision made by a company can contribute to carbon\nemissions, so the more comprehensive and exact this data is, the more accurate\nyour CCF will be. Keep in mind that getting to net-zero is a journey, so the\nmost important thing you can do is take the first step. You can increase the\naccuracy over time as you learn more.\n\n###  Collecting data for your CCF\n\nData from company-controlled activities is typically well-documented and easy\nto retrieve. This can include things such as energy consumption (electrical,\nnatural gas, etc.) or business travel. By coupling this activity data with the\nappropriate emission factors, you can estimate the GHG emissions for each\nactivity.\n\nSome data may be more difficult to obtain, such as production or service\nactivities performed by your suppliers. Employee commuter traffic and energy\nconsumption of your products during the usage phase can also fall into this\ncategory. Companies are often unaware that indirect emissions from activities\nlike these should also be included in the CCF. Even though these emissions\nhappen outside a company\u2019s direct influence, they are occurring because of\ndecisions made by the company. These activities can represent a significant\npart of the company\u2019s emissions.\n\n###  Alternative methods for estimating indirect emissions\n\nWhile the most accurate method for capturing indirect emissions is to request\nconsumption data directly from employees, suppliers, and service providers, it\nisn\u2019t always feasible. There are various databases that can help you fill the\ngap with estimated GHG emissions from common business activities based on\nwidely available data. Examples include Scope 3 resources and databases\nprovided by the [ GHG Protocol ](https://ghgprotocol.org/life-cycle-databases)\n, [ US EPA ](https://www.epa.gov/climateleadership/scope-3-inventory-guidance)\n, and [ Impact Institute ](https://www.impactinstitute.com/products/global-\nimpact-database/gid-scope-3-emissions-data/) . Combining data from these\nresources with key figures from your business, such as the number of\nemployees, materials purchased, sales volume, etc. can help you evaluate your\nindirect emissions. The accuracy of your CCF will vary depending on the method\nused. Purely cost-based approaches tend to be imprecise because they rely on\nsector-wide averages averages and cost data is usually not available for use\nof sold products and end-of-life disposal. By using purchased material\nquantities (as opposed to the cost) as the basis for calculating carbon\nemissions, you can improve the accuracy of your carbon footprint.\n\n###  How to address product-related GHG emissions\n\nOnce you have calculated your CCF and put reduction strategies in place, you\ncan increase the depth of analysis with a Product Carbon Footprint (PCF). A\nPCF measures your product-related emissions and can leverage the data\ncollection and analyses already established with your CCF.\n\n##  How can businesses reduce their carbon emissions?\n\nAfter completing your CCF analysis and identifying all the emissions generated\nby your company, you can start looking for reduction opportunities. Because\nthe CCF looks at all emission sources, it provides a great starting point for\ndefining and implementing carbon reduction strategies. Every company\u2019s\napproach to reducing and offsetting its business carbon footprint will look\ndifferent, but a few common ways include:\n\n  * Terminating contracts with GHG-intensive suppliers in favor of others with a lower CCF. \n  * Reducing resource consumption in production processes. \n  * Introducing energy efficiency measures. \n  * Considering the frequency and necessity of business travel. \n  * Invest in [ high-quality carbon offset projects ](https://www.onetrust.com/blog/carbon-offsets-101-guide-for-going-climate-neutral/) . \n\nOne thing to note is that many standards, including the [ Science Based\nTargets initiative (SBTi) ](https://www.onetrust.com/blog/science-based-\ntargets-initiative-sbti-net-zero-standard/) , require you to reduce emissions\nfirst before offsetting residual emissions.\n\n##  Advance your ethical compliance\n\nEffective ethical management is crucial in today\u2019s business environment. The\nOneTrust Ethics Program Management solution provides your organization with\nthe tools necessary to enhance ethical practices and compliance. Our platform\nhelps manage and train on ethical policies, ensuring your business operates\nwith integrity and transparency. Equip your organization with the means to\nhandle ethical dilemmas effectively and maintain trust with all stakeholders.\n\n** **\n\n**Learn more about our[ Ethics Program Management solution\n](https://www.onetrust.com/platform/ethics-program-management/) today. **\n\n* * *\n\n#  You may also like\n\nWebinar\n\n####  Ethics Program Management\n\n###  From reactive to proactive: Transforming your ethics & compliance program\n\n###\n\nJoin this webinar to hear experts explore actionable strategies employed by\nEthics & Compliance programs to drive a more ethical culture.\n\n####  September 12, 2024\n\n[ Learn more  __ ](/resources/from-reactive-to-proactive-transforming-your-\nethics-and-compliance-program-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Drive employee engagement with Ethics Program Management\n\n###\n\nIn this tech talk, we will walk you through the customer's employee journey\nutilizing our Ethics Program Management suite of tools.\n\n####  May 21, 2024\n\n[ Learn more  __ ](/resources/drive-employee-engagement-with-ethics-program-\nmanagement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  EthicsConnect: Risk - It\u2019s not just for breakfast anymore\n\n###\n\nJoin us for a deep dive into embedding privacy by design into the fabric of\nyour business to promote the responsible use of data.\n\n####  April 25, 2024\n\n[ Learn more  __ ](/resources/ethicsconnect-risk-its-not-just-for-breakfast-\nanymore-webinar/)\n\neBook\n\n####  Ethics Program Management\n\n###  Business messaging apps: A guide to corporate compliance\n\n###\n\nHow can your business use third-party messaging apps while staying compliant?\nDive into key usage considerations based on the DOJ\u2019s 2023 guidance.\n\n####  February 13, 2024\n\n[ Learn more  __ ](/resources/business-messaging-apps-a-guide-to-corporate-\ncompliance-ebook/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Third-party applications and ephemeral apps\n\n###\n\nLearn practical advice on how to navigate the risks of ephemeral apps and\nemployee privacy in BYOD world.\n\n####  December 05, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-third-party-applications-\nand-ephemeral-apps-webinar/)\n\nWebinar\n\n####  Speak-Up Program Management\n\n###  Navigating the EU Whistleblower Protection Directive: New rules, new\nrisks\n\n###\n\nJoin our expert-led webinar where we explore the EU Whistleblower Protection\nDirective and practical steps towards compliance.\n\n####  November 02, 2023\n\n[ Learn more  __ ](/resources/navigating-the-eu-whistleblower-protection-\ndirective-new-rules-new-risks-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Risk assessments\n\n###\n\nJoin our risk assessments experts as we discuss best practices, program\ntemplates, and how provide an assessment that provides the best value for your\norganization.\n\n####  October 25, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Investigations\n\n###\n\nJoin our live webinar and learn how to conduct comprehensive ethics\ninvestigations that are trustworthy and efficient.\n\n####  September 07, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-investigations-webinar/)\n\nWebinar\n\n####  Third-Party Due Diligence\n\n###  Driving excellence in third-party risk management: An in-depth look at\ndifferent due diligence approaches\n\n###\n\nJoin our in-depth webinar and learn how to define third-party due dilligence\nlevels and when to apply them during your vendor management lifecycle.\n\n####  July 20, 2023\n\n[ Learn more  __ ](/resources/driving-excellence-in-third-party-risk-\nmanagement-an-in-depth-look-at-different-due-diligence-approaches-webinar/)\n\neBook\n\n####  Third-Party Due Diligence\n\n###  The global regulations driving third-party due diligence\n\n###\n\nDownload our eBook learn how to start building a robust third-party due\ndilligence (TPDD) strategy that protects your brand and minimizes risk.\n\n####  May 30, 2023\n\n[ Learn more  __ ](/resources/the-global-regulations-driving-third-party-due-\ndiligence-ebook/)\n\nChecklist\n\n####  Ethics Program Management\n\n###  Policy on development and administration of policies template\n\n###\n\nGet a head start on your ethics program and create a policy on development and\nadministration of policies with our customizable template.\n\n####  May 10, 2023\n\n[ Learn more  __ ](/resources/policy-on-development-and-administration-of-\npolicies-template-checklist/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  Unpacking the global third-party due diligence regulatory landscape\n\n###\n\nLearn how a strategic plan for compliance can help companies eliminate human\nrights and environmental violations and avoid costly consequences.\n\n####  March 06, 2023\n\n[ Learn more  __ ](/resources/unpacking-the-global-third-party-due-diligence-\nregulatory-landscape-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  The number one metric for effective compliance programs: Continuous\nimprovement\n\n###\n\nJoin our webinar to learn how to develop and/or maintain a High-Quality E&C\nProgram and what role data analytics play in improving your compliance\nprogram.\n\n####  November 27, 2022\n\n[ Learn more  __ ](/resources/the-number-one-metric-for-effective-compliance-\nprogram-continuous-improvement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Live demo: Conflicts of interest management webinar\n\n###\n\nLearn how to develop a holistic disclosure program, how to make it part of\nyour risk assessment, and how to use it to meet regulatory obligations.\n\n####  November 01, 2022\n\n[ Learn more  __ ](/resources/live-demo-conflicts-of-interest-management-\nwebinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Local vs. central intake and case management: What the EU Whistleblower\nDirective requires\n\n###\n\nOne of the challenges to come out of the EU Whistleblower Protection Directive\nis how companies should adopt local vs. centralized case management.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/local-vs-central-intake-requirements-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  GDPR and the EU Whistleblower Protection Directive webinar\n\n###\n\nJoin this webinar to learn how to review your whistleblowing processes to\ncomply with the EU Whistleblower Protection Directive, the GDPR and others.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/gdpr-and-eu-whistleblower-protection-directive-\nwebinar/)\n\n* * *\n\n* * *\n\n###  Top Searches\n\n  * [ Trust Center  ](/trust/)\n  * [ Consent & Preferences  ](/solutions/consent-and-preferences/)\n  * [ Third-Party Management  ](/solutions/third-party-management/)\n  * [ AI Governance  ](/products/ai-governance/)\n\n###  Resources\n\n  * [ The ultimate consent strategy to maximize customer opt-ins in 2025  ](/resources/the-ultimate-consent-strategy-to-maximize-customer-opt-ins-in-2025-webinar/)\n  * [ Laying the foundation for effective third-party risk management  ](/resources/laying-the-foundation-for-effective-third-party-risk-management-webinar/)\n  * [ Navigating AI in business functions: Risk, responsibility & compliance  ](/resources/navigating-ai-in-business-functions-risk-responsibility-and-compliance-webinar/)\n\n###  Platform\n\n  * [ Platform  ](/platform/)\n  * [ Pricing and Packaging  ](/pricing/)\n  * [ OneTrust Integrations: The Future of Privacy Management  ](/integrations/)\n\n###  Company\n\n  * [ About Us  ](/about-us/)\n  * [ OneTrust Global Offices  ](/about-us/all-locations/)\n  * [ Careers  ](/careers/)\n  * [ Newsroom  ](/news/)\n  * [ Legal and Compliance Information  ](/about-us/legal/)\n\n###  Latest News\n\n  * [ Corporate Compliance Insights | OneTrust adds AI-powered copilot to DataGuidance  ](https://www.corporatecomplianceinsights.com/onetrust-update-ai/)\n  * [ OneTrust recognized as leader in Snowflake\u2019s Modern Marketing Data Stack report  ](/news/onetrust-recognized-as-leader-in-snowflakes-modern-marketing-data-stack-report/)\n  * [ OneTrust transitions its Convercent Ethics and Compliance Solution to EQS Group  ](/news/onetrust-transitions-ethics-compliance/)\n\n###  Contact Us\n\n  * [ Contact Us  ](/forms/contact-us/)\n  * [ Request Demo  ](/forms/demo/)\n\n* * *\n\n* * *\n\n* * *\n\n##  Privacy Matters\n\n####  Our privacy center makes it easy to see how  \nwe collect and use your information.\n\n* * *\n\n###  Your privacy\n\nWhen we collect your personal information, we always inform you of your rights\nand make it easy for you to exercise them. Where possible, we also let you\nmanage your preferences about how much information you choose to share with\nus, or our partners.\n\n\u00a9 { {CURRENT_DATE}} OneTrust, LLC. All Rights Reserved.\n\nOn-demand webinar coming soon...\n\n###  Our policies\n\n  * [ Privacy Overview  ](/privacy/)\n  * [ Privacy Notice  ](/privacy-notice/)\n  * [ Cookie Notice  ](/cookie-policy/)\n  * [ Trust Center  ](/trust/)\n\n###  Your rights\n\n  * [ Exercise Your Rights  ](https://privacyportal-cdn.onetrust.com/dsarwebform/37bcc497-a196-48f1-a08b-e897b5a77859/08a01c64-41fd-4b4e-9d42-cde44371a422.html)\n  * [ Manage Your Communication Preferences  ](/privacy/preferences/)\n\n",
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                "page_content": "#  ENERGY STAR Rebate Finder\n\nFind rebates and special offers near you on ENERGY STAR certified products.\nProducts that earn the ENERGY STAR  \nlabel meet strict energy-efficiency specifications set  \nby the U.S. EPA helping you save energy and money  \nwhile protecting the environment.\n\n[ ENERGY STAR ](https://www.energystar.gov/?s=footer \"Home\")\n\n[ ](https://www.epa.gov?s=footer)\n\n###  Save Energy.\n\n  * [ Find Products ](/products?s=footer)\n  * [ Save at Home ](/saveathome?s=footer)\n  * [ New Homes ](/newhomes?s=footer)\n  * [ Commercial Buildings ](/buildings?s=footer)\n  * [ Industrial Plants ](/industrial_plants?s=footer)\n  * [ Partner Resources ](/partner-resources?s=footer)\n\n###  Learn More.\n\n  * [ About Us ](/about?s=footer)\n  * [ Join ](/partner-resources/join-energy-star?s=footer)\n  * [ Newsroom ](/about/newsroom?s=footer)\n  * [ Privacy ](/privacy-and-security-notice?s=footer)\n  * [ Accessibility Statement ](https://www.epa.gov/accessibility/epa-accessibility-statement?s=footer)\n  * [ Help Desk ](https://energystarhelp.zendesk.com/hc/en-us?s=footer)\n\n###  Stay Informed.\n\n  * [ Public Notices ](/about/public-notices?s=footer)\n  * [ Consumer Newsletter ](https://cloud.mail.energystar.gov/newsletters?_gl=1%2A1yvsp3%2A_ga%2AODcyMDg1MTIxLjE3MTU2Mzk5MjE.%2A_ga_S0KJTVVLQ6%2AMTcxNzY4ODc2OS4xMDYuMS4xNzE3Njg5MTgwLjAuMC4w&s=footer)\n  * [ Program Updates ](https://cloud.mail.energystar.gov/preferences/profile?s=footer)\n\n  * [ ](https://facebook.com/energystar)\n  * [ ](https://x.com/ENERGYSTAR)\n  * [ ](https://www.linkedin.com/showcase/epa-energy-star/)\n  * [ ](https://www.youtube.com/epaenergystar)\n\n",
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
                },
                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\nJavaScript appears to be disabled on this computer. Please [ click here to see\nany active alerts ](/alerts) .\n\n#  GHG Reduction Measures with Co-Pollutant Benefits\n\n[ Return to the PCAP Directory Home Page ](/inflation-reduction-act/priority-\nclimate-action-plan-pcap-directory)\n\nThe GHG Reduction Measures with Co-Pollutant Benefits Searchable Table\npresents data about more than 800 examples of GHG reduction measures collected\nfrom 211 state, Metropolitan Statistical Area (MSA), Tribal, and territorial\nPriority Climate Action Plans (PCAPs) submitted under [ EPA\u2019s Climate\nPollution Reduction Grants Program ](/inflation-reduction-act/climate-\npollution-reduction-grants) . Co-pollutants include both criteria air\npollutants (CAPs) (e.g., PM2.5, NOx, SO2, VOCs) and hazardous air pollutants\n(HAPs), which may also be referred to as air toxics. Note: a co-pollutant\nanalysis was not a required element of the PCAP. To explore this data table,\nusers may:\n\n  * **Filter table entries by jurisdictional level:** Use the buttons below to select combinations of state, MSA, or Tribal and territorial data to display in each table. \n  * **Search to narrow table entries:** Use keyword searches across all data fields to identify entries of interest. \n  * **Filter and sort data fields:** Use column headings to filter and sort the data displayed. Filters can be combined with each other and with keyword searches to offer even more specific information. \n  * **Export lists of information:** Use the CSV button (upper right of the table) to download a spreadsheet of the directory information displayed. \n\nFilters, sorts, and searches may be combined to further narrow the data\ndisplayed. For example, to identify all MSA PCAPs within a particular state,\nuse the jurisdictional buttons to display only data from MSA PCAPs, and then\ntype a two-letter state abbreviation (e.g., NY) into the keyword search field.\nNote: the list of CPRG [ planning grantees (pdf)\n](/system/files/documents/2024-04/cprg-planning-grants_0.pdf) (155 KB)  also\nprovides this information.\n\nView [ additional explanatory notes on the measure types and quantification\ntool/methods ](/inflation-reduction-act/select-approaches-and-measure-types)\ndisplayed in table entries here.\n\n|  |  |  |  |  |  |  |  |   \n---|---|---|---|---|---|---|---|---|---  \nMeasure Description  |  Measure Type  |  Sector  |  CAP Benefits Analysis Type  |  CAP Benefits Analysis Tools / Methods  |  HAP Benefits Analysis Type  |  HAP Benefits Analysis Tools / Methods  |  Jurisdiction  |  PCAP Link   \n(Technical Support Document)  |  Jurisdiction   \nConvert school buses to EVs.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nIncrease high capacity transit service across the metropolitan area.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nRedesign streets and infrastructure to reduce delays for transit vehicles and encourage residents to switch to public transportation.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand transit signal priority to reduce delay for buses and encourage residents to switch to public transportation.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand bicycle and pedestrian network.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand use of parking pricing.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand the use of electric buses in the region\u2019s transit fleets.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nEncourage consumers and fleet operators to purchase or lease new light, medium- and heavy-duty zero-emissions vehicles and/or fueling infrastructure  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nInvest in zero-emissions transit vehicles, energy supply, power sources and storage strategies, in-field/on-route transit vehicle charging infrastructure, and other support investments needed to eliminate emissions from transit services.  |  Develop EV charging infrastructure; Electrify municipal buses; Develop energy storage systems  |  Transportation; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nTransition light, medium, and heavy-duty fleets to appropriate zero-emission platforms and prepare to replace vehicles as options become available on the market.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce single occupancy vehicles on the road with financial incentives and other policies to encourage travelers to commute using rideshare, carpooling, and taxi services to reduce vehicle miles traveled in the region.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nCreate incentives or local policies to transition away from using gasoline and diesel offroad vehicles and equipment used by residents and businesses, local governments, farms, construction companies, and industrial operators.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nFund projects and plans to improve, enhance, and expand Capital District Transportation Authority services, to shift trips using individual vehicles to lower-polluting modes and reduce single occupancy vehicle dependency.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nEncourage implementation of e-bikes, e-scooters and support infrastructure by introducing options for direct purchase or reimbursements to local governments and mobility operators to build and install charging infrastructure.  |  Increase active transportation; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nProvide assistance to local governments to develop plans and edit codes to encourage infill, compact development, transit-oriented and transit supportive development, and new paved trails throughout the region.  |  Build dense communities; Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nImplement advanced data-driven management and monitoring technologies such as real time travel information and optimization to improve traffic flow, reduce idling, and reduce the need for drivers to search for parking spaces.  |  Improve transportation systems management and operations; Reduce idling  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nIncentivize the development and purchase of alternative fuel and advanced vehicle technologies for off-road port vehicles and marine vessels, airport operations vehicles and aircraft.  |  Electrify or increase efficiency of non-road transportation; Utilize low carbon fuels; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nInstall air and ground source heat pumps in residential and commercial buildings to reduce use of natural gas and fuel oil.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nPrepare building stock by investing in electric service and envelop upgrades needed for heat pumps, on-site renewable generation, energy storage, and battery electric vehicle charging and support buildings in LIDAC communities.  |  Electrify existing buildings; Increase deployment of distributed renewables; Deploy electric heat pumps; Develop EV charging infrastructure  |  Commercial and residential buildings; Transportation; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nUtilize stakeholder planning and zoning processes to identify optimal locations for small, medium, and large renewable energy generation and storage systems and improve coordination between New York State Energy Research and Development Authority and municipalities on related policy and programs for solar, wind, energy storage, and anaerobic digestion.  |  Increase deployment of distributed renewables; Develop energy storage systems; Expand utility-scale renewable energy generation  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nPromote clean energy policies and programs like Community Choice Aggregation to, where appropriate, increase access to cost-effective clean energy supplies.  |  Facilitate community choice aggregation programs  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nAdopt and enforce advanced energy codes or stretch codes.  |  Leverage building codes  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nIdentify and implement thermal loops to replace the natural gas grid where feasible and leverage thermal energy sources such as ground source geothermal, heat recovery from municipal wastewater systems, water bodies, and other sources available.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nDevelop a comprehensive program in partnership with housing advocates, developers, landlords, and municipalities to ensure rental housing is upgraded to provide tenants with clean, healthy, and affordable energy.  |  Increase deployment of distributed renewables; Electrify existing buildings  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce landfills by creating community and government programs to promote residential, commercial, and industrial composting, including food scraps.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nImplement measures to reduce leakage and ensure recovery and recycling of hydrofluorocarbon based refrigerants. Invest in low emissions alternatives in industries such as hospitals, grocery stores and ice rinks. Manage and track refrigerants in GHG inventories.  |  Phase out HFCs  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce 10% of gasoline vehicle miles traveled by 2050.  |  Reduce vehicle miles traveled  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nSwitch 95.63% of gasoline vehicle miles traveled to EVs by 2050.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nSwitch 99.63% of diesel vehicle miles traveled to EVs by 2050.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nIncrease decarbonization initiatives to effectively decarbonize low-income multi-family housing complexes located in LIDAC tracts.  |  Improve appliance energy efficiency; Increase the deployment of electric vehicles; Increase composting  |  Commercial and residential buildings; Transportation; Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nReduce emissions, build greater resiliency, and more equitably distribute resources and infrastructure to a minimum of 32 community centers in LIDAC communities.  |  Increase deployment of distributed renewables; Develop EV charging infrastructure; Improve building energy efficiency  |  Commercial and residential buildings; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncorporate solar-powered agriculture storage structure, two outhouses with electric incinerating toilets and portable sinks and stormwater management infrastructure into the Los Poblanos Open Space.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nBuild solar panel canopies at Central New Mexico Community College Main, Market Place, Montoya, Westside, and Workforce Training Center Campuses.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nDesign a transit plaza co-located with affordable housing to improve long-term transit access for LIDACs.  |  Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIntroduce new bicycling infrastructure to incentivize biking and commuting for transportation.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nCreate a dedicated pedestrian and bicycle corridor that is offset from the road in the heart of downtown will serve both local and regional commuters, closing the missing link for safe access to jobs, amenities, and tourist destinations.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIntroduce a new trail for commuting and recreation that also reaches a LIDAC community.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nReplace fossil fuel powered Transit Department vehicles with zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nTransition the current government fleet to electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncrease availability of public electric vehicle charging infrastructure at Central New Mexico Community College.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nConvert vehicles in the Aviation department vehicle fleet to zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nInstall DC Fast Chargers downtown and at Route 66 Visitors Center at Central and I-40 to include six level 3 and two upgraded level 2 charging ports.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nAccelerate the availability of public electric vehicle charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nAccelerate the diversion of green waste material from local landfills and increase the conversion of this waste into reusable inputs to grow the green infrastructure.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nInstall street trees and green stormwater infrastructure along residential roads impacted by flooding in the unincorporated area of the Albuquerque South Valley.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nDevelop green stormwater infrastructure including planting trees and vegetation.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncrease tree inventory data and tree planting locations.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nExpand bike and pedestrian paths by providing 100 miles of on-road bike paths and 250 miles of side paths and establish bicycle and pedestrian mode-share targets of 2% for 2025 and 4% for 2030, with the goal of improving access for LIDACs.  |  Increase active transportation  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nRedesign a suite of services offered by the transit system within the City of Baton Rouge and the City of Baker and expand the ongoing Plank-Nicholson BRT Project which encompasses a system redesign with route modifications, frequency adjustments, and a potential introduction of new mobility options, such as microtransit.  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement an intercity passenger rail service between Baton Rouge and New Orleans, providing a highly visible, reliable alternative to driving between these two cities and fostering the development of one super-region.  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement other transit systems across the metropolitan planning area, including rural and specialized transit systems, in five parishes (East and West Baton Rouge, Ascension, Iberville, and Livingston).  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nRestore and enhance wetlands and natural features through efforts such as floodplain restoration; riparian vegetation restoration; and wetland, prairie, and forest restoration, with an objective to restore 200 acres per year for 10 years (e.g., 7 tons of CO2e per acre per year of wetlands would be sequestrated).  |  Preserve or expand wetlands; Manage or restore grasslands for carbon sequestration; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nEnhance tree canopy cover across the MSA, prioritizing areas with LIDACs that have low tree cover and high environmental burdens.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nEstablish a Clean Cars 4 All program that provides incentives to help lower-income consumers living in priority populations replace their old higher polluting vehicles with newer and cleaner transportation (based on the program from the California Air Resources Board.  |  Increase the deployment of electric vehicles; Increase active transportation; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing gas furnaces with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing gas boilers with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing propane furnaces with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas water heater with electric central heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas ovens and ranges with electric ovens and induction stovetops.  |  Improve appliance energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas dryers with ENERGY STAR electric dryers.  |  Improve appliance energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement smart thermostat and lighting efficiency measures.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement weatherization and deep envelope program measures to improve building efficiency.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nElectrify public transit fleet.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpand public transit and improve routes.  |  Expand public transit  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpand shared use paths by developing multi-use paths to connect residents with their important locations and services in their neighborhoods, such as schools, bus stops, grocery stores, and recreational activities.  |  Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nImprove traffic flow and efficiency by minimizing time vehicles spend idling in traffic by improving overall efficiency of the road network.  |  Apply technology or best practices to improve fuel efficiency; Reduce idling; Improve transportation systems management and operations  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nIncentive programs for implementation of end-use energy efficiency measures in existing commercial buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nIncentive programs for the purchase of certified energy-efficient lighting in commercial and industrial buildings, as well as streetlights.  |  Install LED Streetlights; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nCreate programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nCreate weatherization programs for residential buildings by focuses on energy management actions taken at the residential level to improve energy efficiency in dwellings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nDevelop and distribute solar energy generation by implementing small-scale and community shared solar energy across the Bowling Green MSA's residential and commercial areas.  |  Support development or expansion of community solar programs; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nUpgrade electricity distribution to reduce transmission loss and thereby reduce overall power consumption through increased efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nReduce the amount of organic waste in landfills that contributes to methane emissions by developing composting programs that help reduce food waste.  |  Increase composting  |  Waste and materials management  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpanding green spaces that enhance urban greenery with native vegetation, such as low-lying shrubs that do not interfere with overhead power lines.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nGenerate 500 megawatts of new solar projects in the residential, commercial, and municipal sectors by 2050  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Columbia, SC  |  [ Columbia, SC Metro Area (pdf) ](/system/files/documents/2024-03/columbia-sc-pcap.pdf) (2.69 MB)  |  MSA   \nEnhance public charging infrastructure across the Midlands with an aim to increase the share of electric vehicles in passenger transportation to 15% by 2030 and 60% by 2050.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Columbia, SC  |  [ Columbia, SC Metro Area (pdf) ](/system/files/documents/2024-03/columbia-sc-pcap.pdf) (2.69 MB)  |  MSA   \nDeploy eight electric trainsets into service and retire sixteen diesel locomotives in Metra's regional passenger rail fleet.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Chicago-Naperville-Elgin, IL-IN-WI  |  [ Chicago-Naperville-Elgin, IL-IN-WI Metro Area (pdf) ](/system/files/documents/2024-03/chicago-msa-pcap.pdf) (4.73 MB)  |  MSA   \nTransition passenger vehicles used in the city such that 30 percent of all passenger vehicles are EVs by 2030, as well as increase medium- and heavy-duty EVs by 30 percent over current levels through improving the availability of charging stations.  |  Increase the deployment of electric vehicles; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nUpdate construction equipment to electric or other fuel alternatives so that 80 percent of construction equipment will be powered by alternative fuels, and 19 percent electrified.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nIncrease walking and biking as a means of transport instead of driving in passenger vehicles through improving roads, pedestrian, and biking infrastructure, and reduce approximately 138 million annual vehicle miles traveled by 2030.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nIncrease access to public transit and reduce new vehicle miles traveled for passenger and commercial vehicles by 15%. Increase residential density near transit, prioritizing affordable housing development, to increase access to public transit and reduce new vehicle miles traveled for passenger and commercial vehicles by 15%.  |  Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nInstall solar power at 1,404,134 residential and 62,990 commercial units in 25 years.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand solar storage for public facilities.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nRetrofit 2,048 fire stations and 452 schools and community facilities in 5 years for energy efficiency.  |  Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nRetrofit 34,267 street lights in 5 years to improve energy efficiency.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand hydrogen power generation to become a regional hydrogen hub.  |  Use cleaner fuels for power generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand the public transit network to achieve 40,668 new transit users after 5 years.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand ridership for public transit by 655,119 new users after 25 years.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nDevelop EV mapping and install regional charging hubs.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nIncentivize EV purchases through the implementation of vehicle charging stations, financing mechanisms, and incentivizing alternative modes of transportation.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nLeverage public/private partnerships to expand EV charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nElectrify region's school buses, public transit vehicles and other heavy-duty vehicles and equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify municipal buses  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Cleveland-Elyria, OH  |  [ Cleveland-Elyria, OH Metro Area (pdf) ](/system/files/documents/2024-02/cleveland-elyria-msa-pcap.pdf) (7.33 MB)  |  MSA   \nDivert organic waste from the landfill through education, establishment of community drop-off locations for food waste composting, commercial pick-up locations and curbside organics collection.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Cleveland-Elyria, OH  |  [ Cleveland-Elyria, OH Metro Area (pdf) ](/system/files/documents/2024-02/cleveland-elyria-msa-pcap.pdf) (7.33 MB)  |  MSA   \nTransition heavy and medium-duty on-road vehicles and the public sector fleet to alternative fuel and electric vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nBuild infrastructure and provide incentives to support the use of low carbon fuels.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEstablish an emissions compliance taskforce to monitor methane emissions and combat fraudulent vehicle inspections.  |  Apply technology or best practices to improve fuel efficiency  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nRetrofit streetlights with energy efficient LEDs.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove transit services by upgrading transit infrastructure, expanding services, subsidizing fares, and developing mobility hubs.  |  Expand public transit; Encourage carpooling  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEncourage active transportation by improving transit infrastructure for pedestrians, bicycles, and other non-motorized forms of travel.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEstablish green purchasing and/or green construction programs to encourage the adoption of sustainable materials and practices.  |  Utilize low embodied carbon materials  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand and maintain green spaces to mitigate the urban heat island effects associated with transportation infrastructure.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nReduce road congestion by improving traffic signal timing and implementing bus signal prioritization.  |  Improve transportation systems management and operations; Improve road conditions  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nIncrease freight supply chain efficiency by improving the digital and physical infrastructure for truck and rail transport.  |  Improve transportation systems management and operations  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nReduce vehicle miles traveled by co-locating jobs and housing, providing incentives for commuters, and utilizing smart infrastructure technologies.  |  Build dense communities  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEncourage the adoption of energy efficient technologies in public sector buildings and transition refrigerants from hydrofluorocarbons.  |  Improve municipal building efficiency; Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Phase out HFCs  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove residential energy efficiency by providing residential energy audits, weatherization programs, and incentives for residential solar.  |  Improve weatherization; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote energy audits and building benchmarking in public and commercial facilities.  |  Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nTransition existing roofs on government buildings to cool and green roofs.  |  Improve building energy efficiency; Expand urban forests and/or green spaces  |  Commercial and residential buildings; Natural and working lands  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEnhance energy resiliency by developing distributed energy resources and retrofitting government buildings with resiliency elements.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpgrade on-site sewage systems through repairs, upgrades, and financial incentives.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove energy efficiency in water and wastewater treatment facilities by upgrading infrastructure and treatment processes.  |  Reduce emissions from wastewater treatment facilities; Deploy electric heat pumps  |  Waste and materials management; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDivert biosolids from wastewater treatment plants into waste-to-energy facilities.  |  Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSupport effluent reuse by upgrading infrastructure and expanding existing programs at wastewater treatment plants.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove local water conservation by promoting smart use among utility customers and exploring new water storage and harvesting techniques.  |  Improve efficiency of water infrastructure; Encourage behavior changes to conserve building energy  |  Commercial and residential buildings; Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDivert organic waste into waste-to-energy systems using anaerobic digestion.  |  Increase anaerobic digestion; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Biogas Calculator  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote practices that divert construction and demolition debris by expanding recycling sites and partnering with construction companies to adopt low-waste construction techniques.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nConstruct a comprehensive waste management facility and implement landfill gas collection systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpgrade recycling facilities to increase efficiency and recycling capacity.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand waste collection services for multifamily dwellings and reduce vehicle emissions from waste hauling.  |  Develop analytical and planning tools for materials management; Increase the deployment of electric MDVs and/or HDVs  |  Waste and materials management; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote the expansion of green space by developing a Comprehensive Greening Plan, providing incentives to green commercial property, increasing green neighborhood spaces, and greening government buildings.  |  Expand urban forests and/or green spaces; Improve municipal building efficiency  |  Natural and working lands; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSupport parks management and maintenance by increasing parkland acreage and electrifying municipal lawn care equipment.  |  Maintain or expand existing forests; Electrify off road vehicles or equipment  |  Natural and working lands; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand local tree canopy and develop an urban forestry floodplain and floodway initiative.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove agricultural management practices through programs that reduce methane emissions from livestock, electrify irrigation equipment, and expand opportunities for urban agriculture.  |  Improve livestock management; Reduce agricultural fuel emissions  |  Agriculture  |  Qualitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpdate codes and zoning requirements to promote green space conservation and preservation.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote the use of smartphone applications that motivate residents to reduce their carbon footprint.  |  Education and engagement  |  Cross-cutting  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDevelop the local workforce to support GHG reduction measures in the energy, waste and land management sectors.  |  Develop green workforce  |  Electricity; Waste and materials management; Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSubsidize and help commercial, multifamily, municipal, university, school, hospital and other buildings to upgrade from fossil-fuel based systems to electric power and upgrade heating and cooling equipment to more energy efficient alternatives.  |  Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nSupport existing, large multifamily property owners in decreasing costs and climate pollution emissions through energy efficient and electrification upgrades.  |  Electrify existing buildings; Develop building benchmarking and performance standards; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nWork with community based organizations to offer free energy audit services and home upgrade funding to low income, disproportionately affected households.  |  Education and engagement; Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nProvide free weatherization and energy efficiency improvements to low-income and disadvantaged community members, while providing discounts and advice to assist all residents.  |  Improve weatherization; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand regional rapid bus transit.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand the regional active transportation network.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand existing residential energy efficiency retrofit programs, with a focus on low-income households.  |  Improve weatherization; Install more efficient heating or cooling equipment; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nFund additional energy efficiency measures in publicly funded, newly constructed affordable housing units.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand the availability of residential composting programs.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nImplement residential energy efficiency improvements in 130 housing units per year over 5 years, focusing on LIDAC communities.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement energy efficiency improvements in 12 public buildings per year over 5 years.  |  Improve municipal building efficiency; Improve weatherization; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nFund the installation of 12 Level 2 EV chargers at multi-family homes per year over 5 years.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement residential energy efficiency improvements in 130 housing units per year over 5 years, focusing on LIDAC communities.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement energy efficiency improvements in 12 public buildings per year over 5 years.  |  Improve municipal building efficiency; Improve weatherization; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nFund the installation of 12 Level 2 EV chargers at multi-family homes per year over 5 years.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nDevelop a robust public electric vehicle charging network in Fresno County, including in the disadvantaged communities, to increase electric vehicle adoption in Fresno County.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nConvert the municipal fleet (including transit) into zero emission vehicles and provide a sustainable and reliable support system for such zero-emission fleet which could include, but not limited to maintenance, charging facilities, and training of personnel.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nBuild a well-connected bike and pedestrian system that provides alternative transportation options including micro-mobility such as shared e-bike and e-scooter.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nEnhance the public transportation system by maintaining/expanding the existing transit system and implementing other transit strategies such as micro transit.  |  Expand public transit; Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nProvide incentives for carpool and vanpool, and other shared mobility options.  |  Encourage carpooling  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncentivize programs in LIDAC areas that promote the purchase of certified energy-efficient appliances, heating and cooling equipment, lighting, and building products to replace inefficient products.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncorporate water efficiency measures that reduce water heating energy consumption by installing alternative types of water heaters in place of gas storage tank heaters in residences in LIDAC communities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nBundle on-site renewable energy generation with energy efficiency improvements in residences and commercial buildings in low-income and disadvantaged areas.  |  Increase deployment of distributed renewables; Education and engagement  |  Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce or divert waste (including food and/or yard waste) through improved production practices, improved collection services, and increased reuse or recycling rates.  |  Reduce food/organic waste; Increase recycling; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nInstall renewable energy and energy efficiency measures at wastewater treatment facilities.  |  Reduce emissions from wastewater treatment facilities; Improve building energy efficiency; Increase deployment of distributed renewables  |  Waste and materials management; Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce GHG emissions associated with agricultural burning, including orchards and vineyards, through chipping and use for soil incorporation, on-site land application on agricultural land, off-site beneficial re-use, or other approved methods.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce GHG emissions associated with the operation of various agricultural equipment, such as tractors, harvesting equipment, utility terrain vehicles, dairy feed mixing electrification and agricultural pumps through zero-emission replacement as well as the installation of charging or re-fueling stations to support deployment.  |  Electrify off road vehicles or equipment; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncrease the number of all-electric, affordable housing units, reduce greenhouse gas emissions, and promote clean energy solutions, especially in LIDACs, through incentives, education, and technical support for developers and property managers.  |  Electrify new construction; Education and engagement  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Salt Lake City, UT  |  [ Salt Lake City, UT Metro Area (pdf) ](/system/files/documents/2024-03/sl-clear-priority-climate-action-plan.pdf) (5.08 MB)  |  MSA   \nBuild charging infrastructure to support the electrification of fleet vehicles, which would result in significant GHG and air quality benefits and help Salt Lake City meet its fleet electrification targets and to continue to be a leader in municipal fleet electrification within the MSA.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Salt Lake City, UT  |  [ Salt Lake City, UT Metro Area (pdf) ](/system/files/documents/2024-03/sl-clear-priority-climate-action-plan.pdf) (5.08 MB)  |  MSA   \nLaunch a bike-sharing program in LIDAC communities in the Greater Worcester region that will preferably be fare-free and include cycles accessible to people with disabilities.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nPurchase electric vans to be used for transportation by councils on aging, senior centers, and other senior transportation services in LIDAC communities.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nPurchase accessible electric vehicles to expand ridesharing and shuttle service in communities without access to regional transit service and LIDACs.  |  Increase the deployment of electric vehicles; Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nInstitute a solar canopy system on 40 municipal and/or school parking lots by 2035, with priority given to lots in low-income disadvantaged communities.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nDistribute funding for rooftop solar installations on municipal, public hospital, and public school buildings with priority given to LIDAC communities and small/rural communities with frequent power outages  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a solar array over the top of 15 brownfields, capped landfills, and/or closed fuel facilities by 2035, prioritizing those in LIDAC regions, small or rural communities with frequent power outage issues, and communities served by Municipal Light Plants.  |  Develop energy storage systems; Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide 15 communities with one battery system each after deciding which 15 locations across the MSA would be most beneficial to function as sites for storage, providing optimized renewable energy storage for the entire MSA.  |  Develop energy storage systems  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nCreate an accessible online tool to provide residents with free, comprehensive energy efficiency consultations with the goal of providing weatherization retrofits to 50% of the MSA\u2019s housing stock by 2035.  |  Education and engagement; Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide weatherization retrofits in municipal and school buildings, particularly through replacing 75% of inefficient municipal and/or school windows by 2035 with priority given to schools and municipal buildings in low income and disadvantaged communities.  |  Improve weatherization; Improve municipal building efficiency  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a grant program to support the planting and maintenance of native trees and shrubs in urban communities, prioritizing areas in communities with little native tree and shrub coverage.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide financial support to farmers for the purchase of farmland in the Greater Worcester Region, prioritizing applications that seek to purchase farmland near or within LIDAC communities.  |  Develop green workforce  |  Natural and working lands; Agriculture  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a green roof rebate program for building owners to encourage the adoption of green roof systems.  |  Expand urban forests and/or green spaces; Improve building energy efficiency  |  Commercial and residential buildings; Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nDevelop a resource hub that provides resources for building energy efficiency and decarbonization that includes building assessments, financial assistance and incentives, and workforce training support with a focus on disadvantaged communities.  |  Education and engagement; Develop green workforce  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Las Vegas-Henderson-Paradise, NV  |  [ Las Vegas-Henderson-Paradise, NV Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t73601-0-las-vegas-henderson-paradise-msa-priority-climate-action-plan.pdf) (7.99 MB)  |  MSA   \nImplement a carbon-reduction transportation plan that includes transitioning the bus fleet to hydrogen fuel, expansions to the existing bike share program and establishment of the zero emission vehicle plan.  |  Utilize low carbon fuels; Increase active transportation; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Las Vegas-Henderson-Paradise, NV  |  [ Las Vegas-Henderson-Paradise, NV Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t73601-0-las-vegas-henderson-paradise-msa-priority-climate-action-plan.pdf) (7.99 MB)  |  MSA   \nIncrease share of alternative fueled vehicle registration to 9% by 2030 and 21% by 2050.  |  Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Allentown-Bethlehem-Easton, PA-NJ  |  [ Allentown-Bethlehem-Easton, PA-NJ Metro Area (pdf) ](/system/files/documents/2024-03/lvpc-priority-climate-action-plan.pdf) (11.13 MB)  |  MSA   \nExpand and maintain urban tree canopy with the goal of achieving a Tree Equity Score of 60 across all urban areas.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Tree Equity Score  |  None  |  N/A  |  Lexington-Fayette, KY  |  [ Lexington-Fayette, KY Metro Area (pdf) ](/system/files/documents/2024-03/lexington-fayette-msa-priority-climate-action-plan.pdf) (31.55 MB)  |  MSA   \nFund the deployment of renewable energy generation systems, including solar and hydropower energy generation systems, at municipal and other public facilities  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport, fund, and/or incentivize development of renewable energy microgrids at the local and community levels  |  Develop microgrids  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the installation of EV charging infrastructure for publicly available charging and fund the transition of public fleets from fossil fuel-powered vehicles to EVs.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the transition from fossil fuel powered vehicles to zero emission vehicles for residential and commercial fleets through rebates, grants, and other incentives.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nUpgrade the active transportation network.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the purchase of electric lawn and garden equipment for commercial and government entities.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport the deployment of energy efficiency upgrades for municipal operations.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nFund residential and commercial building weatherization assistance projects and specific programs.  |  Improve weatherization; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport and incentivize the conversion of fossil fueled or wood burning building equipment to electric equipment.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncrease building energy efficiency and solar for public sector and commercial buildings.  |  Improve municipal building efficiency; Improve building energy efficiency; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Milwaukee-Waukesha, WI  |  [ Milwaukee-Waukesha, WI Metro Area (pdf) ](/system/files/documents/2024-02/metropolitan-milwaukee-priority-pollution-reduction-action-plan-report.pdf) (3.83 MB)  |  MSA   \nPower municipal and county operations with utility scale solar projects.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Milwaukee-Waukesha, WI  |  [ Milwaukee-Waukesha, WI Metro Area (pdf) ](/system/files/documents/2024-02/metropolitan-milwaukee-priority-pollution-reduction-action-plan-report.pdf) (3.83 MB)  |  MSA   \nElectrify park authority fleets, including electric vehicles, utility terrain vehicles, and mowers, while establishing charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nDevelop a regional virtual power plant and complete solar installations at the Valleycrest Landfill, the Dayton International Airport, and others and enter into a Power Purchase Agreement to procure the power for municipal/residential supply.  |  Increase deployment of distributed renewables; Facilitate community choice aggregation programs  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nExpand revenue-generating projects through the Virtual Power Plant initiative to fund programs like building weatherization retrofits or EV purchasing programs.  |  Increase deployment of distributed renewables; Improve weatherization; Increase the deployment of electric vehicles  |  Electricity; Commercial and residential buildings; Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nExtend the geographic range of the Greater Dayton Regional Transit Authority electric trolley bus system and add a new route; electrify the Flyer (diesel bus system).  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nIncentivize low-income consumers to purchase or lease new or used hybrid vehicle, plug-in hybrid vehicles, zero emissions vehicles, e-bikes, or vouchers for public transportation.  |  Increase the deployment of electric vehicles; Encourage deployment of higher fuel efficiency vehicles; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nSupport active transportation programming and invest in active transportation infrastructure.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nComplete energy audits of MSA public buildings and begin energy efficiency upgrades by 2030, complete energy efficiency upgrades on 200 local government buildings by 2035, and install 15 MW of renewable energy capacity to offset local government energy consumption by 2040.  |  Improve municipal building efficiency; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nIncrease ridership and improve frequency to meet Memphis 3.0 Transit Vision ridership goals and convert 70% of MATA's bus fleet to electric by 2030, and convert 100% of MATA's bus fleet to electric by 2050.  |  Expand public transit; Electrify municipal buses  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nConstruct 32 miles of greenway trails and on-street corridors by 2030, and 520 miles by 2050.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nPilot pedestrianization, limited traffic (bus only lanes/streets) and use of active transportation downtown and in dense developments; ensure opportunity areas are completely accessible by transit, and advocate for transit plans that incentivize new development in areas that will allow for transit, walking, and bike use.  |  Increase active transportation; Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nConduct feasibility studies for creating economic zones in areas with high commute times and encourage denser housing in areas near existing economic zones.  |  Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nCreate more park-and-ride options, and increase transit access and frequency in areas with high car ownership and high commute times to work to enable multi-modal trips.  |  Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease EV adoption by providing incentives that promote EV and eBike use while working to communicate with and support low and middle-income communities through outreach, using Federal Tax credits to set up home EV charging in rural areas, and implementing requirements for new developments in high-density areas to include EV charging options.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nCreate outreach programs that communicate state and federal level financing programs that support on site renewable generation for residential and commercial building owners.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEvaluate the potential of citing renewable energy projects on vacant and underutilized land, such as brownfield sites, and combine planning for the renewable energy transition with open space planning.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nRequire building owners to annually benchmark and disclose their energy usage and efficiency ratings.  |  Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nDevelop robust resources to enable municipalities to implement model climate-friendly land use and zoning practices.  |  Build dense communities; Build housing in transit connected locations  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIntegrate solar heating systems into community initiatives and reduce overall energy costs.  |  Use district geothermal, cogeneration, or waste heat recovery; Install more efficient heating or cooling equipment  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEstablish a city-wide retrofit program for low-income residents and municipal buildings, offering grants and low-interest loans for energy-efficient upgrades and heat pumps, leveraging public-private partnerships for sustainable practices, using eco-friendly materials, and replacing oil and gas heating systems with heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEstablish regional outreach programs for low to middle-income households to install heat pumps and energy upgrades, highlight HEATsmart benefits for LIDAC communities, partner with social service agencies for outreach, and promote state and federal incentives.  |  Education and engagement; Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease urban tree canopy in low-income disadvantaged communities.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease the adoption of new zero-emissions vehicles and electric vehicle charging infrastructure.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nElectrify buses and medium and heavy-duty vehicle classes and install supporting infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nTransition from heavy-duty or medium-duty trucks to less carbon-intensive modes of transportation options such as rail, commercial cargo bikes, barges, ferries, or ships.  |  Promote water- or train-based freight transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInvest in alternative transportation modes like public transit, active transportation, greenways, and complete streets- paired with smart growth planning and zoning.  |  Increase active transportation; Expand public transit; Build dense communities  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nTransition to cleaner and more energy-efficient operations within the Port Authority\u2019s jurisdictional boundaries.  |  Electrify or increase efficiency of non-road transportation; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport electrification and adoption of energy-efficient technologies in buildings to reduce costs.  |  Improve building energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInvest in grid decarbonization by embracing renewable energy sources, such as solar, wind, and hydroelectric power.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables; Develop microgrids  |  Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport municipal solid waste diversion through recycling, composting, and reuse programs.  |  Increase composting; Increase recycling  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize local government buildings, transportation, and energy.  |  Improve municipal building efficiency; Electrify government and/or publicly owned vehicle fleets; Increase deployment of distributed renewables  |  Commercial and residential buildings; Transportation; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nSupport residential building decarbonization in the near term for residential properties, particularly in LIDAC communities, through programs and projects that increase building energy efficiency, reduce energy consumption, increase building electrification, and deploy renewable energy systems and storage.  |  Improve weatherization; Increase deployment of distributed renewables; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nSupport equitable commercial building decarbonization that prioritizes LIDAC communities in the near term, including programs and projects that increase building energy efficiency, reduce energy consumption, increase building electrification, and deploy renewable energy systems and storage.  |  Improve weatherization; Increase deployment of distributed renewables; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nEncourage the transition of light duty vehicles to low- or no-carbon emission vehicles through financial incentives and installation of charging infrastructure.  |  Increase the deployment of electric vehicles; Encourage deployment of higher fuel efficiency vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nProvide improvements and enhancements in public transit service efforts and reduce the carbon intensity of transit services by connecting transit vehicles and facilities to sources of low- and zero-emission sources of power.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nImplement policies and projects that invest in bike, pedestrian, and other active transportation improvements across Philadelphia MSA.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nEncourage expansions of, and upgrades to, transmission and distribution networks in addition to supporting increased use of storage and the use of clean fuels.  |  Develop energy storage systems; Develop transmission and distribution infrastructure  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nIncrease waste diversion and reduce emissions at landfills and solid waste incinerators.  |  Increase composting; Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nImplement wastewater treatment plants energy efficiency and electrification improvements, and increase the generation of biomethane and its enabling infrastructure across the MSA.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Improve building energy efficiency  |  Waste and materials management; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nReplace diesel bus fleet with EV or hydrogen bus fleet through infrastructure upgrades and purchasing of new vehicles.  |  Electrify municipal buses; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nashville-Davidson-Murfreesboro-Franklin, TN  |  [ Nashville-Davidson--Murfreesboro--Franklin, TN Metro Area (pdf) ](/system/files/documents/2024-03/2024-0301-gnrc-nashville-msa-pcap.pdf) (13.34 MB)  |  MSA   \nReplace uncontrolled tier diesel commuter rail with tier 4 Diesel Multiple Units or Hydrogen rail rolling stock through infrastructure upgrades and purchasing of new vehicles.  |  Deploy lower-emitting locomotives; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nashville-Davidson-Murfreesboro-Franklin, TN  |  [ Nashville-Davidson--Murfreesboro--Franklin, TN Metro Area (pdf) ](/system/files/documents/2024-03/2024-0301-gnrc-nashville-msa-pcap.pdf) (13.34 MB)  |  MSA   \nExpand existing Transportation Demand Management programs and implement new ones across the region to shift transportation behavior to low-emission modes (e.g., walking, biking, and transit), reduce vehicle miles traveled, and shift commutes to off-peak periods  |  Improve transportation systems management and operations; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nOffset extra costs associated with offering and purchasing Renewable Diesel (R99) fuel through a combination of government and private subsidies, as well as forming a regional coalition purchasing cooperative of large fuel users to demonstrate a willing market of buyers.  |  Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nInstall up to 35 MW of community solar, co-located with 34 MWh of battery storage.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nEstablish a funding program for energy efficiency upgrades and installation of solar and battery storage at public-facing municipal facilities.  |  Improve municipal building efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nConserve water and reduce water consumption by expanding and regionalizing existing water conservation programs.  |  Education and engagement  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nSupport and expand programs for tree planting and forest restoration through a combination of funding, capacity-building activities, data collection, and regional collaboration.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nReduce single-occupancy vehicle miles traveled and promote alternative transportation, such as transit, walking, or biking, and take actions toward reforming local land use policies to support these activates in the long-term.  |  Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nModernize building technologies and systems that reduce GHG emissions associated with construction, operation, and maintenance of buildings and facilities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nTransition fossil fuel vehicles to electric and other alternative fuel and clean vehicle technologies, and create the infrastructure to support the operation of these vehicles, reduce congestion, and improve the efficiency and safety of the region's transportation system.  |  Utilize low carbon fuels; Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nPromote the use of renewable energy and the appropriate energy storage technologies.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA AVERT  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nIncrease the amount of trees and greenspaces to sequester GHG emissions and provide important community benefits, and reform local land use policies to support these activities.  |  Maintain or expand existing forests; Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nReduce vehicle miles traveled by 20% for passenger vehicles by 2031.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nComplete investments and commitments in the regional pedestrian, bicycle, and transit networks.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce vehicle miles traveled by 20% for freight and service vehicles by 2030.  |  Reduce freight mileage  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAim to implement the requirement that 68% of new passenger vehicles sold are EVs by 2030.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nInvest in EV charging infrastructure for passenger vehicles and support convenient and affordable opportunities for the purchase of zero-emission vehicles, particularly for disadvantaged communities.  |  Develop EV charging infrastructure; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nWork to mandate that 25% of new freight and service vehicles sold are EVs by 2030.  |  Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nEstablish incentives for zero-emissions drayage trucks (~150), cargo handling equipment, and charging equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nTransition the region\u2019s transit fleet to zero-emission vehicles, including buses, ferries, streetcars, vanpools, specialized transportation vehicles, light rail, and commuter rail, etc., and infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify the passenger ferry.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nImplement electric battery buses (~20) plus charging infrastructure.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify 2 Passenger Ferries and infrastructure.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAcquire 20 battery electric buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify airport transit bus (~35), and develop charging equipment.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAcquire 15 electric stride and double decker buses along with charging infrastructure.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify 243 port owned fleets plus charging equipment in the Port of Seattle.  |  Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify maintenance fleet (~40) in the Port of Everet.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce GHG emissions from offroad equipment by 20% by 2031.  |  Electrify or increase efficiency of non-road transportation; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nTransition the region\u2019s medium and heavy-duty vehicle fleet to zero-emission vehicles, including port drayage trucks and other seaport and airport vehicles, equipment, and infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nEstablish incentives for medium duty vehicle electrification and a charging depot in the Port of Seattle.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce fuel carbon intensity for aviation fuel by 20%.  |  Utilize low carbon fuels; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce use of aviation fuel by 10%.  |  Encourage deployment of higher fuel efficiency vehicles; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce energy consumption and increase building decarbonization through programs to support, incentivize, and install energy efficiency and electrification measures.  |  Develop building benchmarking and performance standards; Electrify existing buildings; Improve appliance energy efficiency; Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nDevelop an EV procurement plan and EV support equipment deployment strategy to support the adoption of EVs.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nReduce emissions from port operations through the adoption of low carbon fuels, electric equipment, and operational changes.  |  Utilize low carbon fuels; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nEstablish financing mechanisms for energy efficiency upgrades, and for heat pumps, for Commercial and residential buildings with focus on LIDAC communities.  |  Improve building energy efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Rochester, NY  |  [ Rochester, NY Metro Area (pdf) ](/system/files/documents/2024-02/gfl-priority-climate-action-plan.pdf) (3.38 MB)    \n  \n( [ Appendix C: GHG Reduction Measures & Benefits Analysis (pdf) ](https://hdp-us-prod-app-gflrpc-engage-files.s3.us-west-2.amazonaws.com/5017/0907/1849/Appendix_C_Measures_and_Benefits.pdf) (543 KB)  )  |  MSA   \nElectrify the region's vehicle fleet and infrastructure with the goal of reducing vehicle emissions by 100% by the year 2050.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncrease the availability and accessibility of EV charging infrastructure for government agencies and public use.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncentivize the use of electric bikes through rebates and improvements in transit infrastructure.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nShift the number of trips made with single occupancy vehicles to more sustainable modes of transportation, such as transit, biking, and walking.  |  Expand public transit; Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nReplace fleet vehicles powered by diesel with vehicles powered by cleaner fuels.  |  Encourage deployment of higher fuel efficiency vehicles; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncrease rooftop PV capacity with the goal of achieving 5-10% of technical potential by 2030 and 20% by 2050.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nSupport energy efficiency changes to residential and municipal buildings, prioritizing low-income and disadvantaged homeowners and renters.  |  Install more efficient heating or cooling equipment; Electrify existing buildings; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Providence-Warwick, RI-MA  |  [ Providence-Warwick, RI-MA Metro Area (pdf) ](/system/files/documents/2024-03/providence-msa-pcap.pdf) (1.08 MB)  |  MSA   \nDevelop a robust EV charging network, incentive programs, workforce development, and other activities to encourage the widespread adoption of EVs.  |  Develop EV charging infrastructure; Develop green workforce; Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nExpand equitable access to public transit through service improvements, fare subsidies, and public outreach.  |  Expand public transit; Education and engagement  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nReduce vehicle miles traveled by implementing infrastructure improvements and incentives that encourage use of sustainable transit modes, such as biking, walking, and carpool.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nDeploy renewable and low-carbon energy solutions in municipal and school buildings, operations, and fleets.  |  Electrify government and/or publicly owned vehicle fleets; Improve municipal building efficiency; Increase deployment of distributed renewables; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Transportation; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nDeploy energy efficiency solutions in residential and commercial buildings by providing energy audits, retrofits, and support for residential solar.  |  Develop building benchmarking and performance standards; Improve weatherization; Electrify existing buildings; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nReduce emissions from port operations through the adoption of low-carbon fuels, electric equipment, and operational changes.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels; Provide shore power to docked boats  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nShift rapidly to emissions-free fleet vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nAvoid emissions and shift to more active mode share by building 138 miles of paved shared-use path or protected bike paths.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize households across the region, providing annual energy savings of at least 50% to homeowners.  |  Increase deployment of distributed renewables; Deploy electric heat pumps  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize municipal buildings and facilities, reducing energy use by at least 50% and replacing internal heating and cooling systems with zero emissions alternatives.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize small to medium commercial or industrial buildings by 2030.  |  Increase deployment of distributed renewables; Deploy electric heat pumps  |  Commercial and residential buildings; Industry; Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nEliminate emissions from the wastewater process by establishing or expanding aerobic and anaerobic digester in both rural and urban contexts.  |  Reduce emissions from wastewater treatment facilities; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInstall solar, wind, geothermal, combined heat and power, and other renewable energy generation and storage systems.  |  Expand utility-scale renewable energy generation; Develop energy storage systems; Use district geothermal, cogeneration, or waste heat recovery; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport the expansion of the existing Reducing Ocean Going Vessel Speeds - Protecting Blue Whales and Blue Skies program to decrease greenhouse gas emissions associated with vessel speeds and reduce the risk of whale population fatality, which are known to sequester carbon.  |  Electrify or increase efficiency of non-road transportation; Education and engagement; Education and engagement  |  Transportation; Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Oxnard-Thousand Oaks-Ventura, CA  |  [ Oxnard-Thousand Oaks-Ventura, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t72801-ventura-county-msa-pcap.pdf) (4.57 MB)  |  MSA   \nLead by example in efforts to reduce energy consumption and greenhouse gas emissions productions through a range of city-led electrification and retrofit projects of public vehicles and facilities.  |  Improve municipal building efficiency; Electrify government and/or publicly owned vehicle fleets; Improve weatherization; Install more efficient heating or cooling equipment  |  Transportation; Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nBuild out supply of renewable energy in Rapid City, specifically solar photovoltaic and geothermal system projects, while additionally creating renewable energy training and education programs.  |  Expand utility-scale renewable energy generation; Develop green workforce  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nProvide varied low emissions transportation options by increasing active transportation and transit options.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nReduce transportation emissions by building out EV charging networks, performing traffic light studies to reduce idling at intersections, and provide educational opportunities to increase the number of electric vehicle specialists in the area.  |  Develop EV charging infrastructure; Reduce idling; Improve transportation systems management and operations; Develop green workforce  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nIncentivize homeowners to retrofit homes to be more energy efficient through updating local building codes, creating educational programs, developing retrofit incentives, and working with municipal authorities to fund homeowners' efforts.  |  Leverage building codes; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nReplace gasoline and diesel vehicles with lower carbon options and install required charging infrastructure.  |  Develop EV charging infrastructure; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nEncourage efficient energy use for port operations, including the use of lower carbon fuels and reduced idling of diesel trucks.  |  Reduce idling; Utilize low carbon fuels; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nImprove transit services and infrastructure for pedestrians and bicycles to encourage mode shift from single-occupancy vehicles.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nDecarbonize the Seminole Tribe food delivery systems by transitioning two trucks to zero emissions vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace old air conditioning technology with heat pumps or high-efficiency air conditioning units in residential buildings.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nGenerate electricity from onsite solar panels for single and multi-family housing.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace residential lighting with LEDs or more energy efficient units.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nProvide enclosure upgrades and roof assessments to improve energy efficiency in residential buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nAssess and replace windows, doors, and skylights to improve residential building energy performance.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace residential appliances with Energy Star or equivalent appliances and install plug load controls.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall energy-efficient heat pumps for domestic hot water.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace standard electric or gas domestic hot water systems with solar water heaters.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall smart thermostats in residential buildings to optimize heating, cooling, and preferences to increase energy efficiency, comfort, and ease of use.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace old air conditioning technology with heat pumps or high-efficiency air conditioning units in commercial buildings.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nGenerate electricity from onsite solar panels for commercial and public buildings with potential battery backup installation.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace commercial lighting with LEDs or more energy efficient units.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nProvide enclosure upgrades and roof assessments to improve energy efficiency in commercial buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall smart thermostats in commercial buildings to optimize heating, cooling, and preferences to increase energy efficiency, comfort, and ease of use.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall a solar microgrid to support commercial and residential entities.  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nDecarbonize goods movement by increasing the adoption of zero-emission heavy-duty vehicles, rail, and equipment, installing EV charging equipment, installing shore power at ports, and expand electric rail infrastructure.  |  Promote water- or train-based freight transportation; Develop EV charging infrastructure; Provide shore power to docked boats; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease the zero-emission vehicle market share for on-road passenger vehicles and passenger buses, including school buses.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease the zero-emission vehicle market share for on-road medium- and heavy-duty vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nReduce miles traveled in personal vehicles by constructing transit-oriented, mixed-use, and infill development and increasing housing and high-quality transit near high job density areas.  |  Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand active transportation infrastructure and vehicles, including bicycle and pedestrian networks and micro-mobility options to encourage and support zero-carbon transportation options.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand transit services, infrastructure, and accessibility to reach the majority of residents and workers.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nRetrofit and enhance traffic infrastructure to improve traffic flows and reduce idle times.  |  Reduce idling; Improve transportation systems management and operations  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nImplement building performance standards and fuel switching to decarbonize existing buildings and reduce the GHG intensity of existing building operations.  |  Leverage building codes; Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nRequire new buildings to achieve zero GHG emissions in building operations.  |  Leverage building codes; Electrify new construction  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nDecarbonize and retrofit industrial processes by adopting zero GHG emission technologies, improving energy efficiency, and transitioning to carbon-free and renewable energy sources.  |  Improve chemical and/or process efficiency; Improve industrial energy efficiency; Increase deployment of distributed renewables  |  Industry  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nAccelerate use of renewable energy by expanding renewable electricity generation and maximizing electricity storage.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nReduce energy consumption in urban environments through the strategic planting of shade trees and vegetation and the use of cooling surfaces.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nDevelop strategies and policies to decommission oil and gas operations, increase carbon removal, and help the fossil fuel workforce transition to clean energy jobs.  |  Deploy carbon capture and/or sequestration technology; Reduce fugitive emissions; Develop green workforce  |  Electricity; Industry  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease diversion of organic waste from landfills that is generated from residential, industrial, and commercial sources.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand waste management practices and implement waste-to-energy and energy conversion technologies.  |  Increase capture and/or utilization of gas from landfills; Increase waste-to-energy  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease waste diversion by establishing organic waste and recycling sites and clean landfill gas.  |  Increase recycling; Increase composting; Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Tucson, AZ  |  [ Tucson, AZ Metro Area (pdf) ](/system/files/documents/2024-03/pima-county-pcap.pdf) (2.66 MB)  |  MSA   \nRemove and replace gas powered handheld lawn and garden equipment with battery powered units at six project sites.  |  Electrify off road vehicles or equipment  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Tucson, AZ  |  [ Tucson, AZ Metro Area (pdf) ](/system/files/documents/2024-03/pima-county-pcap.pdf) (2.66 MB)  |  MSA   \nImplement two separate temperature reduction technologies, Cold Central Plant Recycling and Warm Mix Technology to reduce emissions from asphalt production.  |  Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nDeploy port electrification systems, including shore power for berthed ships and electric charging stations for cruise ships, at the Port of Mobile, the Mobile Cruise Terminal, and inland port facilities across Alabama to improve terminal efficiency and encourage the use of electric powered vessels.  |  Provide shore power to docked boats; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for implementation of end-use energy efficiency measures in commercial and industrial buildings  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for the purchase of certified energy-efficient lighting in commercial and industrial buildings, as well as streetlights  |  Improve appliance energy efficiency; Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nImplement weatherization programs for residential buildings  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nUpgrade electricity distribution to reduce transmission line inefficiencies and overall power consumption.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nInstall equipment at the City & Borough of Juneau's two cruise docks to provide shore power to cruise ships moored there and reduce emissions produced while the ship is at port.  |  Provide shore power to docked boats  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Alaska  |  [ Alaska (pdf) ](/system/files/documents/2024-03/ak-priority-sustainable-energy-plan.pdf) (3.88 MB)  |  State   \nSupport the deployment of renewable energy and storage systems for local government buildings, providing additional incentives to complement newly available \"direct pay\" options for local governments to receive energy tax credits and technical assistance for such projects.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  Arizona  |  [ Arizona (pdf) ](/system/files/documents/2024-03/the-clean-arizona-plan.pdf) (2.64 MB)  |  State   \nIncentivize the installation of EV charging infrastructure for public fleets and publicly available charging and fund the transition of public fleets from fossil fuel-powered vehicles to EVs.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Arizona  |  [ Arizona (pdf) ](/system/files/documents/2024-03/the-clean-arizona-plan.pdf) (2.64 MB)  |  State   \nReplace existing school buses with zero-emission vehicle school buses  |  Electrify municipal buses  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nPlant trees in urban areas to increase carbon sequestration and mitigate climate change impacts in underserved communities  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nDeploy electric vehicle chargers statewide to support light-duty and medium-heavy duty fueling needs  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nEstablish electric vehicle incentive pathways for advanced technology vehicles (full battery electric, plug-in hybrid and fuel cell electric vehicles for light-, medium-, and heavy-duty vehicles)  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nElectrify transit buses.  |  Electrify municipal buses  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nPurchase and deploy idle reduction systems for truck mounted attenuators for the Connecticut Department of Transportation's Crash Unit.  |  Apply technology or best practices to improve fuel efficiency  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand existing microtransit program to focus on first- and last-mile transportation gaps in rural areas.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nSupport increased adoption of heat pumps statewide.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand energy efficiency programs under the Conservation and Load Management Program.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings; Industry  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand funding for the Residential Energy Preparation Services program to address health and safety barriers to weatherization.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nSupport deployment of networked geothermal systems.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nReduce electric sector emissions while maintaining electric system reliability using demand response and/or energy storage.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nElectrify propane and diesel forklifts at ports  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nProvide funding for food waste diversion programs and enforcement.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Qualitative  |  EPA SWEET  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nReplace public and private buses powered by diesel with electric buses and increase ridership.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nExpand EV charging infrastructure across Georgia to support the adoption of EVs by residents.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nExpand bicycle infrastructure such as multiuse paths, dedicated bike lanes, and shared lanes.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nTransition public fleets at the municipal, county, and state level to zero emission vehicles, including light duty vehicles or trucks.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease manufacturing of raw materials and finished products for EVs to support the growth of the EV market.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease the energy efficiency of residential homes and lower energy costs.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nProvide households with funds to purchase more energy efficient or electric products.  |  Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nImprove energy efficiency in the commercial building sector.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nCreate incentive programs for the purchase of energy-efficient lighting in commercial and industrial buildings, including streetlights.  |  Improve appliance energy efficiency; Install LED Streetlights  |  Commercial and residential buildings; Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nImprove transmission infrastructure and the electricity distribution system to maintain reliability and position the state for future increased load.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease renewable energy generation through rooftop solar on government owned buildings, community solar, and renewable energy development at industrial facilities.  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings; Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease the generation of energy or alternative fuels at landfills through gas collection and control systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease capacity for composting in Georgia to sequester carbon and reduce organic waste in landfills.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease capture of valuable post-consumer resources that can be processed, reused, and delivered back to businesses or consumers for continued use.  |  Increase recycling  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nConstruct hydrogen refueling stations to expand hydrogen supply in Georgia.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease sustainable aviation fuel production.  |  Manufacture low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease production of renewable natural gas by using anaerobic biodigesters and gas upgrading systems that have the capacity to decompose organic or agricultural waste.  |  Increase anaerobic digestion; Increase capture and/or utilization of gas from anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nReduce fugitive emissions from hydrofluorocarbons and SF6 by repairing, retrofitting, or replacing existing equipment.  |  Reduce fugitive emissions; Phase out HFCs  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease temperate forest coverage in Georgia, including urban tree canopies.  |  Expand urban forests and/or green spaces; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nPromote reduced-till or no-till farming, cover cropping, and improved nitrogen management among farmers.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nMaintain watershed water levels, improve landscape buffers, and use other conservation measures to improve carbon sequestration along the coast and waterways.  |  Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nEstablish transit priority lanes along major bus rapid transit corridors connecting the existing Skyline rail to make public transit more efficient and more reliable.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nReplace 7 combustion engine vehicles with 12 EV to reduce emissions related to the paratransit fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nBuild and upgrade active transportation infrastructure by creating e-bike and e-scooter mobility hubs with chargers, emphasizing expansion into low income areas.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImprove street infrastructure (sidewalks, bike lines, bus stops, traffic calming measures) to encourage safe and accessible walking, biking, and transit ridership.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nCreate and implement a statewide building retrofit program targeting existing multi-family homes to improve energy efficiency.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImplement energy efficiency improvements to the Pearl City Public Library.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImplement energy efficiency upgrades (LED lighting, window treatments, refrigeration upgrades) for a community civic center, fire stations, and neighborhood centers.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nUse nutrient recapture and soil generation to reduce waste from agriculture and land management.  |  Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nPlant one million native trees and plants to restore forest ecosystems.  |  Maintain or expand existing forests; Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nProduce biochar for agricultural, bioremediation, or reforestation efforts.  |  Maintain or expand existing forests; Increase thermal biomass conversion  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nReforest degraded lands adjacent to the Waiehu Kou Hawaiian Homes subdivision, revitalize abandoned agricultural land, and reduce wildfire risk.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nSponsor community greenspace programs for small scale community-based native urban gardens, greenspaces, and tree planting to optimize carbon sequestration and canopy cover  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nDevelop sustainable transportation networks throughout Idaho. This includes projects that support public transit, active transportation, and traffic flow improvement.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport private and public entities and individuals to transition their vehicles to cleaner fuels such as biodiesel, electricity, ethanol, hydrogen, natural gas, and propane. This includes light-, medium-, and heavy-duty vehicles and those that are flexible-fuel, dual-fuel, and hybrid and use fuel cells and idle mitigation technology.  |  Utilize low carbon fuels; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nAssist energy efficiency improvements in buildings throughout Idaho including weatherization, lighting retrofits, appliances, thermostats, and heating and cooling equipment.  |  Improve weatherization; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  ResStock  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport habitat restoration and conservation to increase carbon sequestration, prevent land degradation, and promote healthy lands across Idaho.  |  Maintain or expand existing forests; Manage or restore grasslands for carbon sequestration  |  Natural and working lands  |  Quantitative  |  EPA SIT  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nFacilitate the adoption of solar and/or solar and storage at locations throughout Idaho to reduce energy costs and provide resilience in case of an electric grid outage.  |  Develop energy storage systems; Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport adoption of zero-emission light commercial, medium- and heavy-duty electric vehicles, reaching 30% of new sales by 2030, 60% by 2035, 65% by 2040, and 80% by 2050.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Illinois  |  [ Illinois (pdf) ](/system/files/documents/2024-03/illinois-priority-climate-action-plan.pdf) (1.27 MB)  |  State   \nSupport and develop solar and wind power projects to reach 25% of Indiana\u2019s net electricity generation by 2030 and 40% of Indiana's net electricity generation by 2050.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand community and distributed solar generation by an additional 500 MW by 2030 and 2,000 MW by 2050.  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nImplement retrofits and weatherization in 25% of residential and commercial buildings that are eligible for interventions by 2030, and 80% by 2050.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nAccelerate adoption of light-duty electric such that electric vehicles\u2019 share of light-duty vehicle miles travelled increases to 10% by 2030 and 30% by 2050. Simultaneously expand the availability of EV charging stations.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpanding transportation options, including public transit and active transportation to reduce vehicle miles traveled by 5% in 2030 and 20% in 2050.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand the use of electric and green hydrogen industrial processes and technologies such that coal consumption decreases by 33% in 2030 and 72% in 2050. Also aim to decrease natural gas consumption by 7% in 2030 and 20% in 2050.  |  Utilize low carbon fuels; Electrify industrial processes  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nIncrease diversion rate of organic waste from landfills to 28% in 2030 and 50% in 2050.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand green spaces and urban tree canopy by planting 500,000 trees in LIDACs across Indiana by 2030 and 2.5 million trees in LIDACs by 2050.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nElectrify 15% of all low- and medium-heat processes, with a goal of 100% of all new and replacement boilers and process heaters being electric by 2040.  |  Electrify industrial processes  |  Industry  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nConvert 100 berths at Louisiana ports to shore power by 2030.  |  Provide shore power to docked boats  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nMode-shift material from truck transport to barge.  |  Promote water- or train-based freight transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nScale up to 1% annual retrofits of residential households by 2030, 2% annual retrofits by 2035, and 5% annual retrofits by 2040.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport 5 GW of offshore wind energy by 2035.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport development of 500 MW of community solar statewide by 2030.  |  Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nDeploy 385 carbon-free microgrids serving Community Resilience Hubs and critical facilities by 2031.  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nEnhance energy efficiency in chemical and refining facilities by an average of 10% by 2030.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nIncrease on-site renewable and clean electricity generation, including energy storage and grid integration, to 20% of industrial facilities by 2030.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSwitch 25% of all hydrogen to clean hydrogen used in ammonia and refining production by 2030.  |  Utilize low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nTransition 5 MTPA of steam methane reformers to low- or no-carbon hydrogen.  |  Utilize low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nApply carbon capture, utilization, and storage at as close as possible to 90% capture rate at a majority of natural gas processing facilities, petroleum refineries, and ammonia and chemical manufacturing plants by 2030.  |  Deploy carbon capture and/or sequestration technology  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport electrification of 20,000 (25%) public fleet vehicles by 2030.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nDouble use of alternative modes of transportation by 2035 and increase access to clean transportation options, including public transit, for low-income and disadvantaged communities by 10% each year by 2030.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nProvide incentives, set sectoral standards, and set economy-wide standards to reduce GHG emissions, supporting building energy efficiency and electrification, EV and charging infrastructure incentives, and nature-based solutions.  |  Improve building energy efficiency; Increase the deployment of electric vehicles; Develop EV charging infrastructure; Maintain or expand existing forests  |  Commercial and residential buildings; Transportation; Industry; Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nIncrease the deployment of clean and renewable energy resources through the Renewable Portfolio Standard and other clean energy initiatives, requiring approximately 50% of electricity consumed in Maryland to be generated by renewable resources by 2030.  |  Achieve clean or renewable energy goals; Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nReduce CO2 emissions from power plants through a regional cap and invest program  |  Create a cap-and-trade or carbon tax program  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire 100% of the electricity consumed in Maryland to be generated by clean and renewable sources of energy by 2035.  |  Achieve clean or renewable energy goals  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire 100% of new cars, light-duty trucks, and sport utility vehicles sold in Maryland to be zero emission vehicles by 2035.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire certain types of medium and heavy-duty trucks sold in Maryland to be zero emission vehicles in certain years.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire specific high-priority fleets of medium and heavy-duty vehicles to transition to zero emission vehicles.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nReduce vehicle miles traveled per capita by 20% through infrastructure and programmatic investments, and minimize fossil fuel consumption, reduce greenhouse gas emissions, and improve air quality from the transportation sector.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire certain buildings 35,000 square feet or larger to achieve specific energy efficiency and direct emissions standards, including achieving net-zero direct emissions by 2040.  |  Develop building benchmarking and performance standards; Electrify new construction  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire new space and water heating systems to produce zero direct emissions starting later this decade.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire clean heat measures to be deployed in buildings at the pace required to achieve the state\u2019s GHG reduction requirements.  |  Electrify existing buildings; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nProhibit the use of certain products that contain particular chemicals with high global warming potential, such as hydrofluorocarbons.  |  Phase out HFCs  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire methane emissions from natural gas transmission and storage facilities to be mitigated through fugitive emissions detection and repair.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire landfills to detect and repair landfill gas leaks and operate emission control systems to reduce methane emissions.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nSet goals for GHG emissions reductions, material-specific recycling rates, and overall statewide recycling and waste diversion rates.  |  Increase recycling; Increase composting; Utilize low embodied carbon materials  |  Waste and materials management  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nProvide additional funding for decarbonization activities in Maryland's agricultural sector.  |  Improve livestock management; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nSupport farmers in adopting best management practices that improve soil health and increase carbon sequestration on agricultural lands.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nPromote tree planting activities and sustainable forestry management practices on public and private forest lands in Maryland.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nIncrease adoption of zero emission medium- and heavy-duty vehicles through vehicle incentives, charging infrastructure support, garage infrastructure upgrades, workforce development, and technical assistance.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure; Develop green workforce  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nAccelerate the adoption of zero emission passenger and light-duty vehicles through rebates, vehicle procurement, charging infrastructure development/support, vehicle incentives, and technical assistance.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nIncrease alternatives to personal vehicle use by increasing short-distance transportation alternatives, expanding and electrifying rail service, and supporting transit-oriented development and smart growth.  |  Increase active transportation; Electrify or increase efficiency of non-road transportation; Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nIncrease building efficiency through renovations and retrofits of existing commercial buildings, housing, and schools.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDecarbonize building heating systems by increasing heat pump and geothermal adoption.  |  Deploy electric heat pumps; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDevelop new renewable energy facilities by investing in port infrastructure to support offshore wind development and overcome supply chain bottlenecks and assist utility and community scale solar deployment.  |  Expand utility-scale renewable energy generation; Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nImplement building-scale renewables by identifying suitable properties and installing rooftop photovoltaic, wind, and ground/structure mount solar on commercial, residential, and industrial buildings.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings; Industry  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nMaximize utilization of clean energy through the Municipal Microgrid Initiative and electric grid investments.  |  Develop transmission and distribution infrastructure; Develop microgrids  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nReduce organic waste through composting  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDrive clean energy deployment including improving siting for renewable energy and energy storage across Michigan, including on brownfields and former industrial sites and emphasizing equitable access for Michigan\u2019s LIDACs.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nElectrify state government, municipal, tribal, and other public fleets, prioritizing equitable access for Michigan\u2019s LIDACs.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nEncourage adoption of electric vehicles by increasing deployment of electric vehicle charging infrastructure, prioritizing equitable access for Michigan\u2019s LIDACs.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nReduce methane emissions from various sources, including but not limited to food waste, organics diversion, and wastewater treatment facilities with a focus on methane reduction strategies that will bring significant benefits for LIDACs.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nInvest in energy storage and necessary electric grid investments to enable earlier coal plant retirements and better integrate renewable energy into the electric grid.  |  Develop transmission and distribution infrastructure; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nSupport just access to public transit and non-motorized transportation options by improving infrastructure, and by increasing routes, frequency, and reliability of available options.  |  Expand public transit  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nEncourage industrial innovation to advance energy efficiency, fuel-switching, and deployment of cleaner manufacturing technologies prioritizing facilities in LIDACs that may receive significant benefits from reduced industrial sector emissions.  |  Improve industrial energy efficiency; Utilize low carbon fuels; Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nInstall 1% of residential buildings and 500 commercial buildings with small scale solar systems annually.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nDeploy 20 large-scale solar power plants annually.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReduce annual transmission and distribution losses by 5% through efficiency upgrades.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nTransition transport of 2,600 containers over 3,000 miles from trucking to rail.  |  Promote water- or train-based freight transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReplace 4,000 light duty and 2,000 heavy duty vehicles to EV.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  EPA SIT  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReplace 100 school buses with electric school buses.  |  Electrify municipal buses  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nDeploy 100 new electric charging stations (and increase 1,560 EV as a result).  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nImplement building efficiency measures reducing total energy use by 30% in 1% of residential buildings and 500 commercial buildings annually.  |  Improve appliance energy efficiency; Improve weatherization; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nImplement a residential pre-weatherization program for low-income residents.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nReduce emissions in agricultural production by establishing a carbon intensity score registry, providing incentives for regenerative agriculture practices, and providing incentives for precision agriculture equipment.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize irrigation well conversion from diesel to electric.  |  Reduce agricultural fuel emissions  |  Agriculture  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize micro-solar arrays for critical infrastructure in low-income rural communities  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nFund solar projects on unused/contaminated land, agricultural and industrial facilities, and parking lot/feedstock solar canopies  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables  |  Electricity; Industry  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize the production and use of clean transportation fuels like renewable energy, green hydrogen, and sustainable aviation fuel.  |  Manufacture low carbon fuels; Utilize low carbon fuels  |  Transportation; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nBuild capacity for the public (especially LIDACs) to participate in the transition to low emission transportation by purchasing EVs, accessing public transit, participating in active transit, and joining the green workforce where needed.  |  Increase the deployment of electric vehicles; Expand public transit; Develop green workforce; Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nTransition all publicly and privately owned vehicles to zero emission vehicles through incentives, grants, rebates, and carsharing programs.  |  Increase the deployment of electric vehicles; Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nDevelop transportation infrastructure including zero emission vehicle charging, public transit, bike, and pedestrian infrastructure.  |  Develop EV charging infrastructure; Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nProvide incentives to convert former industrial sites and brownfields into hubs for green hydrogen production for industrial facilities, encourage the adoption of clean industrial technology, incentivize energy efficient industrial processes, increase adoption of electric medium- and heavy-duty vehicles.  |  Electrify industrial processes; Improve industrial energy efficiency; Increase the deployment of electric MDVs and/or HDVs; Use cleaner fuels for power generation  |  Electricity; Transportation; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nOffer innovation incentives for hard-to-electrify industrial sectors, encourage the use of low global warming potential refrigerants, and improve leak detection technology.  |  Reduce fugitive emissions; Phase out HFCs; Electrify industrial processes  |  Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nIncrease adoption of heat pumps to reduce emissions from space and water heating.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nDeploy electric charging infrastructure for EVs in public locations with co-located solar photovoltaic systems or storage with chargers to support electric transit buses.  |  Develop EV charging infrastructure; Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nProvide incentives for purchase of EVs and PHEVs to address the barriers to accessibility for LIDACs.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nCreate or scale up existing programs to pre-weatherize residential buildings to allow previously deferred low-income households to access incentives for weatherization.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nDeploy renewable energy and storage systems on local government buildings to reduce energy costs and provide resilience during electric grid outages.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nScale up an incentive program to pre-weatherize low-income homes.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)    \n  \n( [ Appendix K Inventory and Quantification Methodology (pdf) ](https://www.env.nm.gov/wp-content/uploads/sites/39/2024/03/NM-PCAP-Appendix-K.1-Inventory-and-Quantification-Methodology.pdf) (468 KB)  )  |  State   \nProvide block grants to local governments to implement energy efficiency projects in LIDACs.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  E3 PATHWAYS  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)    \n  \n( [ Appendix K Inventory and Quantification Methodology (pdf) ](https://www.env.nm.gov/wp-content/uploads/sites/39/2024/03/NM-PCAP-Appendix-K.1-Inventory-and-Quantification-Methodology.pdf) (468 KB)  )  |  State   \nInstall three clean charging/refueling transportation hubs for medium- and heavy-duty zero-emission trucks in New Mexico, in the Gallup, Bernalillo County, and Tucumcari areas.  |  Develop EV charging infrastructure; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nProvide cash-on-the-hood voucher programs for the  \npurchase of zero-emission medium- and heavy-duty trucks and associated charging/fueling infrastructure.  |  Develop EV charging infrastructure; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nReduce vehicle miles traveled by increasing cleaner modes of transportation including public transit, car-share programs, and expanding bike and pedestrian-friendly infrastructure.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nMonitor and reduce methane emissions from the oil and gas industry.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nProvide grants to local governments to support resilient solar plus battery storage power systems for local government buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nElectrify public sector medium- and heavy-duty vehicles and off-road equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nChange current land use planning and zoning practices using Smart Growth land use pattern that are compact, mixed-use, and spatially interconnected, and invest in alternate transportation modes.  |  Build dense communities; Expand public transit  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nCreate resilient and decarbonized public facilities by implementing envelope improvements, solar photovoltaics, and heat pumps.  |  Improve municipal building efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nReduce fugitive methane and co-pollutant emissions from landfills through gas collection systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nReduce fugitive methane and co-pollutant emissions from water resource recovery facilities through gas capture technology.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from anaerobic digestion; Reduce fugitive emissions  |  Waste and materials management; Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nIncrease the use of light-duty zero emission vehicles, associated charging infrastructure, and other modernization technologies.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Ohio  |  [ Ohio (pdf) ](/system/files/documents/2024-03/state-of-ohio-prp.pdf) (4.61 MB)  |  State   \nIncrease the use of medium-duty and heavy-duty zero emission vehicles and associated charging infrastructure, and other modernization technologies.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Ohio  |  [ Ohio (pdf) ](/system/files/documents/2024-03/state-of-ohio-prp.pdf) (4.61 MB)  |  State   \nCreate the Community Charging Rebates (Light Duty Charging Infrastructure Rebates) to support the installation, operations and maintenance of Level 2 and direct current fast chargers in communities throughout Oregon.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Oregon  |  [ Oregon (pdf) ](/system/files/documents/2024-02/oregon-cprg-pcap.pdf) (6.91 MB)  |  State   \nImplement grant program supporting medium- and heavy-duty zero-emission vehicle charging and fueling infrastructure projects.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Oregon  |  [ Oregon (pdf) ](/system/files/documents/2024-02/oregon-cprg-pcap.pdf) (6.91 MB)  |  State   \nReinstate the Electrify Rhode Island rebate program to support the deployment of 200 level 2 EV chargers.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncrease funding for EV rebates through the existing state DRIVE-EV rebate program with an emphasis on increasing the low-income rebate and adding a section for small commercial vans.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nAdopt 100 EVs to state and municipal fleets and add corresponding EV charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport the transition to electric medium- and heavy-duty vehicles by providing rebates for vehicles and charging infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nProvide incentives for the replacement of gasoline-powered 2-stroke engines (lawn and garden equipment) with zero-emission battery operated equipment.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nImprove Rhode Island Public Transit Authority bus shelters to increase ridership and support mode shift.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncentivize mode shift through transit fare subsidies from employers and fare-free transit for very low-income individuals.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nCreate one or more fare-free electric van shuttles operating on a fixed loop (estimated to be about 5-7 miles) in one or more Rhode Island municipalities.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport development of RI DOT's proposed \u201cRhody Express\u201d, a commuter rail pilot program with the Massachusetts Bay Transit Authority which would provide free access to rail service linking Wickford Junction, T.F. Green Airport, and Providence Station.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nRetrofit state owned buildings through weatherization, efficiency, and heat pump installations.  |  Improve municipal building efficiency; Deploy electric heat pumps; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  ComStock  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nDeploy solar panel arrays, heat pumps, EV chargers, and other efficiency measures across municipalities.  |  Increase deployment of distributed renewables; Deploy electric heat pumps; Develop EV charging infrastructure  |  Electricity; Commercial and residential buildings; Transportation  |  Quantitative  |  ComStock  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nProvide funds for pre-weatherization work on residential buildings, with a focus on low income households.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncentivize battery storage for residential and commercial customers for peak shaving through demand response.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport the deployment of solar and battery storage systems at municipal buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve municipal building efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nPreserve forests and existing carbon sinks by incentivizing solar development on previously disturbed and commercial sites.  |  Maintain or expand existing forests; Expand utility-scale renewable energy generation  |  Electricity; Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nDivert 240 tons of food waste per year from Rhode Island municipalities to anaerobic digestion and composting facilities.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  EPA SWEET  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nReduce use of combustion engines in the state vehicle fleet, industrial sector use of heavy duty diesel, school bus fleets, locomotive engines, and marine engines.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  South Carolina  |  [ South Carolina (pdf) ](/system/files/documents/2024-03/sc-pcap.pdf) (5.72 MB)  |  State   \nEstablish weatherization programs for residential buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nUpgrade electricity distribution to reduce transmission line inefficiencies and overall power consumption.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nReduce deforestation by implementing sustainable land use practices, protecting forests.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nIncrease renewable energy generation through the expansion of solar power.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for implementation of end-use energy efficiency measures in existing commercial and industrial buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for purchase of certified energy-efficient lighting in commercial and industrial buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for purchase of energy-efficient streetlights.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to increase the share of state and local government fleets of light-duty electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to expand community electric vehicle charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to increase the share of electric medium- and heavy-duty vehicles, including buses.  |  Electrify municipal buses; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs and incentives to reduce or divert waste including food and/or yard waste.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nImprove energy efficiency of industrial processes.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize cement production through cement clinker substitution.  |  Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote the improvement and expansion of carbon capture.  |  Deploy carbon capture and/or sequestration technology  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace hydrofluorocarbon use in the industrial sector with ultra-low global warming potential refrigeration equipment.  |  Phase out HFCs  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace pneumatic controllers, motors, and pumps, add surveillance, add monitoring, and remove redundant equipment to reduce fugitive emissions from oil and gas activities.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReduce flaring and capture methane from oil and gas activities.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nRemediate and/or plug low producing and abandoned wells.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize sea and inland ports and associated support equipment.  |  Electrify non-road transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nExpand programs for zero emissions medium- and heavy-duty trucks.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nIncentivize school bus replacement with zero emission school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nExpand rebate programs for light-duty zero emission vehicles.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate a medium- and heavy-duty third party scrappage program to discourage the sale of inefficient vehicles.  |  Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace government fleets with zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize airports with lower emission support equipment and vehicles, and use of low emission jet fuels.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote low emission passenger or freight locomotives.  |  Deploy lower-emitting locomotives  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nUpgrade transmission lines to improve capacity.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote nuclear energy with molten salt reactors and modular reactors and promote geothermal energy by using oil and gas infrastructure.  |  Maintain or expand nuclear energy generation  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd grid scale renewable energy storage.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nLower demand on the electric power industry with load shifting, load management, and energy efficiency.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd infrastructure to capture, use, and store carbon from both power plants and industrial processes.  |  Deploy carbon capture and/or sequestration technology  |  Electricity; Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate biofuels through methane capture from landfills and wastewater treatment plants, or by using surplus biomass.  |  Increase capture and/or utilization of gas from landfills; Increase capture and/or utilization of gas from anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCombine solar arrays with biogas at closed landfills and add solar to Commercial and residential buildings.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables; Increase capture and/or utilization of gas from landfills  |  Electricity; Commercial and residential buildings; Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nSwitch to electric heat pumps.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nIncrease energy efficiency and weatherization in homes and commercial buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nSupport projects to increase recycling, reduce waste, increase composting, and add recycling infrastructure.  |  Increase recycling; Increase composting; Reduce food/organic waste; Reduce nonfood waste  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote sustainable agriculture practices to reduce emissions and restoration of coastal landscapes to sequester carbon.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate a light-duty, income qualitied incentive for individuals to purchase EVs in Salt Lake, Davis, Weber, Cache, and Utah Counties first before expanding statewide.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general EV incentive for the public, including point-of-sale rebates, ongoing grants, and technical assistance navigation incentives, open to all Utah residents.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an EV incentive program for commercial and government light-duty fleets, including technical assistance navigating incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program for electric Class 5 delivery vehicles for commercial and government fleets, using vouchers, grants, or technical assistance to navigate incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program to electrify Class 8 refuse haulers for commercial and government fleets, using vouchers, grants, or technical assistance to navigate incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide gap funding for complementary electrical/utility work, site preparation, and other supporting costs to support the electrification of school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a voluntary pilot program for school districts to purchase electric school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nAdd five zero emission electric buses in Salt Lake County along routes that serve disadvantaged communities.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an electric fleet charger incentive program for government and commercial fleets.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nIncentivize the installation of EV chargers at multi-family dwellings and workplaces using one time grants to scale up Utah's existing EV Make-Ready Program.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide incentive for e-bike purchases, especially targeting LIDAC households  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nDevelop and maintain trails to encourage active transportation.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program to encourage the purchase of electric yard equipment through vouchers and grants.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA eGRID  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an electric switcher locomotive pilot grant program for rail operators to explore electric switcher locomotives within the Utah Inland Port Authority jurisdiction.  |  Electrify non-road transportation  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nExtend incentives for whole home energy retrofits and new home upgrades to complement the existing Home Energy Rebate and High Efficiency Electric Home Rebate Act.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide incentive program to encourage pre-weatherization to address severe conditions in low-income homes that disqualify includes in the Weatherization Assistance Program.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate incentive program for low-income households to reduce the cost of heat pumps.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a public building emissions reduction program for K-12 schools, libraries, community/rec centers, and other public buildings, focusing on addressing funding gaps to acquire heat pumps, energy efficient equipment, or complete building retrofits.  |  Improve municipal building efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nContinue to fund the Intermountain Industrial Assessment Center StepWise program that provides no-cost energy efficiency assessments to eligible commercial and industrial customers to identify measures for reducing energy usage and emissions.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nSupport the Community Choice Clean Electricity Program provided by Rock Mountain Power that allows customer to choose to supplement their current energy mix with additional clean electricity at a minimal cost increase.  |  Facilitate community choice aggregation programs  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general incentive program for onsite residential solar for qualifying residents in Utah.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general incentive program to install renewable energy and storage systems on public buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve municipal building efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nImplement a microgrid for the UTA bus depot supported by solar power using a 500kW photovoltaic system and battery storage.  |  Develop microgrids; Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate demonstration facilities and/or staff to serve as a trusted resource in providing information about efficiency and clean energy measures, financing options, and resiliency for individuals and small entities.  |  Improve municipal building efficiency; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nEncourage idle-reduction technology deployments for all vehicle weight classes through a comprehensive incentive program.  |  Encourage deployment of higher fuel efficiency vehicles; Apply technology or best practices to improve fuel efficiency  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nEncourage the adoption of passenger electric vehicles and other active or shared mobility options through statewide incentive programs.  |  Increase the deployment of electric vehicles; Encourage carpooling; Increase active transportation; Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncentivize affordable housing developers to exceed Vermont\u2019s Renewable Building Energy Standard.  |  Leverage building codes; Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nEncourage the successful deployment of electric trucks in Vermont through a comprehensive incentive program.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nExpand existing State programs that support agricultural practices that sequester carbon including reducing tillage and increasing vegetative cover, and increasing woody vegetation.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce the amount of food wasted and improve food scrap diversion programs at schools, hospitals, nursing homes, other institutions, and businesses.  |  Reduce food/organic waste; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce emissions from solid waste management entities and wastewater treatment facilities.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Increase recycling; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce GHG emissions from the on-road transportation sector through vehicle electrification and other zero- and low-carbon fuels.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure; Electrify government and/or publicly owned vehicle fleets; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nSupport alternative modes of transportation, micromobility, and active transportation to reduce vehicle miles traveled.  |  Increase active transportation; Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nReduce GHG emissions from the off-road transportation sector, including ports and airports.  |  Electrify non-road transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIncrease residential and commercial building energy efficiency and identify and implement GHG emission reduction solutions at homes, businesses, and institutions.  |  Improve weatherization; Education and engagement  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIncrease industrial energy efficiency, process efficiency, and implement carbon capture and sequestration at industrial facilities.  |  Improve chemical and/or process efficiency; Deploy carbon capture and/or sequestration technology; Improve industrial energy efficiency  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nReduce GHG emissions from the electric power sector and improve grid reliability and security through distributed rooftop solar and other renewable energy projects.  |  Increase deployment of distributed renewables; Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nDeploy renewable energy, energy efficiency, energy storage, and low-carbon and resilient solutions for state and local government buildings and public fleets and transit, including infrastructure.  |  Increase deployment of distributed renewables; Electrify government and/or publicly owned vehicle fleets; Improve building energy efficiency; Install LED Streetlights  |  Electricity; Commercial and residential buildings; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIdentify and implement strategies to reduce high potency GHG emissions from industrial processes, energy production, agriculture, waste, and wastewater treatment.  |  Increase anaerobic digestion; Increase capture and/or utilization of gas from anaerobic digestion; Reduce emissions from wastewater treatment facilities; Phase out HFCs  |  Waste and materials management; Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nImprove industrial processes and install carbon capture and sequestration and hydrogen technologies.  |  Improve chemical and/or process efficiency; Deploy carbon capture and/or sequestration technology  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nProtect and restore high-carbon coastal habitats, wetlands, agricultural, forest and tribal lands  |  Preserve or expand wetlands; Maintain or expand existing forests  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nElectrify marine terminals and routes, establishing a rapid charging system at every terminal in the Central Puget Sound Region.  |  Electrify non-road transportation; Provide shore power to docked boats  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Washington  |  [ Washington (pdf) ](/system/files/documents/2024-02/washington-cprg-pcap.pdf) (1.76 MB)  |  State   \nSupport projects that improve energy efficiency of existing coal-fired power plants.  |  Use more efficient fossil-fuel generation technology  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nSupport the development of one 200 MW mall modular nuclear reactors facility and one 1,300 MW combined cycle gas turbine plants for new baseload power generation infrastructure.  |  Maintain or expand nuclear energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nSupport energy and emissions audits of industrial facilities across the state to identify economically viable energy efficiency improvements for those facilities.  |  Improve industrial energy efficiency  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nDivert wood from onsite burn operations into the product of cover material for the landfill in Seward County.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Kansas  |  [ Kansas (pdf) ](/system/files/documents/2024-02/kansas-pcap.pdf) (895.28 KB)  |  State   \nDivert wood from onsite burn operations into the product of cover material for the landfill in Reno County.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Kansas  |  [ Kansas (pdf) ](/system/files/documents/2024-02/kansas-pcap.pdf) (895.28 KB)  |  State   \nImplement solar arrays to power agricultural irrigation on rural farms, with a focus on disadvantaged communities in the Blackbelt region that don't currently have the three-phase electricity necessary to power irrigation.  |  Reduce agricultural fuel emissions  |  Agriculture  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nEstablish a grant program that will provide funding for electrical upgrades to allow for building electrification and to help install energy efficiency upgrades at churches, 62 schools, and community buildings in low-income and disadvantaged communities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nPromote greater energy efficiency through weatherization, energy efficiency measures, and beneficial electrification in public facilities and public assets (including vehicle and equipment fleets) across Alaska.  |  Improve municipal building efficiency; Electrify existing buildings; Electrify government and/or publicly owned vehicle fleets  |  Commercial and residential buildings; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Alaska  |  [ Alaska (pdf) ](/system/files/documents/2024-03/ak-priority-sustainable-energy-plan.pdf) (3.88 MB)  |  State   \nSupport the conversion of buildings and facilities heating to geothermal.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nAdvance the voluntary transition of small equipment and motors to cleaner fuels or electric, for example solar generators and electric lawn and garden equipment.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport electrification or fuel-switching (e.g. hydrogen and low-carbon or zero-carbon biofuels) of 119,250 (5%) medium- and heavy-duty vehicles in the state by 2030.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Unspecified  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nRequire utility companies and the state government to help customers improve energy efficiency and reduce GHG emissions, including through beneficial electrification.  |  Electrify existing buildings; Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire producers of cement and concrete mixtures to submit environmental product declarations to the state and for the state to establish a maximum acceptable global warming potential values for each category of eligible materials.  |  Utilize low embodied carbon materials  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nMaximize carbon sequestration and coastal resilience benefits by protecting and restoring coastal wetlands.  |  Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nAdvance building electrification and fuel-switching in existing buildings including an emphasis on LIDACs and electrifying households that currently rely on delivered fuels such as propane and home heating oil.  |  Install more efficient heating or cooling equipment; Electrify existing buildings; Utilize low carbon fuels; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nReduce household fossil energy use through home repairs, electrical upgrades for building and vehicle electrification, weatherization, and other energy waste reduction investments with an emphasis on ensuring equitable access.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nPromote energy efficiency and electrification upgrades for non-residential facilities  |  Improve building energy efficiency; Electrify existing buildings; Improve industrial energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize alternative-fuel and electric replacement of diesel vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nExpand building retrofit and energy efficiency programs, including electrifying buildings and increasing deployment of small-scale renewable energy.  |  Electrify existing buildings; Increase deployment of distributed renewables; Improve appliance energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nExpand renewable energy transmission and distribution infrastructure to modernize the grid, bolster resilience, and create co-benefits for communities (lower energy burden, job creation).  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nCreate or scale up incentive programs to weatherize residential buildings by upgrading their heating, cooling, and electrical systems to improve energy efficiency.  |  Improve weatherization; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nImprove energy efficiency of wastewater and drinking water systems with equipment upgrades, operational modifications, and building envelope improvements. Install onsite photovoltaic or turbines. Capture biogas with anaerobic digesters.  |  Reduce emissions from wastewater treatment facilities; Increase deployment of distributed renewables; Increase capture and/or utilization of gas from anaerobic digestion  |  Electricity; Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nAdd more zero-emission school buses, associated charging/fueling infrastructure, increase school building energy efficiency, and install onsite renewable energy production.  |  Electrify municipal buses; Increase deployment of distributed renewables; Improve building energy efficiency; Develop EV charging infrastructure  |  Commercial and residential buildings; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nIncrease the deployment of residential and commercial air and ground-source heat pumps and heat pump water heaters.  |  Deploy electric heat pumps; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nElectrify industrial process equipment or modify to produce or use hydrogen.  |  Electrify industrial processes; Utilize low carbon fuels; Manufacture low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd infrastructure for EV charging and hydrogen fueling.  |  Develop EV charging infrastructure; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReforest agriculture lands no longer in use, promote efficient pumps and irrigation systems in agriculture, and increase urban tree canopy.  |  Expand urban forests and/or green spaces; Reduce agricultural fuel emissions  |  Natural and working lands; Agriculture  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate five \"energy navigator\" jobs to work with low to moderate income families to provide support to change home energy systems to cleaner technologies.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncrease the deployment of EV technology and reduction of vehicle miles travelled by incorporating relevant subject mater into STEM and driver education curricula.  |  Increase the deployment of electric vehicles; Education and engagement  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncrease the amount of funding available for low- to moderate-income Vermonters to make thermal efficiency upgrades to single households and multi-family buildings.  |  Deploy electric heat pumps; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nExpand the State of Vermont\u2019s existing Charge Vermont program, which provides grants for EV charging equipment.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReplace lighting fixtures in government facilities with LED lights.  |  Improve appliance energy efficiency; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nImprove government facilities' energy efficiency through weatherization upgrades including window replacement and insulation installation.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA eGRID  |  Quantitative  |  EPA eGRID  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nInstall EV charging stations at government buildings to support electrification of light duty fleet vehicles and encourage employee commute with electric vehicles.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nReplace 13 government light duty fleet vehicles with either extended range plug-in hybrid vehicles or electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nIncentivize up to 34 Tribal members to replace their traditional combustion vehicles to electric vehicles.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nReduce emissions from residential buildings using heat pumps, upgrading wood stoves and home energy appliances, weatherizing buildings, expanding residential solar energy generation, and adopting building codes for energy efficiency  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Increase deployment of distributed renewables; Leverage building codes  |  Electricity; Commercial and residential buildings  |  Quantitative  |  CARB WRP  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nReduce emissions from commercial buildings by conducting energy audits and providing system retrofits for energy efficiency, installing renewable energy generation systems, and updating building codes for energy efficiency.  |  Increase deployment of distributed renewables; Install more efficient heating or cooling equipment; Leverage building codes  |  Electricity; Commercial and residential buildings  |  Quantitative  |  CARB WRP  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nImplement transportation emissions reductions programs to subsidize the cost of public transit, provide subsidies for EV purchasing, encourage carpooling for tribal employees, purchase EVs for government fleets, fund EV charger installation, and encourage remote work when feasible.  |  Increase the deployment of electric vehicles; Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Encourage carpooling  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nImplement energy efficiency improvements and perform energy audits for residences to weatherize buildings and reduce energy use.  |  Improve weatherization; Deploy electric heat pumps  |  Commercialand residential buildings  |  Quantitative and Qualitative  |  CARB LIWP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nUpdate approximately 587 homes with old, inefficient wood stoves to more efficient models.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  CARB WRP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nConduct energy audits and upgrades for Tribal government facilities and commercial buildings to identify opportunities to weatherize buildings, replace windows and doors, evaluate alternative heating and cooling options, and other actions to reduce energy use.  |  Improve weatherization; Improve municipal building efficiency; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  CARB LIWP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nDeploy renewable energy (primarily solar) at tribal facilities and residences by creating solar arrays, installing solar panels on commercial/residential buildings, installing Tesla Megapacks to store energy, installing battery backups at each single-family dwelling, and implementing a virtual power plant.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve building energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA AVERT  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nConvert tribal fleet to EVs, HEVs, and PHEVs and install electric charging infrastructure to reduce vehicle-related emissions.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  AFLEET  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nCreate a fleet of e-bikes for staff at field facilities to reduce-co-pollutants and increase physical activity.  |  Increase active transportation; Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative and Qualitative  |  AFLEET  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nImprove public transit service and infrastructure.  |  Expand public transit  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nDivert food waste and biological materials from landfill  |  Increase composting  |  Waste and materials management  |  Quantitative  |  CARB OP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nRetrofit 100% of housing through reducing energy use in buildings and increasing the resilience of tribal buildings.  |  Electrify existing buildings; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Prairie Band Potawatomi Nation  |  [ Prairie Band Potawatomi Nation (pdf) ](/system/files/documents/2024-04/prairie-band-pcap.pdf) (2.14 MB)  |  Tribe/Territory   \nReduce emissions from vehicles used on the reservation by switching the Nation\u2019s operational fleet to EVs and its buses to electric buses and provide incentives and support systems to promote the use of EVs and active transportation.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Prairie Band Potawatomi Nation  |  [ Prairie Band Potawatomi Nation (pdf) ](/system/files/documents/2024-04/prairie-band-pcap.pdf) (2.14 MB)  |  Tribe/Territory   \nInstall a suite of energy efficiency improvements to the Milwaukee/Potawatomi Bingo Casino-Hotel such as cooling unit upgrades, demand-controlled ventilation for restaurants, exhaust heat recovery, LED retrofitting, solar thermal hot water system installation, heat recovery chiller installation, electrification of kitchen equipment, solar PV canopy, etc.  |  Improve appliance energy efficiency; Use district geothermal, cogeneration, or waste heat recovery; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nInstall a suite of energy efficiency improvements to the Potawatomi Carter Casino Hotel HVAC system.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nPurchase a Class 8 Triple Axle Mack Truck fitted with a Odyne Hybrid system for dumping.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nInstall renewable energy and energy storage systems on government-owned facilities.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nDevelop distributed and community-scale renewable energy generation, microgrids, and vehicle-to-grid infrastructure in disadvantaged communities, including remote and rural regions.  |  Support development or expansion of community solar programs; Develop microgrids; Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nUpgrade government vehicle fleets, including public transit fleets, by replacing internal combustion engines with low/no emission vehicles and expand electric vehicle charging infrastructure to support battery electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nIncentivize eligible agencies and individual automobile owners to purchase low/no emission vehicles and associated electric vehicle charging infrastructure.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nImplement orphan well program to properly close oil and gas orphan well sites, including remediation and restoration activities, as needed.  |  Reduce fugitive emissions  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nInstall a commercial solar PV system on the Sandia Resort and Casino parking garage rooftop.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nInstall 16 EV charging points at the Sandia Resort and Casino.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nImplement an electric transit bus service.  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nInstall EV charging stations and promote initiatives to reduce VMT in the Pueblo of Nambe.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall 3.7 kW solar photovoltaics on residential six homes in the Pueblo of Nambe.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement an EV bus transit service in the Pueblo of Nambe.  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nCreate a sustainable housing program in the Pueblo of Picuris that conducts pre-weatherization, weatherization, efficiency retrofit, electrification, and wood stove changeout in 20% of homes each year.  |  Improve weatherization; Electrify existing buildings; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Picuris)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nEncourage the transition to EVs and vehicle miles traveled reduction in the Pueblo of Picuris by installing local transit system infrastructure, high efficiency EV charging ports, and an electric excavator.  |  Develop EV charging infrastructure; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Picuris)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nEncourage the use of EVs and promote a reduction in vehicle miles traveled in the Pueblo of San Ildefonso.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement a target home weatherization program that weatherizes 10 homes each year in the Pueblo of San Ildefonso.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall five 10 kW solar PVs on commercial buildings in the Pueblo of San Ildefonso.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nIncentivize the transition to EVs and vehicle miles traveled reduction in the Pueblo of Tesuque by installing local transit system infrastructure and EV charging ports.  |  Expand public transit; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall a 117 kW solar PV system on the Tesuque Intergenerational Center rooftop and a 797 kW solar PV system on the Camel Rock Studios rooftop, totaling 914 kW.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement weatherization strategies such as sealing cracks around windows and doors, adding insulation, and sometimes replacing inefficient appliances for 10 homes each year in the Pueblo of San Tesuque.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement an energy efficiency, weatherization, and electrification retrofits and upgrades program for existing homes, commercial buildings, and tribal facilities.  |  Improve weatherization; Phase out HFCs; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Port Gamble S\u2019Klallam Tribe  |  [ Port Gamble S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-04/portgamblesklallamtribe-pcap.pdf) (1.73 MB)  |  Tribe/Territory   \nReplace older and under-used Port Gamble S\u2019Klallam Tribe combustion engine vehicles with electric alternatives.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Port Gamble S\u2019Klallam Tribe  |  [ Port Gamble S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-04/portgamblesklallamtribe-pcap.pdf) (1.73 MB)  |  Tribe/Territory   \nInstall solar photovoltaic systems paired with battery storage systems.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nPerform energy audits to find opportunities to implement energy efficiency measures.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nElectrify heat pumps in Tribal owned buildings.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nElectrify on-road and off-road Tribal fleet vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nInstall fully subsidized ductless heat pumps for elders (Phase 1), followed by a needs-based expansion to the broader tribal community within Kitsap County (Phase 2).  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nInstall solar panels and solar charging on tribal buildings.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nElectrify the tribal fleet and facilitate the transition to electric vehicles for employees and the community.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nDecarbonize tribal vehicle fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Jamestown S\u2019Klallam Tribe  |  [ Jamestown S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-03/jamestownsklallamcprg-pcap.pdf) (744.09 KB)  |  Tribe/Territory   \nReplace the Tribe's current gas-powered boat with an electric or hybrid-electric vessel.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Jamestown S\u2019Klallam Tribe  |  [ Jamestown S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-03/jamestownsklallamcprg-pcap.pdf) (744.09 KB)  |  Tribe/Territory   \nDeploy 4.75 MW residential solar PV and 12.5 MWh BESS to power at least 1,300 unelectrified and low-income homes.  |  Electrify existing buildings; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nDeploy Solar PV and battery electric storage systems across Tribal land to offset purchases from Arizona Public Service.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nBuild a microgrid at the Tawa'ovi campus to offset diesel consumption from existing generators  |  Develop microgrids  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nConstruct a 400 MW solar array with 1,200 MW battery electric storage system for electricity export.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nReplace 30 passenger cars in the Hopi Tribal fleet with EVs and 3 diesel school buses with electric buses.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  AFLEET; Emission factor analysis  |  Quantitative  |  AFLEET; Emission factor analysis  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nInvest $100,000 dollars in residential energy efficiency upgrades and $50,000 in commercial energy efficiency upgrades.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nExtend Los Angeles Department of Water and Power service to the western side of US 395 in order to replace diesel generators with grid power for the Grinding Rock Aggregates operation and support new community and tribal facilities.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  EPA WebFIRE  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nDevelop a 350kW ground-mount solar project and on-site solar array with battery storage system that will replace Los Angeles Department of Water and Power grid energy for the Tribe's commercial and institutional load, generate additional revenue, and allow the Tribe to own the infrastructure.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nConstruct a microgrid to supply self-generated power to tribal and residential loads, which could integrate the 350 kW solar plus storage measure for enhanced control and management.  |  Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nImplement community-scale solar projects that generate electricity that flows to the utility grid.  |  Support development or expansion of community solar programs  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Native Village of Unalakleet  |  [ Native Village of Unalakleet (pdf) ](/system/files/documents/2024-04/native-village-of-unalakleet-pcap.pdf) (301.7 KB)  |  Tribe/Territory   \nImplement heat pumps for communities with high levels of renewable energy.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Native Village of Unalakleet  |  [ Native Village of Unalakleet (pdf) ](/system/files/documents/2024-04/native-village-of-unalakleet-pcap.pdf) (301.7 KB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 20% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to reduce diesel generation and heating fuel use.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 5% of homes needing weatherization to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 10% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 50% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve building energy efficiency; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation use by 5%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve building energy efficiency; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 1% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercialand residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 50% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nAcquire and restore 534 acres of sea level rise-vulnerable agricultural land around Humboldt Bay, aiming to increase carbon storage and expand urban forestry through restoration and ecological habitat expansion.  |  Expand urban forests and/or green spaces; Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Blue Lake Rancheria  |  [ Blue Lake Rancheria (pdf) ](/system/files/documents/2024-03/5d-98t76201-blue-lake-pcap.pdf) (2.53 MB)  |  Tribe/Territory   \nBuild a new electrical grid control center and new grid transmission lines to support expanding wind, solar, and battery installation.  |  Develop transmission and distribution infrastructure; Develop energy storage systems  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace work vehicle fleet with electric vehicles.  |  Electrify off road vehicles or equipment; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace telecommunications generator.  |  Use cleaner fuels for power generation  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace territory owned fleet vehicles with clean diesel, hybrid, or electric vehicles and expand electric vehicle charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nEstablish a vanpool program.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nHire dedicated support staff to guide Tribal members throughout the EV purchasing process and offer comprehensive support to community members, aiding in the access of available rebates or incentive programs to alleviate the costs of upfront EV purchases.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nInstall 20 Level 2 chargers and 10 Level 3 chargers on the Reservation in addition to existing chargers.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes and facilities and retrofit 50 Tribal homes and all Tribal facilities with air-source heat pumps to increase energy efficiency.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commecial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nCreate a collection system for picking up food and yard waste from residents and facilities and perform community outreach to encourage the public to engage with the initiative.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nInstall 10 level 2 EV Charging stations for the Jamul Casino Hotel.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Jamul Indian Village of California)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nDeploy a microgrid to serve the Jamul Casino to ensure reliable electricity supply and the electricity will be generated by solar panels installed on the casino roof.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Jamul Indian Village of California)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes and retrofit 200 Tribal homes with triple pane windows and energy metering.  |  Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nEstablish a Reservation-wide comprehensive recycling program for various materials including paper, plastics, glass, and metals, starting with educational programs and awareness efforts and providing each tribal home with a recycling bin.  |  Increase recycling; Education and engagement  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nOffer fully funded solar panel installation for community members with a goal to set up 200 homes on the Reservation with solar and net metering ability to allow homeowners to receive credit for excess electricity generated and fed back to the grid  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nReplace 20 light-duty trucks with EVs for the Tribal fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nImplement erosion controls necessary to facilitate wetland restoration which may include removing invasive plants and planting natives, to prevent further soil erosion and enhance carbon storage.  |  Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nEvaluate the ecological status of the 120-acre land parcel that has been identified for acquisition and restoration and develop a comprehensive restoration plan, clear invasive species, identify appropriate native vegetation for the site, and monitor and evaluate progress with a focus on keystone species.  |  Maintain or expand existing forests  |  Natural and working lands  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nTransition residence and community buildings to solar power with a goal to provide solar installations to all 13 of the Tribal homes on the Reservation as well as the following facilities: Tribal Administration Office, Boys and Girls Club, Old Casino, and Addiction Treatment Center.  |  Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nReplace 64 of the eligible on-road vehicles with all-electric zero emission vehicle alternatives and 26 of the eligible non-road vehicles with ZEVs over the next 15 years.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nExpand the network of publicly-available Level 2 EV chargers through the installation of eight additional Level 2 dual-port EV chargers at eight different locations.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nEstablish an outreach campaign to educate residents about the existing home energy assessments program and reimburse participants who are not already income-qualified for a free assessment.  |  Improve building energy efficiency; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nEvaluate the current energy performance of 25 tribal-owned and operated buildings to identify and implement cost-effective energy conservation measures that will contribute to reduced GHG and other pollutant emissions and annual operating cost savings.  |  Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nDevelop a program to offer financial incentives to residents located in the community to exchange operational gas-powered lawn mowers and handheld lawn and garden equipment for electric or battery powered alternatives and SRPMIC will exchange its inventory of owned gas-powered pieces of handheld lawn and garden equipment (28 devices).  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nConstruct approximately 353 kW of additional solar PV capacity via newly constructed solar parking canopies at four SRPMIC-owned and operated facilities  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nUtilize the landfill gas currently being collected and flared to produce renewable natural gas for injection into an existing natural gas pipeline owned and operated by the City of Mesa, AZ  |  Increase capture and/or utilization of gas from landfills; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  EPA LFGcost-Web  |  Quantitative  |  EPA LFGcost-Web  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nContinue planting trees on public and residential lands within the Community to improve air quality and sequester carbon.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  Quantitative  |  i-Tree  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nDevelop CUC's Energy Master Plan, Roadmap and Implementation Plan to modernize energy infrastructure and integrate renewable resources.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nDevelop utility-scale power plants that provide cleaner, more affordable, and reliable electricity and integrate renewable energy and energy storage systems.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nInstall solar photovoltaic and other renewable energy systems with energy storage where appropriate and feasible on key government-owned facilities.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nProvide incentives for solar photovoltaic and other renewable systems for commercial facilities and residents.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nDevelop community-scale solar photovoltaic arrays with microgrid distribution and storage.  |  Increase deployment of distributed renewables; Develop energy storage systems; Develop microgrids  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Northern Arapaho Tribe  |  [ Northern Arapaho Tribe of the Wind River Reservation (pdf) ](/system/files/documents/2024-03/northern-arapaho-pcap.pdf) (549.57 KB)  |  Tribe/Territory   \nReplace tribal owned fleet vehicles with hybrid and electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Northern Arapaho Tribe  |  [ Northern Arapaho Tribe of the Wind River Reservation (pdf) ](/system/files/documents/2024-03/northern-arapaho-pcap.pdf) (549.57 KB)  |  Tribe/Territory   \nInstall solar arrays on Tribal buildings to provide access to clean and renewable energy, address energy poverty, and improve quality of life through reduced energy costs.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nInstall microgrid at the Boys Club that allows for the creation, storage, and distribution of energy on and off the standard electrical grid and electrify 15 school buses and 1 electrified freightliner.  |  Develop microgrids; Develop transmission and distribution infrastructure; Electrify municipal buses  |  Electricity; Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nElectrify Tribal government fleet by ensuring that 50% of the new vehicles purchased are electric.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nBuild a battery energy storage system across 5 sites alongside a control system that will assist in stabilizing the grid.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nImplement a solar PV virtual power plant to target Guam Department of Education Schools for installation of solar PV systems.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nConvert waste cooking oil into biodiesel fuel to be used for Guam's Solid Waste Authority diesel fleet.  |  Create useful products from organic waste; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nDevelop an anaerobic digestor.  |  Increase anaerobic digestion; Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nPromote and increase the electricity generation/use from distributed solar and storage systems and reduce the electricity consumption from the grid.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Mississippi Band of Choctaw Indians  |  [ Mississippi Band of Choctaw Indians (pdf) ](/system/files/documents/2024-04/mississippi-band-of-choctaw-indians-pcap.pdf) (1.77 MB)  |  Tribe/Territory   \nExecute software and infrastructure upgrades to the waste water treatment plant to reduce energy consumption and emissions.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nExpand wastewater treatment plant infrastructure by connecting residences on the North side of the reservation to the sewer system.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nExpand wastewater treatment plant infrastructure by connecting residences on the South side of the reservation to the sewer system.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nDevelop and operate a grid-connected hydrogen hub system to serve five Tribal Law Enforcement vehicles and a fuel cell backup generator, while also replacing gasoline and diesel Tribal Law Enforcement vehicles with hydrogen fuel cell electric vehicles.  |  Expand utility-scale renewable energy generation; Develop energy storage systems; Electrify government and/or publicly owned vehicle fleets  |  Electricity; Transportation  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nImplement solar generation systems at GRIC Government facilities.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT; Emission factor analysis  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nImplement solar generation systems at residential locations within the community.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nDevelop renewable energy microgrid at GRIC government facilities, which include solar and battery systems that double as resilience hubs.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nReplace GRIC Government-owned gas and diesel fleet vehicles with electric vehicles and build out publicly available charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nProvide electric vehicle ridesharing for tribe employees.  |  Electrify government and/or publicly owned vehicle fleets; Encourage carpooling  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nPromote and incentivize local traditional food markets to reduce the greenhouse gas emissions associate with food transportation.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nImprove residential building energy efficiency through building weatherization, LED lighting, and heat/air conditioning upgrades  |  Improve weatherization; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nExpand renewable energy projects by developing solar and wind generation while also advancing energy resilience through the construction of battery storage and microgrids.  |  Expand utility-scale renewable energy generation; Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReplace existing fossil fuel maintenance motor vehicles with electric vehicles or hybrid electric vehicles and build out solar-powered charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Increase deployment of distributed renewables  |  Transportation; Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nIncrease building energy efficiency by upgrading HVAC systems, retrofitting existing infrastructure, and promotion of energy-saving practices across Tribal facilities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReduce waste through the development of recycling and organics composting programs to reduce transportation and landfill emissions and also introduce circular economic practices.  |  Increase composting; Increase recycling  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReplace the Tribal fleet's gasoline and diesel vehicles with electric ones, prioritizing the oldest models, to reduce GHG emissions from on-road mobile sources within the reservation.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nInstall EV chargers in high-use areas of the reservation such as by the administration building, community center, social services office, schools, and Public Works parking lots.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nRetrofit reservoir pumps with solar panels and battery storage, and conduct energy audits at three sites to reduce or eliminate GHG emissions from electricity used for water pumping.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nCreate a collection system for food and yard waste, offer compost for community use, and implement educational programs to encourage public participation.  |  Increase composting; Education and engagement; Create useful products from organic waste  |  Waste and materials management  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nPurchase two electric buses, both of which will be charged by solar and wind powered charging infrastructure, and build out bus routes to connect tribal communities.  |  Expand public transit; Develop EV charging infrastructure; Electrify municipal buses  |  Transportation  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nEstablish a tribal utility and deploy resilient community microgrids powered by solar and wind, supplemented by battery energy storage.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nDevelop a new community consisting of energy efficiency residential homes and community amenities/businesses.  |  Electrify new construction; Build dense communities; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Transportation  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nElectrify existing homes on the reservation and increase renewable energy mix on the grid.  |  Electrify existing buildings; Increase deployment of distributed renewables; Install more efficient heating or cooling equipment  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nImplement weatherization and envelope improvement projects across existing homes.  |  Improve weatherization  |  Commecial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nImplement forest, wetland, and eelgrass conservation and restoration projects to sequester carbon.  |  Maintain or expand existing forests; Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement a permanent energy efficiency, weatherization, and electrification retrofits and upgrades program for existing residential buildings.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement an energy efficiency, weatherization, and electrification retrofits and upgrades program for existing tribal facilities and commercial buildings  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement a pilot program to install geothermal heat pumps in existing single- and multi-family homes.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nAdopt a green building policy for new commercial developments and substantial remodels that mandates high energy efficiency building performance standards and commits to use of geothermal and/or solar resources, when technically feasible.  |  Leverage building codes; Increase deployment of distributed renewables; Increase deployment of distributed renewables  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nInstall rooftop solar on key tribal and community facilities, and include storage systems where technically feasible.  |  Increase deployment of distributed renewables; Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nElectrify tribal government fleet and expand electric vehicle charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nReplace and retrofit older, inefficient boat motors with more energy efficient, electric, and hybrid electric models or parts.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nReduce GHG emissions in tribal-owned commercial and public buildings by promoting energy electrification, increasing energy efficiency through building retrofitting, and adopting new green building standards for future development.  |  Electrify existing buildings; Improve weatherization; Leverage building codes; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nLower the financial burden of home energy usage for individual Tribal members and increase the Tribe\u2019s energy independence through the development of solar systems and residential building retrofits  |  Increase deployment of distributed renewables; Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nDecrease GHG emissions through fleet electrification and EV adoption.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nReduce GHG emissions by sequestering carbon through protecting, managing, and restoring above and below ground biomass, forests, wetlands, and soils, while developing green infrastructure, and implementing responsible development and zoning policies to enhance carbon sequestration.  |  Maintain or expand existing forests; Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nReplace 20 existing Tribal fleet vehicles, composed of gasoline and diesel-powered vehicles, with electric vehicles, prioritizing older vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the community buildings complex with energy independence and resilience, maintain power during grid disruptions, and generate electricity by solar panels installed as canopies for two parking lots and stored locally on batteries and/or generators.  |  Improve building energy efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the Professional Center with energy independence and resilience, maintain power during grid disruptions, and generate electricity by solar panels installed as canopies for two parking lots and stored locally on batteries and/or generators.  |  Improve building energy efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 650 homes with air-source heat pumps to increase energy efficiency and reduce emissions caused from heating and cooling.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall a solar grid on developed land with enough capacity to power 540 homes and virtual capabilities in order to offset emissions and electricity bills from these homes.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 3 Level 2 electric vehicle chargers on the Reservation in high-use areas of the Reservation such as by the administrative buildings.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes, aiming to retrofit 184 homes with air-source heat pumps and triple-pane windows to increase energy efficiency and reduce heating and cooling loss.  |  Improve weatherization; Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nOffer fully funded solar panel installation for community members on homes with the goal to retrofit all 184 homes on the Reservation with solar and net metering ability and allow homeowners to receive credit for excess electricity generated that is sold to the grid.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the administrative complex with energy independence and resilience, maintain power during grid disruptions, and serve as a canopy for the parking lot and stored locally on batteries and/or generators to meet electricity requirements of the administrative complex.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 5 Level 2 electric vehicle chargers on the Reservation in high-use areas of the Reservation such as by the administrative complex.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Lone Pine Paiute-Shoshone Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the administrative complex with energy independence and resilience, to maintain power during grid disruptions, and to serve as a canopy for the parking lot and stored locally on batteries and/or generators to meet electricity requirements of the administrative complex.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Lone Pine Paiute-Shoshone Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 250kW of distributed photovoltaic capacity.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall a 1 MW community solar project.  |  Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nGenerate 1 MWh of electricity through storage and peak load shift.  |  Increase deployment of distributed renewables; Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall air-source heat pump appliances.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nReplace appliances powered by natural gas with electric heat pumps.  |  Electrify existing buildings; Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nUpdate HVAC controls.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nPurchase 110 low- and zero-emissions passenger vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nPurchase 2 low- and zero-emissions duty vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall solar panels on canopies at the Wind Creek Hospitality casino and hotel.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Poarch Band of Creek Indians, AL  |  [ Poarch Band of Creek Indians (pdf) ](/system/files/documents/2024-04/poarch-band-of-creek-indians-pcap.pdf) (404.46 KB)  |  Tribe/Territory   \nInstall 29 megawatts of solar photovoltaics, 11 megawatts of wind, and geothermal heat pumps in 30% of single-family homes.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 15 megawatts of solar photovoltaics, 6 megawatts of wind, and geothermal heat pumps in 30% of multifamily buildings.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 23 megawatts of solar PV, 11.5 megawatts of wind, and geothermal heat pumps in 30% of commercial buildings.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 20 megawatts of solar photovoltaics, 20 megawatts of wind, and 5 megawatts of hydropower.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 90 megawatts of solar photovoltaics and 75 megawatts of wind.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 40 megawatts of solar photovoltaics paired with 4-hour storage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 200 megawatts of solar photovoltaics paired with 4-hour storage.  |  Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nRetrofit 60% of all buildings with heat pumps.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nUpgrade appliances in 60% of residential buildings and install low-flow fixatures in 60% of single-family and multifamily buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall roof and wall insulation and window films in 60% of commercial buildings and implement air sealing and insulation in 60% of single-family homes and multifamily buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nSwitch 100% of interior and exterior lighting of all buildings to LEDs.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall smart thermostats in 60% of buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nAdopt green building standards for major renovation projects in 15% of buildings.  |  Leverage building codes  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nIncrease transit service to shift 10% of the transportation mode to bus.  |  Expand public transit  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nShift 50% of the Tribal population to ridesharing or carpooling from using sing-occupancy vehicles.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nShift 50% of the transportation mode from single-occupancy vehicles to biking/walking.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nConvert 80% of single-occupancy vehicles to EVs and provide charging infrastructure and hydrogen fuel cells.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nConvert half of buses to lower-emission fuels and the other half to electricity or hydrogen.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nPlant 100,000 trees, 100,000 shrubs, and restore 1 million sf of grassland.  |  Manage or restore grasslands for carbon sequestration; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nDevelop 800,000 square feet of bioswales.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nChange zoning to support transportation-efficient land-use patterns for 20% of the population.  |  Build dense communities  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nReplace Tribal-owned fossil-fuel powered vehicles with EVs and install EV charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nEncourage Tribal members to implement healthy habits such as biking, walking, taking public transit, and carpooling.  |  Increase active transportation; Encourage carpooling  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nInstall motion sensor lights in Tribal-owned offices and buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nInstall 2.8 MW AC of new solar photovoltaic systems on tribal  \nlands and rooftops.  |  Increase deployment of distributed renewables; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nImplement energy efficiency and electrification projects at tribal facilities including replacing air compressors, adjusting HVAC setpoints, capturing vehicle exhaust in bays, implementing insulation measures, recommissioning ground source heat pump systems, and more.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nInstall two new thermal energy networks to provide efficient  \nheating and cooling for tribal facilities.  |  Use district geothermal, cogeneration, or waste heat recovery; Electrify existing buildings  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nRestore 54 acres of forests on tribal lands.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \n  \n[ Contact Us ](/inflation-reduction-act/forms/contact-us-about-inflation-\nreduction-act) to ask a question, provide feedback, or report a problem.\n\nLast updated on March 28, 2025\n\n  * [ Assistance ](/lep/assistance)\n  * [ Spanish ](https://espanol.epa.gov/)\n  * [ Arabic ](/lep/arabic)\n  * [ Chinese (simplified) ](/lep/simplified-chinese)\n  * [ Chinese (traditional) ](/lep/traditional-chinese)\n  * [ French ](/lep/french)\n  * [ Haitian Creole ](/lep/sante-ak-anviwonman-enfomasyon-kreyol-ayisyen)\n  * [ Korean ](/lep/korean)\n  * [ Portuguese ](/lep/saude-e-informacoes-ambientais-em-portugues)\n  * [ Russian ](/lep/russian)\n  * [ Tagalog ](/lep/tagalog)\n  * [ Vietnamese ](/lep/vietnamese)\n\n##  Discover.\n\n  * [ Accessibility Statement ](/accessibility/epa-accessibility-statement)\n  * [ Budget & Performance ](/planandbudget)\n  * [ Contracting ](/contracts)\n  * [ EPA www Web Snapshot ](/utilities/wwwepagov-snapshots)\n  * [ Grants ](/grants)\n  * [ No FEAR Act Data ](/ocr/no-fear-act-data)\n  * [ Plain Writing ](/web-policies-and-procedures/plain-writing)\n  * [ Privacy ](/privacy)\n  * [ Privacy and Security Notice ](/privacy/privacy-and-security-notice)\n\n##  Connect.\n\n  * [ Data ](/data)\n  * [ Inspector General ](https://www.epaoig.gov/)\n  * [ Jobs ](/careers)\n  * [ Newsroom ](/newsroom)\n  * [ Regulations.gov ](https://www.regulations.gov/)\n  * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n  * [ USA.gov ](https://www.usa.gov/)\n  * [ White House ](https://www.whitehouse.gov/)\n\n##  Ask.\n\n  * [ Contact EPA ](/home/forms/contact-epa)\n  * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n  * [ Hotlines ](/aboutepa/epa-hotlines)\n  * [ FOIA Requests ](/foia)\n  * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n  * Site Feedback \n\n##  Follow.\n\n  * [ ](https://www.facebook.com/EPA)\n  * [ ](https://x.com/epa)\n  * [ ](https://www.youtube.com/user/USEPAgov)\n  * [ ](https://www.flickr.com/photos/usepagov)\n  * [ ](https://www.instagram.com/epagov)\n\n",
                "url": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
            },
            "reason": "This is a U.S. Environmental Protection Agency (EPA) page discussing GHG reduction measures, indicating a highly reliable source.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a U.S. Environmental Protection Agency (EPA) page discussing GHG reduction measures.",
            "url": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "2cd3b59e-7401-43c2-a3b8-d98e59c830f2",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
                },
                "page_content": "Skip to main content\n\nElectric matters are handled primarily by engineers in the Electric Section,\nwhich represents the public in regulated electric utility matters brought\nbefore the Utilities Commission. These matters encompass the following areas:\nrates and tariffs; energy efficiency program approval and performance;\nrenewable energy; generation plant siting; transmission line siting; power\nplant operations; fuel procurement; electric resellers; quality of service;\nand mergers and acquisitions.\n\nThe regulated electric utilities in North Carolina are: Duke Energy Carolinas,\nDuke Energy Progress, Dominion Energy North Carolina, New River Light and\nPower, and Western Carolina University.\n\nElectric Membership Cooperatives and Municipal Electric Providers are not\nregulated by the Commission. For issues with electric membership cooperatives,\ncontact the [ North Carolina Electric Membership Corporation\n](https://www.ncelectriccooperatives.com/) at 919-872-0800 or 800-662-8835 or\nthe [ North Carolina Rural Electrification Authority ](https://rea.nc.gov/) at\n919-814-4696. For issues with municipal electric providers, contact [\nElectriCities of North Carolina ](https://www.electricities.com/) at\n919-760-6353.\n\nIf you have a complaint regarding your electric service, please contact the\nPublic Staff\u2019s Consumer Services Division at 919-733-9277 or Toll-Free at\n866-380-9816. You can also email [ Consumer.Services@psncuc.gov\n](mailto:Consumer.Services@psncuc.gov) .\n\nThe Electric Section can be reached at 919-733-2267 or [ EnergyInfo@psncuc.gov\n](mailto:EnergyInfo@psncuc.gov) .\n\n##  Electric Utility Rate Schedules including Service Regulations and Line\nExtension Plans\n\n  * [ Duke Energy ](https://www.duke-energy.com/rates) To switch between the rate schedules for Duke Energy Carolinas and Duke Energy Progress, select the state location marker at the top of the website. \n  * [ Dominion Energy North Carolina ](https://www.dominionenergy.com/north-carolina-electric/rates-and-tariffs) . \n\n##  Bill Comparison for North Carolina's Electric Utilities\n\nThe three largest investor-owned electric utilities in North Carolina are Duke\nEnergy Progress, Duke Energy Carolina's, and Dominion Energy North Carolina.\nThese companies provide electric service to customers in assigned service\nterritories according to rates (or tariffs) approved by the North Carolina\nUtilities Commission. These rates include various components that comprise the\ntotal bill such as customer charge, demand charge, energy charge, fuel charge,\nrenewable energy charge, and energy efficiency charge.\n\nBelow are examples of total bills (excluding sales tax) for various customer\nclasses at various levels of demand and energy use. These examples serve only\nas representative bills  1  . Other tariffs are available for the customer to\ntake advantage of special time-of-use rates offered by each company.\n\nPlease note that Renewable Energy Portfolio Standard (REPS) is now called\nClean Energy Portfolio Standard (CEPS).\n\n  *   *   * \n\nTab/Accordion Items\n\n###\n\n###  Duke Energy Progress\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  RES   \nSingle-Phase  |  n/a  |  300  |  $58.47  |  $58.47   \nn/a  |  500  |  $87.10  |  $87.10   \nn/a  |  1,000  |  $158.67  |  $156.67   \nn/a  |  1,500  |  $230.25  |  $223.25   \nn/a  |  2,000  |  $301.82  |  $289.82   \nCommercial  |  SGS   \nSingle-Phase  \nCommercial or Governmental  |  5  |  360  |  $79.81   \n10  |  720  |  $129.04   \n25  |  1,800  |  $256.38   \nIndustrial  |  MGS   \nThree-Phase  \nIndustrial or Public Authority  |  50  |  18,000  |  $1,916.94   \n100  |  36,000  |  $3,738.38   \n500  |  72,000  |  $9,553.26   \nIndustrial  |  LGS   \nIndustrial or Public Authority  |  1,250  |  450,000  |  $48,118.50   \n1,500  |  540,000  |  $57,688.90   \n5,000  |  1,800,000  |  $191,674.50   \n10,000  |  3,600,000  |  $378,082.50   \n25,000  |  9,000,000  |  $922,306.50   \n50,000  |  21,000,000  |  $2,009,526.50   \n  \n####  Details for Rate Schedules RES & SGS\n\nIndividual Rate Element  |  Residential RES  |  Commercial SGS   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |   \nBasic Customer Charge per month  |  $14.00  |  $14.00  |  $22.00   \nDemand Charge per kW  |  $0.00  |  $0.00  |  $0.00   \nBase Energy Charge per kWh for Schedule RES  |  |  |   \nFor the first 800 kWh  |  $0.12119  |  $0.12119  |   \nFor all additional kWh  |  $0.12119  |  $0.11119  |   \nBase Energy Charge per kWh for Schedule SGS  |  |  |   \nFor the first 750 kWh  |  |  |  $0.12664   \nFor the next 1,250 kWh  |  |  |  $0.10723   \nFor all additional kWh  |  |  |  $0.10193   \nThree-Phase Service Adder per month (excluded for single-phase service)  |  $9.00  |  $9.00  |  $9.00   \nStorm Securitization Charge per kWh  |  $0.00246  |  $0.00246  |  $0.00215   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.52  |  $1.52  |  $8.32   \nCustomer Affordability Rider (CAR)  |  \\-  |  \\-  |  $0.25   \n|  |  |   \nSummary of Rider Adjustments (per kWh)  |  |  |   \nFuel Adjustment Charge  |  $0.00620  |  $0.00620  |  $0.00316   \nDemand Side Management and Energy Efficiency Charge  |  $0.00767  |  $0.00767  |  $0.00274   \nRegulatory Asset and Liability (RAL-2) Rider  |  $0.00000  |  $0.00000  |  $0.00000   \nExcess Deferred Income Tax Charge  |  -$0.00249  |  -$0.00249  |  -$0.00259   \nJoint Agency Asset Rider Charge  |  $0.00538  |  $0.00538  |  $0.00439   \nCompetitive Procurement of Renewable Energy Charge  |  $0.00006  |  $0.00006  |  $0.00026   \nCustomer Affordability Rider (CAR)  |  $0.00034  |  $0.00034  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.00232  |  $0.00232  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.00000  |  $0.00000  |  $0.00000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.00002  |  $0.00002  |  $0.00002   \nTOTAL for Summary of Rider Adjustments  |  $0.01950  |  $0.01950  |  $0.00798   \n  \n###\n\n###  Duke Energy Carolinas\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Bill   \n---|---|---|---|---  \nResidential  |  RS (NC)  |  n/a  |  300  |  $51.28   \nn/a  |  500  |  $75.30   \nn/a  |  1,000  |  $135.35   \nn/a  |  1,500  |  $195.40   \nn/a  |  2,000  |  $255.46   \nCommercial  |  SGS (NC)  |  5  |  360  |  $77.45   \n10  |  720  |  $126.71   \n25  |  1,800  |  $515.10   \n50  |  18,000  |  $1,699.18   \nCommercial  |  LGS (NC)  |  100  |  36,000  |  $3,221.20   \n500  |  72,000  |  $8,312.55   \n1,250  |  550,000  |  $45,461.18   \nIndustrial  |  I (NC)  |  1,500  |  540,000  |  $48,657.35   \n5,000  |  1,800,000  |  $161,970.60   \n10,000  |  3,600,000  |  $323,846.68   \n25,000  |  9,000,000  |  $809,474.90   \n50,000  |  21,000,000  |  $1,824,877.28   \n  \n####  Details for Rate Schedules RS & SGS\n\nIndividual Rate Element  |  Residential RS  |  Commercial SGS   \n---|---|---  \nBasic Customer Charge per month  |  $14.00  |  $21.00   \nDemand Charge per kW for the first 30 kW  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 30 kW  |  $0.00  |  $5.70   \nBase Energy Charge per kWh for Schedule RS  |  $0.118504  |   \nBase Energy Charge per kWh for Schedule SGS  |  |   \nFor the first 3,000 kWh  |  |  $0.134189   \nFor the next 6,000 kWh  |  |  $0.073804   \nFor all over 9,000 kWh  |  |  $0.063073   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.25  |  $6.87   \nStorm Securitization Charge per kWh  |  $0.000474  |  $0.000144   \nCustomer Affordability Rider (CAR) Charge per month  |  \\-  |  $0.33   \n|  |   \nSummary of Rider Adjustments (per kWh)  |  |   \nFuel Cost Adjustment Charge  |  $0.001779  |  $0.003551   \nDemand Side Management and Energy Efficiency  |  $0.004933  |  $0.002963   \nExisting DSM Program Costs Adjsutments Rider  |  -$0.000027  |  -$0.000027   \nBulk Power Marketing Charge (BPM)  |  -$0.000167  |  -$0.000167   \nCompetitive Procurement of Renewable Energy (CPRE)  |  $0.000063  |  $0.000034   \nExcess Deferred Income Tax (EDIT-4)  |  -$0.005081  |  -$0.003033   \nNuclear Production Tax Credits Rider (NPTC)  |  -$0.000834  |  -$0.000834   \nCustomer Affordability Rider (CAR)  |  $0.000459  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.000000  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.000000  |  $0.000000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.000000  |  $0.000000   \nTOTAL for Summary of Rider Adjustments  |  $0.001125  |  $0.002487   \n  \n###\n\n###  Dominion Energy North Carolina\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  Schedule 1  |  n/a  |  300  |  $51.20  |  $46.28   \nn/a  |  500  |  $74.69  |  $66.49   \nn/a  |  1,000  |  $133.41  |  $117.00   \nn/a  |  1,500  |  $192.14  |  $167.52   \nn/a  |  2,000  |  $250.86  |  $218.04   \nCommercial  |  Schedule 5  |  5  |  360  |  $69.91  |  $66.70   \n10  |  720  |  $108.12  |  $101.71   \n25  |  1,800  |  $221.94  |  $205.91   \n50  |  18,000  |  $1,703.21  |  $1,544.57   \n100  |  36,000  |  $3,274.07  |  $2,957.52   \nIndustrial  |  Schedule 6P  |  500  |  72,000  |  $11,694.11   \n1,250  |  450,000  |  $39,209.11   \n1,500  |  540,000  |  $47,018.08   \n5,000  |  1,800,000  |  $153,498.61   \n10,000  |  3,600,000  |  $306,832.94   \n25,000  |  9,000,000  |  $766,835.93   \n50,000  |  21,000,000  |  $1,645,646.53   \n  \n####  Detail for Rate Schedules 1 & 5\n\nIndividual Rate Element  |  Residential Schedule 1  |  Commercial Schedule 5   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |  Summer Bill  |  Winter Bill   \nBasic Customer Charge per month  |  $14.40  |  $14.40  |  $22.97  |  $22.97   \nDemand Charge per kW for the first 100 kW  |  $0.00  |  $0.00  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 100 kW  |  $0.00  |  $0.00  |  $4.11  |  $4.11   \nBase Energy Charge per kWh for Schedule 1  |  $0.121533  |  $0.105123  |  |   \nBase Energy Charge per kWh for Schedule 5  |  |  |  |   \nFor the first 800 kWh  |  |  |  $0.110172  |  $0.101258   \nFor the next 2,200 kWh, add 200 kWh for each kW of demand over 10 through 30 kW and add 100kWh for each kW of demand over 30 kW  |  |  |  $0.109334  |  $0.100431   \nAdditional kWh  |  |  |  $0.084338  |  $0.075615   \nFuel Adjustment Charge per kWh  |  -$0.007362  |  -$0.007362  |  -$0.007355  |  -$0.007355   \nDemand Side Management and Energy Efficiency Charge per kWh  |  $0.001583  |  $0.001583  |  $0.001655  |  $0.001655   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.57  |  $1.57  |  $8.72  |  $8.72   \n  \nNote 1: Billing under non-residential schedules may vary because of contract\ndemand, demand relative to other months, minimum or maximum demand provisions,\nand energy usage during on-peak versus off-peak periods. Billing under these\nschedules may also be subject to minimum monthly charges, additional charges\nfor three-phase service and additional charges due to a power factor less than\n0.85.\n\nNote 2: The Bill Comparison tables are updated annually following the\nadjustment to each utility\u2019s annual cost riders.\n\nNote 3: To calculate a bill, all Individual Rate Elements should be added to\nthe bill total.\n\nNote 4: Renewable Energy Portfolio Standard (REPS) is now called Clean Energy\nPortfolio Standard (CEPS)\n\nOn This Page Jump Links\n\nOff\n\n##  Street Address\n\nNorth Carolina Utilities Commission\n\nPublic Staff\n\n430 North Salisbury Street\n\nRaleigh, NC 27603\n\n##  Contact Us\n\nYou can contact us by calling 919-880-1837\n\nor Toll-Free at 866-380-9816\n\nOur Fax numbers are:\n\n919-715-6704 and 919-733-9565\n\n##  Mailing Address\n\nNorth Carolina Utilities Commission\n\nPublic Staff\n\n4326 Mail Service Center\n\nRaleigh, NC 27699-4300\n\n[ Hosted on Digital Commons ](https://it.nc.gov/services/digital-services)\n\n",
                "url": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
            },
            "reason": "This is a government website (.gov) for the North Carolina Public Staff, specifically the Energy Division, making it a reliable source of information on energy-related topics.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the North Carolina Public Staff, specifically the Energy Division.",
            "url": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
        },
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                    "source": "https://programs.dsireusa.org/system/program/detail/4488"
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                "page_content": "#  {{ program.name }}\n\n##  {{ msgWrapperText }}\n\n##  Program Overview\n\n  * {{ field.label }}: \n\n[ {{ field.getValue() }} ]({{ field.getValue\\(\\) }})\n\n##  Incentives\n\nThis program has {{ parameterSets.length }} Incentives\n\n  * {{ field.label }}: \n\n{{ field.getValue() }}\n\n##  Summary\n\n##  Authorities\n\n  * Name: \n\n  * Associated File: \n\n  * Date Enacted: \n\n{{ authority.enactedDateDisplay }}\n\n  * Effective Date: \n\n{{ authority.effectiveDateDisplay }}\n\n  * Expiration Date: \n\n{{ authority.expiredDateDisplay }}\n\n##  Contact\n\n  * [ {{ contact.contact.firstName+' '+contact.contact.lastName }} ]({{ contact.contact.websiteUrl }}) {{ contact.contact.firstName+' '+contact.contact.lastName }} \n\n  * Organization: \n\n{{ contact.contact.organizationName }}\n\n  * Address: \n\n{{ contact.contact.address }}  \n{{ contact.contact.city }}, {{ contact.contact.stateObject.abbreviation }} {{\ncontact.contact.zip }}\n\n  * Phone: \n\n{{ contact.contact.phone }}\n\n  * E-Mail: \n\n[ {{ contact.contact.email }} ](mailto:{{ contact.contact.email }})\n\n##  Share\n\n[ ]({{ subscribeToProgramUrl }})\n\n##  Memos\n\nLoading...\n\n  * by \n\n  * Loading memos... \n  * No memos \n  * Load More \n\n#  DSIRE works with EnergySage to help you go solar with confidence:\n\n  * Compare quotes from  vetted installers \n  * Get free, expert advice  (no phone calls required) \n  * Maximize savings with  incentives and financing \n\n  *   * \n\n##  About DSIRE  \u00ae\n\nDSIRE is the most comprehensive source of information on incentives and\npolicies that support renewables and energy efficiency in the United States.\nEstablished in 1995, DSIRE is operated by the N.C. Clean Energy Technology\nCenter at N.C. State University and receives support from [ EnergySage\n](https://www.energysage.com/?rc=dsire) .\n\n##  Follow NC Clean Energy Technology Center\n\n  * [ ](https://www.facebook.com/NCCleanTech \"Facebook\")\n  * [ ](http://instagram.com/nccleantech \"Instagram\")\n  * [ ](https://www.linkedin.com/company/nc-clean-energy-technology-center \"LinkedIn\")\n  * [ \ud835\udd4f  ](https://x.com/nccleantech \"X\")\n  * [ ](https://www.youtube.com/user/TheNCSolarCenter \"Youtube\")\n\n",
                "url": "https://programs.dsireusa.org/system/program/detail/4488"
            },
            "reason": "This is a reputable source (DSIREUSA.org) providing detailed information on energy efficiency programs. The site is known for compiling and presenting policy and incentive data.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a reputable source (DSIREUSA.org) providing detailed information on energy efficiency programs.",
            "url": "https://programs.dsireusa.org/system/program/detail/4488"
        },
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                    "resource_type": "webpage",
                    "source": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
                },
                "page_content": "Skip to content\n\n[ ](https://apsc.arkansas.gov/)\n\n__ __\n\n##  Energy Efficiency Annual Reports\n\n[ Home ](https://apsc.arkansas.gov/) \u00bb  [ Programs, Initiatives, Activities\n](https://apsc.arkansas.gov/programs-initiatives-activities/) \u00bb  [ Energy\nEfficiency ](https://apsc.arkansas.gov/programs-initiatives-activities/energy-\nefficiency/) \u00bb  Energy Efficiency Annual Reports\n\n##  Energy Efficiency Annual Reports\n\n**Docket No. & Company Name ** |  **Year** |  **Annual Report** |  **Annual SARP Workbook**  \n---|---|---|---  \n07-075-TF Oklahoma Gas & Electric Company  |  2008  |  [ OG&E 2008.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2008-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2009  |  [ OG&E 2009.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2009-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2010  |  [ OG&E 2010.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.pdf) |  [ OG&E 2010.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2011  |  [ OG&E 2011.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.pdf) |  [ OG&E 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202011.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2012  |  [ OG&E 2012.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.pdf) |  [ OG&E 2012.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2013  |  [ OG&E 2013.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2013-Annual-Report.pdf) |  [ OG&E 2013.xls ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2014  |  [ OG&E 2014.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.pdf) |  [ OG&E 2014.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2015  |  [ OG&E 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202015.pdf) |  [ OG&E 2015.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2015-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2016  |  [ OG&E 2016.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.pdf) |  [ OG&E 2016.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2017  |  [ OG&E 2017.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.pdf) |  [ OG&E 2017.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2018  |  [ OG&E 2018.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.pdf) |  [ OG&E 2018.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2019  |  [ OG&E 2019.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.pdf) |  [ OG&E 2019.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2020  |  [ OG&E 2020.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-Annual-Report-2020.pdf) |  [ OG&E 2020.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-SARP-Workbook-2020.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2021  |  [ OG&E 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-Annual-Report.pdf) |  [ OG&E 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-SARP-Workbook.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2022  |  [ OG&E 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-Annual-Report.pdf) |  [ OG&E 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2008  |  [ Empire 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202008.pdf) |  N/A   \n---|---|---|---  \n07-076-TF The Empire District Electric Company  |  2009  |  [ Empire 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202009.pdf) |  N/A   \n07-076-TF The Empire District Electric Company  |  2010  |  [ Empire 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.pdf) |  [ Empire 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.xls)  \n07-076-TF The Empire District Electric Company  |  2011  |  [ Empire 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.pdf) |  [ Empire 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.xls)  \n07-076-TF The Empire District Electric Company  |  2012  |  [ Empire 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.pdf) |  [ Empire 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.xls)  \n07-076-TF The Empire District Electric Company  |  2013  |  [ Empire 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.pdf) |  [ Empire 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.xls)  \n07-076-TF The Empire District Electric Company  |  2014  |  [ Empire 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.pdf) |  [ Empire 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.xls)  \n07-076-TF The Empire District Electric Company  |  2015  |  [ Empire 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.pdf) |  [ Empire 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.xls)  \n07-076-TF The Empire District Electric Company  |  2016  |  [ Empire 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.pdf) \ufeff  |  [ Empire 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.xlsx)  \n07-076-TF The Empire District Electric Company  |  2017  |  [ Empire 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.pdf) \ufeff  |  [ Empire 2017.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.xlsx)  \n07-076-TF The Empire District Electric Company  |  2018  |  [ Empire 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.pdf) |  [ Empire 2018.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.xlsx)  \n07-076-TF The Empire District Electric Company  |  2019  |  [ Empire 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.pdf) |  [ Empire 2019.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.xlsx) \ufeff   \n07-076-TF The Empire District Electric Company  |  2020  |  [ Empire 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.pdf) |  [ Empire 2020.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.xlsx)  \n07-076-TF The Empire District Electric Company  |  2021  |  [ Empire 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-Annual-Report.pdf) |  [ Empire 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2022  |  [ Empire 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-Annual-Report.pdf) |  [ Empire 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2008  |  [ AOG 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202008.pdf) |  N/A   \n---|---|---|---  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2009  |  [ AOG 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202009.pdf) |  N/A   \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2010  |  [ AOG 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.pdf) |  [ AOG 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.xls)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2011  |  [ AOG 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.pdf) |  [ AOG 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2012  |  [ AOG 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.pdf) |  [ AOG 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2013  |  [ AOG 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.pdf) |  [ AOG 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2014  |  [ AOG 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.pdf) |  [ AOG 2014.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2015  |  [ AOG 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.pdf) |  [ AOG 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2016  |  [ AOG 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.pdf) |  [ AOG 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2017  |  [ AOG 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.pdf) |  [ AOG 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2018  |  [ AOG 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.pdf) |  [ AOG 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2019  |  [ AOG 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.pdf) |  [ AOG 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2020  |  [ AOG 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.pdf) |  [ AOG 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2021  |  [ AOG 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-Annual-Report.pdf) |  [ AOG 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2022  |  [ AOG 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-Annual-Report.pdf) |  [ AOG 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2008  |  [ SourceGas 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202008.pdf) |  N/A   \n---|---|---|---  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2009  |  [ SourceGas 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202009.pdf) |  N/A   \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2010  |  [ SourceGas 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.pdf) |  [ SourceGas 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2011  |  [ SourceGas 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.pdf) |  [ SourceGas 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2012  |  [ SourceGas 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.pdf) |  [ SourceGas 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2013  |  [ SourceGas 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.pdf) |  [ SourceGas 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2014  |  [ SourceGas 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.pdf) |  [ SourceGas 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2015  |  [ BlackHills 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.pdf) |  [ BlackHills 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2016  |  [ BlackHills 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2017  |  [ BlackHills 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.pdf) |  [ BlackHills 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2018  |  [ BlackHills 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2019  |  [ BlackHills 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.pdf) |  [ BlackHills 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2020  |  [ BlackHills 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.pdf) |  [ BlackHills 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2021  |  [ BHEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-Annual-Report.pdf) |  [ BHEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2022  |  [ BHEA-2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-Annual-Report.pdf) |  [ BHEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-SARP-Workbook.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2008  |  [ AWP 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202008.pdf) |  N/A   \n---|---|---|---  \n07-079-TF Arkansas Weatherization Program  |  2009  |  [ AWP 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202009.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2010  |  [ AWP 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202010.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2011  |  [ AWP 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.pdf) |  [ AWP 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2012  |  [ AWP 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.pdf) |  [ AWP 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2013  |  [ AWP 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.pdf) |  [ AWP 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2014  |  [ AWP 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.pdf) |  [ AWP 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.xls)  \n07-079-TF Arkansas Weatherization Program  |  2015  |  [ AWP 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.pdf) |  [ AWP 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.xls)  \n|  |  \ufeff  |  \ufeff   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2008  |  [ CenterPoint 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202008.pdf) |  N/A   \n---|---|---|---  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2009  |  [ CenterPoint 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202009.pdf) |  N/A   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2010  |  [ CenterPoint 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.pdf) |  [ CenterPoint 2010.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2011  |  [ CenterPoint 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.pdf) |  [ CenterPoint 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2012  |  [ CenterPoint 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.pdf) |  [ CenterPoint 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2013  |  [ CenterPoint 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.pdf) |  [ CenterPoint 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2014  |  [ CenterPoint 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.pdf) |  [ CenterPoint 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2015  |  [ CenterPoint 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.pdf) |  [ CenterPoint 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2016  |  [ CenterPoint 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.pdf) |  [ CenterPoint 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2017  |  [ CenterPoint 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.pdf) |  [ CenterPoint 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2018  |  [ CenterPoint 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.pdf) |  [ CenterPoint 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2019  |  [ CenterPoint 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.pdf) |  [ CenterPoint 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2020  |  [ CenterPoint 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.pdf) |  [ CenterPoint 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2021  |  [ CEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-Annual-Report.pdf) |  [ CEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-SARP-Workbook.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2022  |  [ CEA 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-Annual-Report.pdf) |  [ CEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-SARP-Workbook.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2008  |  [ SWEPCO 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202008.pdf) |  N/A   \n---|---|---|---  \n07-082-TF Southwestern Electric Power Company  |  2009  |  [ SWEPCO 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202009.pdf) |  N/A   \n07-082-TF Southwestern Electric Power Company  |  2010  |  [ SWEPCO 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.pdf) |  [ SWEPCO 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.xls)  \n07-082-TF Southwestern Electric Power Company  |  2011  |  [ SWEPCO 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.pdf) |  [ SWEPCO 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.xls)  \n07-082-TF Southwestern Electric Power Company  |  2012  |  [ SWEPCO 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.pdf) |  [ SWEPCO 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.xls)  \n07-082-TF Southwestern Electric Power Company  |  2013  |  [ SWEPCO 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.pdf) |  [ SWEPCO 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.xls)  \n07-082-TF Southwestern Electric Power Company  |  2014  |  [ SWEPCO 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.pdf) |  [ SWEPCO 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.xls)  \n07-082-TF Southwestern Electric Power Company  |  2015  |  [ SWEPCO 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.pdf) |  [ SWEPCO 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.xls)  \n07-082-TF Southwestern Electric Power Company  |  2016  |  [ SWEPCO 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.pdf) |  [ SWEPCO 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.xls)  \n07-082-TF Southwestern Electric Power Company  |  2017  |  [ SWEPCO 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.pdf) |  [ SWEPCO 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2018  |  [ SWEPCO 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.pdf) |  [ SWEPCO 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2019  |  [ SWEPCO 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.pdf) |  [ SWEPCO 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ SWEPCO 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020a.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ N/A ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2021  |  [ SWEPCO 2021-revised.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-Annual-Report-revised.pdf) |  [ SWEPCO-2021 revised.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-SARP-Workbook-revised.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2022  |  [ SWEPCO 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-Annual-Report.pdf) |  [ SWEPCO 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-SARP-Workbook-revised.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2008  |  [ EEA 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202008.pdf) |  N/A   \n---|---|---|---  \n07-083-TF Energy Efficiency Arkansas  |  2009  |  [ EEA 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202009.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2010  |  [ EEA 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202010.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2011  |  [ EEA 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.pdf) |  [ EEA 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2012  |  [ EEA 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202012.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2013  |  [ EEA 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.pdf) |  [ EEA 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2014  |  N/A  |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2015  |  [ EEA 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.pdf) |  [ EEA 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2016  |  [ EEA 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.pdf) |  [ EEA 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2017  |  [ EEA 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.pdf) |  [ EEA 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2018  |  [ EEA 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.pdf) |  [ EEA 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2019  |  [ EEA 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202019.pdf) |  [ EEA 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2020  |  [ EEA 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.pdf) |  [ EEA 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2021  |  N/A  |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2008  |  [ Entergy 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202008.pdf) |  N/A   \n---|---|---|---  \n07-085-TF Entergy Arkansas, LLC  |  2009  |  [ Entergy 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202009.pdf) |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2010  |  [ Entergy 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.pdf) |  [ Entergy 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2011  |  [ Entergy 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.pdf) |  [ Entergy 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2012  |  [ Entergy 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.pdf) |  [ Entergy 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2013  |  [ Entergy 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.pdf) |  [ Entergy 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2014  |  [ Entergy 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.pdf) |  [ Entergy 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2015  |  [ Entergy 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.pdf) |  [ Entergy 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2016  |  [ Entergy 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.pdf) |  [ Entergy 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2017  |  [ Entergy 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.pdf) |  [ Entergy 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2018  |  [ Entergy 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.pdf) |  [ Entergy 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2019  |  [ Entergy 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.pdf) |  [ Entergy 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2020  |  [ Entergy 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.pdf) |  [ Entergy 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2021  |  [ EAL 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-Annual-Report.pdf) |  [ EAL 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-SARP-Workbook.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2022  |  [ EAL 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-Annual-Report.pdf) |  [ EAL 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-SARP-Workbook.xlsx)  \n  \n##  Contact Us\n\nMailing Address :\n\nArkansas Public Service Commission  \nP.O. Box 400  \nLittle Rock, Arkansas 72201-0400\n\n**Toll Free:** (800) 482-1164\n\n**TDD:** (800) 682-2698\n\nPhysical Address:\n\nArkansas Public Service Commission  \n1000 Center Street  \nLittle Rock, Arkansas 72201-4314\n\n**Phone:** (501) 682-2051\n\n**Complaints Phone:** (501) 682-1718\n\nThe Arkansas Public Service Commission is open Monday \u2013 Friday, 8:00 a.m. \u2013\n4:30 p.m (Governor\u2019s Policy Directive No. 5)\n\n__ __\n\nCopyright \u00a9 2025 Arkansas Public Service Commission. All rights reserved.\n\n",
                "url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
            },
            "reason": "This is a government website (.gov) for the Arkansas Public Service Commission, specifically focusing on energy efficiency annual reports, making it a reliable source of information.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the Arkansas Public Service Commission, specifically focusing on energy efficiency annual reports.",
            "url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
        },
        {
            "content": {
                "metadata": {
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the archive of prior NJCEP Quarterly Reports visit **[ this page\n](https://njcleanenergy.com/main/public-reports-and-library/financial-\nreports/clean-energy-program-financial-reports/financial-report-archive) ** .\n\n  * [ 1Q FY25 ](/files/file/Quarterly%20Reports/FY25/1Q%20FY25%20Quarterly%20Report%20FINAL.pdf) (PDF) \n  * [ 2Q FY25 ](https://njcepfiles.s3.us-east-1.amazonaws.com/2Q+FY25+Quarterly+Report+-+FINAL.pdf) (PDF) \n\n* * *\n\n** _Statewide Compilation Reports_ **\n\n** Fiscal Year 2024  **\n\nTo view the archive of prior Statewide Compilation and Utility Quarterly\nReports visit **[ this page ](https://www.njcleanenergy.com/main/public-\nreports-and-library/financial-reports/utility-quarterly-reports-archives) ** .\n\n  * [ 2Q FY24 ](/files/file/UTILITY%20REPORTING/2Q%20FY24/Statewide%20Compilation%20Report%20-%202Q%20FY24%20-%20FINAL.xlsx) (Excel) / [ 2Q FY24 ](/files/file/UTILITY%20REPORTING/2Q%20FY24/Statewide%20Compilation%20Report%20-%202Q%20FY24%20-%20FINAL.pdf) (PDF) \n  * **[ 4Q FY24 ](/files/file/BPU/Compilation%20Reports/Statewide%20Report%20FY24%20FINAL%20-%20EXCEL%20v2.xlsx) ** (Excel) / **[ 4Q FY24 ](/files/file/BPU/Compilation%20Reports/Statewide%20Report%20FY24%20FINAL%20-%20EXCEL%20v2.pdf) ** (PDF) **_(revised 01.30.25)_ **\n\n** _Utility Quarterly Reports_ **  \n\n  * **Atlantic City Electric |  ACE **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ACE%20Q1%202023%20Annual%20Report.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ACE%20PY3%20Q1%202023%20Reporting%20Tables.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ACE%20-%20PY3%20Q2%202024%20Annual%20Report%20-%20EO20090621%20-%202-29-2024%20-%20Corrected%20%20Refiled%20-%206-10-2024.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ACE%20PY3%20Q2%20Reporting%20Tables%20-%202-29-2024%20Final.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20-%20PY3%20Q3%20Annual%20Report%20-%20EO20090621%20-%205-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20PY3%20Q3%20Reporting%20Tables%20-%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/ACE%20-%20PY24Q4%20Annual%20Report%20-%20EO20090621%20-%2008-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/ACE%20PY3%20Q4%20Reporting%20Tables%20Final%20Version.xlsx)\n\n  * **Elizabethtown Gas |  ETG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20Tables%20PY23-24%20Q2%20-%20Final.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20-%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20Tables%20PY24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n  * **Jersey Central Power and Light |  JCPL **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20PY24Q1%20Report%20Executive%20Summary.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20-%20NJ%20PY24Q2%20Report%20-%20Executive%20Summary%20PY24Q2-%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20PY24%20NJ%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24Q3%20Report%20-%20Executive%20Summary%20PY24Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24%20Q3%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24Q4%20Report%20-%20Executive%20Summary%20PY24Q4-Revised%20Final%209_23_24.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24%20Q4%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20v2%20Final.xlsx)\n\n  * **New Jersey Natural Gas |  NJNG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Report%20Executive%20Summary%202024%20Q1%20-%2011_30_23.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Reporting%20Tables-Gas%202024%20Q1%20-%2011_30_23.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Report%20Executive%20Summary%20December%202023%20-%202_29_24%20FINAL%20VERSION.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Reporting%20Tables-Gas%20December%202023%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables%20-%20Gas%20-%20PY24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20June%202024%20-%209_6_24%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables-Gas%20June%202024%20-%209_6_24%20Final.xlsx)\n\n  * **Public Service Electric and Gas |  PSEG **\n    * 1Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+PY24+Q1+-+CEF-EE+Report.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+NJ+EE+Quarterly+Report+Table+PY24+Q1.xlsx)\n    * 2Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+-+PY24+Q2+CEF-EE+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q2+Final+Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20-%20CEF-EE%20BPU%20Quarterly%20Report%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20EE%20Quarterly%20Report%20Table%20PY24%20Q3-%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+PY24+Q4+Quarterly+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q4+Final+Version.xlsx)\n\n  * **Rockland Electric Company |  RECO **\n    * 1Q FY23: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q2%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q2_2%2029%2024%20FINAL.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q3%20REVISED_7%208%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q4_8%2029%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20Tables%20PY3%20Q4_8%2029%2024%20Final%20Version.xlsx)\n\n  * **South Jersey Gas |  SJG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Revised%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY24%20Q2%20-%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q3%20-%20Revised%20-%20FINAL.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY23-24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n> NJCEP Progress Towards Goals & Quarterly Reports  \n---  \n|  [ Fourth Quarter FY18 Report ](/files/file/FINAL%20REPORT%20-%204QFY18.pdf)  \n|  [ Jun 2018 ](/files/file/Library/PTG%20June%202018%20-%20FY18%20v3.pdf)  \n|  [ May 2018\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20May%202018%20-%20FY18%20-%20V2.pptx)  \n|  [ Apr 2018 ](/files/file/Library/PTG/PTG%20April%202018%20-%20FY18.pdf)  \n|  [ Mar 2018\n](/files/file/Library/PTG/PTG%20March%202018%20-%20FY18%20-%20with%20Comfort%20Partners.pdf)  \n|  [ Feb 2018\n](/files/file/Library/PTG%20February%202018%20-%20FY18%20-%20Final.pdf)  \n|  [ Jan 2018\n](/files/file/Committee%20Meeting%20Postings/ee/2018/FY18%20PTG%20January%202018%20-%20Final.pdf)  \n|  [ Second Quarter FY18 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_2QFY18_Final.pdf)  \n|  [ Dec 2017 ](/files/file/PTG%20December%202017%20-%20FY18%20Final%20v2.pdf)  \n|  [ Nov 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20November%202017%20-%20FY18.pdf)  \n|  [ Oct 2017 ](/files/file/PTG%20October%202017%20-%20FY18.pdf)  \n|  [ Sep 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20September%202017%20-%20FY18.pdf)  \n|  [ Aug 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20August%202017%20-%20FY18.pdf)  \n|  [ Jul 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20July%202017.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4th Quarter Fiscal Year 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY17_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4th Quarter Fiscal Year 2016\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY16_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4Q FY2015 ](/files/file/Library/BPURpt_NJCEP_4QFY2015_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  [ Results 2001-through fiscal year 2015\n](/files/file/2001-FY2015%20Program%20Results%20-Final%20FY2015.xls)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Goals - Progress to Date  \n---  \n|  [ 2nd Quarter FY15 Report\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%202QFY15_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  [ Results 2001-through fiscal year 2014\n](/files/file/Library/2001-FY2014%20Program%20Results%20-Final%20FY2014_WebSite.xls)  \nNJCEP Financial and Energy Savings Reports  \n|  [ 1st Quarter Results\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%20SEP2014.pdf) (fiscal year\n2015)  \n|  [ 4Q Fiscal Year 2014\n](/files/file/Library/BPURpt_NJCEP_4QFY2014_FINAL\\(1\\).pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Jan 2014 ](/files/file/Library/Jan14FA.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20DEC2013\\(1\\).pdf)  \n|  [ Nov 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20NOV2013.pdf)  \nNJCEP Cumulative Results  \n|  [ 2001-2013 Results\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls)  \nNJCEP Financial and Energy Savings Reports  \n|  [ 2Q 2013 Report ](/files/file/Library/BPURpt_2012-2013_FINAL.pdf)  \n  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2013 ](/files/file/Dec13FA.pdf)  \n|  [ Nov 2013 ](/files/file/Nov%20FA14.PDF)  \n|  [ Oct 2013 ](/files/file/Library/Oct%2013%20FA.pdf)  \n|  [ Sep 2013 ](/files/file/Library/Sep%20FA.PDF)  \n|  [ Aug 2013 ](/files/file/Library/Aug%20FA\\(1\\).pdf)  \n|  [ Jul 2013 ](/files/file/Library/July%20FA\\(1\\).pdf)  \n|  [ Jun 2013 ](/files/file/Library/June%20FA.PDF)  \n|  [ May 2013 ](/files/file/Library/May%20FA.pdf)  \n|  [ Apr 2013 ](/files/file/April%20FA.PDF)  \n|  [ Mar 2013 ](/files/file/FA%20report%20Mar%202013.pdf)  \n|  [ Feb 2013 ](/files/file/Library/FA%20report%20Feb%202013.PDF)  \n|  [ Jan 2013 ](/files/file/Library/FA%20report%20Jan%202013.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf)  \nNJCEP Cumulative Results  \n|  [ 2001-2012 Results ](/files/file/2001-2012%20Program%20Results.xls)  \n|  [ 2001-2013 Results (18 month version)\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 4Q 2012 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf)  \n  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Dec%202012.pdf)  \n|  [ Nov 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Nov%202012.pdf)  \n|  [ Oct 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Oct%202012.pdf)  \n|  [ Sep 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Sep%202012.pdf)  \n|  [ Aug 2012 ](/files/file/Library/Aug%20FA.pdf)  \n|  [ Jul 2012 ](/files/file/Library/July%20FA.pdf)  \n|  [ Jun 2012 ](/files/file/June%20FA%20report.pdf)  \n|  [ May 2012 ](/files/file/Library/May%202012%20FA%20Report.pdf)  \n|  [ Apr 2012 ](/files/file/Library/April%20FA.pdf)  \n|  [ Mar 2012 ](/files/file/Library/March%20FA.pdf)  \n|  [ Feb 2012 ](/files/file/Library/Feb%20FA.pdf)  \n|  [ Jan 2012 ](/files/file/Library/Fiscal%20Jan%202012.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ 2011 ](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2011 Report\n](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf)  \nHistorical ARRA Reports  \n|  [ 2011 Report\n](/files/file/Library/ARRA%20Spending%20as%20of%20123111%20-%20By%20Program%20v3%20-%20Values%20Only.xls)  \nTreasury Fiscal Reports  \n|  [ Dec 2011 ](/files/file/Library/Dec%202011%20Fiscal.pdf)  \n|  [ Oct 2011 ](/files/file/Library/Oct%202011%20FA%20report.pdf)  \n|  [ Sep 2011 ](/files/file/Library/sept%20fiscal.pdf)  \n|  [ Aug 2011 ](/files/file/Library/august%20fiscal.pdf)  \n|  [ Jul ](/files/file/Library/0584_001.pdf) [ 2001\n](/files/file/Library/0584_001.pdf)  \n|  [ Jun 2011 ](/files/file/Library/0576_001.pdf)  \n|  [ May 2011 ](/files/file/Library/May%202011%20Fiscal%20Report.pdf)  \n|  [ Apr 2011 ](/files/file/Library/April%202011%20Fiscal%20Report.pdf)  \n|  [ Mar 2011 ](/files/file/Library/March%202011%20FA%20report.pdf)  \n|  [ Feb 2011 ](/files/file/Library/0073_001.pdf)  \n|  [ Jan 2011 ](/files/file/Library/Jan%20Fiscal%20Agent%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ December 2010 ](/files/file/Library/NJCEP%20PTG_Dec%202010.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2010 Report ](/files/file/Library/BPURpt4Q10_NJCEP_FINAL_20110608.pdf)  \nHistorical ARRA Reports  \n|  [ 2010 Report ](/files/file/Library/BPURpt4Q10_ARRA_FINAL_20110607.pdf)  \nTreasury Fiscal Reports  \n|  [ Dec 2010 ](/files/file/Library/Dec%20Fiscal%20Report.pdf)  \n|  [ Nov 2010\n](/files/file/Library/November%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Oct 2010\n](/files/file/Library/October%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Sep 2010 ](/files/file/Library/Sept%202010%20CEP%20Fiscal%20Report.pdf)  \n|  [ Aug 2010 ](/files/file/Library/Aug%202010%20CEP%20Fiscal%20Report.pdf)  \n|  [ Jul 2010 ](/files/file/Library/NJCEP%20July%202010%20Fiscal%20Report.pdf)  \n|  [ Jun 2010 ](/files/file/Library/NJCEP%20June%202010%20Fiscal%20Report.pdf)  \n|  [ May 2010 ](/files/file/Library/May%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Apr 2010\n](/files/file/Library/April%202010%20CEP%20Financial%20Report.pdf)  \n|  [ Mar 2010\n](/files/file/Library/March%202010%20CEP%20Financial%20Report.pdf)  \n|  [ Feb 2010 ](/files/file/Library/NJCEP%20Feb%202010%20Fiscal%20Report.pdf)  \n|  [ Jan 2010 ](/files/file/Library/NJCEP%20Jan%202010%20Fiscal%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Nov 2009\n](/files/file/Library/NJCEP%20PTG%20Monthly%20Report%20-%20Novemeber_Update_2_17.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2009 Report ](/files/file/Library/NJCEP%204Q%202009%20Report.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2009 ](/files/file/Library/Dec%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Nov 2009 ](/files/file/Library/Nov%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Oct 2009 ](/files/file/Library/Oct%202009%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Sep 2009\n](/files/file/Library/Sept%202009%20NJCEP%20Financial%20Report.pdf)  \n|  [ Aug 2009\n](/files/file/Library/August%202009%20NJCEP%20Financial%20Report.pdf)  \n|  [ Jul 2009 ](/files/file/Library/July%202009%20NJCEP%20Report.pdf)  \n|  [ Jun 2009 ](/files/file/Library/June%202009%20NJCEP%20Expenses.pdf)  \n|  [ May 2009 ](/files/file/Library/May%202009%20NJCEP%20Expenses.pdf)  \n|  [ Apr 2009 ](/files/file/Library/April%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Mar 2009 ](/files/file/Library/March%202009%20Monthly%20Report.pdf)  \n|  [ Feb 2009 ](/files/file/Library/February%202009%20Monthly%20Report.pdf)  \n|  [ Jan 2009\n](/files/file/Library/January%202009%20Clean%20Energy%20Program%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2008\n](/files/file/Library/NJCEP%20Monthly%20Report%20-%20Dec\\(1\\).pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2008 Report ](/files/file/Library/NJCEP4Q08RPT.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2008 ](/files/file/December%202008%20CEP%20Report.pdf)  \n|  [ Nov 2008 ](/files/file/Library/November%202008%20CEP%20Report.pdf)  \n|  [ Oct 2008 ](/files/file/Library/October%202008%20CEP%20Report.pdf)  \n|  [ Sept 2008\n](/files/file/Library/September%202008%20CEP%20Monthly%20Report.pdf)  \n|  [ Aug 2008 ](/files/file/Library/August%202008%20Fiscal%20Report.pdf)  \n|  [ Jul 2008 ](/files/file/July%20Cost%20Report.pdf)  \n|  [ Jun 2008 ](/files/file/June%20Cost%20Report.pdf)  \n|  [ May 2008 ](/files/file/May%202008%20Clean%20Energy%20Cost%20Report.pdf)  \n|  [ Apr 2008 ](/files/file/April%202008%20Fiscal%20Report.pdf)  \n|  [ Mar 2008 ](/files/file/March%202008%20Fiscal%20Report.pdf)  \n|  [ Feb 2008 ](/files/file/Feb%202008%20Fiscal%20Report.pdf)  \n|  [ Jan 2008 ](/files/file/jan%20report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2007 Report\n](/files/file/Library/BPURpt4Q07Master%20Rev%20081908%20Final.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2006 Report ](/files/file/BPURpt4Q06Final.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2005 Report ](/files/file/QuarterlyReport2005.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2004 Report ](/files/file/BPURpt4Q04_1.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2003 Report ](/files/file/QuarterlyReport2003.pdf)  \nHistorical ARRA Reports  \n|  N/A  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2002 Report ](/files/file/QuarterlyReport2002.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2001 Report ](/files/file/QuarterlyReport2001.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \n  \n###  Program Details\n\n  * [ Find a Program ](https://cepfindaprogram.com/)\n  * [ Clean Energy Learning Center ](https://njcelc.com/)\n  * [ Solar Customer FAQs ](https://www.njcleanenergy.com/renewable-energy/programs/susi-program/adi-program/FAQs)\n\n  \n\n###  Learning Center\n\n[ ](https://njcelc.com/)\n\n  \n\n###  Energy Master Plan\n\n[ ](http://nj.gov/emp)\n\n  \n\n###  Join Our Listserv\n\n[ ](https://visitor.r20.constantcontact.com/manage/optin?v=0014Ogu2wnBvl-\nXKzALEMAxRqHXXZqN78wNyahRWbOreRRMtzq_QzwtCSVAeJ4-mvFkT6N7t6li4b0SEm4afBVp0eglXB6n7Alv_0qga5-fWDg7u8q616oLKq7j72BhCjBqSBTMB0SxXFIZ0OgxRcIkwbL7iZ8-NnO5hV7zANu6Bgs%3D)\n\n  \n\n###  Discover What's New!\n\n[ **** ](https://www.njcleanenergy.com/main/public-reports-and-\nlibrary/program-newsletter/program-newsletter)\n\n  \n\nFollow Us:\n\n[ ](http://www.facebook.com/pages/NJ-Clean-Energy/262444352805) [\n](http://twitter.com/njcleanenergy) [\n](https://www.linkedin.com/authwall?trk=bf&trkInfo=AQGghdCO7XAn0AAAAZBLhb_YVGLiKOeDlX_HISpElx5X0bxIVp5kame22UHuBZdu-\ndtlrdHqTHgq7yhRk3hNsLV6_6qLYnpckNtzlACJh9rxCD2bb62oZ3O8EVqmBeUWT8YjjFY=&original_referer=&sessionRedirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Fnjbpu%2F)\n\n  \n\n###  NEW JERSEY'S CLEAN ENERGY PROGRAM\n\n  * [ ABOUT NJCEP ](/main/about-njcep/about-njcep)\n\n* * *\n\n  * [ BOARD OF PUBLIC UTILITIES 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                "url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
            },
            "reason": "This is the official website for the New Jersey Clean Energy Program, providing public reports and financial data related to clean energy initiatives. It is a reliable source of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is the official website for the New Jersey Clean Energy Program, providing public reports and financial data related to clean energy initiatives.",
            "url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
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                    "source": "https://www.fwb.org/DocumentCenter/View/3054/Residential-Energy-Performance"
                },
                "page_content": "\n\n",
                "url": "https://www.fwb.org/DocumentCenter/View/3054/Residential-Energy-Performance"
            },
            "reason": "This is a document from the City of Fort Walton Beach, Florida (.org), providing information on residential energy performance. It is a reliable source for information related to energy efficiency within the city.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a document from the City of Fort Walton Beach, Florida (.org), providing information on residential energy performance.",
            "url": "https://www.fwb.org/DocumentCenter/View/3054/Residential-Energy-Performance"
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                    "source": "https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
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                "page_content": "  * [ 866-376-2463 ](tel:8663762463)\n  * [ Contact ](/about/contact/)\n  * [ ](https://www.facebook.com/EfficiencyMaine/)\n  * Search \n\n[ ](https://www.efficiencymaine.com/ \"Efficiency Maine\") Search  Menu\n\n  * [ At Home ](https://www.efficiencymaine.com/at-home/)\n    * Solutions \n      * [ Appliances ](https://www.efficiencymaine.com/appliance-solutions/)\n      * [ Batteries ](https://www.efficiencymaine.com/batteries/)\n      * [ Electric Vehicles ](https://www.efficiencymaine.com/electric-vehicles/)\n      * [ Heating and Cooling ](https://www.efficiencymaine.com/heating-solutions/)\n      * [ Insulation ](https://www.efficiencymaine.com/home-insulation/)\n      * [ Lighting ](https://www.efficiencymaine.com/at-home/lighting-solutions/)\n      * [ Renewables ](https://www.efficiencymaine.com/renewable-energy/)\n      * [ Water Heating ](https://www.efficiencymaine.com/at-home/water-heating-solutions/)\n    * [ Incentives ](/)\n      * [ 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They\u2019re popular\nbecause they produce lots of hot water, help dehumidify, and can save more\nthan $500 per year in electricity.*\n\n[ PAY AS LITTLE AS $399 ](/at-home/heat-pump-water-heater-program/)\n\nHeat pump water heaters work like air conditioners, but rather than moving\nheat from the room to the outdoors, they move heat from the room into the\nwater tank.\n\nHeat pump water heaters are sometimes called \u201chybrids\u201d because in addition to\na heat pump, they have traditional electric resistance heating elements for\ntimes when demand exceeds what the heat pump can produce.\n\n##  Financial Example\n\n|  Traditional Electric  \nWater Heater  |  Heat Pump   \nWater Heater  |  Savings   \n---|---|---|---  \nWarranty  |  6 years  |  10 years  |   \nCapacity  |  40 gallons  |  50 gallons  |   \nRetail Price  |  $434  |  $1,399  |   \nInstant Discount  |  n/a  |  -$950  |   \nCost Before Tax Credit  |  $434  |  $449  |   \nFederal Tax Credit (30%)  |  $0  |  -$135  |   \nFinal Purchase Cost  |  $434  |  $314  |  $120   \nAnnual Electricity Cost ($/year)*  |  $792  |  $214  |  $578   \n  \n##  Benefits\n\n  1. They produce lots of hot water. \n  2. They can save more than $5,000 over the life of the unit compared to traditional electric water heaters.* \n  3. They typically have 10+ year warranties. \n  4. They help dehumidify. \n\n* Compared to a traditional electric water heater as shown on [ Efficiency Maine\u2019s Compare Water Heating Costs ](/at-home/water-heating-cost-comparison/) calculator as of 1/30/2025. Your cost and savings may vary. \n\n##  Take Action\n\n  * If your electric water heater is more than ten years old, replace it now while incentives are available. Don\u2019t wait for it to break. \n  * Install a heat pump water heater yourself or use our online tool to find a [ participating installer ](/at-home/vendor-locator/) . \n\n##  Things to Consider\n\n  1. Because of their noise and cooling effect, heat pump water heaters are better suited to basements than living spaces. \n  2. They complement, but do not replace, dehumidifiers because they operate based on hot water demand not humidity levels. \n  3. Condensate from the heat pump water heater must be drained, usually to a sink, drain, sump pump pit, etc. \n  4. For optimum efficiency, install units in 10\u2019 x 10\u2019 or larger rooms with temperatures above 35\u00b0F. \n  5. Recommended clearances from walls and ceilings should be followed to ensure adequate air circulation and access. \n  6. Insulate the first few feet of incoming and outgoing pipe to minimize heat loss. \n  7. Air filters should be rinsed regularly. \n\n####  Water Heating\n\n  * [ About Heat Pump Water Heaters ](https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/)\n  * [ Incentives ](https://www.efficiencymaine.com/at-home/heat-pump-water-heater-program/)\n  * [ Savings Calculator ](https://www.efficiencymaine.com/at-home/water-heating-cost-comparison/)\n  * [ Find an Installer ](https://www.efficiencymaine.com/at-home/vendor-locator/)\n  * [ Best Prices in Maine ](https://www.efficiencymaine.com/docs/EM-HPWH-Instant-Rebate-Locations.pdf)\n  * [ $950 Mail-In Rebate Claim Form ](https://www.efficiencymaine.com/docs/HPWH_Rebate.pdf#page=2)\n  * [ User Tips ](https://www.efficiencymaine.com/docs/EM_HPWH_User_Tips.pdf)\n  * [ Guide to Water Heating ](https://www.efficiencymaine.com/docs/EM-Guide-to-Water-Heating.pdf#2)\n  * [ Myths and Facts Brochure ](https://www.efficiencymaine.com/docs/EM-Heat-Pump-Water-Heater-Myths-Facts.pdf)\n  * [ Plumber Testimonials ](https://www.efficiencymaine.com/docs/EM-HPWH-Plumber-Testimonials.pdf)\n\n####  Learn More\n\n  * [ At Home ](https://www.efficiencymaine.com/at-home/)\n  * [ At Work ](https://www.efficiencymaine.com/at-work/)\n  * [ Resources ](https://www.efficiencymaine.com/energyinformation/resources-for-homeowners/)\n\n####  Efficiency Maine\n\n  * [ Sitemap ](https://www.efficiencymaine.com/sitemap/)\n  * [ Privacy Policy ](https://www.efficiencymaine.com/efficiency-maine-trust-privacy-policy/)\n  * [ Careers ](https://www.efficiencymaine.com/careers/)\n  * [ About ](https://www.efficiencymaine.com/about/)\n\n####  Connect\n\n  * [ 866-376-2463 ](tel:8663762463)\n  * [ INFO@EFFICIENCYMAINE.COM ](mailto:info@efficiencymaine.com)\n  * [ MAILING ADDRESS ](https://www.efficiencymaine.com/about/contact/)\n\n####  SUBSCRIBE TO EFFICIENCY MAINE EMAILS\n\nClick to choose which notifications to receive via email.\n\n[ Subscribe ](/about/newsletter-signup/)\n\n\u00a92025 EFFICIENCY MAINE\n\n",
                "url": "https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
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            "summary": "This is the official website for Efficiency Maine, a program dedicated to promoting energy efficiency in Maine.",
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                    "source": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
                },
                "page_content": "Scroll Top\n\n[ ](https://www.intgas.com/ \"Home\")\n\n__ __\n\n[ Login ](https://customer.intgas.com/login)\n\n#  Commercial Energy Efficiency\n\n[ Home  ](https://www.intgas.com/) [ Intermountain Gas Energy Efficiency\nProgram  ](https://www.intgas.com/energy-efficiency_program/) Commercial\nEnergy Efficiency\n\n**Installing high-efficiency natural gas appliances in your business is a\nsmart investment that will save you money. Energy-efficient equipment makes\nyour energy dollars go farther. In addition to saving more by using efficient\nequipment, Intermountain Gas offers rebates to keep even more money in your\npocket. Who doesn\u2019t like that?**\n\n###  Heating Incentives\n\nEligible Appliance  |  Efficiency Rating  |  Rebate   \n---|---|---  \nCondensing Unit Heater  |  90% AFUE or Greater Efficiency  |  $1,500   \nBoiler Reset Control  |  N/A  |  $350   \nHigh-Efficiency Condensing Boiler  |  90% or Greater Thermal Efficiency and \u2265300 kBTUh  |  $4.50/kBTUh   \n  \n###  Kitchen Equipment Incentives\n\nEligible Appliance  |  Efficiency Rating  |  Rebate   \n---|---|---  \nFryer  |  ENERGY STAR\u00ae Certified  |  $800   \nSteamer  |  ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,038 BTU/hr/pan Idle Rate)  |  $1,100   \nGriddle  |  ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,650 BTU/hr/pan Idle Rate)  |  $200   \n  \n[ **ENERGY STAR\u00ae Commercial Food Service Product Finder**\n](https://www.energystar.gov/products/commercial_food_service_equipment)\n\n**You can apply for rebates directly from your customer account. Log in here\nto get started!**\n\n[ Online Commercial Energy Efficiency Rebate Applications _\uf109_\n](https://customer.intgas.com/login \"Online Commercial Energy Efficiency\nRebate Applications\")\n\n[ Download Commercial Energy Efficiency Heating Incentive Rebate Application\n_\uf1c1_ ](/wp-content/uploads/PDFs/energy_efficiency/rebate_forms/2021/Commercial-\nHeating-Incentive-Application112021.pdf \"Download Commercial Energy Efficiency\nHeating Incentive Rebate Application\")\n\n[ Download Commercial Energy Efficiency Kitchen Equipment Rebate Application\n_\uf1c1_ ](/wp-content/uploads/PDFs/energy_efficiency/rebate_forms/2021/Commercial-\nKitchen-Incentives-Application112021.pdf \"Download Commercial Energy\nEfficiency Kitchen Equipment Rebate Application\")\n\n[ ](https://customer.intgas.com/login)\n\n####  Checklist of Common Energy-Saving Measures\n\nCourtesy of ENERGY STAR\u00ae\n\n######  Operations and Maintenance  __\n\nConduct a nighttime audit to find out what appliances are on afterhours that\nshould be turned off.\n\n\u2705 Improve operations and maintenance practices by regularly checking and\nmaintaining equipment to ensure that it\u2019s functioning efficiently\n\n\u2705 Optimize start-up time, power-down time, and equipment\n\n\u2705 Revise janitorial practices to reduce the hours that lights are turned on\neach day. Consider switching to day-cleaning, which takes place while\noccupants are in the building and has shown to also reduce complaints\n\n\u2705 Review and emphasize the financial and environmental results of a\npreventative maintenance program for major systems and components\n\n\u2705 Set goals and a methodology to track and reward\n\n\u2705 Visually inspect insulation on all piping, ducting and equipment for damage\n(tears, compression, stains, etc.)\n\n\u2705 Ask your utility if they offer free or inexpensive energy\n\n\u2705 Retro or re-commission the building to make sure it\u2019s running the way it was\n\n\u2705 Consider energy audits to identify areas where building systems have become\ninefficient over time and bring them back to peak performance\n\n\u2705 Repair leaking faucets: A dripping hot water faucet can leak hundred of\ngallons per year\n\n\u2705 Swap out incandescent light bulbs with ENERGY STAR certified LEDs in your\nhousehold\n\n\u2705 Install occupancy sensors to automatically turn off lights when no one is\npresent and back on when people return. Storage rooms, back-of-house spaces,\nmeeting rooms, and other low-traffic areas are often good places to install\nthem. And don\u2019t forget \u2014 even good equipment can be installed incorrectly, so\ndon\u2019t install the sensor behind a coat rack, door, bookcase, etc. It must be\nable to \u201csee\u201d an approaching person\u2019s motion to turn on the light as they\nenter an unlit room\n\n\u2705 Examine the opportunity to switch from high-pressure sodium lamps to metal\nhalide lamps in parking lots and consider upgrading to LED lighting for\noutdoor signage\n\n######  Heating and Cooling  __\n\n#####  LOW-COST MEASURES\n\n\u2705 Set back the thermostat in the evenings and other times when the building\nisn\u2019t too warm or cold\n\n\u2705 Perform monthly maintenance of heating and cooling equipment to guarantee\nefficient operation throughout the year\n\n\u2705 Regularly change or clean HVAC filters every month during peak cooling or\nheating season. Dirty filters cost more to use, overwork the equipment, and\nresult in lower indoor air quality\n\n\u2705 Plug air leaks with weather stripping\n\n\u2705 Calibrate thermostats to ensure that their ambient temperature readings are\ncorrect, and adjust temperature set points for seasonal changes\n\n\u2705 Use shades and blinds to control direct sun through windows in both summer\nand winter to prevent or encourage heat gain\n\n  * During cooling season, block direct heat gain from the sun shining through glass on the east and especially west sides of the facility. Depending on your facility, options such as \u201csolar screens,\u201d \u201csolar films,\u201d awnings, and vegetation can help. Over time, trees can naturally shade the facility and help clean the air. Interior curtains or drapes can help, but it\u2019s best to prevent the summer heat from getting past the glass \n  * During heating season, with the sun low in the south, unobstructed southern windows can contribute solar heat gain during the day \n\n\u2705 Make sure that areas in front of vents are clear of furniture and paper. As\nmuch as 25 percent more energy is required to distribute air if your vents are\nblocked\n\n\u2705 Clean the evaporator and condenser coils on heat pumps and air-conditioners.\n\n\u2705 Repair leaks and adjust pressure in compressed air\n\n\u2705 Repair steam trap leaks; replace malfunctioning steam traps\n\n\u2705 Repair damaged insulation and replace missing insulation with thicknesses\ncalculated for the operating and ambient conditions of the mechanical system\n\n\u2705 Keep exterior doors closed while running your HVAC. It sounds simple, but it\nwill help avoid wasteful loss of heated or cooled air! If your building is\nequipped with revolving doors, encourage or require their use as opposed to\nswinging doors\n\n#####  RAPID PAYBACK MEASURES\n\n\u2705 Tune up your heating, ventilation, and air conditioning (HVAC) system with\nan annual maintenance contract. Even a new HVAC system, like a new car, will\ndecline in performance without regular maintenance. A contract automatically\nensures that your HVAC contractor will provide \u201cpre-season\u201d tune-ups before\neach cooling and heating season. Your chances of an emergency HVAC breakdown\nalso decrease with regular maintenance\n\n\u2705 Install variable frequency drives (VFDs)\n\n\u2705 Balance air and water\n\n\u2705 Install window films and add insulation or reflective roof coating to reduce\nenergy\n\n######  Occupant Behavior and Education  __\n\n#####  LOW-COST MEASURES\n\n\u2705 Create a mechanism for occupants or employees to share their suggestions\nwith you. Make sure you respond to comments and act on recommendations when\nfeasible. You may even offer a reward for the best energy-saving ideas\n\n\u2705 Educate staff members about the basic principles of energy management and\nempower them to establish their own departmental green teams. Check out the [\nENERGY STAR Green Team ](https://www.energystar.gov/buildings/tools-and-\nresources/bring-your-green-work-green-team-checklist) [ Checklist\n](https://www.energystar.gov/buildings/tools-and-resources/bring-your-green-\nwork-green-team-checklist) for steps and considerations to take into account\nwhen establishing a green team\n\n\u2705 Share your energy efficiency goals. Transparency is the first step to\ngetting the people inside your building or space interested in what you\u2019re\ndoing\n\n\u2705 Display the past 6\u201312 months of energy use information in a high-traffic\narea or distribute it as part of a regular report. Seeing the data and any\ntrends in energy use can inspire occupants and employees to contribute to\ncontinued savings\n\n\u2705 Encourage actions that apply to most of your employees\u2019 workspaces, or that\ncan be practiced at work and at home, like turning off lights when not in use\nand activating computer power management features\n\n\u2705 Print and hang banners, posters, and signs with energy-saving messages in\nhigh-traffic areas in your space or in areas like lobbies, elevators,\nhallways, over water fountains, and in break rooms\n\n\u2705 Create door hangers, post-it note reminders, or light switch covers to help\noccupants or employees remember to take action. Some K-12 schools have started\nenergy patrols, in which students pass out \u201coops\u201d and \u201cwow\u201d stickers to\nencourage behavior change\n\n\u2705 Hold an energy fair, conduct an energy awareness event in the lobby, or\noffer building tours to give occupants a sneak peek at the inner workings of\nthe building\n\n\u2705 Host a brownbag, hold a webinar, or present about why it\u2019s important to save\nenergy at staff meetings, tenant meetings, or other get-togethers. You can\nalso integrate information about your energy program into your organization\u2019s\norientation training\n\n\u2705 Give incentives and recognition. Consider starting small with something like\na pizza party, ice cream social, bagel breakfast, or other food rewards for\nhitting goals or making progress. Depending on savings levels, you may also\nconsider awarding cash or prizes for great energy- saving ideas or to energy\nchampions\n\nUse this **[ Commercial Food Service Equipment Calculator\n](http://cfscalc.gastechnology.org/BuildRes) ** to see how much you can save\nby installing High Efficiency Natural Gas Cooking equipment in your business.\nWith the calculator, you are able to input your business\u2019s information and e\nstimate the savings in energy costs and energy consumption when you upgrade to\nhigh-efficiency equipment, and download a PDF summary of your customized\nproject. Don\u2019t forget your rebate from Intermountain Gas when you install\nENERGY STAR certified fryers, griddles and steamers.\n\n  * [ ](https://www.intgas.com/wp-content/uploads/PDFs/energy_efficiency/energy_star/igc_ee_food_service_example_Page_1.jpg)\n  * [ ](https://www.intgas.com/wp-content/uploads/PDFs/energy_efficiency/energy_star/igc_ee_food_service_example_Page_2.jpg)\n\n###  Frequently Asked Questions\n\n######  How long do I have to apply for my rebate?  __\n\nAs a general guideline, rebate applications must be submitted within 90 days\nof installation. Completion of large or complex projects may extend outside\nthis timeframe and may be handled on a case-by-case basis. Please contact IGC\nat [ 800-548-3679 ](tel:8005483679) , Opt. 4, with questions.\n\n######  Is my rebate a credit on my bill?  __\n\nYou will receive your rebate check in the mail.\n\n######  How long does it take to get my rebate?  __\n\nPlease allow for six to eight weeks for rebate processing.\n\n######  Do we have to install specific brands to qualify?  __\n\nNope! As long as it meets the minimum efficiency requirements it is eligible.\n\n######  Eligibility Requirements:\n\n  * Commercial customers of Intermountain Gas Company (IGC) served on its General Service (GS-1) rate schedule in the state of Idaho. \n  * Rebates apply only to the purchase and installation of new equipment, used equipment does not qualify. \n  * Customer must solely heat the property with natural gas provided by IGC to qualify for all space heating rebates. \n  * All equipment **must** be installed according to current code and approved by local or state inspection with the signed approved permit attached to the newly installed equipment. \n  * All equipment **must** be installed, and work completed by a licensed and bonded contractor. At its sole discretion, IGC may make eligible the work of other qualified contractors on a case-by-case basis. \n\n**Contact Information:**\n\n**Intermountain Gas Energy Efficiency Program**\n\nEmail: **[ [email protected]  ](/cdn-cgi/l/email-\nprotection#0576647360606b6077627c456c6b716264762b666a68) **\n\nPhone: **[ 208-377-6840 ](tel:12083776840) ** \u2013 Treasure Valley\n\n**[ 800-548-3679 ](tel:18005483679) ** , Opt. 4 \u2013 all other areas\n\n**Dane Jacobsen**\n\nCommercial Energy Efficiency Analyst III\n\nEmail: **[ [email protected]  ](/cdn-cgi/l/email-\nprotection#0165606f642f6b60626e6372646f41686f756660722f626e6c) **\n\nPhone: **[ 208-985-4040 ](tel:12089854040) **\n\n[ \uf1f1  \uf1f1  800-548-3679  ](tel:8005483679)\n\n[ \uf240  \uf240  Contact Us  ](https://www.intgas.com/contact-us/ \"Contact Us\")\n\n[ \uf200  \uf200  Survey  ](https://www.intgas.com/in-the-community/survey/ \"Survey\")\n\n[ \uf0c0  \uf0c0  Careers  ](https://www.intgas.com/in-the-community/careers/ \"Careers\")\n\n[ \uf502  \uf502  Sitemap  ](https://www.intgas.com/sitemap/ \"Sitemap\")\n\n[ \uf155  \uf155  Payment Options  ](https://www.intgas.com/customer-service/payment-\noptions/ \"Payment Options\")\n\n[ \uf40a  \uf40a  Online Account Services  ](https://www.intgas.com/customer-\nservice/online-account-services/ \"Online Account Services\")\n\n[ \ue91c  \ue91c  Customer Service  ](https://www.intgas.com/customer-service/ \"Customer\nService\")\n\n[ \\+  \\+  Start, Stop, or Transfer Service  ](https://www.intgas.com/customer-\nservice/start-stop-or-transfer-service/ \"Start, Stop, or Transfer Service\")\n\n####  Latest News\n\n[ Intermountain Gas Reminds Customers What to do if They Suspect a Gas Leak\n](https://www.intgas.com/intermountain-gas-reminds-customers-what-to-do-if-\nthey-suspect-a-gas-leak/)\n\nJanuary 9, 2025\n\n[ MDU Resources Announces Promotion of Travis Jacobson to Vice President of\nRegulatory Affairs ](https://www.intgas.com/mdu-resources-announces-promotion-\nof-travis-jacobson-to-vice-president-of-regulatory-affairs/)\n\nJanuary 9, 2025\n\n\u00a9 2024 MDU Resources Group, Inc.\n\n  * [ Legal Statement __ ](https://www.mdu.com/legal-statement/)\n\n[ __ ](https://www.youtube.com/channel/UCkUaGoePJyR4Xy9i3TEVWuw/) [ __\n](https://twitter.com/intgasco) [ __\n](https://www.instagram.com/intermountain_gas/) [ __\n](https://www.facebook.com/IntermountainGas) [ __\n](https://www.linkedin.com/company/intermountain-gas-company/)\n\nWe may use cookies and other similar technologies (together \"cookies\") to\noffer you a better web browsing experience and analyze usage. These cookies\nmay capture identifiers such as internet protocol addresses and internet or\nother electronic network activity information. By continuing to use this\napplication, you consent to the use of cookies in accordance with our [\nPrivacy Policy ](https://www.mdu.com/privacy-policy) .  ACCEPT\n\nPrivacy & Cookies Policy\n\n####  Privacy Overview\n\nThis website uses cookies to improve your experience while you navigate\nthrough the website. Out of these cookies, the cookies that are categorized as\nnecessary are stored on your browser as they are essential for the working of\nbasic functionalities of the website. We also use third-party cookies that\nhelp us analyze and understand how you use this website. These cookies will be\nstored in your browser only with your consent. You also have the option to\nopt-out of these cookies. But opting out of some of these cookies may have an\neffect on your browsing experience.\n\nNecessary\n\nAlways Enabled\n\nNecessary cookies are absolutely essential for the website to function\nproperly. This category only includes cookies that ensures basic\nfunctionalities and security features of the website. These cookies do not\nstore any personal information.\n\nNon-necessary\n\nAny cookies that may not be particularly necessary for the website to function\nand is used specifically to collect user personal data via analytics, ads,\nother embedded contents are termed as non-necessary cookies. It is mandatory\nto procure user consent prior to running these cookies on your website.\n\nSAVE & ACCEPT\n\n",
                "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
            },
            "reason": "This is the website of a natural gas company (intgas.com) describing their commercial energy efficiency program. While it's a company website, the information about the program itself is likely reliable.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is the website of a natural gas company (intgas.com) describing their commercial energy efficiency program.",
            "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
        },
        {
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                    "source": "https://www.energy.gov/lpo/portfolio-projects"
                },
                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n#  PORTFOLIO PROJECTS\n\n_** NOTE: Loan Amounts on this page represent the approximate amount of the\napproved loan at closing (or, for active conditional commitments, at time of\nconditional commitment announcement), including principal and any capitalized\ninterest. For conditional commitments, loan amounts are subject to the\napplicant reaching critical milestones and subject to the completion of\ncertain technical, legal, and financial conditions that must be satisfied\nbefore DOE enters into definitive financing documents and funds the loan. Note\nthat in making an obligation of use of loan authority, DOE does not include\ncapitalized interest in those amounts. For fully repaid loans, information is\nup-to-date as of the date of loan repayment. DOE ceases monitoring projects\nupon full repayment._\n\n**INACTIVE CONDITIONAL COMMITMENTS**\n\nThe following projects were made inactive after the Department of Energy\noffered a conditional commitment for a loan or loan guarantee:\n\n  * Alcoa \n  * American Battery Solutions \n  * Cape Wind \n  * Eagle Rock \n  * Lake Charles Methanol \n\n**DISCONTINUED PROJECTS**\n\nThe following discontinued projects received proceeds of a loan or a loan\nguarantee from the Department of Energy, but are considered discontinued by\nLPO for one of several reasons, including (among others) termination of the\nloan or loan guarantee, borrower bankruptcy protection filing, or sale (or\nanticipated sale) of the guaranteed note. Projects considered discontinued by\nLPO are not included in our reports regarding MWs produced, greenhouse gases\navoided, annual gasoline displaced, or jobs created.\n\n  * Abound Solar \n  * Alamosa \n  * Crescent Dunes \n  * Fisker \n  * Solyndra \n  * Stephentown Spindle \n  * VPG \n\n**PROJECTS THAT CLOSED ON LOANS BUT RECEIVED NO DISBURSEMENT**\n\nThe following projects closed on a loan or loan guarantee from the Department\nof Energy, but never received proceeds from a loan or loan guarantee.\n\n  * 1366 Technologies, Inc. \n  * AES Energy Storage Westover, LLC \n  * POET Project Liberty, LLC \n  * ProSun Project Company, LLC (Project AMP) \n  * SoloPower, Inc. \n\nFollow Us\n\n[ __ Link to Facebook  ](https://www.facebook.com/energy) [ __ Link to\nInstagram  ](https://www.instagram.com/energy) [ __ Link to Linkedin\n](https://www.linkedin.com/company/u-s--department-of-energy) [ __ Link to\nYoutube  ](https://www.youtube.com/user/USdepartmentofenergy) [ __ Link to X\n](https://twitter.com/energy) [ __ Link to Flickr\n](https://www.flickr.com/photos/departmentofenergy/)\n\nSubscribe To Our Newsletter\n\n",
                "url": "https://www.energy.gov/lpo/portfolio-projects"
            },
            "reason": "This is a government website (.gov) for the Department of Energy's Loan Programs Office, making it a reliable source of information on energy-related projects.",
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            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the Department of Energy's Loan Programs Office.",
            "url": "https://www.energy.gov/lpo/portfolio-projects"
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                    "source": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
                },
                "page_content": "[ ](http://www1.nyc.gov) Buildings  [ 311 ](/311/index.page) [ Search all\nNYC.gov websites ](/home/search/index.page)\n\nMenu\n\n[ ](/site/buildings/index.page)\n\n[ Text-Size ](http://www1.nyc.gov/home/text-size.page)\n\nSearch\n\n[ Working on Your Project ](/site/buildings/property-or-business-\nowner/working-on-your-project.page) [ Resolving Issues\n](/site/buildings/property-or-business-owner/resolving-issues.page) [ Info for\nProperty Owners ](/site/buildings/property-or-business-owner/info-for-\nproperty-owners.page) [ Info for Business Owners ](/site/buildings/property-\nor-business-owner/info-for-business-owners.page)\n\n  * [ Maintaining Your Property ](/site/buildings/property-or-business-owner/property-maintenance.page)\n  * [ TPP Info for Owners ](/site/buildings/property-or-business-owner/tpp-info-for-owners.page)\n  * [ NYC Loft Board for Owners ](/site/buildings/property-or-business-owner/nyc-loft-board-for-owners.page)\n  * [ Energy Grades ](/site/buildings/property-or-business-owner/energy-grades.page)\n\nShare\n\nPrint\n\n#  Energy Grades\n\n[ Local Law 33 of 2018 ](/assets/buildings/local_laws/ll33of2018.pdf) amended\nthe Administrative Code of the City of New York in relation to energy\nefficiency scores and grades for buildings required to benchmark their energy\nand water consumption. These energy efficiency scores and grades for these\nbuildings are assigned and disclosed in accordance with the new section\n\u00a728-309.12 annually, based on benchmarking reporting consistent with Federal\nenergy efficiency standards.\n\nAn energy efficiency score is the Energy Star Rating that a building earns\nusing the United States Environmental Protection Agency online benchmarking\ntool, Energy Star Portfolio Manager, to compare building energy performance to\nsimilar buildings in similar climates. As per [ Local Law 95 of 2019\n](/assets/buildings/local_laws/ll95of2019.pdf) grades based on Energy Star\nenergy efficiency scores will be assigned as follows:\n\n**A** \u2013 score is equal to or greater than 85\n\n**B** \u2013 score is equal to or greater than 70 but less than 85\n\n**C** \u2013 score is equal to or greater than 55 but less than 70\n\n**D** \u2013 score is less than 55\n\n**F** \u2013 for buildings that didn\u2019t submit required benchmarking information\n\n**N** \u2013 for buildings exempted from benchmarking or not covered by the Energy\nStar program.\n\nThe energy label includes both a letter grade and the energy efficiency score\nof the building. Please reference the following document for more information\n[ Local Law 33 as amended by LL95 of 2019 Steps to Compliance\n](/assets/buildings/pdf/ll33_compliance_steps.pdf) .\n\n##  Additional Information\n\n  * For more details and to start the benchmarking process, please reference the [ Local Law 33 as amended by LL95 of 2019 Steps to Compliance ](/assets/buildings/pdf/ll33_compliance_steps.pdf) , [ LL33 - Frequently Asked Questions ](/assets/buildings/pdf/ll33_faqs.pdf) , and visit the [ Compliance Instructions ](/site/buildings/codes/compliance-instructions.page) page. \n\n  * The status of a violation can be found online by using the Department\u2019s [ Building Information System (BIS) ](http://a810-bisweb.nyc.gov/bisweb/bispi00.jsp) at any time. To follow up by email, please send inquiries to **sustainability@buildings.nyc.gov** with the BBL, BIN, address and violation number for the building. \n\n  * If you believe a violation was issued in error, you may submit a [ Benchmarking Violation Challenge Form ](/assets/buildings/pdf/benchmarking_challenge_form.pdf) . This form **must** be sent to the Department within 30 days of the violation postmark. Email the form to **sustainability@buildings.nyc.gov** . \n\n  * To follow up on a challenge, please call the email **sustainability@buildings.nyc.gov** . \n\n##  Additional Resources\n\n  * [ NYC Mayor's Office of Sustainability ](https://climate.cityofnewyork.us/)\n\n  * [ Energy Star Portfolio Manager ](https://portfoliomanager.energystar.gov/pm/login.html)\n\n  * [ DOF Benchmarking Website ](http://www1.nyc.gov/site/finance/taxes/property-reports/nyc-energy-benchmarking-report.page)\n\n[ Directory of City Agencies ](/nyc-resources/agencies.page) [ Contact NYC\nGovernment ](/home/contact-us.page) [ City Employees\n](https://a127-ess.nyc.gov) [ Notify NYC\n](https://a858-nycnotify.nyc.gov/notifynyc/) [ CityStore\n](https://a856-citystore.nyc.gov/) [ Stay Connected ](/connect/social-\nmedia.page) [ NYC Mobile Apps ](/connect/mobile-applications.page) [ Maps\n](/nyc-resources/nyc-maps.page) [ Resident Toolkit ](/nyc-resources/resident-\ntoolkit.page)\n\nNYC\n\nCity of New York. 2025 All Rights Reserved,\n\nNYC is a trademark and service mark of the City of New York\n\n[ Privacy Policy. ](/home/privacy-policy.page \"Privacy Ploicy \") [ Terms of\nUse. ](/home/terms-of-use.page \"Terms of Use\") [ ](https://www.nyc.gov/nyc-\nresources/website-accessibility-statement.page)\n\n",
                "url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
            },
            "reason": "This is a government website (.gov) for the New York City Department of Buildings, specifically focusing on energy grades for buildings, making it a reliable source of information.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the New York City Department of Buildings, specifically focusing on energy grades for buildings.",
            "url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
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                    "source": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
                },
                "page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n  * Solutions \n\n    * [ Consent & Preferences  Streamline consent and preference management for consumer transparency  ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n    * [ Third-Party Management  Automate third-party management from intake and risk assessment to mitigation and reporting  ](/content/onetrust/us/en/solutions/third-party-management)\n\n  *     * [ Privacy Automation  Enable responsible use throughout the data lifecycle  ](/content/onetrust/us/en/solutions/privacy-automation)\n\n    * [ Tech Risk & Compliance  Scale your resources and optimize your risk and compliance lifecycle  ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n  *     * [ Data & AI Governance  Govern your data and AI while accelerating innovation  ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n  * Featured Products \n\n    * [ AI Governance  ](/content/onetrust/us/en/products/ai-governance)\n\n    * [ Data Discovery & Classification  ](/content/onetrust/us/en/products/data-discovery)\n\n    * [ Third-Party Risk Management  ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n  * Regulatory Solutions \n\n    * [ GDPR  ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n    * [ DORA  ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n    * [ EU AI Act  ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n  * OneTrust Platform \n\n    * [ Platform Overview  Build and demonstrate trust, measure and manage risk, and go beyond compliance  ](/content/onetrust/us/en/platform)\n\n  *     * [ Pricing  Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control  ](/content/onetrust/us/en/pricing)\n\n  *     * [ Integrations  Our extensive set of integrations makes it easy to add data management to your workflows  ](/content/onetrust/us/en/integrations)\n\nResources\n\n  * Self-Service Resources \n\n    * [ Demo Videos  ](/content/onetrust/us/en/resources/onetrust-demos)\n\n    * [ Resource Library  ](/content/onetrust/us/en/resources)\n\n    * [ Customer Stories  ](/content/onetrust/us/en/customers)\n\n    * [ Blog  ](/content/onetrust/us/en/blog)\n\n  * Training & Events \n\n    * [ Training & Certifications  ](/content/onetrust/us/en/certifications)\n\n    * [ TrustWeek  ](/content/onetrust/us/en/trustweek)\n\n    * [ Connect Workshops  ](https://privacyconnect.com/)\n\n  * Support \n\n    * [ Support & Services  ](/content/onetrust/us/en/services)\n\n    * [ Partners  ](/content/onetrust/us/en/partners)\n\n    * [ MyOneTrust Help Center  ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n  * Company \n\n    * [ About Us  ](/content/onetrust/us/en/about-us)\n\n    * [ Trust Center  ](/content/onetrust/us/en/trust)\n\n    * [ Careers  ](/content/onetrust/us/en/careers)\n\n    * [ Newsroom  ](/content/onetrust/us/en/news)\n\n    * [ Contact Us  ](/content/onetrust/us/en/forms/contact-us)\n\n  * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo  __ ](/forms/demo/)\n\n[ __ Contact sales  __ ](/forms/get-started/)\n\n* * *\n\nOn-demand webinar coming soon...\n\n##  Blog\n\n#  Ultimate guide to the EU CSRD ESG regulation for businesses\n\nHow to prepare your organization for the Corporate Sustainability Reporting\nDirective (CSRD)\n\n* * *\n\n###  Table of contents\n\n  * What is the CSRD ESG regulation? \n  * Is the EU CSRD mandatory? \n  * When do companies have to start reporting? \n  * Why was the CSRD adopted? \n  * How does the CSRD relate? \n  * How can companies comply with the EU CSRD? \n  * Which ESG reporting framework or standard applies? \n  * How many people/hours will it take to support? \n  * What will it cost to prepare ESG reports? \n  * How should I set up my team? \n  * What are the benefits of EU CSRD reporting? \n  * What are the consequences of not complying? \n  * What steps can business take now to get ready? \n  * Strengthen your ethical framework \n\nMost large businesses today publish ESG sustainability reports. But one of the\nchallenges with voluntary ESG reporting is lack of consistency in the\ninformation shared. Businesses can choose which ESG reporting framework to use\nand what to disclose (or not). This makes it difficult for investors and other\nstakeholders to compare apples to apples when it comes to ESG risks and\nimpacts.\n\nAnd policymakers are taking note. Several countries have passed or proposed\nnew regulations to improve corporate transparency and accountability around\nthese risks and impacts. In 2022, the US announced new climate disclosure\nrules for [ companies ](https://www.onetrust.com/blog/forthcoming-sec-esg-\ndisclosures-climate-change/) and investment advisors. It also unveiled a new [\nfederal ESG disclosure rule ](https://www.onetrust.com/blog/us-climate-risk-\nrule-could-affect-more-than-5700-federal-suppliers/) as part of its plan to\nbecome net zero by 2050. [ Germany passed a due diligence law\n](https://www.onetrust.com/blog/german-corporate-due-diligence-act/) that\nrequires companies to divulge ESG risks and impacts in their supply chain, and\nthe [ Dutch Parliament ](https://corporatejustice.org/news/dutch-parliament-\nintroduces-corporate-accountability-bill/) introduced consultation on a\nsimilar bill. More recently, the European Parliament approved one of the most\nimportant new ESG disclosure rules to date: the Corporate Sustainability\nReporting Directive (CSRD). Companies that are affected by the EU CSRD ESG\nregulation will need to provide detailed reports on their operations, as well\nas their environmental, social, and governance (ESG) impacts.  \n\n**_Download the eBook:[ Ultimate guide to the EU CSRD\n](https://www.onetrust.com/resources/eu-csrd-ultimate-guide-ebook/) _ **\n\n##  What is the Corporate Sustainability Reporting Directive ESG regulation?\n\nThe EU [ Corporate Sustainability Reporting Directive (CSRD)\n](https://www.onetrust.com/blog/eu-csrd-corporate-sustainability-reporting-\ndirective/) is a policy requiring large companies and public-interest entities\noperating in the EU to disclose information on their ESG performance annually.\nThe European Council approved the CSRD on November 28, and it was published in\nthe Official Journal of the European Union (OJEU) on [ Dec 16, 2022\n](https://www.iasplus.com/en/news/2022/12/csrd-oj) . It will enter into force\n20 days after publication, and member states then have 18 months to integrate\nthe new rules into their national laws as an ESG regulation.\n\nThe purpose of the EU CSRD is to improve transparency and accountability\naround corporate ESG performance. This will help investors and other\nstakeholders have a better understanding of how these companies are addressing\nESG issues, so they can make more informed decisions. The CSRD also seeks to\naccelerate integration of ESG considerations into corporate business practices\nto support the transition to a more sustainable, inclusive economy.  \n\nThe CSRD replaces the Non-Financial Reporting Directive (NFRD), expanding the\nnumber of companies that will have to comply by nearly four times (from nearly\n12,000 to 50,000). In-scope companies will need to prepare a non-financial\nstatement that discloses information on their policies, risks, impacts, and\noutcomes relating to [ ESG issue ](https://www.onetrust.com/blog/esg-101-what-\nare-esg-topics/) s. The statement must be audited by an independent third-\nparty and included in the company\u2019s annual financial report.  \n\n##  Is the EU CSRD mandatory? Which companies are affected?\n\nThe CSRD is mandatory for in-scope companies, which include the following:\n\n  * Listed companies \n  * Large companies that meet two of these criteria: More than 250 employees, net turnover of more than EUR 40 million, or total assets exceeding EUR 20 million. \n  * Non-EU companies with at least one subsidiary in the EU and a net turnover of more than EUR 150 million. \n\n##  When do companies have to start reporting for the CSRD?\n\nCompanies meeting the criteria will need to start reporting:\n\n  * Jan 2025 for companies already subject to the NFRD (based on 2024 fiscal year data). \n  * Jan 2026 for all other companies (based on 2025 fiscal year data). \n  * Jan 2027 for listed small and medium enterprises that request an extension (based on 2026 fiscal year data). \n\n##  Why was the CSRD adopted?\n\nThe CSRD is part of the European Green Deal, a set of policies and initiatives\nfocused on shifting the EU to a more sustainable, responsible, and digital\neconomy. To help fund the Green Deal, the EU launched the [ Action Plan for\nFinancing Sustainable Growth ](https://www.unpri.org/sustainable-financial-\nsystem/explaining-the-eu-action-plan-for-financing-sustainable-\ngrowth/3000.article) that outlines reforms in three areas:\n\n  * Moving capital flows toward sustainable investment.   \n\n  * Mainstreaming sustainability into risk management. \n  * Fostering transparency and long-termism in economic activity \n\nThe CSRD is a key supporting element of this plan. By requiring companies to\ndisclose finance-grade information on their ESG performance in their annual\nreports, it will improve the transparency, credibility, and comparability of\nthis data. This will help investors and other stakeholders make informed\ndecisions about the companies they engage with, funneling more capital toward\nsustainable businesses and investments. It also facilitates greater corporate\naccountability by encouraging companies to integrate ESG considerations into\ntheir business practices.  \n\n\u201cThe new rules will make businesses more accountable for their impact on\nsociety and will guide them towards an economy that benefits people and the\nenvironment. Data about the environmental and societal footprint would be\npublicly available to anyone interested in this footprint.\u201d  \n[ Jozef S\u00edkela ](https://www.consilium.europa.eu/en/press/press-\nreleases/2022/11/28/council-gives-final-green-light-to-corporate-\nsustainability-reporting-directive/) , Czech Republic Minister for Industry\nand Trade  \n\n##  How does the CSRD relate to the European Green Deal, EU taxonomy, and\nSFDR?  \n\nThe CSRD, EU Taxonomy, and Sustainable Finance Disclosure Regulation (SFDR)\nare all key policies supporting the European Green Deal and EU Action Plan for\nFinancing Sustainable Growth. They aim to improve private sector transparency\nand accountability around ESG impacts and risks to promote sustainable\neconomic growth and investment in the EU.\n\n###  NFRD and CSRD\n\nThe CSRD and NFRD focus on the transparency of companies. The NFRD (Directive\n2014/95/EU) has been in force since 2018, and it applies to companies with\nover 500 employees. Companies affected by the NFRD must disclose information\non:\n\n  * Environmental matters \n  * Social responsibility and the treatment of employees \n  * Respect for human rights \n  * Anti-corruption and bribery \n  * Diversity on company boards (age, gender, etc.) \n\nDesigned to overcome some noted [ shortcomings in the NFRD\n](https://ec.europa.eu/commission/presscorner/detail/en/qanda_21_1806) , the\nCSRD expands and replaces it. The CSRD is expected to be in force for\ncompanies already subject to the NFRD by 2025 (reporting based on 2024 data)\nand 2026 for all other companies (reporting based on 2025 data). It adds the\nfollowing requirements:\n\n  * Clarification of double materiality to identify \u201coutside-in\u201d (ESG impacts on business) and \u201cinside-out\u201d (business impacts on people and planet) \n  * More detailed reporting aligned with the EU Taxonomy and European Sustainability Reporting Standards (ESRS) \n  * Integrating ESG disclosures into financial and management reporting \n  * External audit of reported information \n  * Digitally tag reported information so it can be fed into a central database   \n\n###  EU Taxonomy\n\nThe [ EU Taxonomy ](/content/onetrust/us/en/blog/the-eu-council-clears-eu-\ntaxonomy-rules/) is a classification system that defines what economic\nactivities can be considered environmentally sustainable. It was initially\nestablished to provide a common language and set of criteria for assessing the\nsustainability of investments under the SFDR. To qualify as being sustainable,\nan activity must contribute to at least one of the following six environmental\nobjectives and not significantly harm the other objectives:\n\n  * Climate change mitigation   \n\n  * Climate change adaptation \n  * Sustainable use and protection of water and marine resources \n  * Transition to a circular economy \n  * Pollution prevention and control \n  * The protection and restoration of biodiversity and ecosystems \n\nCompanies are also required to disclose their alignment with the EU Taxonomy\nunder the CSRD.\n\n###  SFDR  \n\nThe SFDR ESG regulation focuses on the transparency of financial market\nparticipants, including banks, insurance companies, asset managers, and\npension funds. It requires these organizations to disclose information about\ntheir ESG policies, risks, impacts and performance at both an entity (company)\nand product level. Financial firms with investment funds must also disclose\nwhat percentage of their products are in line with the EU taxonomy. And, for\nproducts that don\u2019t meet the criteria, these companies must provide an\nexplanation for why not. By requiring the EU Taxonomy as a reference, the SFDR\naims to encourage financial market participants to consider the ESG impacts of\nthe products and services they offer and to grow the financing of sustainable\neconomic activities.\n\n##  How can companies comply with the EU CSRD? What are the ESG disclosure\nrequirements?\n\nTo comply with the CSRD, companies must prepare a non-financial statement that\nincludes information on their [ ESG\n](/content/onetrust/us/en/blog/esg-101-what-are-esg-topics/) policies, risks,\nand results. The specific content will vary depending on the size and nature\nof the company but could include policies and performance details around:\n\n  * Environmental issues such as GHG emissions, energy consumption, waste management, and the use of natural resources \n  * [ Social ](https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/) [ ](https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/) [ issues ](https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/) such as employment practices, working conditions, diversity, health and safety, supply chain management, and community engagement \n  * Governance structures and practices such as board composition and diversity, executive compensation, and risk management \n\nCompanies will need to follow a \u201ccomply or explain\u201d approach, meaning they\nmust disclose the requested ESG information or provide an explanation of why\nthey are not able to do so. In either case, the statement must be approved by\nthe board of directors and included in the annual financial report. It must\nalso be audited by an independent third party to ensure accuracy and\ncredibility.  \n\n##  Which ESG reporting framework or standard applies to the CSRD? What are\nthe ESRS?  \n\nTo comply with the CSRD, companies will be required to use the [ European\nReporting Sustainability Reporting Standards\n](/content/onetrust/us/en/blog/efrag-eu-sustainability-reporting-standards/)\n(ESRS) to prepare their ESG disclosure information. The ESRS have taken\nexisting ESG reporting frameworks and standards such as [ CDP\n](/content/onetrust/us/en/blog/what-is-cdp-carbon-disclosure-project/) , [ GRI\n](/content/onetrust/us/en/blog/global-reporting-initiative-gri-reporting/) , [\nSASB ](/content/onetrust/us/en/blog/understanding-sasb-standards-sasb-\nmateriality-map/) , and others into account as part of the development\nprocess. Like many of these frameworks, the [ ESRS will include both general\nand sector-specific standards.\n](https://corpgov.law.harvard.edu/2022/08/23/eu-corporate-sustainability-\nreporting-directive-what-do-companies-need-to-know/) The first set of ESRS\nreporting standards is expected to be adopted by [ June 30, 2023\n](https://www.efrag.org/lab6#subtitle1) , and the EU will release [ ESRS\nsector-specific standards\n](https://www.efrag.org/Activities/2205170712504435/ESRS-Sector-Standards) by\nJune 30, 2024. The ESRS reporting standards will enable companies to align\ntheir non-financial statements with the requirements of the CSRD. This will\ngive stakeholders a better understanding of how these companies are addressing\nnon-financial issues, so they can make more informed decisions. It will also\nhelp the EU advance its sustainability goals.  \n\n##  How many people/hours will it take to support ESG disclosure reporting for\nthe CSRD?  \n\nThe number of resources/hours it takes will depend on several factors. These\ninclude the size and complexity of the business, the availability and quality\nof data, and the ESRS reporting requirements. Small to medium enterprises with\nsimple business operations may be able to support CSRD ESG disclosure\nreporting with one person or a small team. Large companies will typically need\na bigger team with a range of different skills and responsibilities to support\nthe process. Depending on the situation, preparing a comprehensive, compliant\nESG report can take anywhere from a few days to months. Allow enough\npreparation time to ensure your report meets CSRD requirements and provides a\nclear and accurate picture of your company\u2019s ESG performance.  \n\n##  What will it cost to prepare ESG reports for the Corporate Sustainability\nReporting Directive?\n\nInsights from a [ study conducted by the European Council\n](https://www.ceps.eu/wp-content/uploads/2021/04/EV0220277ENN.en_.pdf) on the\naverage costs required to support ESG disclosure reporting for NFRD may be\nhelpful for planning purposes:\n\n  * Average total administrative costs were EUR 200 million in the first year and EUR 140 million for following years \n  * Average recurring administrative costs to provide NFRD non-financial statements are EUR 82,000 per year, of which about 40% can be attributed to legal costs \n  * Large companies pay an estimated EUR 100,000 for assurance services on average, while smaller companies pay between EUR 28,000 and 42,000 on average \n\n**Average total administrative costs by sector (EUR million)**\n\nSource: [ European Council ](https://www.ceps.eu/wp-\ncontent/uploads/2021/04/EV0220277ENN.en_.pdf) ** _[\n](https://www.onetrust.com/resources/esg-management-essentials-ebook/) _ **  \n\nThese costs include activities such as the following, which many companies\n(70%) rely on external service providers to perform:\n\n  * Purchasing/developing IT systems, tools, and processes to collect and analyze the data \n  * Performing the materiality assessment \n  * Measuring and calculating GHG emissions \n  * Providing legal advice for compliance \n  * Training staff \n  * Finalizing the ESG disclosure report (editorial support, design, translation, etc.) \n\n##  How should I set up my team to support CSRD ESG reporting? What is the\nbest team structure?\n\nSupporting ESG disclosure requirements for CSRD compliance requires a range of\nskills. Be sure that your team has the right expertise to address the\nresponsibilities. Key areas to focus on include:\n\n  * **Program management:** Manage ESG program and stakeholders. \n  * **IT:** Identify and implement [ ESG reporting software ](/content/onetrust/us/en/blog/4-things-to-look-for-in-esg-software/) and tools to help streamline the data collection and reporting process. \n  * **Data collection:** Identify the relevant data sources and collect the data from internal and external operations and databases. \n  * **Data analysis:** Use statistical tools to interpret data and identify ESG risks, opportunities, impacts, and trends according to ESG calculation standards and methodologies. \n  * **Reporting:** Apply writing and editing skills to prepare and present the ESG data in a clear, consistent manner aligned with the CSRD requirements. \n\nTo support these activities, your team will need to have access to resources\nsuch as databases and analysis software and may require training and support\non ESG reporting guidelines and standards. Since ESG reporting typically\ninvolves working with a range of internal and external stakeholders, strong\ncommunication and collaboration skills are also essential. It\u2019s also important\nto determine which tasks will be addressed with internal staff versus external\nservice providers as part of your strategy.\n\n##  What are the benefits of EU CSRD reporting?\n\nCompliance with the EU Corporate Sustainability Reporting Directive will\ndepend on having a [ strong ESG program\n](/content/onetrust/us/en/resources/esg-management-essentials-ebook/) . This\ncan bring several potential benefits to companies including:\n\n  * I **mproved transparency and trust:** By disclosing detailed information about their ESG performance, companies are demonstrating commitment to transparency, which helps build trust with stakeholders. This can be particularly important in the modern business environment where investors, customers, partners, employees, and others are increasingly demanding sustainable, ethical corporate behavior. \n  * **Decreased costs:** Having a strong ESG program can contribute to decreased expenses across the board. Examples include lower costs in operations (energy, water, materials, waste), HR (productivity, hiring), avoiding non-compliance penalties, easier access to capital, etc. \n  * **Stronger competitive advantage:** Companies that comply with the CSRD may have a competitive advantage over those that do not. Investors are more likely to invest in companies that disclose their ESG performance. Partners and customers are increasingly looking for responsible companies to do business with. And employees want to work for, and stay with, companies that are committed to building positive impact for people and the planet. \n  * **Better risk management:** Preparing the CSRD ESG disclosure will help companies identify and manage potential risks and opportunities. For example, a company that discloses information about its carbon emissions may be able to identify opportunities to reduce those emissions, mitigate the associated risks, and lower costs. \n\n##  What are the consequences of not complying with the CSRD? Will there be\npenalties or sanctions?\n\nThe specific penalties and sanctions for CSRD non-compliance will depend on\nhow EU member states enact the CSRD ESG regulation. However, understanding how\nmember states implemented the NFDR can help provide some headlights. According\nto insights from [ Accountancy Europe ](https://www.accountancyeurope.eu/wp-\ncontent/uploads/NFR-Publication-3-May-revision.pdf) , [ EFRAG\n](https://www.efrag.org/Assets/Download?assetUrl=%2Fsites%2Fwebpublishing%2FSiteAssets%2FEFRAG%2520PTF-\nNFRS_A6_FINAL.pdf) , and [ The CPA Journal\n](https://www.cpajournal.com/2018/07/25/mandatory-nonfinancial-reporting-in-\nthe-eu/) on NFRD implementation by member states:\n\n  * 27 countries include some form of penalty in the case of non-compliance. \n  * **Fines:** Depending on the country, fines may be assessed on individual responsible persons or entities. Fines can range from EUR 50 to 1,500 (Portugal) up to the highest of the following (Germany): EUR 10 million or 5% of the total annual turnover of the company, or twice the amount of profits gained or losses avoided because of the breach. \n  * **Imprisonment:** Prison sentences can range from six months (Ireland) to six years (Iceland). \n\nBeyond legal sanctions, additional consequences of not complying with the CSRD\ncould include reputational damage, loss of stakeholder confidence, and legal\naction from non-governmental entities.\n\n##  What steps can business take now to get ready for the EU CSRD?\n\nHere are six quick steps that companies can take now to get ready for the\nCSRD.\n\n  1. Familiarize your team with the CSRD ESG disclosure requirements and mandatory ESRS reporting standards. For an excellent source of training, register for our upcoming CSRD Masterclass series (starts in February). \n  2. Identify which parts of the business are covered by the CSRD and what ESG information needs to be disclosed. Communicate with and gather input from key stakeholders as part of this. \n  3. Update policies and processes as needed to address expanded CSRD scope (e.g., double materiality assessment, third-party assurance, etc.) \n  4. Select and onboard [ ESG reporting software ](/content/onetrust/us/en/blog/4-things-to-look-for-in-esg-software/) to help streamline the data collection and reporting process. \n  5. Collect and analyze ESG data from your operations, including third-party suppliers and business partners. Ensure that is complete and accurate. \n  6. Prepare your ESG disclosure non-financial statement aligned with the CSRD requirements. \n\nPreparing for the CSRD also provides an opportunity for companies to build a\nstrong ESG program that can lead to many benefits such as improved brand\nimage, reduced risk, and positive financial valuation and growth. For\npractical guidance on how to get started, download the [ ESG Program Checklist\n](/content/onetrust/us/en/resources/esg-program-checklist/) .\n\n##  Strengthen your ethical framework\n\nIn a world where ethical considerations are becoming paramount in business\noperations, it\u2019s essential to have a robust ethics program. OneTrust\u2019s Ethics\n& Compliance solution offers a comprehensive suite of tools designed to\nenhance transparency, accountability, and corporate integrity. Our platform\nfacilitates easier management of ethical policies, training programs, and\ncompliance reporting, ensuring that your organization upholds its commitment\nto ethical standards.\n\n**Discover how the OneTrust Ethics & Compliance solution can transform your\norganization\u2019s approach to ethics and compliance. Learn more and get started\nby visiting our [ Ethics & Compliance page\n](/content/onetrust/us/en/platform/ethics-program-management/ \"OneTrust Ethics\n& Compliance Program Management\") . **\n\n* * *\n\n#  You may also like\n\nWebinar\n\n####  Ethics Program Management\n\n###  From reactive to proactive: Transforming your ethics & compliance program\n\n###\n\nJoin this webinar to hear experts explore actionable strategies employed by\nEthics & Compliance programs to drive a more ethical culture.\n\n####  September 12, 2024\n\n[ Learn more  __ ](/resources/from-reactive-to-proactive-transforming-your-\nethics-and-compliance-program-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Drive employee engagement with Ethics Program Management\n\n###\n\nIn this tech talk, we will walk you through the customer's employee journey\nutilizing our Ethics Program Management suite of tools.\n\n####  May 21, 2024\n\n[ Learn more  __ ](/resources/drive-employee-engagement-with-ethics-program-\nmanagement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  EthicsConnect: Risk - It\u2019s not just for breakfast anymore\n\n###\n\nJoin us for a deep dive into embedding privacy by design into the fabric of\nyour business to promote the responsible use of data.\n\n####  April 25, 2024\n\n[ Learn more  __ ](/resources/ethicsconnect-risk-its-not-just-for-breakfast-\nanymore-webinar/)\n\neBook\n\n####  Ethics Program Management\n\n###  Business messaging apps: A guide to corporate compliance\n\n###\n\nHow can your business use third-party messaging apps while staying compliant?\nDive into key usage considerations based on the DOJ\u2019s 2023 guidance.\n\n####  February 13, 2024\n\n[ Learn more  __ ](/resources/business-messaging-apps-a-guide-to-corporate-\ncompliance-ebook/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Third-party applications and ephemeral apps\n\n###\n\nLearn practical advice on how to navigate the risks of ephemeral apps and\nemployee privacy in BYOD world.\n\n####  December 05, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-third-party-applications-\nand-ephemeral-apps-webinar/)\n\nWebinar\n\n####  Speak-Up Program Management\n\n###  Navigating the EU Whistleblower Protection Directive: New rules, new\nrisks\n\n###\n\nJoin our expert-led webinar where we explore the EU Whistleblower Protection\nDirective and practical steps towards compliance.\n\n####  November 02, 2023\n\n[ Learn more  __ ](/resources/navigating-the-eu-whistleblower-protection-\ndirective-new-rules-new-risks-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Risk assessments\n\n###\n\nJoin our risk assessments experts as we discuss best practices, program\ntemplates, and how provide an assessment that provides the best value for your\norganization.\n\n####  October 25, 2023\n\n[ Learn more  __ 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diligence\n\n###\n\nDownload our eBook learn how to start building a robust third-party due\ndilligence (TPDD) strategy that protects your brand and minimizes risk.\n\n####  May 30, 2023\n\n[ Learn more  __ ](/resources/the-global-regulations-driving-third-party-due-\ndiligence-ebook/)\n\nChecklist\n\n####  Ethics Program Management\n\n###  Policy on development and administration of policies template\n\n###\n\nGet a head start on your ethics program and create a policy on development and\nadministration of policies with our customizable template.\n\n####  May 10, 2023\n\n[ Learn more  __ ](/resources/policy-on-development-and-administration-of-\npolicies-template-checklist/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  Unpacking the global third-party due diligence regulatory landscape\n\n###\n\nLearn how a strategic plan for compliance can help companies eliminate human\nrights and environmental violations and avoid costly consequences.\n\n####  March 06, 2023\n\n[ Learn more  __ 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and case management: What the EU Whistleblower\nDirective requires\n\n###\n\nOne of the challenges to come out of the EU Whistleblower Protection Directive\nis how companies should adopt local vs. centralized case management.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/local-vs-central-intake-requirements-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  GDPR and the EU Whistleblower Protection Directive webinar\n\n###\n\nJoin this webinar to learn how to review your whistleblowing processes to\ncomply with the EU Whistleblower Protection Directive, the GDPR and others.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/gdpr-and-eu-whistleblower-protection-directive-\nwebinar/)\n\n* * *\n\n* * *\n\n###  Top Searches\n\n  * [ Trust Center  ](/trust/)\n  * [ Consent & Preferences  ](/solutions/consent-and-preferences/)\n  * [ Third-Party Management  ](/solutions/third-party-management/)\n  * [ AI Governance  ](/products/ai-governance/)\n\n###  Resources\n\n  * [ 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                "url": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
            },
            "reason": "This blog post from OneTrust, a company specializing in privacy and security solutions, provides a guide to EU CSRD regulations. While potentially biased towards promoting their services, the information is generally accurate and useful, meriting a mostly reliable score.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "OneTrust's blog provides a guide to EU CSRD regulations.",
            "url": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
        },
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                    "source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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                "page_content": "[ Home ](../../../../../)\n\n[ Publications ](/USDART/home/publications)\n\n[ Other Publications ](/USDART/home/publications/deloitte)\n\n[ Heads Up Newsletter ](/USDART/home/publications/deloitte/heads-up)\n\n[ 2024 ](/USDART/home/publications/deloitte/heads-up/2024)\n\n[ Unpacking the Double Materiality Assessment Under the E.U. Corporate\nSustainability Reporting Directive (June 27, 2024)\n](/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-\nmateriality-assessment)\n\n[ Previous Section ](/USDART/home/publications/deloitte/heads-up/2024/fasb-\ndisaggregation-of-income-statement-expenses-dise) [ Next Section\n](/USDART/home/publications/deloitte/heads-up/2024/aicpa-draft-accounting-\nvaluation-guide)\n\n...\n\n[ 2024  ](/USDART/home/publications/deloitte/heads-up/2024)\n\n#  Unpacking the Double Materiality Assessment Under the E.U. Corporate\nSustainability Reporting Directive (June 27, 2024)\n\nHeads Up | Volume 31, Issue 12 \n\nJune 27, 2024\n\n[ View the PDF\n](/USDART/object/e872bb9d-6030-435a-93ce-b79d04a42efc/resource/2_692966.pdf)\n\nOn July 31, 2023, the European Commission adopted a delegated regulation on\nthe [ European Sustainability Reporting Standards ](https://eur-\nlex.europa.eu/legal-content/EN/TXT/?uri=OJ:L_202302772) (ESRS or \u201cthe\nstandards\u201d), which detail the requirements for companies within the scope of\nthe [ E.U. Corporate Sustainability Reporting Directive (EU) 2022/2464\n](https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32022L2464)\n(CSRD or \u201cthe directive\u201d).  1\n\nThe CSRD and ESRS introduce a \u201cdouble materiality\u201d concept that consists of\nimpact materiality and financial materiality; assessing double materiality is\na critical step in entities\u2019 determination of the disclosures required for\nsustainability reporting. To assess materiality under the CSRD, entities\nidentify information about material impacts, risks, and opportunities (IROs)\nrelated to their business activities and relevant sustainability matters. This\npublication discusses possible approaches to performing a double materiality\nassessment under the CSRD and various factors that entities may want to\nconsider.  2  For further information, see Deloitte\u2019s August 17, 2023 (updated\nFebruary 23, 2024), [ Heads Up  ](/USDART/home/publications/deloitte/heads-\nup/2023/csrd-corporate-sustainability-reporting-directive-faqs) on the\napplication of the CSRD to companies based in the United States.\n\nThe CSRD explains that entities should disclose information that is material\nfrom either an impact perspective or a financial perspective, or from both\nperspectives. The directive establishes the \u201cdouble materiality\u201d terminology\nto describe this concept, and the ESRS expand and clarify the approach and\nrequired disclosures.\n\nSustainability matters that are material from an impact or financial\nperspective, or both, have associated material IROs. [ ESRS 1 ](https://eur-\nlex.europa.eu/legal-content/EN/TXT/HTML/?uri=OJ:L_202302772#d1e169-1-1)\ndescribes these terms as follows:\n\n  * Impacts  \u2014 \u201c[P]ositive and negative sustainability-related impacts that are connected with the undertaking\u2019s business, as identified through an  impact materiality  assessment\u201d (paragraph 14(a)). \n  * Risks and opportunities  \u2014 An \u201cundertaking\u2019s sustainability-related financial risks and opportunities, including those deriving from dependencies on natural, human and social resources, as identified through a  financial materiality  assessment\u201d (paragraph 14(b)). \n\nThere are four general steps that an entity may consider when developing its\ndouble materiality assessment process and related internal controls. While the\nESRS include certain elements that are required within the double materiality\nassessment, the guidance does not prescribe exactly how the assessment should\nbe conducted. Therefore, judgment is required to design a process that (1) is\nin compliance with the standards and (2) reflects the entity\u2019s specific facts\nand circumstances. Furthermore, an entity should consider how its double\nmateriality assessment process may be affected by both the [ IG 1: Materiality\nAssessment Implementation Guidance\n](https://www.efrag.org/Assets/Download?assetUrl=/sites/webpublishing/SiteAssets/IG+1+Materiality+Assessment_final.pdf)\nand forthcoming implementation guidance related to the ESRS.  3\n\nAn entity may consider the following steps in its double materiality\nassessment process:\n\n  * Step 1  \u2014 Identify business activities, including those in the value chain.  4 \n  * Step 2  \u2014 Identify IROs. \n  * Step 3  \u2014 Determine which IROs are material. \n  * Step 4  \u2014 Conclude and prepare documentation. \n\nAn entity may find it helpful to first identify the nature and extent of its\nbusiness activities and operations, including those in its value chain,\nrelated to sustainability matters. The scope of this analysis should align\nwith the ESRS reporting level at which the entity has determined it should\nreport (e.g., subsidiary level or parent company level). To capture all of an\nentity\u2019s activities that may be related to a sustainability topic (including\nactivities of the entity\u2019s value chain partners), the entity may consider the\nfollowing factors:\n\n  * Information included on the entity\u2019s Web site or other external materials. \n  * The entity\u2019s legal and regulatory environment. \n  * Media reports and publications about the entity and its industry. \n  * Peer reports and sector-specific benchmarks. \n  * Publications on sustainability trends and scientific findings. \n\nBy using the information gathered, the entity can identify its own business\nactivities \u2014 including upstream and downstream value chain activities and the\nrelated dependencies, resources, business relationships, geographical\nfootprint, and affected stakeholders.\n\nUpon completion of step 1, entities should have an inventory of all activities\nto be included in the double materiality assessment.\n\nThe process of identifying IROs may be challenging, and it is likely to\ninvolve activities such as those discussed below.\n\nSoliciting balanced and meaningful feedback from both internal and external\nstakeholders is a critical part of the double materiality assessment. While\nengagement with affected stakeholders or their representatives is central to\nthe process of identifying IROs, the method of engagement can vary with\nrespect to both the timing and manner of engagement. For instance, an entity\nmay obtain information from external stakeholders before assessing double\nmateriality to guide its identification of IROs or it may obtain information\nafter the assessment to corroborate the results, or both. With regard to the\nmanner of engagement, the entity may obtain feedback in different ways,\nincluding through proxy conversations, surveys, or interviews.\n\nWhile included in step 2 for illustrative purposes, engagement with affected\nstakeholders should not be a one-time activity but rather a part of an\nentity\u2019s ongoing due diligence process.\n\nESRS 1, AR  5  16, provides a list of sustainability matters that may be\nrelevant in the context of an entity\u2019s business activities and value chain.\nHowever, while the list of topics in AR 16 provides the starting point for\nthis analysis, sector-specific and entity-specific matters must also be\nconsidered. Additional considerations that may inform this part of the process\ncould include (1) matters reported by the entity\u2019s peers or competitors, (2)\nmatters raised by financial analysts, (3) relevant regulations or sector\nstandards (e.g., Sustainability Accounting Standards Board [SASB], Global\nReporting Initiative [GRI]), (4) matters that are prevalent in the industry,\n(5) previously or voluntarily reported information, or (6) other matters\nidentified in the entity\u2019s ongoing due diligence process.\n\nExample 1\n\nEntity Z is a distributor of furniture and uses its fleet of diesel-engine\ntrucks to deliver inventory to retailers. In addition to assessing the list of\nmatters in ESRS 1, AR 16, Z determines whether there are any sector-specific\nor entity-specific matters that are not included in the list. As one example,\nZ evaluates the regulations that it is subject to and identifies vehicle\nmaintenance standards and driving standards as potentially relevant matters\nbecause they are related to the well-being of both the employee drivers and\nother drivers on the roadways.\n\nNote that the discussion in this example is for illustrative purposes only and\ntherefore is limited to specific items and does not contemplate all\npotentially relevant matters.\n\nOnce an entity has identified all (1) the \u201ctopics, sub-topics and sub-sub-\ntopics (collectively \u2018  sustainability matters  \u2019)\u201d from the list in ESRS 1,\nAR 16, and (2) the sector-specific and entity-specific sustainability matters\nthat it believes  could  be relevant as described in the previous section, it\ndetermines which of those matters  are  relevant and refines the list to\ninclude only such matters. To do so, the entity may consider the following\nquestions about each sustainability matter:\n\n  * Is the matter regulated, or is disclosure of the matter required by a regulatory body? \n  * Is disclosure of the matter required by relevant industry SASB standards or GRI sector standards? \n  * Was the matter identified in a previous double materiality assessment? \n  * Has the matter been identified in any research conducted (by ESG analysts, peers, etc.)? \n  * Is the matter related to the entity\u2019s (1) business activities or relationships or (2) value chain dependencies or resources, or is it in the financial, regulatory, geopolitical, or regulatory environments in which the entity operates? \n\nNote that an entity is required to consider the list of sustainability matters\nin ESRS 1, AR 16, as well as sector-specific and entity-specific matters, and\nto then identify the material IROs. We expect that, in practice, this will be\nan iterative process. Therefore, in step 2, an entity may identify the\nsustainability matters that are relevant to its business and value chain and\nmay later determine whether the specific sustainability matter is material on\nthe basis of the materiality determination of the associated IROs identified\n(see [ step 3 ](/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-\ndouble-materiality-assessment#SL903858300-692954) ). In addition, an entity\nmay identify IROs that prompt it to revisit its preliminary conclusions\nregarding the relevance of particular sustainability matters.\n\nExample 2\n\nEntity Z assesses the \"topics,\" \u201csub-topics,\u201d and \u201csub-sub-topics\u201d listed in\nESRS 1, AR 16, as well as sector-specific and entity-specific matters, and\nnarrows down the list to include only relevant matters. As part of that\ndetermination, Z considers that its fleet of vehicles has diesel engines that\nemit pollutants into the air and concludes that these emissions are an\ninherent consequence of its core business. Entity Z notes that other\ndistributors in similar industries provide air pollution metrics and,\ntherefore, believes that its stakeholders and sustainability statement users\nwould expect it to provide the same type of information. Therefore, Z\ndetermines that the subtopic \u201cPollution of air\u201d is relevant.\n\nIn addition, the subtopic \u201dPollution of water\u201d may also be relevant since\ntrucking can cause water pollution via runoff from roadways (i.e., if rain\nwashes harmful pollutants into bodies of water). While Z does not transport\ntoxic chemicals that could pollute the roadways, its trucking activities can\ncause other types of pollutants (oil, grease, fluid leakage), and therefore Z\ndetermines that \u201dPollution of water\u201d is a relevant subtopic.\n\nAs part of this step, Z also eliminates matters that are clearly  not\nrelevant. For example, Z determines that the subtopic \u201cCommunities\u2019 civil and\npolitical rights\u201d in ESRS 1, AR 16, is not relevant because its business is\nnot associated with or involved in any community\u2018s \u201cfreedom of expression\u201d or\n\u201cfreedom of assembly,\u201d nor does it have any \u201cimpact on human rights\ndefenders.\u201d\n\nNote that the discussion in this example is for illustrative purposes only and\ntherefore is limited to specific items and does not contemplate all\npotentially relevant matters.\n\nAfter identifying the relevant sustainability matters, an entity should\nanalyze such matters to determine the associated IROs. Input from\nstakeholders, qualitative information, and information from other sources\nshould be evaluated. An entity may seek to identify all sustainability IROs\nfirst and then refine the list to include only material IROs in a later step\n(see [ step 3 ](/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-\ndouble-materiality-assessment#SL903858300-692954) ).\n\nESRS 1, Section 3.4, describes impacts as \u201cactual or potential, positive or\nnegative  impacts  on people or the environment.\u201d The specific impacts\nassociated with each sustainability matter are disaggregated and defined in\nthis step. For example, if an entity identifies \u201csubstances of concern\u201d as a\nrelevant subtopic (see ESRS 1, AR 16), it would then identify each individual\nsubstance of concern and obtain information about each instance, such as the\nlocation, the associated business activity, the quantity produced or procured,\nand the environmental impact.\n\nIn terms of financial risks and opportunities, ESRS 1, paragraph 49, notes\nthat a \u201csustainability matter is material from a financial perspective if it\ntriggers or could reasonably be expected to trigger material  financial\neffects  on the undertaking.\u201d Specifically, a matter may be material from a\nfinancial perspective if it materially affects or is expected to materially\naffect an \u201cundertaking\u2019s development, financial position, financial\nperformance, cash flows, access to finance or cost of capital.\u201d An entity\nshould consider events and circumstances that may give rise to a financial\neffect, either currently or in the future.\n\nESRS 1, paragraph 38, states that \u201c  [i]mpact materiality  and  financial\nmateriality  assessments are inter-related\u201d and requires an entity to consider\nthe \u201cinterdependencies between these two dimensions.\u201d Thus, in addition to\nidentifying sustainability matters that generate a financial risk or\nopportunity directly, the entity must also consider whether its sustainability\nimpacts have an indirect financial effect. As stated in paragraph 91 of\nEFRAG\u2019s  IG 1: Materiality Assessment Implementation Guidance  , \u201dmost impacts\ngive rise to financial risks and opportunities.\u201d\n\nAn entity may consider the following factors when identifying risks and\nopportunities related to each sustainability impact:\n\n  * Whether there are expected operational changes. \n  * Its ability to meet strategic goals. \n  * Its ability to adhere to regulations. \n  * The reputational effects of its environmental or social impacts. \n  * Decreased operating expenses resulting from investments in energy-efficient technologies. \n  * Increased capital expenditures associated with facility upgrades or modifications. \n  * New access to capital with more favorable terms and lower interest rates. \n  * Modifications made to assets because of changing weather patterns such as increased flood risks. \n  * Accelerated decommissioning of assets as a result of commitments or loss of financial viability. \n  * Incurrence of costs associated with stranded assets and associated redundancies. \n  * Increased training costs to upskill workforce for new products or services. \n  * A reduction in revenues linked to certain products or services. \n  * Increased insurance premiums or legal liabilities as a result of noncompliance with regulations, settlements, fines, or legal fees. \n\nExample 3\n\nEntity Z considers all the impacts associated with air pollution that could\nresult from its trucking activities and compiles a list specifying (1) each\ntype of gas pollutant associated with each vehicle type in its fleet and (2)\nthe nature of the environmental or social harm, or both, that each pollutant\nmay cause (i.e., impacts). Entity Z also identifies sources of financial\nrisks; it (1) determines which of the jurisdictions in which it operates\nimposes fines for exceeding emissions limits and (2) considers that\nreputational damage related to its pollutant emissions could result in a shift\nin consumer demand for furniture delivered by trucks with diesel engines\n(financial risks).\n\nSimilarly, Z takes inventory of all its IROs related to water pollution.\n\nNote that the discussion in this example is for illustrative purposes only and\ndoes not provide an exhaustive list of matters and IROs. In addition to the\ntopical standard \u201cPollution\u201d in ESRS E2, air pollution related to greenhouse\ngases is also covered in the ESRS E1 topical standard \u201cClimate change,\u201d which\nZ evaluates separately.\n\nUpon completion of step 2, entities should have identified the IROs that need\nto be assessed for materiality.\n\nIn this step, an entity assesses the materiality of each IRO identified in\nstep 2. To do so, the entity may choose to use stakeholder input, qualitative\ninformation, and information from its ongoing due diligence to develop IRO\nscoring criteria. IRO scoring is an approach that management may use to assign\nstandardized ratings to each IRO for each of the prescribed criteria on the\nbasis of the specific characteristics of each IRO. Although an entity will\nneed to apply judgment when developing the scoring criteria, it is also\nrequired to apply the appropriate thresholds under ESRS 1. A leading practice\nis to ensure consistent scoring of IROs, which in turn provides a sound\nfoundation for the entity\u2019s internal control framework. Furthermore, a\nsystematic and consistently applied rating approach supports consistent\nexecution of the steps, conclusions, and related documentation needed to\nprepare for obtaining assurance for both compliance and the double materiality\nassessment process.\n\nThe indicators and thresholds used in a materiality assessment under ESRS 1\nmay consist of quantitative information, qualitative information, or both. The\ntable below shows the criteria that ESRS 1 prescribes, depending on the type\nof IRO.\n\n6\n\nESRS 1, paragraph 45, specifies that \u201c[i]n the case of a potential negative\nhuman rights impact, the severity of the impact takes precedence over its\nlikelihood.\u201d\n\nAs indicated in ESRS 1, AR 10, the \u201cseverity\u201d of an IRO depends on its\n\u201cscale,\u201d \u201cscope,\u201d and \u201cirremediable character.\u201d ESRS 1, AR 11, states that\n\u201c[a]ny of the three characteristics . . . can make a negative impact severe.\u201d\nWhen evaluating each IRO, an entity may want to consider factors such as the\nfollowing, as shown in the table above:\n\n  * Scale  \u2014 How intense the negative or positive impacts are or potentially would be for people or the environment (e.g., substantial, major, moderate, minimal). \n  * Scope  \u2014 How widespread or broad the negative or positive impacts are or potentially would be (e.g., high, moderate, low).  7 \n  * Irremediable character  \u2014 How difficult it would be to remediate or reverse any actual damage (e.g., impossible, challenging, moderately difficult, easy). \n  * Likelihood  \u2014 How probable it is that the potential impact will occur or that the risk or opportunity will materialize (e.g., almost certain, likely, possible, unlikely). \n  * Magnitude  \u2014 How significant the financial effect would be if this risk or opportunity were to materialize (e.g., above or below the threshold). \n\nThe scoring of each criterion should be aggregated on the basis of the\napproach and thresholds determined by the entity.\n\nExample 4\n\nEntity Z assesses each of the impacts and risks identified in step 2 in\naccordance with the relevant criteria outlined above and considers the\ninformation gathered about each IRO, including input and feedback from\nstakeholders. In its analysis, Z determines that the potential impacts of air\npollutants are material on the basis of the nature of the harm (scale), the\nquantity emitted (scope), and the irremediable character of the damage. Entity\nZ also aggregates the potential regulatory fines from all jurisdictions. While\nit assesses the likelihood of being subject to fines as moderate (likely), Z\ndetermines that the magnitude of such fines would be low (below the\nthreshold); therefore, it concludes that the total financial risk related to\nfines is not material to users of the general-purpose financial statements and\ndoes not need to be disclosed. However, Z determines that there are material\nfinancial risks related to reduced consumer demand resulting from potential\nreputational damage associated with the air pollution.\n\nIn addition, Z assesses the severity and likelihood of the impacts related to\nwater pollution caused by its trucking activities. Since Z does not transport\nchemicals, the only sources of pollutants are minor leaks from the trucks\u2019\nengines, which are mitigated by regular inspection and maintenance to help\nprevent the leakage of harmful chemicals. Entity Z concludes that both the\nscale and likelihood of the IROs associated with water pollution are low\n(minimal and unlikely, respectively) in the short, medium, and long-term. On\nthe basis of its materiality assessment, Z determines that IROs related to\nwater pollution are not material.\n\nNote that the discussion in this example is for illustrative purposes only and\ndoes not contemplate all IROs or factors that would be considered in the\nscoring of the IROs.\n\nAssurance Note\n\nTo facilitate compliance with ESRS 2 IRO-1 and IRO-2 and for assurance\npurposes, entities should maintain documentation of management\u2019s decisions and\noutcomes for each IRO as part of their detailed documentation of the\nmateriality assessment. For example, entities should describe how thresholds\nwere determined and where management used judgment in applying the thresholds.\n\nUpon completion of step 3, entities should have identified the IROs that are\nmaterial.\n\nAfter an entity has evaluated each IRO and reached a preliminarily conclusion\nabout whether it is material in relation to the thresholds defined by\nmanagement, the entity may want to reengage external stakeholders to\ncorroborate the double materiality assessment and gather additional\nstakeholder feedback.\n\nTo prepare its sustainability disclosures, an entity may find it helpful to\nmap material IROs to related ESRS disclosure requirements and data points\nwithin the relevant topical standard to determine the information to be\ndisclosed. If industry- and entity-specific IROs are determined to be\nmaterial, entity-specific disclosures  8  must be provided to enable users to\nunderstand IROs.\n\nAssurance Note\n\nFAQ 12 of EFRAG\u2019s  IG 1: Materiality Assessment Implementation Guidance  notes\nthat \u201cit is reasonable to expect a certain level of documentation to be needed\nfor internal purposes\u201d and to \u201chelp assurance providers to perform their\nwork.\u201d Entities should consider and anticipate the information that assurance\nproviders will need to render assurance reports. In addition, information\nabout the double materiality assessment process, including management\u2019s use of\nthresholds, is required to be disclosed in accordance with ESRS 2 IRO-1 and\nIRO-2. Therefore, a key step in obtaining assurance over an entity\u2019s CSRD\ncompliance is to capture management\u2019s judgments and conclusions in writing\nthroughout the double materiality process. The documentation should also\nprovide evidence of the entity\u2019s ongoing due diligence activities to ensure\nthat all material IROs that exist during the reporting period are identified,\neven if not reflected in the initial assessment. Entities should maintain\nrecords of management\u2019s decisions and outcomes for each IRO as part of their\ndetailed documentation of the materiality assessment. For example, entities\nshould describe how thresholds were determined and applied.\n\nAt the end of this step, the entity will have a completed double materiality\nassessment that identifies all material IROs and records the documentation of\nthe double materiality assessment process.\n\nEntities with reporting obligations under ESRS may also have reporting\nobligations with the SEC. In March 2024, the SEC issued a [ final rule\n](https://www.sec.gov/files/rules/final/2024/33-11275.pdf) 9  regarding\nclimate matters that has been stayed pending judicial review. While it is\nuncertain whether the rule will be issued as written, modified, or not issued\nat all, entities should prepare to comply with the new rule as well as with\nexisting SEC rules regarding MD&A, legal proceedings, and risk factors (which\nmay capture other material sustainability matters beyond climate). As a\nresult, SEC registrants may need to include disclosures about material\nsustainability matters. In doing so, registrants must apply the definition of\n\u201cmaterial\u201d established in U.S. Supreme Court rulings, which states that \u201ca\nmatter is material if there is a substantial likelihood that a reasonable\ninvestor would consider it important when determining whether to buy or sell\nsecurities or how to vote or such a reasonable investor would view omission of\nthe disclosure as having significantly altered the total mix of information\nmade available.\u201d\n\nWhile the guidance on financial materiality in ESRS and in the SEC\u2019s\ndefinition of materiality are different, many of the underlying concepts are\ngenerally similar and, in many cases, overlapping. However, the double\nmateriality approach under ESRS further requires companies to disclose matters\nthat may be material from an impact perspective. For example, if a U.S.\nmultinational registrant provides a consolidated sustainability report in\naccordance with ESRS at the enterprise level to satisfy the requirements of\nits E.U. subsidiaries in the scope of the CSRD, the reporting entity for both\nthe CSRD/ESRS report and its SEC filing will be the same. In such a case, the\nmore prescriptive requirements for identifying material matters under ESRS may\nlead a registrant to reassess the matters to be disclosed for SEC reporting\npurposes, except for matters that are only deemed to be material from an\nimpact perspective. We believe, however, that matters that are preliminarily\ndetermined to only be material from an impact perspective under ESRS could\npotentially lead to financial risks that may have a material impact on a\nregistrant\u2019s future operations, such as through legal liabilities or\nreputational harm.\n\nBecause of the number of ESG topics covered by ESRS and the related ESRS\ndisclosure requirements and datapoints, we believe that U.S. companies may\nevaluate the population of sustainability matters in their double materiality\nassessment at a more granular level than has previously been applied in\npractice. In addition, as a result of the ongoing sustainability due diligence\nprocess required by the ESRS, which informs the materiality assessment\nprocess, registrants may identify more activities that may be considered for\nSEC disclosure purposes than are currently addressed as sustainability matters\nin SEC registrants\u2019 disclosures. Companies should further implement the\nappropriate processes and controls for collecting sufficient information to\nconduct a thorough materiality assessment and document both quantitative and\nqualitative considerations. Such matters may include (1) their conclusions\nregarding which matters must be disclosed under each regulation and (2) their\nrationale and support for any differences in the matters disclosed under\ndifferent regulations (e.g., matters may be material for disclosure in\nCSRD/ESRS reports but not for disclosure in SEC reports).\n\nOn May 2, 2024, EFRAG and the International Sustainability Standards Board\n(ISSB) jointly published [ interoperability guidance\n](https://www.ifrs.org/content/dam/ifrs/supporting-implementation/issb-\nstandards/esrs-issb-standards-interoperability-guidance.pdf) . According to\nthe press release, the guidance is intended to \u201creduce complexity,\nfragmentation and duplication for companies applying both the ISSB Standards\nand ESRS.\u201d The guidance states:\n\nThe financial materiality assessment in ESRS 1 corresponds to the\nidentification of information that is material for primary users of general\npurpose financial reports in making decisions relating to providing resources\nto the entity (see paragraph 48 of ESRS 1 and paragraph 18 of IFRS S1). The\ndefinition of information that is considered material for users of general\npurpose financial reports is therefore aligned between the two sets of\nstandards.\n\nThis alignment means that in assessing whether a particular disclosure is\nconsidered material in applying ISSB Standards, that assessment is aligned\nwith the assessment of whether that disclosure is financially material in\naccordance with ESRS, and conversely.\n\nAlthough EFRAG and the ISSB noted that their guidance is aligned in terms of\nfinancial materiality, the double materiality approach under ESRS requires\ncompanies to disclose additional matters that may be material from an impact\nperspective. In addition, ESRS require companies to evaluate sustainability\nmatters that are incremental to those currently covered in IFRS S1 and S2.\nLastly, the interoperability guidance must be considered in conjunction with\nthe ESRS and ISSB standards, and entities will need to comply with all the\nrequirements of both standards to claim they are reporting in accordance with\neither one.\n\n|  Eric Knachel  Audit & Assurance  Partner  Deloitte & Touche LLP  +1 203 761 3625  [ eknachel@deloitte.com ](mailto:eknachel@deloitte.com) |  |  Doug Rand  Audit & Assurance  Managing Director  Deloitte & Touche LLP  +1 202 220 2754  [ dorand@deloitte.com ](mailto:dorand@deloitte.com)  \n---|---|---|---  \n|  Sara Raquel Macferran  Audit & Assurance  Senior Manager  Deloitte & Touche LLP  +1 813 769 6174  [ smacferran@deloitte.com ](mailto:smacferran@deloitte.com) |  |  Ragan Powell  Audit & Assurance  Senior Manager  Deloitte & Touche LLP  +1 469 417 2356  [ rpowell@deloitte.com ](mailto:rpowell@deloitte.com)  \n  \n1\n\n\u201cDirective (EU) 2022/2464 of the European Parliament and of the Council.\u201d\n\n2\n\nFor additional considerations, see the European Financial Reporting Advisory\nGroup (EFRAG) publication [ IG 1: Materiality Assessment Implementation\nGuidance\n](https://www.efrag.org/Assets/Download?assetUrl=/sites/webpublishing/SiteAssets/IG+1+Materiality+Assessment_final.pdf)\n, which discusses one possible approach to performing the double materiality\nassessment and includes examples of IROs arising from sustainability matters.\n\n3\n\nSee the Web sites of [ EFRAG ](https://www.efrag.org/) and the [ European\nCommission ](https://commission.europa.eu/index_en) for information on the\nadditional guidance that is expected to be released.\n\n4\n\nESRS Annex II defines value chain, in part, as \u201cthe full range of activities,\nresources and relationships related to the undertaking\u2019s business model and\nthe external environment in which it operates.\u201d For further information, see\nthe EFRAG publication [ IG 2: Value Chain Implementation Guidance\n](https://www.efrag.org/Assets/Download?assetUrl=/sites/webpublishing/SiteAssets/EFRAG+IG+2+Value+Chain_final.pdf)\n.\n\n5\n\n\u201cAR\u201d refers to the \u201cApplication Requirements\u201d section in ESRS 1, Appendix A.\n\n6\n\nESRS 1, paragraph 45, specifies that \u201c[i]n the case of a potential negative\nhuman rights impact, the severity of the impact takes precedence over its\nlikelihood.\u201d\n\n7\n\nAs noted in ESRS 1, AR 10, \u201d[i]n the case of environmental impacts, the scope\nmay be understood as the extent of environmental damage or a geographical\nperimeter. In the case of impacts on people, the scope may be understood as\nthe number of people adversely affected.\u201d\n\n8\n\nSee ESRS 1, AR 1 through AR 5, for information about the application\nrequirements for entity-specific disclosures.\n\n9\n\nSEC Final Rule Release No. 33-11275,  The Enhancement and Standardization of\nClimate-Related Disclosures for Investors  .\n\nHeads Up  is prepared by members of Deloitte's National Office as developments\nwarrant. This publication contains general information only and Deloitte is\nnot, by means of this publication, rendering accounting, business, financial,\ninvestment, legal, tax, or other professional advice or services. This\npublication is not a substitute for such professional advice or services, nor\nshould it be used as a basis for any decision or action that may affect your\nbusiness. Before making any decision or taking any action that may affect your\nbusiness, you should consult a qualified professional advisor. Deloitte shall\nnot be responsible for any loss sustained by any person who relies on this\npublication.\n\nThe services described herein are illustrative in nature and are intended to\ndemonstrate our experience and capabilities in these areas; however, due to\nindependence restrictions that may apply to audit clients (including\naffiliates) of Deloitte & Touche LLP, we may be unable to provide certain\nservices based on individual facts and circumstances.\n\nDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK\nprivate company limited by guarantee (\u201cDTTL\u201d), its network of member firms,\nand their related entities. DTTL and each of its member firms are legally\nseparate and independent entities. DTTL (also referred to as \u201cDeloitte\nGlobal\u201d) does not provide services to clients. In the United States, Deloitte\nrefers to one or more of the US member firms of DTTL, their related entities\nthat operate using the \u201cDeloitte\u201d name in the United States and their\nrespective affiliates. Certain services may not be available to attest clients\nunder the rules and regulations of public accounting. Please see [\nwww.deloitte.com/us/about ](https://www2.deloitte.com/us/en/pages/about-\ndeloitte/articles/about-deloitte.html) to learn more about our global network\nof member firms. Copyright \u00a9 2025 Deloitte Development LLC. All rights\nreserved.\n\n[ Deloitte  \nAccounting Research Tool  ](../../../../../)\n\n[ Terms of Use ](../../../../../terms-of-use)\n\n[ Privacy ](https://dart.deloitte.com/obj/1/vsid/426442)\n\n[ Cookies ](https://dart.deloitte.com/USDART/home/help/dart-help-1/cookies-\nnotice)\n\n[ Contact Us ](https://subscriptionservices.deloitte.com/contact-us)\n\n[ FAQs ](https://dart.deloitte.com/USDART/obj/vsid/362408)\n\nCopyright \u00a9 2025 Deloitte Development LLC. All rights reserved.\n\n",
                "url": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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            "reason": "This is a publication from Deloitte, a reputable professional services firm, discussing CSRD and materiality assessments. It provides expert analysis and insights, making it a mostly reliable source.",
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            "summary": "Deloitte's Heads Up publication discusses CSRD and double materiality assessments.",
            "url": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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                    "source": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
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                "page_content": "Skip to content\n\n#  Sustainability Accounting Standards Board (SASB)\n\nThe Sustainability Accounting Standards Board (SASB), now part of the IFRS\nFoundation, set standards that help companies disclose relevant sustainability\ninformation for investor use. Outlined below are relevant indicators from the\nApparel, Accessories & Footwear Standard for FY23, unless otherwise noted in\nthe table or our website.  (1)\n\n**Topic**\n\n**Metric**\n\n**Category**\n\n**Unit of Measure**\n\n**Code**\n\n**Data**\n\n**Reference**\n\nActivity Metric\n\nNumber of (1) Tier 1 suppliers and (2) suppliers beyond Tier 1\n\nQuantitative\n\nNumber\n\nCG-AA-000.A\n\n  1. 249 \n  2. 146 \n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nManagement of Chemicals in Products\n\nDiscussion of processes to maintain compliance with restricted substances\nregulations\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-250a.1\n\nNot applicable\n\n[ Substance Restrictions\n](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/abercrombie-fitch-substance-restrictions-2022/)\n\nManagement of Chemicals in Products\n\nDiscussion of processes to assess and manage risks and/or hazards associated\nwith chemicals in products\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-250a.2\n\nNot applicable\n\n[ Substance Restrictions\n](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/abercrombie-fitch-substance-restrictions-2022/)\n\nEnvironmental Impacts in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 in compliance with wastewater discharge permits and/or\ncontractual agreement\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430a.1\n\n  1. In 2023, a total of 118 facilities completed ZDHC wastewater testing with 97% compliance.* This includes 100% of our denim washhouses and garment dyehouses and 71% of fabric mills by production volume. \n\n_*Compliance refers to test results that meet ZDHC Heavy Metals Wastewater\nParameters and Limits, Table 2 and Conventional Parameters and Anon for\nWastewater, Table 3 according to ZDHC Wastewater Guidelines Version 2.1_\n\n[ Water ](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/water/)\n\nEnvironmental Impacts in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 that have completed the Sustainable Apparel Coalition\u2019s Higg\nFacility Environmental Module (Higg FEM) assessment or an equivalent\nenvironmental data assessment\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430a.2\n\n  1. In FY2023, 571 facilities including Tier 1 \u2013 cut and sew, Tier 2 \u2013 laundry, print & embroidery and trim and Tier 3 \u2013 fabric mill, completed the Higg FEM assessment. \n  2. Aggregated percentage of facilities who completed FEM self-assessment = 90% \n  3. Aggregated percentage of facilities who completed FEM verification = 75% \n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nLabor Conditions in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 that have been audited to a labor code of conduct, (3)\npercentage of total audits conducted by a third-party auditor\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430b.1\n\n(1) 100%\n\n(2) 90%\n\n(3) 100%\n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nLabor Conditions in the Supply Chain\n\nPriority non-conformance rate and associated corrective action rate for\nsuppliers\u2019 labor code of conduct audits\n\nQuantitative\n\nRate\n\nCG-AA-430b.2\n\nSee our Supplier Metrics page for audit highlights\n\n[ Factory Audit Details\n](https://corporate.abercrombie.com/sustainability/social-impact/factory-\naudit-details/)\n\nLabor Conditions in the Supply Chain\n\nDescription of the greatest (1) labor and (2) environmental, health, and\nsafety risks in the supply chain\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-430b.3\n\nNot applicable\n\n[ Vendor Code of Conduct\n](https://corporate.abercrombie.com/sustainability/policies-resources/vendor-\ncode-of-conduct/)\n\nRaw Materials Sourcing\n\n(1) List of priority raw materials; for each priority raw material: (2)\nenvironmental or social factor(s) most likely to threaten sourcing, (3)\ndiscussion on business risks or opportunities associated with environmental or\nsocial factors and (4) management strategy for addressing business risks and\nopportunities\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-440a.3\n\nNot applicable\n\n[ Product Sustainability \u2013 Materials\n](https://corporate.abercrombie.com/sustainability/product-\nsustainability/materials/)\n\nRaw Materials Sourcing\n\n(1) Amount of priority raw materials purchased, by material, and (2) amount of\neach priority raw material that is certified to third-party environmental or\nsocial standard, by standard\n\nQuantitative\n\nMetric tons (t)\n\nCG-AA-440a.4\n\nSee data table below\n\n[ Product Sustainability \u2013 Materials\n](https://corporate.abercrombie.com/sustainability/product-\nsustainability/materials/)\n\n**Metric**\n\n****Raw Material** **\n\n****Data** **\n\n****Year** **\n\n(1) Amount of priority raw materials purchased, by material\n\nTotal Cotton\n\nTotal Polyester (Fill)\n\nTotal Polyester (Fabric)\n\n31,943 metric tons\n\n3,238,194 units\n\n93,034,647 units\n\nCY2023\n\nFY2023\n\nFY2023\n\n(2) Amount of each priority raw material that is certified to third-party\nenvironmental or social standard, by standard\n\nBetter Cotton Initiative (BCI)\n\nRecycled Polyester (Fill)\n\nRecycled Polyester (Fabric)\n\n9,239 metric tons\n\n3,065,027 units\n\n4,202,580 units\n\nCY2023\n\nFY2023\n\nFY2023\n\n(1)  _The inclusion of information contained in this disclosure should not be\nconstrued as a characterization regarding the materiality or financial impact\nof that information to current or prospective investors in, or other\nstakeholders of, Abercrombie & Fitch Co. When we refer to \u201cmateriality\u201d and\nour \u201cmateriality assessment\u201d, we are referring to the identification of\nmaterial issues for purposes of guiding our ESG (Environmental, Social and\nGovernance) strategies, goals, and programs, and we are not using the\ndefinition of materiality for purposes of our financial statements or other\nfilings with the U.S. Securities and Exchange Commission (SEC). _\n\n**Follow Abercrombie & Fitch Co **\n\n  * [ Instagram  ](https://www.instagram.com/lifeatanf/)\n  * [ LinkedIn  ](https://www.linkedin.com/company/abercrombie-&-fitch/)\n  * [ TikTok  ](https://www.tiktok.com/@abercrombie?lang=en)\n\n* * *\n\n##  **FOLLOW ALONG OUR JOURNEY...**\n\nSee the latest news and events on Instagram and connect with us on LinkedIn...\n\n  * [ Instagram  ](https://www.instagram.com/lifeatanf)\n  * [ LinkedIn  ](https://www.linkedin.com/company/abercrombie-&-fitch/)\n\n[ Website Terms Of Use\n](https://www.abercrombie.com/shop/CustomerService?textKey=HELP_SITEUSE&catalogId=10901&langId=-1&pageName=site-\nuse&storeId=10051) _|_ [ Privacy Notice\n](https://corporate.abercrombie.com/privacy-notice/) _|_ \u00a92025 - Abercrombie &\nFitch Co _|_ All Right Reserved\n\n",
                "url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
            },
            "reason": "This page from Abercrombie & Fitch's corporate website discusses their use of SASB standards. As an official source from the company itself, it is considered extremely reliable for information about their sustainability policies and resources.",
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            "search_query": "company 'N/A' materiality assessment",
            "summary": "Abercrombie & Fitch's corporate website discusses their use of SASB standards.",
            "url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
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                    "source": "https://ccc.bc.edu/content/ccc/blog-home/2024/03/SEC-final-rule-climate-risk-disclosure-reporting-requirements-2024.html"
                },
                "page_content": "Skip to main content\n\n__\n\n  * [ Boston College ](http://bc.edu)\n  * [ Carroll School of Management ](https://www.bc.edu/content/bc-web/schools/carroll-school.html)\n  * [ Event Calendar ](/content/ccc/executive-education/event-calendar.html)\n\n  * [ Boston College ](http://bc.edu)\n  * [ Carroll School of Management ](https://www.bc.edu/content/bc-web/schools/carroll-school.html)\n  * [ Event Calendar ](/content/ccc/executive-education/event-calendar.html)\n\n  * [ Login  ](/content/ccc/_jcr_content.login?state=%2Fcontent%2Fccc%2Fblog-home%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-requirements-2024.html) [ Logout ](/content/ccc/_jcr_content.logout?r=/content/ccc/blog-home/2024/03/SEC-final-rule-climate-risk-disclosure-reporting-requirements-2024.html)\n\n  1. [ Boston College Center for Corporate Citizenship ](/content/ccc.html)\n  2. [ Blog ](/content/ccc/blog-home.html)\n  3. SEC Final Rule on Corporate Climate Disclosure: An Overview of New Reporting Requirements \n\n##  SEC Final Rule on Corporate Climate Disclosure: An Overview of New\nReporting Requirements\n\n  * __ Mar 13, 2024 \n  * [ __ Katherine V. Smith ](/content/ccc/blog-home/blog-authors/katherine-v-smith-executive-director.html)\n\n[ __ __\n](https://www.twitter.com/intent/tweet?url=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html&text=SEC+Final+Rule+on+Corporate+Climate+Disclosure%3A+An+Overview+of+New+Reporting+Requirements)\n[ __ __\n](http://www.linkedin.com/shareArticle?mini=true&url=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html) [ __ __\n](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html) [ __ __ ](mailto:?to=&subject=SEC Final Rule on\nCorporate Climate Disclosure: An Overview of New Reporting\nRequirements&body=https://ccc.bc.edu/content/ccc/blog-home/2024/03/SEC-final-\nrule-climate-risk-disclosure-reporting-requirements-2024.html)\n\n###  **What does the final SEC rule omit?**\n\nA complete document on [ **The Enhancement and Standardization of Climate-\nRelated Disclosures for Investors**\n](https://www.sec.gov/files/rules/final/2024/33-11275.pdf) **** summarizes all\nthe comments, reasoning, and amendments between the SEC\u2019s proposed draft and\nfinal rules. The most striking omissions and alterations include **. Scope 3\nemissions** . Scope 3 was originally included in the initial proposal but has\nbeen dropped from the final rule. This means companies will _not_ be required\nto gather and report data on GHG emissions from their suppliers and product\nend-users.\n\nThe final rule also leaves it to companies\u2019 discretion to determine whether\nScope 1 (direct) and Scope 2 (indirect) emissions data is _material_ \u2014(that\nis, whether the data is necessary for investors to make informed decisions. If\nScope 1 and 2 data is not deemed material, it will not need to be reported.\nSmall and emerging growth companies are exempt from this requirement\naltogether. It should be noted that many of the companies covered by the SEC\nrule will also be subject to the EU\u2019s ESRS requirements and Scope 3 is\nrequired by this rule and may become by default an expectation and common\npractice.\n\n###  **What determines if Scope 1 or Scope 2 climate data is \u201cmaterial\u201d or\nnot?**\n\nCompanies will have to conduct [ **materiality assessments**\n](https://ccc.bc.edu/content/ccc/executive-education/find-a-\ncourse/stakeholder-management-and-materiality.html) to determine for\nthemselves. The determination comes down to whether a reasonable investor\nwould consider the disclosure important when making an investment or voting\ndecision, or whether they would view an omission of the disclosure as having\nsignificantly altered the total mix of information available. Getting it wrong\nmay mean reissuing a financial statement.\n\n###  **Why did the final rule change from what was initially proposed?**\n\nThe final rule is the result of a two-year process and more than 24,000\ncomment letters\u2014from companies, auditors, legislators, etc.\u2014many arguing the\ncosts involved in more extensive (Scope 3) reporting, as well as questions\nover the consistency or reliability of such data points. Even despite the\nslackening, the rule is likely to be challenged in courts. [ **Ten states**\n](https://www.reuters.com/sustainability/climate-energy/republican-led-states-\nsay-they-will-sue-us-securities-regulator-over-\nclimate-2024-03-06/#:~:text=March%206%20\\(Reuters\\)%20%2D%20Ten,Exchange%20Commission%20approved%20the%20rules.)\nalong with various [ **trade groups and environmental organizations**\n](https://news.bloomberglaw.com/esg/sec-climate-rules-face-growing-legal-\nthreat-from-green-groups) have already filed petitions or threated lawsuits.\nCriticism is coming from anti-ESG factions that the rule goes too far, and\nfrom activist organizations that it has not gone far enough.\n\n###  **How does the SEC rule compare with other ESG reporting regulations,\nincluding the EU\u2019s CSRD and California\u2019s SB253 and SB261?**\n\nCompared to both of the above, the SEC final rule is less stringent.\n\nCompanies operating globally\u2014generating more than \u20ac150 million in the EU\u2014 are\nalready preparing to comply with Europe\u2019s [ **Corporate Sustainability\nReporting Directive (CSRD)** ](https://ccc.bc.edu/content/ccc/blog-\nhome/2023/04/what-is-csrd-overview-esg-reporting-requirements-for-\ncompanies.html) , which requires Scope 3 disclosures. These firms will not\nhave any additional requirements to address.\n\n[ **California\u2019s climate disclosure laws**\n](https://www.reuters.com/legal/legalindustry/californias-sweeping-climate-\ndisclosure-laws-possible-impact-asset-managers-2023-11-29/) , passed in\nOctober 2023\u2014which affect both private and public companies\u2014are also more\ndemanding. They require firms operating in the state with more than $1 billion\nin revenue to report direct and indirect emissions, including Scope 3.\n\n###  **Which companies will be affected by the new SEC rule?**\n\nThe final rule will affect publicly traded companies in the U.S., but only\nlarger firms will have to address the Scope 1 and Scope 2 emissions\nrequirements\u2014and even then, only if material.\n\nAccording to [ **SEC estimates** ](https://apnews.com/article/climate-change-\nsec-disclosure-companies-emissions-risks-b5bb510f9167ef396ee2fbc5a02ba1cf) ,\nroughly 2,800 U.S. companies will have to make the disclosures and about 540\nforeign companies with business in the U.S. will have to report information\nrelated to their emissions. This is many fewer U.S. companies than are\nexpected to be subject to the EU\u2019s ESRS requirement.\n\n###  **When does the new SEC rule take affect?**\n\nThe final rules will become effective 60 days after publication and phased in\ndepending on a company\u2019s filing status\u2014accelerated filer, large accelerated\nfiler, non-accelerated filer, smaller reporting company, etc.\u2014with [\n**compliance dates** ](https://www.sec.gov/files/33-11275-fact-sheet.pdf)\nranging from FYB 2025 to FYB 2033.\n\nCompliance Dates Under Final Rules*  \n---  \n**Registrant (Company) Type** |  **Disclosure & Financial Statement Effects Audit ** |  **GHG Emissions/Assurance** |  **Electronic Tagging**  \n|  _All Reg. S-K and S-X disclosures, other than as noted in this table_ |  _Item 1502(d)(2), Item 1502(e)(2), and Item 1504(c)(2)_ |  _Item 1505 (Scopes 1 and 2 GHG emissions)_ |  _Item 1506 \u2013 Limited Assurance_ |  _Item 1506 Reasonable Assurance_ |  _Item 1508 Inline XBRK tagging for subpart 1500**_  \nLarge accelerated filers  |  FYB 2025  |  FYB 2026  |  FYB 2026  |  FYB 2029  |  FYB 2033  |  FYB 2026   \nAccelerated filers (other than smaller reporting companies and emerging growth companies)  |  FYB 2026  |  FYB 2027  |  FYB 2028  |  FYB 2031  |  N/A  |  FYB 2026   \nSmaller reporting companies, emerging growth companies, and non-accelerated filers  |  FYB 2027  |  FYB 2028  |  N/A  |  N/A  |  N/A  |  FYB 2027   \n*As used in this chart, \u201cFYB\u201d refers to any fiscal year beginning in the calendar year listed.  **Financial statement disclosure under Article 14 will be required to be tagged in accordance with existing rules pertaining to the tagging of financial statements. See Rule 405(b)(1)(i) of Regulation S-T.   \n  \nU.S. Securities and Exchange Commission. **[ _Fact Sheet: The Enhancement and\nStandardization of Climate-Related Disclosures: Final Rules_ .\n](https://www.sec.gov/files/33-11275-fact-sheet.pdf) **\n\n###  **How should companies prepare for the SEC\u2019s new climate disclosure\nrules?**  \n\n> Many companies already issue [ **reports on sustainability**\n> ](https://ccc.bc.edu/content/ccc/research/corporate-citizenship-news-and-\n> topics/sustainability-reporting.html) and ESG metrics, which is a useful\n> starting point. But as climate risk reporting moves from voluntary to\n> required, stakeholders will have a much clearer view of how companies\n> compare with others in their sector. Forward-thinking companies will want\n> to:\n\n  * Bring more teams into the climate conversation, so that strategies and opportunities can be explored to the fullest \n  * Ensure all company leaders are fluent in [ **_The Fundamentals of Sustainability Reporting_ ** ](https://ccc.bc.edu/content/ccc/executive-education/find-a-course/fundamentals-of-sustainability-reporting.html)\n  * Develop a transition plan\u2014even though not required by the SEC\u2014to remain competitive where others are forging ahead \n\n##  **Looking to upskill a team of people on sustainability or ESG\nreporting?**\n\n##\n\n[ ](/content/ccc/executive-education/training-for-companies.html)\n\n####  [ **_Ask us about our team training options (virtual or on-site) to\nbroaden your capabilities in climate strategy._ **\n](https://ccc.bc.edu/content/ccc/executive-education/training-for-\ncompanies.html)\n\n[ blog ](/content/ccc/search.html?k=centers:ccc/content-type/news-and-\npublications/blog) [ climate\n](/content/ccc/search.html?k=centers:ccc/keyword/climate) [ communication\n](/content/ccc/search.html?k=centers:ccc/keyword/communication) [ compliance\n](/content/ccc/search.html?k=centers:ccc/keyword/compliance) [ corporate\ncitizenship ](/content/ccc/search.html?k=centers:ccc/topic/corporate-\ncitizenship) [ environment\n](/content/ccc/search.html?k=centers:ccc/keyword/environment) [ global\nreporting initiative (gri)\n](/content/ccc/search.html?k=centers:ccc/keyword/global-reporting-\ninitiative-\\(gri\\)) [ green house gas (ghg)\n](/content/ccc/search.html?k=centers:ccc/keyword/green-house-gas-\\(ghg\\)) [\ninvestors ](/content/ccc/search.html?k=centers:ccc/keyword/investors) [\npollution ](/content/ccc/search.html?k=centers:ccc/keyword/pollution) [\nreporting ](/content/ccc/search.html?k=centers:ccc/keyword/reporting) [ risk\n](/content/ccc/search.html?k=centers:ccc/keyword/risk) [ supply chain\n](/content/ccc/search.html?k=centers:ccc/keyword/supply-chain) [\nsustainability reporting\n](/content/ccc/search.html?k=centers:ccc/topic/sustainability-reporting) [\ntransparency ](/content/ccc/search.html?k=centers:ccc/keyword/transparency) [\nwaste ](/content/ccc/search.html?k=centers:ccc/keyword/waste)\n\n[ __ __\n](https://www.twitter.com/intent/tweet?url=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html&text=SEC+Final+Rule+on+Corporate+Climate+Disclosure%3A+An+Overview+of+New+Reporting+Requirements)\n[ __ __\n](http://www.linkedin.com/shareArticle?mini=true&url=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html) [ __ __\n](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fccc.bc.edu%2Fcontent%2Fccc%2Fblog-\nhome%2F2024%2F03%2FSEC-final-rule-climate-risk-disclosure-reporting-\nrequirements-2024.html) [ __ __ ](mailto:?to=&subject=SEC Final Rule on\nCorporate Climate Disclosure: An Overview of New Reporting\nRequirements&body=https://ccc.bc.edu/content/ccc/blog-home/2024/03/SEC-final-\nrule-climate-risk-disclosure-reporting-requirements-2024.html)\n\n##  Related Content\n\n[ ](/content/ccc/webinars/DEI-discussion.html)\n\n###  [ WEBINAR: DEI Discussion ](/content/ccc/webinars/DEI-discussion.html)\n\nWEBINAR: In today's evolving landscape, organizations are adapting their DEI\ninitiatives in response to changing organizational priorities, external\nevents, or new data... Re-watch this BCCCC discussion with several member\ncompanies on how they are navigating these changes.\n\n[ ](/content/ccc/webinars/communicating-csr-engaging-employees-stories.html)\n\n###  [ Member Meetup | Communicating CSR ](/content/ccc/webinars/communicating-csr-engaging-employees-stories.html)\n\nIn this month\u2019s Member Meetup, we explored how companies are effectively using\ninternal communications to share their CSR initiatives across all levels of\nthe organization, from upper management to retail employees and factory floor\nworkers.\n\n[ ](/content/ccc/webinars/addressing-food-insecurity-webinar.html)\n\n###  [ WEBINAR: Addressing Food Insecurity ](/content/ccc/webinars/addressing-\nfood-insecurity-webinar.html)\n\nWEBINAR: Hear from leaders of corporate citizenship programs on how they\ndefine the factors causing food insecurity and the programs they have created\nto address food disparities.\n\n[ ](/content/ccc/webinars/corporate-giving-direct-v-foundation.html)\n\n###  [ Member Meetup | Corporate Giving: Direct vs. Foundation ](/content/ccc/webinars/corporate-giving-direct-v-foundation.html)\n\nThis meetup explored two different philanthropic approaches: company-led and\nfoundation-led corporate giving. Our speakers shared insights from their\nexperiences, highlighting the pros and cons of both models.\n\n[ ](/content/ccc/webinars/profile-professionals-2024-webinar.html)\n\n###  [ WEBINAR: Profile of the Professionals 2024\n](/content/ccc/webinars/profile-professionals-2024-webinar.html)\n\nWEBINAR: This research unpacks 2024 data on the roles, responsibilities,\ndevelopment, and compensation of people working in your field. The findings\nprovide insight into how professionals at all levels assess the skills they\nneed to be effective, and what they perceive as the greatest challenges they\nmust overcome.\n\n[ ](/content/ccc/reports/profile-of-the-professionals-2024-energy.html)\n\n###  [ Profile of the Professionals 2024 | Energy Industry ](/content/ccc/reports/profile-of-the-professionals-2024-energy.html)\n\nProfile of the Professionals reports provide insight into how professionals at\nall levels assess the skills they need to be effective in their roles. This\nreport focuses on the energy industry.\n\n[ ](/content/ccc/reports/profile-of-the-professionals-2024-insurance.html)\n\n###  [ Profile of the Professionals 2024 | Insurance Industry ](/content/ccc/reports/profile-of-the-professionals-2024-insurance.html)\n\nProfile of the Professionals reports provide insight into how professionals at\nall levels assess the skills they need to be effective in their roles. This\nreport focuses on the insurance industry.\n\n[ ](/content/ccc/reports/profile-of-the-professionals-2024-health-care.html)\n\n###  [ Profile of the Professionals 2024 | Health Care Industry ](/content/ccc/reports/profile-of-the-professionals-2024-health-care.html)\n\nProfile of the Professionals reports provide insight into how professionals at\nall levels assess the skills they need to be effective in their roles. This\nreport focuses on the health care industry.\n\nBoston College Center for Corporate Citizenship  \nCarroll School of Management  \n140 Commonwealth Ave, Chestnut Hill, MA 02467 | 617.552.4545 | [ ccc.bc.edu ](https://ccc.bc.edu/content/ccc.html)\n\n[ __ __ Facebook page  ](https://www.facebook.com/BostonCollegeCCC) [ __ __\nTwitter profile  ](https://twitter.com/BCCCC) [ __ __ LinkedIn profile\n](https://www.linkedin.com/company/boston-college-center-for-corporate-\ncitizenship)\n\n[ ](http://www.bc.edu)\n\nCopyright \u00a9 2025 Trustees of Boston College\n\n",
                "url": "https://ccc.bc.edu/content/ccc/blog-home/2024/03/SEC-final-rule-climate-risk-disclosure-reporting-requirements-2024.html"
            },
            "reason": "This blog post from Boston College's Center for Corporate Citizenship discusses the SEC's climate risk disclosure rule. As an academic institution, it is a mostly reliable source of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "Boston College's Center for Corporate Citizenship discusses the SEC's climate risk disclosure rule.",
            "url": "https://ccc.bc.edu/content/ccc/blog-home/2024/03/SEC-final-rule-climate-risk-disclosure-reporting-requirements-2024.html"
        },
        {
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.roche.com/investors/reports/gri-index"
                },
                "page_content": "  * [ About Roche ](/about/)\n    * [ About Roche  ](/about/)\n    * [ Strategy ](/about/strategy/)\n    * [ Business ](/about/business/)\n    * [ Sustainability ](/about/sustainability/)\n    * [ Leadership ](/about/leadership/)\n    * [ Governance ](/about/governance/)\n    * [ History ](/about/history)\n  * [ Solutions ](/solutions/)\n    * [ Solutions  ](/solutions/)\n    * [ Focus areas ](/solutions/focus-areas/)\n    * [ Pharma solutions ](/solutions/pharma/)\n    * [ Diagnostic solutions ](/solutions/diagnostics/)\n    * [ Pipeline ](/solutions/pipeline/)\n  * [ Innovation ](/innovation/)\n    * [ Innovation  ](/innovation/)\n    * [ Team & structure ](/innovation/structure/)\n    * [ Innovation process ](/innovation/process/)\n    * [ Ethical standards ](/innovation/ethical-standards/)\n    * [ Partnering ](/innovation/partnering/)\n  *   * [ Investors ](/investors/)\n    * [ Investors  ](/investors/)\n    * [ Investor updates ](/investors/updates/)\n    * [ Investor events ](/investors/events/)\n    * [ Reporting ](/investors/reports/)\n    * [ Finance Information Tool ](/investors/rofis)\n    * [ Share and Bond information ](/investors/bonds)\n    * [ Download center ](/investors/downloads)\n  * [ Media ](/media/)\n    * [ Media  ](/media/)\n    * [ Media releases ](/media/releases/)\n    * [ Media events ](/media/events/)\n    * [ Media statements ](/media/statements)\n    * [ Media library ](/media/library-images)\n\n  * [ Stories ](/stories/)\n  * [ Careers ](https://careers.roche.com)\n  *   * [ ](/worldwide)\n  * [ ](/search)\n\n#  Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a  of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n###  GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](/https:/assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n##  Discover more\n\n\u00c2\u00a9  \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
                "url": "https://www.roche.com/investors/reports/gri-index"
            },
            "reason": "This page from Roche's investor relations section provides a GRI index. As an official source from the company itself, it is considered extremely reliable for information about their reporting and sustainability efforts.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "Roche's investor relations section provides a GRI index.",
            "url": "https://www.roche.com/investors/reports/gri-index"
        },
        {
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                    "source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
                },
                "page_content": "##  EU Taxonomy reporting\n\nPart of NFR  Articles 3 and 9 of the Taxonomy Regulation (EU) 2020/852\n(Taxonomy) require Schaeffler AG to disclose turnover, capital expenditure\n(CapEx), and operating expenditure (OpEx) related to environmentally\nsustainable economic activities for the Schaeffler Group. To enable comparison\nof companies, the Taxonomy Regulation prescribes a classification system for\nenvironmentally sustainable activities. Based on the system, the company\u2019s\ninternal economic activities are classified according to their environmental\nsustainability  . The classification system is broken down into six\nenvironmental objectives:\n\n  * Climate change mitigation \n  * Climate change adaptation \n  * Transition to a  circular economy \n  * Pollution prevention and control \n  * Protection and restoration of biodiversity and ecosystems \n  * Sustainable use and protection of water and marine resources \n\nEconomic activities that have the potential to contribute to one of the\nenvironmental objectives are referred to as taxonomy-eligible. Those taxonomy-\neligible activities that are actually environmentally sustainable are referred\nto as taxonomy-aligned. Taxonomy alignment requires fulfillment of the\nfollowing three criteria sets:\n\n  1. Substantial contribution to one of the six environmental objectives \n  2. No significant harm to the other five environmental objectives (Do no significant harm, DNSH) \n  3. Compliance with minimum social and governance requirements (minimum safeguards) \n\nFor the 2023 reporting year, taxonomy eligibility and alignment are to be\nreported for the first two environmental objectives and, for the first time,\ntaxonomy eligibility for the other four environmental objectives. The\nSchaeffler Group refrains from voluntarily reporting on the taxonomy alignment\nof new economic activities in all six environmental objectives.  Part of NFR\n\n###  General assumptions\n\nPart of NFR  As part of the  EU Taxonomy  implementation process, materiality\nthresholds were defined to consider individual economic activities. These were\ndefined in such a way that they have no material influence on the reporting.\n\nTo prevent different economic activities from being counted twice, a gradual\nprocess with the corresponding control procedures was developed. In addition\nto taxonomy eligibility and substantial contribution, specific DNSH criteria\nwere also assessed on an economic activity level by experts. The criteria\noutlined in Appendixes A, B, C, and D relating to Annex I of the Delegated\nRegulation (EU) 2021/2139 as well as the requirements for minimum safeguards\nwere assessed centrally.  Part of NFR\n\n###  DNSH assessment\n\nPart of NFR  The Schaeffler Group fulfills the DNSH criteria of the appendixes\nfor all taxonomy-relevant activities. As prescribed by Appendix A, a robust\nclimate risk and vulnerability assessment was conducted for all relevant\nlocations, during which specific climate risks could be ruled out. All the\nrelevant climate risks were then assessed in detail and addressed as part of\nthe risk management for each of these locations. Based on the criteria\naddressed in the  EMAS  certification, internal guidelines, and the measures\nundertaken to minimize risk, all the relevant locations were evaluated for the\npotential risk of environmental degradation related to water scarcity and\ncompromised water quality as outlined in Appendix B. The results do not reveal\nsignificant harm as specified in Appendix B. The taxonomy-relevant activities\nfulfill the requirements outlined in Appendix C, thus there is no significant\nharm as specified in Appendix C. For Appendix D, it has been determined that\nnone of the relevant locations are situated in or near biodiversity-sensitive\nareas, with local regulations being verified as part of the existing  EMAS\nvalidation. A limit of 500 meters was defined for this purpose. The other DNSH\ncriteria were assessed on the basis of the economic activity.  Part of NFR\n\n###  Assessment of minimum safeguards\n\nPart of NFR  The assessment of minimum safeguards focused on human rights,\nanti-corruption, fair competition, and taxation with reference to the\nrecommendations made by the Platform on Sustainable Finance, and examined the\nrelevant elements of the value chain, including direct and indirect suppliers,\nown operations, customers, and other business partners.\n\nThe Schaeffler Group is guided by the six-step due diligence process\nrecommended by the  OECD  Guidelines for Multinational Enterprises, which are\nalso in line with the UN Guiding Principles on Business and Human Rights. The\nsix steps include:\n\n  1. Embed responsible business conduct (RBC) into policies and management systems \n  2. Identify and assess actual and potential adverse impacts associated with the enterprise\u2019s operations, products, or services \n  3. Cease, prevent, and mitigate adverse impacts \n  4. Track implementation and results \n  5. Communicate how impacts are addressed \n  6. Provide for or cooperate in remediation when appropriate \n\nThese six steps are covered by the  compliance management systems  in\naccordance with  IDW AsS 980  .\n\nThe requirements for minimum safeguards are communicated both internally and\nto all business partners, including direct and indirect suppliers, by way of\npublicly available documents such as the Schaeffler  Code of Conduct  and the\nSchaeffler Group Corporate  Supplier Code of Conduct  . Additional measures\nthat build on these requirements such as risk analyses and preventive and\ncontrol measures are carried out regularly. Potential violations in any of the\nareas can be reported through the Schaeffler Group\u2019s whistleblowing system.\n\nThe Board of Managing Directors of Schaeffler AG has also introduced a Tax\ncompliance management system  (Tax  CMS  ) based on loss prevention and risk\ncontrol, which is designed to ensure compliance with tax requirements\nthroughout the company and conforms with the Schaeffler Group\u2019s governance\nmodel. In 2020, an independent auditing company confirmed the appropriateness\nand implementation of the Tax  CMS  of Schaeffler AG and its domestic\ncompanies, the majority of whose interests are held directly or indirectly by\nSchaeffler AG. The audit was carried out in accordance with the  IDW AsS 980\nstandard for auditing  compliance management systems  as well as the IDW\nPractice Statement 1/2016: \u201cDesign of and Assurance Engagements Relating to\nTax  compliance management systems  in Accordance with IDW PS 980\u201d. An audit\nof the effectiveness of the Tax  CMS  was launched in accordance with  IDW AsS\n980  in the reporting year, with results expected in 2024.\n\nThe Schaeffler Group did not have any convictions in any of these four areas\nin the reporting year, which indicates that the existing management systems\nare effective.\n\nThe assessment of the DNSH and minimum safeguards requirements outside Europe\ndoes not differ from the assessment within Europe.  Part of NFR\n\n[ More information on the topic of human rights.\n](/2023/social/responsibility-in-society-and-the-supply-chain)  \n[ More information on the topic of compliance, including anti-corruption and\nfair competition. ](/2023/governance/business-integrity)\n\n###  Economic activity assessment\n\nPart of NFR  The Schaeffler Group\u2019s cross-divisional, interdisciplinary\nproject team identified several relevant economic activities. According to the\nSchaeffler Group, these are largely connected to the objective of climate\nchange mitigation, which is why the assessment was conducted with a particular\nfocus on this environmental objective, even if these economic activities are\nalso associated with other environmental objectives.\n\nThe assessment of the Schaeffler Group\u2019s business activities revealed that\nonly wind and hydrogen activities are relevant. Due to these new economic\nactivities, areas of the  Automotive Technologies  and  Automotive Aftermarket\ndivisions as well as the rail, two-wheeler, and aerospace sector clusters are\nconsidered for taxonomy reporting for the first time.\n\nThe Schaeffler Group is doing its part to expand the use of renewable energies\nby manufacturing components for wind power. All wind business is therefore\ntaxonomy-eligible for all three key performance indicators (KPIs) under **3.1\nManufacture of renewable** **energy technologies** and also fulfills the\nsubstantial contribution criteria as well as the DNSH criteria for  circular\neconomy  , which also makes it taxonomy-aligned.\n\nRelated to economic activity **3.2 Manufacture of equipment for the production\nand use of hydrogen** , the Schaeffler Group pursues two different business\nactivities: stack solutions and services for electrolyzers to produce hydrogen\nas well as components for fuel cell vehicles, i.e., for use of hydrogen. The\nSchaeffler Group has refrained from disclosing a CapEx plan and therefore from\nreporting under 3.2.\n\nThe economic activity **3.18 Manufacture of automotive and mobility\ncomponents** includes both automotive and two-wheeler activities. The\ndescription of the economic activity from which taxonomy eligibility is\nderived is interpreted in such a way that the technical evaluation criteria\nare also to be applied to it. The activities identified as taxonomy-eligible\ntake into account the components contained in the list provided in the\nDelegated Regulation (EU) 2023/2485 from June 27, 2023. This also encompasses\nchassis parts used exclusively in electric vehicles as well as parts for\nemission-free two-wheelers. These activities also fulfill the specific DNSH\ncriteria for circularity and pollution prevention and control.\n\nThe description of the economic activity **3.19 Manufacture of rail**\n**rolling stock constituents** is also interpreted in such a way that the\ntechnical evaluation criteria are to be applied to taxonomy eligibility. All\nnon-diesel rail activities (including bimode vehicles) fulfill the specific\nDNSH criteria for circularity and pollution prevention and control and are\ntherefore taxonomy-eligible.\n\nThe Schaeffler Group also produces components that fulfill the criteria for\ntaxonomy eligibility in the economic activity **3.21 Manufacturing of\naircraft** .\n\nMaterial CapEx was also identified in the company\u2019s internal infrastructure in\nconnection with the vehicle fleet, buildings, renewable energies, and IT.\n\nIn accordance with the taxonomy regulation, additions to the vehicle fleet\nwere evaluated as CapEx associated with economic activity **6.5 Transport by\nmotorbikes, passenger cars, and light commercial vehicles** . It was possible\nto evaluate the substantial contribution criteria, but due to data\navailability, not all the requirements outlined in DNSH could be evaluated. As\na result, only taxonomy eligibility can be reported.\n\nReal estate-related investments in the reporting year mainly fall into **7.2\nRenovation of existing buildings** and **7.7 Acquisition and ownership of\nbuildings** . CapEx associated with 7.7 almost exclusively relates to the\nconstruction of new buildings for the company\u2019s own use and real estate-\nrelated leases. The taxonomy alignment of each individual construction project\nwith a CapEx above EUR 250,000 was assessed by comparing the building features\nto the technical evaluation criteria cited in sector 7. Due to the scope of\nsubstantial contribution criteria and specific DNSH criteria, only a part of\nthese activities is classified as taxonomy-aligned.\n\nInvestments in energy efficiency measures for lighting and for ventilation and\nair conditioning systems were allocated to the economic activity **7.3\nInstallation, maintenance and repair of energy efficiency equipment** .\nTaxonomy alignment is only verified for these inside Europe, as the technical\nevaluation criteria are based on European regulations.\n\nTo expand use of renewable energies, investments were made in photovoltaic\nprojects, which are to be classified under economic activity **7.6\nInstallation, maintenance and repair of renewable energy technologies** .\nThese investments are entirely taxonomy-\u00adaligned.\n\nBecause the amount of OpEx spent on the economic activities described in the\nDelegated Regulation (EU) 2022/1214 \u2013 in this case, the maintenance of\ncombined heat and power plants \u2013 is insignificant, reporting according to\nAppendix XII of the Delegated Regulation (EU) 2021/2178 does not apply.\n\n###  2023 Taxonomy key indicators  \nin percentage\n\n|  Taxonomy-  \naligned  |  Taxonomy-    \neligible but  \nnot aligned  |  Taxonomy-    \neligible  |  Taxonomy-    \nnon-  \neligible  \n---|---|---|---|---  \nTurnover  |  3.8  |  5.7  |  9.5  |  90.5   \nCapEx  |  12.9  |  24.6  |  37.5  |  62.5   \nOpEx  |  2.3  |  17.2  |  19.6  |  80.4   \n  \nThe share of the Schaeffler Group\u2019s taxonomy-eligible **turnover** is 9.5 %\nand falls within both Automotive divisions (  ATECH  & AAM  ), as well as the\nIndustrial  division\u2019s wind, rail, aerospace, and two-wheeler sector clusters.\nTaxonomy-eligible turnover can be allocated to the economic activities **3.1\nManufacture of renewable energy technologies** , **3.18 Manufacture of\nautomotive and mobility components** , **3.19 Manufacture of rail rolling\nstock constituents** , and **3.21 Manufacturing of aircraft** . Material\ndifferences to the prior year are the result of the new economic activities\nassociated with the environmental objective climate change mitigation.\nCalculation is based on allocating turnover to relevant customers. The share\nof the Schaeffler Group\u2019s taxonomy-aligned turnover is 3.8 %. The deviation\nfrom taxonomy eligibility is due to the fact that taxonomy alignment does not\nneed to be reported for the new economic activities in the first reporting\nyear. For the company\u2019s wind business, the drop in the turnover KPI compared\nto the prior year is the result of the weak market environment, especially in\nChina. The basis for these relative disclosures is the key figure revenue from\nthe Group\u2019s consolidated statement of income for the 2023 reporting year. All\nof the Schaeffler Group\u2019s turnover are income from contracts with customers.\n\nThe share of the Schaeffler Group\u2019s taxonomy-eligible **CapEx** is 37.5 % and\nincludes investment associated with the core business activities automotive,\nwind, rail, aerospace, and two-wheelers as well as investments in the areas of\nreal estate, renewable energies, vehicle fleet, and IT. Material differences\nto the prior year are the result of the new economic activities. Deviations\nfrom the prior year are the result of increased investment in renewable energy\nlocally (economic activity 7.6) as well as more construction of new buildings\nand fewer renovations. The prior year also saw higher investment in the\neconomic activity **8.1 Data processing, hosting, and related activities** ,\nwhich was immaterial in 2023, and a single investment under economic activity\n**4.1 Electricity generations using solar photovoltaic technology** . The\nshare of the Schaeffler Group\u2019s taxonomy-aligned CapEx is 12.9 %. This\ndifference is the result of the fact that the technical evaluation criteria\nwere not fully met for the vehicle fleet and buildings and is due to the fact\nthat taxonomy alignment does not need to be reported for the new economic\nactivities in the first reporting year. CapEx KPIs are calculated on the basis\nof evaluation of individual investments by experts. The basis for the relative\ndisclosures is the sum of the key figures \u201cadditions to intangible assets\u201d,\n\u201cadditions to rights of use from leases\u201d, and \u201cadditions to property, plant\nand equipment\u201d as of December 31, 2023, applying the definition from the  EU\nTaxonomy  Regulation. The total scope of taxonomy-aligned CapEx is the result\nof additions associated with property, plant and equipment, none of which fall\nwithin CapEx category B or are the result of company mergers.\n\nThe share of taxonomy-eligible **OpEx** is 19.6 % and is associated with\nautomotive, wind, rail, aerospace, and two-wheeler activities. Material\ndifferences to the prior year are the result of the new economic activities.\nThe share of the Schaeffler Group\u2019s taxonomy-aligned OpEx is 2.3 %. The\ndeviation from taxonomy eligibility is due to the fact that taxonomy alignment\ndoes not need to be reported for the new economic activities in the first\nreporting year. OpEx KPIs are calculated on the basis of evaluation of\nindividual projects by experts as well as an allocation model for projects\ndirectly associated with taxonomy-relevant turnover based on turnover KPIs.\nThe reduction in taxonomy-aligned OpEx KPIs compared to the prior year is also\nthe result of the allocation model and the drop in wind business. The basis\nfor these relative disclosures, applying the definition from the  EU Taxonomy\nRegulation, is the \u201cresearch and development costs\u201d from the Group\u2019s\nconsolidated statement of income for the 2023 reporting year plus the\nmaintenance costs associated with the Schaeffler Group\u2019s production plants,\nincluding the costs associated with daily maintenance of property, plant and\nequipment, less the non-relevant costs contained therein.\n\nThe scope of taxonomy-aligned OpEx under economic activity 3.1 is EUR 16\nmillion in research and development expenses and EUR 11 million of expenditure\nfor maintenance and repair. None of the taxonomy-aligned OpEx falls under the\ncategories of building renovation measures, short-term lease, or any other\ndirect expenditure relating to the day-to-day servicing of assessts of\nproperty, plant and equipment, or is connected to CapEx plans.\n\n###  Quantitative breakdown of the CapEx numerator  \nin \u20ac millions\n\n|  **CCM** ** 1)  **  \n**3.1** |  CCM    \n7.6  |  CCM    \n7.7  |  **Total**  \n---|---|---|---|---  \nAdditions to property, plant and equipment  2)  |  28  |  10  |  91  |  129   \n**CapEx taxonomy-aligned, total** |  **28** |  **10** |  **91** |  **129**  \nOf which resulting from business combination  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \nOf which expenses incurred in conjunction with taxonomy-aligned economic activities  |  28  |  10  |  91  |  129   \nOf which expenses incurred within the framework of a CapEx plan  2)  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \n  \n  1. **CCM** Climate change mitigation \n  2. None of the taxonomy-aligned CapEx is associated with intangible assets, investment properties, or capitalized right-of-use assets. \n\nPart of NFR\n\n###  Part of NFR  Turnover\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **Turnover**   \n**in \u20ac millions** |  |  **Proportion of turnover**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) turnover, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-**   \n**tional**  \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies  |  |  CCM 3.1  |  |  624  |  |  3.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nTurnover of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  |  |   \nOf which enabling  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2  Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components  |  |  CCM 3.18  |  |  430  |  |  2.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents  |  |  CCM 3.19  |  |  239  |  |  1.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \n  \nManufacturing of aircraft  |  |  CCM 3.21  |  |  257  |  |  1.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTurnover of taxonomy-eligible but not environmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  926  |  |  5.7 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. Turnover of taxonomy-eligible activities (A1+A2)  |  |  |  |  1,551  |  |  9.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  4.9 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nTurnover of Taxonomy-non-eligible activities  |  |  |  |  14,762  |  |  90.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **16,313** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  CapEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **CapEx**   \n**in \u20ac millions** |  |  **Proportion of CapEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) CapEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. CapEx of environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable energy technologies (CapEx A)  |  |  CCM 3.1  |  |  28  |  |  2.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  2.6 %  |  |  E  |  |   \nInstallation, maintenance and repair  \nof energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  1  |  |  0.1 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  n. a.  |  |  E  |  |   \nInstallation, maintenance and repair  \nof renewable energy technologies (CapEx C)  |  |  CCM 7.6  |  |  10  |  |  1.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  0.7 %  |  |  E  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  91  |  |  9.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  7.5 %  7)  |  |  |  |   \nCapEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  130  |  |  12.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  10.8 %  |  |  |  |   \nOf which enabling  |  |  |  |  39  |  |  3.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.3 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (CapEx A)  |  |  CCM 3.18  |  |  114  |  |  11.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents (CapEx A)  |  |  CCM 3.19  |  |  8  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacturing of aircraft (CapEx A)  |  |  CCM 3.21  |  |  11  |  |  1.1 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTransport by motorbikes, passenger cars and light commercial vehicles (CapEx A)  |  |  CCM 6.5  |  |  34  |  |  3.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  2.3 %  |  |  |  |   \nRenovation of existing buildings (CapEx A)  |  |  CCM 7.2/ CE 3.2  |  |  12  |  |  1.2 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.6 %  |  |  |  |   \nInstallation, maintenance and repair of energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  5  |  |  0.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  63  |  |  6.3 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  10.1 %  |  |  |  |   \nCapEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  248  |  |  24.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  16.0 %  |  |  |  |   \nA.  CapEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  377  |  |  37.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  26.8 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nCapEx of Taxonomy-non-eligible activities  |  |  |  |  629  |  |  62.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,006** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n  7. Adjusted by 1.3 % due to revaluation. As assets under construction result in additions to property construction phase over several years, the valuation must be carried out several times, which must be carried out several times, which can lead to changes in prior estimates. \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  OpEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **OpEx**   \n**in \u20ac millions** |  |  **Proportion of OpEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) OpEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies (OpEx A)  |  |  CCM 3.1  |  |  27  |  |  2.3 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOpEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  |  |   \nOf which enabling  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (OpEx A)  |  |  CCM 3.18  |  |  179  |  |  15.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock constituents (OpEx A)  |  |  CCM 3.19  |  |  10  |  |  0.9 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of aircraft (OpEx A)  |  |  CCM 3.21  |  |  9  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nOpEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  197  |  |  17.2 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. OpEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  224  |  |  19.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.0 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nOpEx of taxonomy-non-eligible activities  |  |  |  |  920  |  |  80.4 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,144** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but taxonomy-aligned activity with the relevant\nenvironmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  Reporting the scope of taxonomy eligibility and alignment in\naccordance with environmental objective  \nin percentage\n\n|  Proportion of turnover/total turnover  |  Proportion of CapEx/total CapEx  |  Proportion of OpEx/total OpEx   \n---|---|---|---  \n|  **Aligned per**  \n**objective** |  **Eligible per**   \n**objective** |  **Aligned per objective** |  **Eligible per objective** |  **Aligned per objective** |  **Eligible per objective**  \nCCM  |  3.8  |  9.5  |  12.9  |  37.5  |  2.3  |  19.6   \nCCA  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nWTR  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nCE  |  0.0  |  0.0  |  0.0  |  1.2  |  0.0  |  0.0   \nPPC  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nBIO  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \n  \n**CCM** Climate change mitigation  \n**CCA** Climate change adaptation  \n**WTR** Water and marine resources  \n**CE** Circular economy  \n**PPC** Pollution prevention and control  \n**BIO** Biodiversity and ecosystems  Part of NFR\n\n[ Previous page  About the report  ](/2023/data-and-other-information/about-\nthe-report)\n\n[ Next page  Key figures on sustainability  ](/2023/data-and-other-\ninformation/key-figures-on-sustainability)\n\nRelated links\n\n[ Green products ](/2023/environment/green-products)\n\n  * [ Downloads  ](/2023/service-links/downloads)\n  * ####  Share \n\n    * [ Twitter  ](http://twitter.com/share?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ Facebook  ](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ LinkedIn  ](http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n\nSchaeffler Group\n\n  * [ Corporate Website ](https://www.schaeffler.com/en/)\n  * [ Sustainability at Schaeffler ](https://www.schaeffler.com/en/group/sustainability/)\n  * [ Annual Report 2023 (PDF) ](https://www.schaeffler.com/remotemedien/media/_shared_media_rwd/08_investor_relations/reports/2023_ar/2023_schaeffler_annual_report_en_1zsxf4.pdf)\n  * [ Schaeffler tomorrow ](https://schaeffler-tomorrow.de/en)\n\nService links\n\n  * [ Downloads ](/2023/service-links/downloads)\n  * [ GRI index ](/2023/data-and-other-information/gri-index)\n  * [ NFR index ](/2023/data-and-other-information/nfr-index)\n\nDo you have any questions?\n\nPlease contact us and we will get in touch with you as soon as possible.\n\n[ Contact us ](https://www.schaeffler.com/en/investor-relations/ir-contact/)\n\n\u00a9 Schaeffler AG  | [ Glossary ](/2023/glossary) [ Imprint ](/2023/imprint) [ Cookie Policy ](/2023/cookie-policy) [ Privacy ](/2023/privacy) [ Terms of Use ](/2023/terms-of-use)\n\n[ ](https://www.linkedin.com/company/schaeffler) [\n](https://www.facebook.com/schaefflergroup) [\n](https://www.instagram.com/schaefflergroup/) [\n](https://www.twitter.com/schaefflergroup) [\n](https://www.youtube.com/Schaeffler)\n\nzum Seitenanfang\n\n",
                "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
            },
            "reason": "This page from Schaeffler's sustainability report discusses EU taxonomy reporting. As an official source from the company itself, it is considered extremely reliable for information about their sustainability efforts.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "Schaeffler's sustainability report discusses EU taxonomy reporting.",
            "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
        },
        {
            "content": {
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://puc.nv.gov/Renewable_Energy/ApprovedREFacilities/"
                },
                "page_content": "Skip to Main Content\n\n",
                "url": "https://puc.nv.gov/Renewable_Energy/ApprovedREFacilities/"
            },
            "reason": "This is a government website (.gov) for the Public Utilities Commission of Nevada, specifically focusing on approved renewable energy facilities, making it a reliable source of information.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the Public Utilities Commission of Nevada, specifically focusing on approved renewable energy facilities.",
            "url": "https://puc.nv.gov/Renewable_Energy/ApprovedREFacilities/"
        },
        {
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                    "ext_id": "48c46166-85c3-4b86-a5c0-3ad57f30f975",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.utc.wa.gov/vi/documents-and-proceedings/dockets?combine=&company_name=&field_docket_case_status_target_id=All&industry=All&page=148"
                },
                "page_content": "Skip to main content\n\n  * [ Image  ](https://www.facebook.com/wautc)\n  * [ Image  ](https://twitter.com/wautc)\n  * [ Image  ](https://www.youtube.com/user/WAUTC)\n  * [ Image  ](https://www.linkedin.com/company/wautc)\n\n  * [ __ Documents ](/documents-and-proceedings)\n  * [ __ Calendar ](/documents-and-proceedings/events)\n  * [ __ News ](/about-us/news)\n  * [ __ Contact ](/contact-us)\n\n  1. [ Home ](/vi)\n\n#\n\nDisplaying 7401 - 7450 of 35106\n\nDocket  |  Company Name(s)  |  Type  |  Status  |  Last Order  |  Industry  |  Description  |   \n---|---|---|---|---|---|---|---  \n[ 171002 ](/casedocket/2017/171002) |  **Northwest Natural Gas Company** |  Staff Investigation  |  Closed  |  n/a  |  Natural Gas  |  Monthly Gas Cost Deferred Balance Accumulations/Amortizations Report pursuant to WAC 480-90-233(5).  |   \n[ 171001 ](/casedocket/2017/171001) |  **Waste Management of Washington, Inc.** |  Tariff Revision  |  Closed  |  11-30-2017  |  Solid Waste  |  Petition for an exemption from WAC 480-07-520 and general rate increase that would generate approximately $29,000 (1.5 percent) additional annual revenue to recover the increased cost of disposal fees set by the Kittitas County Board of Commissioners. On October 1, 2017, disposal fees will increase from $99.85 per ton to $103.35 per ton at the Kittitas County solid waste system facilities. Waste Management of Ellensburg serves approximately 3,300 garbage customers in Kittitas County. The company's last general rate increase became effective on July 1, 2015.  |   \n[ 171000 ](/casedocket/2017/171000) |  **City of Tacoma-Public Works Department** |  Petition  |  Closed  |  03-08-2018  |  Railroad  |  Petition by the City of Tacoma to Modify Highway-Rail Grade Crossing Active Warning Devices at the McCarver Street crossing (USDOT 085730J) and request for Disbursement of Funds from the Grade Crossing Protective Fund.  |   \n[ 170999 ](/casedocket/2017/170999) |  **Dolly, Inc.** |  Petition  |  Closed  |  10-31-2017  |  Household Goods Carriers  |  Petition to Amend Motor Carrier Rules or in the Alternative to Initiate Rulemaking.  |   \n[ 170998 ](/casedocket/2017/170998) |  **Creech and Son LLC** |  Insurance Action  |  Closed  |  09-26-2017  |  Household Goods Carriers  |  Cancel for Insurance  |   \n[ 170997 ](/casedocket/2017/170997) |  **Bandwidth.com CLEC, LLC** |  Transfer of Property  |  Closed  |  n/a  |  Telecommunications  |  Transfers control of Bandwidth.com CLEC, LLC to David Morken in connection with a planned restructuring of stock by its direct parent Bandwidth.com, Inc.  |   \n[ 170996 ](/casedocket/2017/170996) |  **** |  Staff Investigation  |  Closed  |  01-11-2018  |  Call Before You Dig  |  Initial filing on behalf of the Washington State Dig Law Safety Committee from Dave Christensen, RE; Cases 17-015 & 17-029 M&L Construction, Inc. vs Charter Communications. (via email)  |   \n[ 170995 ](/casedocket/2017/170995) |  **** |  Staff Investigation  |  Closed  |  01-11-2018  |  Call Before You Dig  |  Initial filing on behalf of the Washington State Dig Law Safety Committee from Dave Christensen, RE; Cases 17-014 & 17-028 M&L Construction, Inc. vs Frontier Communications NW, Inc. (via email)  |   \n[ 170994 ](/casedocket/2017/170994) |  **Puget Sound Energy** |  Tariff Revision  |  Closed  |  09-28-2017  |  Electric  |  Less than statutory notice request revising Tariff WN U-60, updating Schedule 151, Renewable Energy Production Incentive Payment Program, to be consistent with Washington Engrossed Substitute Senate Bill 5939.  |   \n[ 170993 ](/casedocket/2017/170993) |  **Maxim LLC** |  Voluntary Cancellation  |  Closed  |  09-22-2017  |  Household Goods Carriers  |  Voluntary Cancellation  |   \n[ 170992 ](/casedocket/2017/170992) |  **Safe-To-Go-Movers, LLC** |  Insurance Action  |  Closed  |  09-22-2017  |  Household Goods Carriers  |  Cancel for Insurance  |   \n[ 170991 ](/casedocket/2017/170991) |  **ABC Movers Seattle, LLC** |  Assessment (penalty)  |  Closed  |  09-26-2017  |  Household Goods Carriers  |  Staff investigation to determine if company violated WAC 480-15-570 Driver Safety Requirements.  |   \n[ 170990 ](/casedocket/2017/170990) |  **Mason County** |  Plan  |  Closed  |  n/a  |  Solid Waste  |  Commission's comments on the cost impact of Mason County's Solid Waste Management Plan on customers served by regulated solid waste collection companies.  |   \n[ 170989 ](/casedocket/2017/170989) |  **Freedom 2000, LLC** |  Assessment (penalty)  |  Closed  |  09-25-2017  |  Solid Waste  |  Penalty assessment for a violation of WAC 480-70-071, which requires solid waste companies to furnish an annual report to the commission no later than May 1 each year.  |   \n[ 170988 ](/casedocket/2017/170988) |  **Avista Corporation** |  Staff Investigation  |  Closed  |  n/a  |  Natural Gas  |  Monthly Purchased Gas Adjustment Report pursuant to WAC 480-90-233(5).  |   \n[ 170987 ](/casedocket/2017/170987) |  **METHOW VALLEY SANITATION SERVICE, INC.** |  Assessment (penalty)  |  Closed  |  10-31-2017  |  Solid Waste  |  Staff investigation to determine if company violated WAC 480-70-201 Vehicle and Driver Safety Requirements.  |   \n[ 170986 ](/casedocket/2017/170986) |  **JPH International, Inc.** |  Assessment (penalty)  |  Closed  |  12-01-2017  |  Charter and Excursion Bus  |  Staff investigation to determine if company violated WAC 480-30-221 Vehicle and Driver Safety Requirements.  |   \n[ 170985 ](/casedocket/2017/170985) |  **Skagit County Public Works** |  Petition  |  Closed  |  10-25-2017  |  Railroad  |  Petition from Skagit County for the Installation of Median Barriers at the N Legg Road crossing (USDOT #084791W)  |   \n[ 170984 ](/casedocket/2017/170984) |  **Skagit County Public Works** |  Petition  |  Closed  |  10-25-2017  |  Railroad  |  Petition from Skagit County for the Installation of Median Barriers at the South Legg Road crossing (USDOT #084789V)  |   \n[ 170983 ](/casedocket/2017/170983) |  **Skagit County Public Works** |  Petition  |  Closed  |  10-25-2017  |  Railroad  |  Petition from Skagit County for the Installation of Median Barriers at the Colony Road crossing (USDOT #084787G)  |   \n[ 170982 ](/casedocket/2017/170982) |  **ED'S DISPOSAL, INC.** |  Tariff Revision  |  Closed  |  12-14-2017  |  Solid Waste  |  Revises Tariff No. 5 increasing rates approximately 7.5 percent which generates $476,000 in additional annual revenue for the collection of solid waste. The company has agreed to revisions that generate approximately $320,000 (6.2 percent) additional annual revenue. The company provides regulated solid waste collection service to approximately 4,500 residential and commercial customers in Benton County. The company\u2019s last general rate increase became effective on August 1, 2005.  |   \n[ 170981 ](/casedocket/2017/170981) |  **BASIN DISPOSAL INC** |  Tariff Revision  |  Closed  |  12-14-2017  |  Solid Waste  |  Revises Tariff No. 94 decreasing rates approximately 6.1 percent which is a reduction of $248,000 in annual revenue. This filing is in conjunction with docket TG-170982. The company provides regulated solid waste collection service to approximately 5,500 residential and commercial customers in Benton, Franklin, and Walla Walla Counties. The company\u2019s last general rate increase became effective June 1, 2017.  |   \n[ 170980 ](/casedocket/2017/170980) |  **Rainier View Water Company, Inc.** |  Tariff Revision  |  Closed  |  n/a  |  Water  |  Tariff revision to add the Dinelt (DOH ID#19360J) water system located in Pierce County. The company serves 17,500 customers located on various water systems in Pierce and Kitsap Counties.  |   \n[ 170979 ](/casedocket/2017/170979) |  **Sean T. Brooks Moving, Incorporated** |  Assessment (penalty)  |  Closed  |  10-19-2017  |  Household Goods Carriers  |  Staff investigation to determine if company violated WAC 480-15-555 Criminal Background Checks for Prospective Employees, and WAC 480-15-570 Driver Safety Requirements.  |   \n[ 170978 ](/casedocket/2017/170978) |  **** |  Staff Investigation  |  Closed  |  n/a  |  Railroad  |  September 19, 2017, 0250 hours, a Tacoma Rail freight train was struck by a vehicle at an at-grade railroad crossing. The vehicle driver died as a result of this collision. The location is Tacoma, Pierce County, railroad milepost .09.  |   \n[ 170977 ](/casedocket/2017/170977) |  **BASIN DISPOSAL INC** |  Petition for Accounting Order  |  Closed  |  01-26-2018  |  Solid Waste  |  Petition of Basin Disposal, Inc. for Accounting Order authorizing specific deferred accounting treatment for a deferred asset that was allowed recovery in Docket TG-170189. The company serves approximately 5,500 regulated customers in Benton, Franklin, and Walla Walla Counties. Their last general rate case became effective January 1, 2018.  |   \n[ 170976 ](/casedocket/2017/170976) |  **Lake Union Movers** |  Staff Investigation  |  Closed  |  n/a  |  Household Goods Carriers  |  Staff investigation into Lake Union Movers doing business as an alleged non-permitted household goods carrier.  |   \n[ 170975 ](/casedocket/2017/170975) |  **Puget Sound Energy** |  Tariff Revision  |  Closed  |  n/a  |  Natural Gas  |  NOTE: This item will be heard on Thursday, November 16, 2017, at 1:30 p.m., in the Commission's Hearing Room 206. Revises Tariff WN U-2, Schedules No. 101, Purchased Gas Adjustment, and 106, Deferred Account Adjustment or \u201cTracker,\u201d to reflect the projected cost of natural gas for the upcoming year and to true-up the prior years estimated cost to actual, respectively. The overall impact of the combined schedules is a revenue decrease of $30.8 million, or 3.3 percent. The impact to a residential customer using 64 therms is a decrease of $2.14 per month from $69.78 to $67.64 (3.1 percent).  |   \n[ 170974 ](/casedocket/2017/170974) |  **Out & In Moving, L.L.C. ** |  Staff Investigation  |  Closed  |  n/a  |  Household Goods Carriers  |  Staff investigation into Out & In Moving, L.L.C. doing business as an alleged non-permitted household goods carrier.  |   \n[ 170973 ](/casedocket/2017/170973) |  **Exploration Coach Lines LLC** |  Certificate  |  Closed  |  09-20-2017  |  Charter and Excursion Bus  |  Application for Reinstatement  |   \n[ 170972 ](/casedocket/2017/170972) |  **Royal Moving** |  Staff Investigation  |  Closed  |  10-25-2017  |  Household Goods Carriers  |  Staff investigation into Royal Moving doing business as an alleged non-permitted household goods carrier.  |   \n[ 170971 ](/casedocket/2017/170971) |  **Mason County Garbage Co., Inc.** |  Tariff Revision  |  Closed  |  n/a  |  Solid Waste  |  Requested $1.32 decrease (credit increase from $0.61 to $1.93) per month for residential recycling customers. The company serves approximately 11,300 residential recycling customers in Mason County.  |   \n[ 170970 ](/casedocket/2017/170970) |  **Avista Corporation** |  Transfer of Property  |  Closed  |  12-05-2018  |  Utilities General - Economic  |  Joint Application of Avista Corporation and Hydro One Limited for Merger Agreement.  |   \n[ 170969 ](/casedocket/2017/170969) |  **King County Movers LLC** |  Permit  |  Closed  |  10-25-2019  |  Household Goods Carriers  |  Application for Permit  |   \n[ 170968 ](/casedocket/2017/170968) |  **AMS Moving & Storage of Portland, LLC; AMS Moving & Storage of Portland, Inc. ** |  Application for Transfer  |  Closed  |  10-19-2017  |  Household Goods Carriers  |  Application for Transfer  |   \n[ 170967 ](/casedocket/2017/170967) |  **Northwest Natural Gas Company** |  Tariff Revision  |  Closed  |  n/a  |  Natural Gas  |  NOTE: This item will be heard on Thursday, November 16, 2017, at 1:30 p.m., in the Commission's Hearing Room 206. Revises Tariff WN U-6, Schedule 201, Temporary (Technical) Adjustments, and Schedule 203, Purchased Gas Adjustments, to decrease gas revenues by approximately $2.0 million or 3.0 percent. The impact on a residential customer's bill with average consumption of 53 therms will be a decrease of $1.60 per month from $51.12 to $49.52 (3.1 percent).  |   \n[ 170966 ](/casedocket/2017/170966) |  **Northwest Natural Gas Company** |  Tariff Revision  |  Closed  |  n/a  |  Natural Gas  |  Revises Tariff WN U-6, Schedule 230, to amortize balances in the deferred accounts for the collection of 2016 program year costs under Schedule J, \u201cGas Residential Energy Assistance Tariff\" and Schedule I, \u201cWashington Low-Income Energy Efficiency Programs.\u201d The net effect is an annual revenue decrease of $108,431 or 0.2 percent. The impact on a residential customer's bill with average consumption of 53 therms will be a decrease of $0.10 per month from $51.12 to $51.02.  |   \n[ 170965 ](/casedocket/2017/170965) |  **Northwest Natural Gas Company** |  Tariff Revision  |  Closed  |  n/a  |  Natural Gas  |  Revises Tariff WN U-6 Schedule 215-G, Energy Efficiency Services and Programs, to increase annual revenue $172,872, or 0.3 percent. The impact on a residential customer with average consumption of 53 therms will be an increase of $0.10 per month from $51.12 to $51.22 (0.2 percent).  |   \n[ 170964 ](/casedocket/2017/170964) |  **BNSF Railway Co.** |  Staff Investigation  |  Closed  |  n/a  |  Railroad  |  September 12, 2017, 1610 hours, a man jumped from an I-90 overpass onto a BNSF Railway freight train and struck the third engine. The man died as a result of this incident. The location is Adams County, near Ritzville, railroad milepost 48.5.  |   \n[ 170963 ](/casedocket/2017/170963) |  **Northwest Natural Gas Company** |  Tariff Revision  |  Closed  |  n/a  |  Natural Gas  |  Revises Tariff WN U-6, to remove the temporary adjustments effective November 1, 2016, and apply the proposed temporary adjustments identified in Advice Nos. 17-08, 17-09, 17-10, and 17-11effective November 1, 2017. The combined effect on gas revenues is a decrease of $1.9 million or three percent. The combined effect on a residential customer's bill with average consumption of 53 therms is a decrease of $1.60 per month from $51.12 to $49.52 (3.1 percent).  |   \n[ 170962 ](/casedocket/2017/170962) |  **Waste Management of Washington, Inc.** |  Tariff Revision  |  Closed  |  n/a  |  Solid Waste  |  Revision of Tariff No. 20 for WM Brem-Air, proposing a $1.43 decrease (credit increase from $1.12 to $2.55) per month for residential recycling customers and proposed $0.31 decrease (credit increase from $0.29 to $0.60) per unit for multi-family recycling customers. The company serves approximately 42,000 residential and 6,300 multi-family recycling customers in Kitsap County.  |   \n[ 170961 ](/casedocket/2017/170961) |  **State of Washington Military Department Emergency Management Division** |  Petition  |  Closed  |  10-26-2017  |  Telecommunications  |  Petition for 2018 E911 State Excise Tax by the Washington Military Department, Emergency Management Division, State E911 Coordinator's Office pursuant to RCW 82.14B.030(9).  |   \n[ 170960 ](/casedocket/2017/170960) |  **BNSF Railway Co.** |  Staff Investigation  |  Closed  |  n/a  |  Railroad  |  September 11, 2017, 0525 hours, a BNSF Railway freight train struck a pedestrian not at a railroad crossing. The pedestrian died as a result of this incident. The location is Kelso, Cowlitz County, railroad milepost 97.  |   \n[ 170959 ](/casedocket/2017/170959) |  **Iliad Water Company, LLC** |  Tariff Revision  |  Closed  |  n/a  |  Water  |  Revises Tariff WN U-1 correcting an incorrect water system WFI number.  |   \n[ 170958 ](/casedocket/2017/170958) |  **Olympic Pipe Line Company** |  Affiliated Interests  |  Closed  |  n/a  |  Petroleum Pipelines (Economic Regulation)  |  Affiliated Interest Agreement between Olympic Pipe Line Company LLC and BP West Coast Products LLC, reflecting the Second Amendment Extending Lease Storage Agreement.  |   \n[ 170957 ](/casedocket/2017/170957) |  **** |  Assessment (penalty)  |  Closed  |  09-13-2017  |  Railroad  |  Staff investigation to determine if Eastern Washington Gateway Railroad violated WAC 480-62-310 \u2013 Accident Reports.  |   \n[ 170956 ](/casedocket/2017/170956) |  **Ambassador Blackstar Chauffeured Transportation of Spokane LLC** |  Certificate  |  Closed  |  02-28-2018  |  Charter and Excursion Bus  |  Application for Certificate  |   \n[ 170955 ](/casedocket/2017/170955) |  **United Telephone Company of the Northwest; Neutral Tandem-Washington, LLC** |  Interconnection Agreement  |  Pending  |  11-14-2017  |  Telecommunications  |  Request for approval of First Amendment to Interconnection Agreement between United Telephone Company of the Northwest d/b/a CenturyLink and Neutral Tandem-Washington, LLC in the State of Washington.  |   \n[ 170954 ](/casedocket/2017/170954) |  **Qwest Corporation; Hamr Communications LLC** |  Interconnection Agreement  |  Pending  |  09-22-2017  |  Telecommunications  |  Request for approval of First Amendment to an Interconnection Agreement between Qwest Corporation d/b/a CenturyLink QC and Hamr Communications LLC d/b/a Hamr Communications in the State of Washington.  |   \n[ 170953 ](/casedocket/2017/170953) |  **Exploration Coach Lines LLC** |  Insurance Action  |  Closed  |  09-08-2017  |  Charter and Excursion Bus  |  Cancel for Insurance  |   \n  \n  * [ Home ](/)\n  * [ Site map ](/sitemap)\n  * [ Washington State website ](https://wa.gov/)\n  * [ Privacy and Accessibility ](/about-us/privacy-policy \"Privacy Policy\")\n  * [ About Us ](/about-us \"About Us\")\n  * [ Contact Us ](/contact-us \"Contact Us\")\n\n\u00a9 Copyright 2022 UTC\n\n  * [ Image  ](https://www.facebook.com/wautc)\n  * [ Image  ](https://twitter.com/wautc)\n  * [ Image  ](https://www.youtube.com/user/WAUTC)\n  * [ Image  ](https://www.linkedin.com/company/wautc)\n\n  * [ Home ](/vi)\n  * [ Consumers ](/vi/node/370)\n    * [ Consumer Complaints ](/vi/node/107)\n      * [ Company Complaint Stats ](/vi/node/103)\n      * [ File a Complaint ](/vi/node/111)\n        * [ Consumer Complaint Form ](/vi/node/73490)\n        * [ Types of Complaints ](/vi/node/117)\n      * [ When To Call The Commission ](/vi/node/119)\n    * [ Submit a Comment ](/vi/node/114)\n      * [ Public Comment Form ](/vi/node/73535)\n    * [ Consumer News ](/vi/node/379)\n      * [ UTC Connections Newsletter ](/vi/node/106)\n    * [ Consumer Publications ](/vi/consumers/consumer-publications \"Consumer Publications\")\n    * [ Solid Waste ](/vi/node/95)\n      * [ Recycling 101 ](/vi/node/96)\n    * [ Movers ](/vi/node/97)\n      * [ Consumer Guide to Moving in Washington State ](/vi/node/73968)\n      * [ Rules and Rates ](/vi/node/101)\n    * [ Pipeline Safety ](/vi/node/182)\n    * [ Rail Safety ](/vi/node/196)\n      * [ Rail Publications ](/vi/node/115)\n    * [ Telephone ](/vi/node/123)\n      * [ 988 National Suicide Prevention Lifeline ](/vi/node/73698)\n      * [ Company Tariffs ](/vi/node/122)\n      * [ Telemarketing ](/vi/node/128)\n      * [ A Guide to Your Telephone Bill ](/vi/node/125)\n      * [ Directory Assistance - 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Simplot Inspection Reports ](/vi/node/73927)\n        * [ KB Pipeline Inspection Reports ](/vi/node/73928)\n        * [ Lamb Weston/BSW Inspection Reports ](/vi/node/73945)\n        * [ Marathon Pipeline Inspection Reports ](/vi/node/73970)\n        * [ McChord Pipeline Inspection Reports ](/vi/node/73946)\n        * [ Mount Vernon Terrace Apartments - Inspection Reports ](/vi/node/76655 \"Mount Vernon Terrace Apartments - Inspection Reports\")\n        * [ Nippon Dynawave Packaging Company (formerly Weyerhaeuser) ](/vi/node/73947)\n        * [ Northwest Natural Gas Inspection Reports ](/vi/node/74516)\n        * [ Northwest Pipeline LLC Inspection Reports ](/vi/node/73948)\n        * [ Nouryon Pulp and Performance Chemicals Inspection Reports ](/vi/node/73730)\n        * [ NuStar Pipeline Inspection Reports ](/vi/node/73957)\n        * [ Olympic Pipe Line Inspection Reports ](/vi/node/73958)\n        * [ Petrogas Inspection Reports ](/vi/node/73959)\n        * [ Phillips 66 Pipeline LLC Inspection Reports ](/vi/node/73963)\n        * [ Puget Sound Energy Inspection Reports ](/vi/node/74525)\n        * [ SeaTac Fuel Facilities Inspection Reports ](/vi/node/73967)\n        * [ Seaport Sound Terminal - 2019 Inspections ](/vi/node/145)\n          * [ Inspection Reports Seaport ](/vi/node/144)\n        * [ Seaport Sound Terminal - Inspection Reports ](/vi/node/73964)\n        * [ Solvay Chemicals Inspection Reports ](/vi/node/73965)\n        * [ Sunset West Condominiums Inspection Reports ](/vi/node/75264)\n        * [ Sunshine Propane ](/vi/node/73966)\n        * [ Targa Sound Terminal LLC Inspection Reports ](/vi/node/73969)\n        * [ The New Roche Harbor Resort Inspection Reports ](/vi/node/73971)\n        * [ Tidewater Terminal Inspection Reports ](/vi/node/73972)\n        * [ Trans Mountain Pipeline (Puget Sound) LLC Inspection Reports ](/vi/node/73986)\n        * [ Williams Partners Operating LLC Inspection Reports ](/vi/node/73977)\n    * [ Rail Safety ](/vi/node/196)\n      * [ Blocked Crossings ](/vi/node/215)\n      * [ Emergency Notification System ](/vi/node/197)\n      * [ State Action Plan ](/vi/node/79913)\n      * [ About the Rail Safety Program ](/vi/node/193)\n      * [ Community Notices ](/vi/node/195)\n      * [ Rail Crossing Changes ](/vi/node/77070)\n      * [ Grade Crossing Protective Fund ](/vi/node/201)\n        * [ GCPF - Improvements to Warning Devices at Public Grade Crossings ](/vi/node/362)\n        * [ GCPF - Open Call for Projects ](/vi/node/199)\n        * [ GCPF - Safety Improvements at Passive Crossings ](/vi/node/200)\n      * [ Inspections ](/vi/node/218)\n        * [ Public Crossings ](/vi/node/84005)\n        * [ Private Crossings ](/vi/node/214)\n        * [ Restricted Clearances ](/vi/node/194)\n        * [ Walkways ](/vi/node/84006)\n        * [ Sanitation ](/vi/node/73672)\n        * [ Minimum Train Crew Size ](/vi/node/83814)\n      * [ Railroad Information ](/vi/node/73364)\n        * [ Crash Statistics ](/vi/node/207)\n        * [ WA Rail Crash Stats ](/vi/node/219)\n        * [ Railroad Company Accident Reporting ](/vi/node/216)\n        * [ First-Class Cities ](/vi/node/198)\n      * [ Washington Operation Lifesaver ](/vi/node/211)\n        * [ About Us ](/vi/node/212)\n        * [ Rail Safety Tips and Facts ](/vi/node/210)\n        * [ Become a Presenter ](/vi/node/213)\n        * [ Operation Lifesaver Frequently Asked Questions ](/vi/node/208)\n        * [ Operation Lifesaver History ](/vi/node/209)\n        * [ Request an Operation Lifesaver Presentation ](/vi/node/206)\n        * [ Washington Operation Lifesaver Calendar of Events ](/vi/node/217)\n    * [ Transportation Safety ](/vi/node/220)\n      * [ Preparing for a Safety Fitness Evaluation ](/vi/node/222)\n      * [ Report Suspected Illegal Transportation Carriers ](/vi/node/100)\n  * [ Documents and Proceedings ](/vi/node/373)\n    * [ Search all Dockets ](/vi/documents-and-proceedings/dockets)\n    * [ Meetings and Events ](/vi/documents-and-proceedings/events)\n      * [ Video Archive ](/vi/node/74038)\n    * [ Electronic Filing ](/vi/node/36449)\n      * [ How to e-File - Auto Transportation ](/vi/node/73674)\n      * [ How to e-File - Commercial Ferries ](/vi/node/73675)\n      * [ How to e-File - Contracts ](/vi/node/73676)\n      * [ How to e-File - Solid Waste Tariffs ](/vi/node/73677)\n      * [ How to e-File - Utility Tariffs ](/vi/node/73678)\n    * [ Hearings ](/vi/node/36446)\n      * [ City of Wenatchee v. BNSF, Docket TR-220540 ](/vi/node/81365)\n      * [ PacifiCorp CEIP Complaint ](/vi/node/79355)\n      * [ PacifiCorp General Rate Case ](/vi/node/84008)\n      * [ Puget Sound Energy - LNG Facility Recovery Costs ](/vi/node/84007)\n      * [ Puget Sound Energy GRC ](/vi/node/77810)\n      * [ Puget Sound Energy Penalty Mitigation ](/vi/node/79298)\n      * [ Murrey's Disposal Company, Inc. (Tariff Revision), Docket TG-230778 ](/vi/node/84708)\n    * [ Legal Research Tools ](/vi/node/36450)\n    * [ Delegated Orders ](/vi/documents-and-proceedings/delegated-orders \"Delegated Orders\")\n    * [ Recent Orders ](/vi/documents-and-proceedings/dockets-recent-orders)\n    * [ Open Meetings ](/vi/node/36448)\n    * [ Request Records ](/vi/node/36445)\n    * [ Rulemakings ](/vi/node/36447)\n      * [ Customer Notice and Fees Rulemaking ](/vi/node/78459)\n      * [ HB 1841 Rulemaking - TR-200536 ](/vi/node/73662)\n      * [ Markets and CETA Compliance Rulemaking - UE-210183 ](/vi/node/74379)\n      * [ More rulemakings ](/vi/node/73685)\n    * [ Online Payments ](/vi/node/227)\n      * [ Make a Payment Now ](/vi/node/228)\n      * [ Online Security ](/vi/node/229)\n    * [ Online Records Center ](/vi/node/36444)\n    * [ Records Index ](/vi/node/86154)\n    * [ UTC Equity Docket ](/vi/node/84124)\n  * [ About Us ](/vi/node/53)\n    * [ About the Commission ](/vi/node/36452)\n      * [ History of the Commission ](/vi/node/81)\n      * [ Commission Structure ](/vi/node/80)\n      * [ Legislative Updates ](/vi/node/82)\n      * [ Pro-Equity Anti-Racism (PEAR) ](/vi/PEAR \"Pro-Equity Anti-Racism \\(PEAR\\)\")\n      * [ Open Public Agency ](/vi/node/83)\n        * [ The Legal Process ](/vi/node/88)\n      * [ \u200bSign-up for UTC Alerts ](/vi/node/78)\n      * [ Supplier Diversity ](/vi/node/84128)\n    * [ Commissioners ](/vi/about-us/commissioners)\n    * [ Careers ](/vi/node/21907)\n      * [ Working at the UTC ](/vi/node/77)\n    * [ News ](/vi/about-us/news)\n    * [ Privacy Policy ](/vi/node/86)\n  * [ Contact Us ](/vi/node/375)\n    * [ By Division ](/vi/node/136)\n    * [ Visit ](/vi/node/137)\n    * [ Contracts and Purchasing ](/vi/node/78291)\n  * [ Resource Plans by Company ](/vi/node/314)\n\n",
                "url": "https://www.utc.wa.gov/vi/documents-and-proceedings/dockets?combine=&company_name=&field_docket_case_status_target_id=All&industry=All&page=148"
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                "page_content": "#  Data Tables and Resources\n\n###  Additional Resources\n\n  * [ 2023 Sustainability Data Supplement ](/content/dam/jbhunt/company/esg/docs/2023-Sustainability-Data-Supplement.pdf)\n  * [ 2022 Sustainability Report ](/content/dam/jbhunt/company/docs/JBHT-Sustainability-Report-2022.pdf)\n  * [ 2021 Data Supplement ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/2021%20Data%20Supplement.pdf)\n  * [ 2020 Sustainability Report ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/2020_Sustainability_Report.pdf)\n  * [ GHG Inventory Verification ](/content/dam/jbhunt/company/esg/docs/GHG_Inventory_Verification_JBHunt_2024.pdf)\n  * [ Environmental Policy ](/content/dam/jbhunt/company/esg/docs/Environmental%20Policy%20Statement_1-10-24.pdf)\n  * [ Social Matters Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/210714_ESG_SocialMattersSummary.pdf)\n  * [ Health & Wellness Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/Promoting_Health_and_Wellness_2021.pdf)\n  * [ Safety Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/210714_ESG_SafetySummary.pdf)\n  * [ Safety Policy Statement ](https://www.jbhunt.com/content/dam/jbhunt/company/docs/230728_Safety_Policy_Statement.pdf)\n  * [ Verify TRU ATCM Compliance ](https://arber.arb.ca.gov/publicTCCReports.arb)\n  * [ Full List of Standards and Protective Policies ](https://investor.jbhunt.com/governance/corporate-governance/default.aspx)\n  * [ 2025 CTC Fleet Compliance ](/content/dam/jbhunt/jbh/corporate-responsibility/documents/CTC_Fleet_Compliance_2025.pdf)\n  * [ 2025 Truck and Bus Certificate ](/content/dam/jbhunt/jbh/corporate-responsibility/documents/Truck_and_Bus_Certificate_2025.pdf)\n  * [ J.B. Hunt CDP Scores ](https://www.cdp.net/en/responses/31591/J-B-Hunt-Transport-Services-Inc?back_to=https%3A%2F%2Fwww.cdp.net%2Fen%2Fresponses%3Fqueries%255Bname%255D%3DJ.B.%2BHunt&queries%5Bname%5D=J.B.+Hunt)\n  * [ J.B. Hunt Solar Farm Fact Sheet ](/content/dam/jbhunt/company/esg/docs/JBHunt-Solar-Farm-Fact-Sheet.pdf)\n\n###  About Our Data\n\nIn recent years, J.B. Hunt has improved our efforts to transparently disclose\nand report our ESG performance to our stakeholders in our annual proxy\nstatement, on our website, in our 2020 Sustainability Report, 2021 Data\nSupplement, and in our 2022 Sustainability Report. This year, we continue that\neffort with this 2023 Data Supplement. This report has been prepared in\nreference to the Global Reporting Initiative (GRI) Standards, and in alignment\nwith the Sustainability Accounting Standards Board (SASB) and Task Force on\nClimate-related Financial Disclosures (TCFD) frameworks. Additional\ninformation on our sustainability program is available on the J.B. Hunt\nwebsite.\n\nThe information covered in this report includes data spanning financial years\n2021 to 2023 for the operations of J.B. Hunt Transport Services, Inc. (J.B.\nHunt) and its consolidated subsidiaries.\n\nJ.B. Hunt also voluntarily participates in other ESG disclosures such as CDP\n(formerly the Carbon Disclosure Project), S&P Global, Institutional\nShareholder Services (ISS) Annual Policy Survey, EcoVadis and Sustainalytics.\n\n###  Assurance\n\nScope 1, 2, and partial Scope 3 carbon data was audited by an independent\nthird party, Ruby Canyon Environmental, in accordance with ISO 14064-3:2019\nwith a reasonable level of assurance for Scope 1 and 2 and a limited level of\nassurance for Scope 3.\n\nJ.B. Hunt follows the Global Logistics Emissions Council (GLEC) Framework for\ncalculating GHG emissions.\n\n###  Data Tables\n\n####  Governance & Economic\n\n#####  **Data**\n\n|\n\n#####  **Units**\n\n|\n\n#####  **2023**\n\n|\n\n#####  **2022**\n\n|\n\n#####  **2021**  \n  \n---|---|---|---|---  \n**Board of Directors** |  |  |  |   \n_Female_ |  % of Board  |  22%  |  27%  |  27%   \nAfrican-American  |  Total Number  |  0  |  1  |  1   \nHispanic  |  Total Number  |  0  |  0  |  0   \nCaucasian  |  Total Number  |  2  |  2  |  2   \n_Male_ |  % of Board  |  78%  |  73%  |  73%   \nAfrican-American  |  Total Number  |  0  |  0  |  0   \nHispanic  |  Total Number  |  1  |  0  |  0   \nCaucasian  |  Total Number  |  6  |  8  |  8   \n_Age_ |  |  |  |   \n30-60  |  % of Board  |  56%  |  36%  |  36%   \nOver 60  |  % of Board  |  44%  |  64%  |  64%   \n_Tenure_ |  |  |  |   \n0-10 years  |  Total Number  |  2  |  2  |  2   \n11-20 years  |  Total Number  |  3  |  5  |  6   \n20+ years  |  Total Number  |  4  |  4  |  3   \n_Skills and Qualifications 1  _ |  |  |  |   \nIndustry Experience  |  % of Board  |  80%  |  43%  |  43%   \nPublic Policy  |  % of Board  |  100%  |  86%  |  86%   \nCEO/Senior Management Experience  |  % of Board  |  100%  |  100%  |  100%   \nEconomic/Accounting/Finance  |  % of Board  |  100%  |  86%  |  86%   \nHuman Resource Management  |  % of Board  |  20%  |  29%  |  29%   \nDeveloping and Implementation of Risk Management Systems  |  % of Board  |  40%  |  29%  |  29%   \nRegulatory/Legal  |  % of Board  |  100%  |  100%  |  100%   \nEnvironmental and Climate  |  % of Board  |  60%  |  n/a  |  n/a   \n**_Business Units and Revenues_ ** |  |  |  |   \n**Total Consolidated Revenue** |  **Revenue ($ Million)** |  **$12,830** |  **$14,814** |  **$12,168**  \n**J.B. Hunt Total Company Operated Revenue Ton - Miles** |  **Million Company  \nOperated Ton-Miles (Mt.m) ** |  **52,046** |  **51,765** |  **49,571**  \nIntermodal (JBI)  |  Revenue ($ Million)   \n|  $6,208  |  $7,022  |  $5,454   \n|  % of Total Revenue  \n|  48.4%  |  47.4%  |  44.8%   \n|  Loads  |  2,044,980  |  2,068,278  |  1,984,834   \nDedicated (DCS)  |  Revenue ($ Million)  |  $3,543  |  $3,524  |  $2,706   \n|  % of Total Revenue  |  27.6%  |  23.8%  |  22.2%   \n|  Loads  |  4,274,677  |  4,508,864  |  4,138,889   \nIntegrated (ICS)  |  Revenue ($ Million)  |  $1,390  |  $2,323  |  $2,471   \n|  % of Total Revenue  |  10.8%  |  15.7%  |  20.3%   \n|  Loads  |  764,839  |  1,231,334  |  1,326,979   \nFinal Mile (FMS)  |  Revenue ($ Million)  |  $918  |  $1,042  |  $909   \n|  % of Total Revenue  |  7.2%  |  7.0%  |  7.5%   \n|  Loads  |  4,596,715  |  5,636,432  |  6,677,186   \nTruckload (JBT)  |  Revenue ($ Million)  |  $789  |  $937  |  $668   \n|  % of Total Revenue  |  6.1%  |  6.3%  |  5.5%   \n|  Loads  |  410,091  |  398,070  |  327,231   \n**_Supplier Spend on Goods and Services_ ** |  |  |  |   \nTotal Spend  |  Spend ($ Million)  |  $9,270  |  $10,830  |  $8,487   \nPurchased Transportation  |  %  |  60%  |  67%  |  72%   \nTractors and Trucks  |  %  |  11%  |  7%  |  6%   \nFuel  |  %  |  9%  |  9%  |  7%   \nTrailing Equipment  |  %  |  6%  |  7%  |  5%   \nMaintenance  |  %  |  5%  |  4%  |  3%   \nOther Goods and Services  |  %  |  9%  |  7%  |  8%   \n**_Anti-Corruption Status_ ** |  |  |  |   \nConfirmed incidents of corruption  |  Total Number  |  0  |  1  |  0   \nIncidents in which employees were dismissed or disciplined for corruption  2  |  Total Number  |  0  |  1  |  0   \nIncidents when contracts with business partners were terminated/not renewed due to violations related to corruption  |  Total Number  |  0  |  0  |  0   \n  \n####  Serving  Our Customers\n\n_Data_ |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**Customer Privacy and Losses of Customer Data** |  |  |  |   \nComplaints received from outside parties and substantiated by the organization  |  Number  |  0  |  0  |  0   \nComplaints from regulatory bodies  |  Number  |  0  |  0  |  0   \nTotal number of identified leaks, thefts, or losses of customer data  |  Number  |  0  |  0  |  0   \n  \n####  Supporting Our Employees\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**_Occupational Health & Safety _ ** |  |  |  |   \nNumber of road collisions and incidents  |  Number  |  1,106  |  1,251  |  1,167   \nTotal recordable incident rate (TRIR)  |  Incident rate  |  1.83  |  1.96  |  1.92   \nLost time incident rate (LTIR)  2  |  Incident rate  |  1.46  |  1.53  |  1.28   \nHigh-consequence injuries (excluding fatalities)  2  |  Number  |  85  |  75  |  104   \nHigh-consequence injury (excluding fatalities) frequency rate  |  per 200,000 work hours  |  0.210  |  0.170  |  0.293   \nTotal number of fatalities  |  Number  |  1  |  1  |  1   \nFatality frequency rate for direct employees  |  per 200,000 work hours  |  0.002  |  0.002  |  0.002   \nFatality frequency rate for contract employees  |  per 200,000 work hours  |  0.000  |  0.000  |  0.000   \n**Safety Measurement System BASIC percentiles** |  |  |  |   \nUnsafe Driving  |  %  |  49%  |  63%  |  55%   \nHours-of-service compliance  |  %  |  63%  |  58%  |  45%   \nDriver fitness  |  %  |  52%  |  42%  |  33%   \nControlled substances/alcohol  |  %  |  1%  |  1%  |  0%   \nVehicle maintenance  |  %  |  73%  |  74%  |  73%   \nHazardous Materials Compliance  |  %  |  45%  |  51%  |  53%   \n  \nData  |  New Units  |  2023  |  2022  |  Old Units  |  2023  |  2022  |  2021   \n---|---|---|---|---|---|---|---  \n**_Total Employees_ ** |  **_Total Number_ ** |  **_34,706_ ** |  **_37,154_ ** |  **_Total Number_ ** |  **_34,706_ ** |  **_37,154_ ** |  **_33,045_ **  \nFull-Time Total Number  |  Total Number  |  34,435  |  36,813  |  Total Number  |  34,435  |  36,813  |  32,826   \n**_Overall Demographics_ ** |  |  |  |  |  |  |   \n_Total Population_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  29,413  |  31,391  |  % of Total Employees  |  84.7%  |  84.5%  |  85.1%   \nTotal Females  |  Total Number  |  5,289  |  5,760  |  % of Total Employees  |  15.2%  |  15.5%  |  14.9%   \nDoes not identify  3  |  Total Number  |  4  |  3  |  % of Total Employees  |  0.0%  |  0.0%  |  0.0%   \n_Drivers_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  21,051  |  22,613  |  % of Total Drivers  |  92.5%  |  92.6%  |  93.5%   \nTotal Females  |  Total Number  |  1,703  |  1,801  |  % of Total Drivers  |  7.5%  |  7.4%  |  6.5%   \nDoes not identify  3  |  Total Number  |  1  |  |  % of Total Drivers  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  15,046  |  15,715  |  % of Total Drivers  |  66.1%  |  64.4%  |  61.0%   \n_Non-Drivers_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  8,362  |  8,778  |  % of Total Non-Drivers  |  70%  |  68.9%  |  68.5%   \nTotal Females  |  Total Number  |  3,586  |  3,959  |  % of Total Non-Drivers  |  30%  |  31.1%  |  31.5%   \nDoes not identify  3  |  Total Number  |  3  |  |  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  4,257  |  4,532  |  % of Total Non-Drivers  |  35.6%  |  35.6%  |  32.8%   \n**Management** |  |  |  |  |  |  |   \nMale  |  Total Number  |  3,035  |  3,100  |  % of Total Management  |  75.8%  |  75.4%  |  76.7%   \nFemale  |  Total Number  |  2,615  |  1,010  |  % of Total Management  |  24.2%  |  24.6%  |  23.3%   \nDoes not identify  3  |  Total Number  |  1  |  |  % of Total Management  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  1,221  |  1,234  |  % of Total Management  |  30.5%  |  30.0%  |  27.7%   \n**Non-Management** |  |  |  |  |  |  |   \nMale  |  Total Number  |  5,327  |  5,678  |  % of Total Individual Contributor  |  67.1%  |  65.8%  |  64.3%   \nFemale  |  Total Number  |  2,615  |  2,949  |  % of Total Individual Contributor  |  32.9%  |  34.2%  |  35.7%   \nDoes not identify  3  |  Total Number  |  2  |  |  % of Total Individual Contributor  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  3,036  |  3,298  |  % of Total Individual Contributor  |  38.2%  |  38.2%  |  34.7%   \n**_Age Demographics_ ** |  |  |  |  |  |  |   \nUnder Age 30  |  Total Number  |  6,378  |  7,715  |  % of Total Employees  |  18.4%  |  20.8%  |  19.9%   \nAge 30-50  |  Total Number  |  17,378  |  18,200  |  % of Total Employees  |  50.1%  |  49.0%  |  48.3%   \nOver age 50  |  Total Number  |  10,950  |  11,239  |  % of Total Employees  |  31.6%  |  30.2%  |  31.8%   \n**_Race Demographics_ ** |  |  |  |  |  |  |   \nWhite  |  Total Number  |  15,399  |  16,904  |  % of Total Employees  |  44.4%  |  45.5%  |  48.5%   \nBlack or African-American  |  Total Number  |  10,433  |  11,077  |  % of Total Employees  |  30.1%  |  29.8%  |  28.5%   \nHispanic or Lantinx  |  Total Number  |  6,360  |  6,653  |  % of Total Employees  |  18.3%  |  17.9%  |  16.8%   \nAsian or Asian-American  |  Total Number  |  1,431  |  1,473  |  % of Total Employees  |  4.1%  |  4.0%  |  3.5%   \nTwo or More Races  |  Total Number  |  624  |  630  |  % of Total Employees  |  1.8%  |  1.7%  |  1.6%   \nAmerican Indian or Alaskan Native  |  Total Number  |  320  |  282  |  % of Total Employees  |  0.9%  |  0.8%  |  0.7%   \nNative Hawaiian or Other Pacific Islander  |  Total Number  |  127  |  124  |  % of Total Employees  |  0.4%  |  0.3%  |  0.3%   \nOther  4  |  Total Number  |  12  |  11  |  % of Total Employees  |  0.0%  |  0.0%  |  0.1%   \n**_Other Demographics_ ** |  |  |  |  |  |  |   \nTotal number of veterans employed  |  Total Number  |  4,005  |  4,458  |  % of Total Employees  |  11.5%  |  12.0%  |  12.8%   \n**_Tenure and Attrition_ ** |  |  |  |  |  |  |   \nAverage Employee Tenure  |  Years  |  4.7  |  4.1  |  Years  |  4.7  |  4.1  |  4.3   \n**_New Hires_ ** |  |  |  |  |  |  |   \nTotal New Hires  |  Total Number  |  11,444  |  21,980  |  % of Total Employees  |  33.0%  |  59.2%  |  55.6%   \n**_Employee Turnover_ ** |  |  |  |  |  |  |   \nVoluntary Turnover  |  Total Number  |  8,906  |  12,825  |  % of Total Workforce  |  25.7%  |  34.5%  |  38.2%   \nInvoluntary Turnover  |  Total Number  |  4,847  |  4,920  |  % of Total Workforce  |  14.0%  |  13.2%  |  11.4%   \n**_Training Efforts_ ** |  |  |  |  |  |  |   \nHours of training completed by employees  |  Total Number  |  740,579  |  654,862  |  |  740,579  |  654,862  |  397,344   \n  \n####  Protecting Our Environment\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**_Greenhouse Gas Emissions_ ** |  |  |  |   \nDirect (Scope 1)  5  |  metric tons CO  2  e  |  1,739,774  |  1,941,821  |  1,711,146  6   \nEnergy indirect (Scope 2)  |  metric tons CO  2  e  |  23,095  |  25,800  |  20,655   \nOther indirect (Scope 3)  7  |  metric tons CO  2  e  |  2,406,687  |  1,482,873  |  1,376,015   \nJ.B. Hunt-specific metric used to calculate emissions intensity (EI) ratio  |  million company operated ton-miles (Mt.m)  |  18,566  |  18,514  |  16,449   \nGHG emissions intensity ratio (Scope 1&2)  7  |  million metric tons CO  2  e / Mt.m  |  95  |  106  |  118   \nNOx  |  metric tons  |  1,260  |  1,331  |  1,134   \nSOx  |  metric tons  |  16  |  18  |  16.5   \nParticulate matter (PM10)  |  metric tons  |  58  |  61  |  53   \n**_Intermodal Emissions Savings Highlight_ ** |  |  |  |   \n_J.B. Hunt Intermodal (JBI)_ |  |  |  |   \nIntermodal Revenue Ton Miles  |  million revenue ton-miles (Mt.m)  |  40,755  |  40,751  |  39,858   \nTotal diesel used  |  million gallons (net)  |  188.7  |  188.2  |  177.6   \n\\- Percentage renewable gallons used  |  % fuel  |  8.95%  |  6.66%  |  5.82%   \nIntermodal revenue ton miles per gallon  |  RTM/Gallon  |  216  |  217  |  224   \nGHG Emissions  |  million metric tons CO  2  e  |  1.93  |  1.93  |  1.79   \n_Avoided GHG Emissions by Intermodal Use_ |  |  |  |   \nAvoided fuel use  |  million gallons  |  398  |  363  |  355   \nAvoided metric tons CO  2  e  |  metric tons CO  2  e  |  4,096,147  |  3,687,116  |  3,607,363   \n_Emissions Intensity Comparison_ |  |  |  |   \nIntermodal GHG Emissions Intensity Ratio  8  |  metric tons CO  2  e / Intermodal Mt.m  |  38.83  |  42.75  |  45   \nCompany Operated GHG Emissions Intensity Ratio  8  |  metric tons CO  2  e / company operated Mt.m  |  95.11  |  98.53  |  104.59   \n**_Energy Efficiency Intiatives_ ** |  |  |  |   \nFuel reduction (avoided fuel use)  |  million gallons (Mgal) Diesel  |  401  |  365  |  358   \n|  million megajoules  |  57,677  |  53,363  |  51,860   \nConversion to AMTs  |  % of fleet  |  100%  |  100%  |  95%   \n|  Avoided Fuel Use (Mgal diesel)  |  2.94  |  3.01  |  2.59   \n|  Avoided Emissions (metric tons)  |  30,280  |  30,588  |  26,299   \nConversion to Intermodal  |  Avoided Fuel Use (Mgal diesel)  |  398  |  363  |  355   \n|  Avoided Emissions  9  (million metric tons)  |  4.10  |  3.69  |  3.61   \nElimination of Empty Miles (Carrier 360)  |  Avoided Empty Miles (million out-of-route/empty miles)  |  4.0  |  3.5  |  1.6   \n|  Avoided Fuel Use (Mgal diesel)  |  0.47  |  0.43  |  0.20   \n|  Avoided Emissions (metric tons)  |  4,863  |  4,419  |  2,024   \n**_Energy Consumption_ ** |  |  |  |   \nDiesel (ULSD)  |  Million Gallons  |  167.0  |  186.4  |  164.8  9   \n|  Million megajoules  |  24,016  |  27,229  |  23,882  9   \nRenewable Diesel  |  Million gallons  |  24.0  |  15.3  |  7.9  9   \n|  Million megajoules  |  3,518  |  2,237  |  1,145  9   \nBiodiesel  |  Million gallons  |  17.0  |  12.8  |  12.8  9   \n|  Million Megajoules  |  2,256  |  1,733  |  1,577  9   \nGasoline  |  Million gallons  |  0.12  |  0.14  |  0.16   \n|  Million Megajoules  |  16.0  |  17.6  |  20.1   \nNatural Gas  |  Million Cubic feet  |  163  |  161  |  142   \n|  Million Megajoules  |  177  |  176  |  151   \n|  % of total energy  |  0.5%  |  0.6%  |  0.5%   \nPropane  |  Million gal  |  0.09  |  .08  |  0.06   \n|  Million Megajoules  |  8.0  |  7.6  |  5.7   \nElectricity  |  Million KWH  |  57.6  |  56.2  |  52.6   \n|  Million Megajoules  |  206.0  |  202.4  |  189.3   \nRenewable Energy  |  % of total energy  |  19%  |  13%  |  10%   \n|  Million Megajoules  |  5,774  |  3,970  |  2,798   \nTotal Direct Consumption  |  Million Megajoules  |  30,197  |  31,603  |  27,946   \nEnergy Intensity Ratio  |  Megajoules/Mt.m  |  580,196  |  610,509  |  539,583   \n**_Waste_ ** |  |  |  |   \nTotal Waste Generated  10  |  Metric tonnes  |  44,647  |  35,377  |  29,603   \nTotal Waste Recycled/Reused/Sold  10  |  Metric tonnes  |  21,176  |  21,022  |  16,732   \nTotal Waste Disposed (landfill)  10  |  Metric tonnes  |  23,471  |  14,355  9  |  12,871   \nIncinerated with energy recovery  |  Metric tonnes  |  0  |  0  |  0   \nIncinderated without energy recovery  |  Metric tonnes  |  0  |  0  |  0   \nWaste otherwise disposed  |  Metric tonnes  |  0  |  0  |  0   \nData coverage (as % of denominator)  |  % of  |  100%  |  100%  |  100%   \n**_Water_ ** |  |  |  |   \nWater consumption  11  |  Million gallons  |  232  |  233  |  186   \n_**Road Fleet by Fuel Type 12  ** _ |  |  |  |   \nDiesel  13  |  Total Number  |  20,085  |  |   \n|  % of Total Fleet  |  99.9%  |  |   \nCompressed Natural Gas  13  |  Total Number  |  3  |  |   \n|  % of Total Fleet  |  0.1%  |  |   \nElectricity  13  |  Total Number  |  8  |  |   \n|  % of Total Fleet  |  0.0%  |  |   \nHydrogen/Electric  13  |  Total Number  |  0  |  |   \n|  % of Total Fleet  |  0.0%  |  |   \n**_Number of Environmental Violations and Fines_ ** |  |  |  |   \nNumber of significant environmental violations of legal obligations/ regulations  14  |  Total Number  |  0  |  0  |  0   \nAmount of fines/penalties related to significant environmental violations  |  $  |  $0  |  $0  |  $0   \n  \n####  Hazardous Materials Transport\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \nNumber of spills and releases to the environment  |  Number  |  4  |  5  |  7   \nAggregate volume of spills and releases to the environment  |  Cubic meters (m  3  )  |  0.5  |  0.5  |  0.8   \n  \n####  Charitable Contributions and Spend\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \nCash Contributions  |  $  |  $2,716,871  |  $5,210,691  |  $6,137,143   \nTime: Employee Volunteer Hours  |  $  |  $21,912  |  $476,476  |  $88,691   \nIn-Kind Giving  |  $  |  $716,955  |  $790,870  |  $875,670   \nManagement Overhead  |  $  |  $158,517  |  $141,838  |  $175,852   \nTotal Chartiable Contributions  |  $  |  $3,614,255  |  $6,619,875  |  $7,277,356   \n  \n####  \"Statement of Use\"\n\nJ.B. Hunt has reported the information cited in this GRI content index for the\nperiod of January 01, 2023 to December 31, 2023 with references to GRI 1\nStandards.\n\n#####  GRI 1 used\n\nGRI 1: Foundation 2021\n\nIndex Reference  |  Disclosure Description  |  Location (pg. number) or Reference   \n---|---|---  \n**_GRI 2: General Disclosures 2021_ ** |  |   \n2-1  |  Organizational Details  |  2023 Annual Report | Item 1. Business , pg. 101   \n2-2  |  Entities included in the organization's sustainability reporting  |  Appendix | About this Report   \n2-3  |  Reporting period, frequency and contact point  |  Appendix   \n2-4  |  Restatements of information  |  Appendix Sustainability Performance Data Tables   \n2-5  |  External assurance  |  Appendix | Assurance   \n2-6  |  Activities, value chain and other business relationships  |  2023 Annual Report | Item 1. Business , pgs. 101-105   \n2-7  |  Employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n2-8  |  Workers who are not employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n2-9  |  Governance structure and composition  |  2023 Annual Report | Governance Highlights, pgs. 24-25 2023   \nAnnual Report | Corporate Governance, pgs. 37-50   \n2-10  |  Nomination and selection of the highest governance body  |  2023 Annual Report | Corporate Governance, pgs. 37-50   \n2-11  |  Chair of the highest governance body  |  2023 Annual Report | Chairman of the Board, pg. 34   \n2-12  |  Role of the highest governance body in overseeing the management of impacts  |  2023 Annual Report | Corporate Governance, pgs. 37-44   \n2-13  |  Delegation of responsibility for managing impacts  |  2023 Annual Report | Executive Officers of The Company, pg. 35   \n2023 Annual Report | Corporate Governance, pgs. 37-44   \n2-14  |  Role of the highest governance body in sustainability reporting  |  2023 Annual Report | Corporate Governance, pgs. 48-50   \n2-15  |  Conflicts of interest  |  2023 Annual Report | Corporate Governance, pgs. 37 and 40-41   \nCode of Ethical and Professional Standards, pgs. 6-7  \n2-16  |  Communication of critical concerns  |  2023 Annual Report | Communications With the Board, pg. 43   \n2-17  |  Collective knowledge of the highest governance body  |  2023 Annual Report | Corporate Governance, pgs. 40-41   \nSustainability Performance Data Tables | Governance and Economic   \n2-18  |  Evaluation of the performance of the highest governance body  |  2023 Annual Report | Corporate Governance, pg. 48   \nCorporate Governance Guidelines | Leadership Evaluation, pg. 5   \n2-19  |  Remuneration policies  |  2023 Annual Report | Director Compensation, pgs. 33-34   \n2023 Annual Report | Executive Compensation, pgs. 52-59   \n2-20  |  Process to determine remuneration  |  2023 Annual Report | Executive Compensation Committee, pg. 47   \n2-21  |  Annual total compensation ration  |  2023 Annual Report | CEO Pay Ratio, pg. 78   \n  \n2-22  |  Statement on sustainable development strategy  |  Message from our CEO and President   \n  \n2-23  |  Policy commitments  |  Code of Ethical and Professional Standards, pg. 12   \n  \n2-24  |  Emedding policy commitments  |  Code of Ethical and Professional Standards, pg. 3   \n  \n2-26  |  Mechanisms for seeking advice and raising concerns  |  Code of Ethical and Professional Standards, pg. 14   \n  \n2-27  |  Compliance with laws and regulations  |  Sustainability Performance Data Tables | Number of Environmental Violations and Fines   \n2-28  |  Membership associations  |  Political & Lobbying Expenditures 2023 J.B. Hunt Corporate Social Matters Summary   \n2-29  |  Approach to stakeholder engagment  |  Materiality Assessment and Stakeholder Engagement, pg. 6   \n2-30  |  Collective bargaining agreements  |  2023 Annual Report | Human Capital Resources, pg. 104   \n**_GRI 3: Material Topics 2021_ ** |  |   \n3-1  |  Process to determine material topics  |  Materiality Assessment and Stakeholder Engagement; 2022 Sustainability Report | Stakeholder Engagement, pg. 7   \n3-2  |  List of material topics  |  Materiality Assessment and Stakeholder Engagement; 2022 Sustainability Report | Stakeholder Engagement, pg. 7   \n3-3  |  Management of material topics  |  Materiality Assessment and Stakeholder Engagement, pg. 6   \n**_GRI 201: Economic Performance 2016_ ** |  |   \n201-1  |  Direct economic value generated and distributed  |  Sustainability Performance Data Tables | Business Units and Revenues, pg. 9   \n201-2  |  Financial Implications and other risks and opportunities due to climate change  |  2023 CDP Climate Change Response: C2. Risks and opportunities   \n201-3  |  Defined benefit plan obligations and other retirement plans  |  2023 Annual Report | Employee Benefit Plans, pg. 149   \n**_GRI 205: Anti-corruption 2016_ ** |  |   \n205-3  |  Confirmed incidents of corruption and actions taken  |  Sustainability Performance Data Tables | Anti-Corruption Status, pg. 10   \n**_GRI 302: Energy 2016_ ** |  |   \n302-1  |  Energy consumption within the organization  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-16   \n302-3  |  Energy intensity  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-15   \n302-4  |  Reduction of energy consumption  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-16   \n**_GRI 305: Emissions 2016_ ** |  |   \n305-1  |  Direct (Scope 1) GHG emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n305-2  |  Energy indirect (Scope 2) GHG emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n305-4  |  GHG emissions intensity  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-15   \n305-7  |  Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n**_GRI 401: Employement 2016_ ** |  |   \n401-1  |  New employee hires and employee turnover  |  Sustainability Performance Data Tables   \n401-2  |  Benefits provided to full-time employees that are not provided to temporary or part-time employees  |  2022 Annual Report, pg. 20   \n**_GRI 403: Occupational Health and Safety 2018_ ** |  |   \n403-1  |  Occupational health and safety management system  |  J.B. Hunt Safety Summary   \n403-2  |  Hazard identification, risk assessment, and incident investigation  |  J.B. Hunt Safety Summary   \n403-3  |  Occupational health services  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-4  |  Worker participation, consultation, and communication on occupational health and safety  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-5  |  Worker training on occupational health and safety  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-6  |  Promotion of worker health  |  2022 Sustainability Report | Investing in Our People   \n403-7  |  Prevention and mitigation of occupational health and safety impacts directly linked by business relationships  |  J.B. Hunt Safety Summary   \nSupplier Code of Conduct  \n403-9  |  Work-related injuries  |  Sustainability Performance Data Tables | Supporting our Employees, pg. 11   \n**_GRI 404: Training and Education 2016_ ** |  |   \n404-1  |  Average hours of training per year per employee  |  Sustainability Performance Data Tables | Supporting our Employees   \n404-2  |  Programs for upgrading employee skills and transition assistance programs  |  2022 Sustainability Report | Developing Inclusion   \n**_GRI 405: Diversity and Equal Opportunity 2016_ ** |  |   \n405-1  |  Diversity of governance bodies and employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n**_GRI 407: Freedom of Association and Collective Bargaining 2016_ ** |  |   \n407-1  |  Operations an suppliers in which the right to freedom of association and collective bargaining may be at risk.  |  J.B. Hunt conducted a human rights assessment which covers forced labor, human trafficking, child labor, freedom of association, right to collective bargaining, equal remuneration and discrimination for our own employees, the industry, and third party contracted labor. This risk assessment includes an evaluation of women, children, indigenous people, and local communities in which we operate identifying inherent and residual risks. The results of our assessment showed J.B. Hunt has not caused nor contributed to any human rights violations therefore no remediating actions have been taken. J.B. Hunt will conduct this assessment on a bi-annual basis.   \nJ.B. Hunt, Human Rights Statement  \n**_GRI 408: Child Labor 2016_ ** |  |   \n408-1  |  Operations and suppliers at significant risk for incidents of child labor  |  J.B. Hunt, Human Rights Statement   \nSupplier Code of Conduct  \n**_GRI 409: Forced or Compulsory Labor 2016_ ** |  |   \n409-1  |  Operations and suppliers at significant risk for incidents of forced or compulsory labor  |  J.B. Hunt, Human Rights Statement   \nSupplier Code of Conduct  \n**_GRI 410: Security Practices 2016_ ** |  |   \n410-1  |  Security personnel trained in human rights policies or procedures  |  J.B. Hunt, Human Rights Statement   \n**_GRI 418: Customer Privacy 2016_ ** |  |   \n418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  |  Sustainability Performance Data Tables | Serving our Customers   \n  \n####  2022 Sustainability Disclosure Topics & Accounting Metrics\n\nTopic  |  SASB Code  |  Activity Metric  |  Category  |  Unit of Measure  |  Response/Comment   \n---|---|---|---|---|---  \nGreenhouse Gas Emissions  |  TR-RO-110a.1  |  Gross global Scope 1 emissions  |  Quantitative  |  Metric tons (t) CO  2  e  |  1,739,774 metric tons of CO2e   \n|  TR-RO-110a.2  |  Discussion of long-term and short-term strategy   \nor plan to manage Scope 1 emissions, emissions  \nreduction targets, and an analysis of performance  \nagainst those targets  |  Discussion and Analysis  |  n/a  |  See the Working Toward A Low   \nCarbon Future section of our  \n2022 Sustainability Report.  \n|  TR-RO-110a.3  |  (1) Total fuel consumed   \n(2) Percentage natural gas  \n(3) Percentage renewable  |  Quantitative  |  Gigajoules (GJ),   \nPercentage (%)  |  (1) 30,197,000 Gigajoules   \n(2) 0.5% natural gas  \n(3) 19% renewable  \nAir Quality  |  TR-RA-120a.1  |  Air emissions of the following pollutants:   \n(1) NO  x  (excluding N  2  O)  \n(2) SO  X  \n(3) Particulate matter (PM  10  )  |  Quantitative  |  Metric tons (t)  |  (1) NOx (excluding N2O) = 1,260   \n(2) SOX = 16.0 metric tons  \n(3) PM10 = 58 metric tons  \nDriver Working Conditions  |  TR-RO-320a.1  |  (1) Total recordable incident rate   \n(TRIR)2 and  \n(2) Fatality rate for:  \n(a) direct employees  \n(b) contract employees  |  Quantitative  |  Rate  |  (1) 1.86 per 200,000 work hours   \n(2a) 0.002 per 200,000 work hours  \n(2b) 0 per 200,000 work hours  \n|  TR-RO-320a.2  |  (1) Voluntary and   \n(2) Involuntary turnover rate for all employees  |  Quantitative  |  Rate  |  (1) Voluntary turnover rate  15  = 25.7%   \n(2) Involuntary turnover rate  15  = 14.0%  \n|  TR-RO-320a.3  |  Description of approach to managing   \nshort-term and long-term driver health risks  |  Discussion and Analysis  |  Description  |  See Strengthening a Culture of Safety and Investing in Our People section of this 2022 Sustainability Report.   \nAccident & Safety Management  |  TR-RO-540a.1  |  Number of road accidents and incidents  |  Quantitative  |  Number  |  The number of road accidents and incidents: 1,106   \n0.713 DOT accidents per million miles  \n0.212 DOT preventable accidents per million miles  \n|  TR-RO-540a.2  |  Safety Measurement System BASIC percentiles for:   \n(1) Unsafe Driving,  \n(2) Hours-of-Service Compliance,  \n(3) Driver Fitness,  \n(4) Controlled Substances/ Alcohol,  \n(5) Vehicle Maintenance, and  \n(6) Hazardous Materials Compliance  |  Quantitative  |  Percentile  |  (1) Unsafe Driving = 49%   \n(2) Hours-of-Service Compliance = 63%  \n(3) Driver Fitness = 52%  \n(4) Controlled Substances/Alcohol = 1%  \n(5) Vehicle Maintenance = 73%  \n(6) Hazardous Materials Compliance = 45%  \n|  TR-RO-540a.3  |  (1) Number   \n(2) Aggregate volume of spills  \nand releases to the environment  |  Quantitative  |  Number, Cubic   \nMeters (m\u00b3)  |  (1) Number of spills = 4   \n(2) Aggregate volume of spills = 0.5 cubic meter  \n  \n####  Activity Metrics\n\nSASB Code  |  Activity Monitor  |  Category  |  Unit of Measure  |  Response/Comment   \n---|---|---|---|---  \nTR-RO-000.A  |  Revenue ton miles (RTM)  |  Quantitative  |  Million Revenue Ton-Mi  |  52,046   \nTR-RO-000.B  |  Load factor  |  Quantitative  |  Number  |  Load factor = 86.07%   \nTR-RO-000.C  |  (1) Number of employees   \n(2) Number of truck drivers  |  Quantitative  |  Number  |  (1) Total employees = 34,706   \n(2) Truck drivers = 22,755  \n  \n####  TCFD Index\n\nDescriptor  |  Index Reference   \n---|---  \n**1\\. Governance** |   \nA. Describe the board\u2019s oversight of climate-related risks and opportunities.  |  See the 2023 CDP Climate Change Response: C1.1b   \nB. Describe management\u2019s role in assessing and managing climate-related risks and opportunities.  |  See the 2023 CDP Climate Change Response: C1.2 and J.B. Hunt Nominating and Corporate Governance Committee Charter   \n**2\\. Strategy** |   \nA. Describe the climate-related risks and opportunities the organization has identified over the short, medium and long term.  |  See our 2023 CDP Climate Change Response: C2.1a, C2.3, C2.3a, C2.4a   \nB. Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy and financial planning.  |  See our 2023 CDP Climate Change Response: C2.3a, C2.4a, C3.1, C3.2b, C3.3, C3.4   \nC. Describe the resilience of the organization\u2019s strategy, taking into consideration different climate-related scenarios, including a 2C or lower scenario.  |  See our 2023 CDP Climate Change Response: C3.2, C3.2a, C3.2b   \n**3\\. Risk Management** |   \nA. Describe the organization\u2019s processes for identifying and assessing climate-related risks.  |  See our 2023 CDP Climate Change Response: C2.1b, C2.2, C2.2a   \nB. Describe the organization\u2019s processes for managing climate-related risks.  |  See our 2023 CDP Climate Change Response: C2.2   \nC. Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization\u2019s overall risk management.  |  See our 2023 CDP Climate Change Response: C2.1, C2.2   \n**4\\. Metrics and Targets** |   \nA. Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.  |  See our 2023 CDP Climate Change Response: C4.2, C4.2b and the Working Towards a Low-Carbon Future section of the 2022 Sustainability Report.   \nB. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.  |  See the Sustainability Data Tables in this report and our CDP Response: C6.1, C6.3, and C6.5   \nC. Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.  |  See the Working Towards a Low-Carbon Future section of the 2022 Sustainability Report and our 2023 CDP Climate Change Response: C4.1, C4.1b, C4.2, C4.2b   \n  \n1  Includes information provided for \u201cIndependent\u201d Directors only.  \n2  Fluctuations occur due to the timing of notation. Events will populate, or\nbe removed throughout the year.  \n3  2023 is the first year of reporting this metric.  \n4  Includes Aboriginal Peoples - Canada, Canadian Visible Minority, and those\nwho do not identify. Zero percent represents any value less than 0.1%.  \n5  Omits emissions from biogenic sources.  \n6  Emissions and emissions intensity values have been updated following an\nupdate to the calculation methodology to ensure consistency across different\nyears. These emissions exclude biogenic emissions.  \n7  49% of Scope 3 emissions are from railroad emissions. In 2023 we are\nupdating our scope 3 reporting here to include all scope 3 sources. Previous\nversions only provided scope 3 emissions from railroads and other downstream\ntransportation sources.  \n8  Emissions intensity values have been updated following an update to the\ncalculation methodology to ensure consistency across different years. This\nincludes using total metric ton-miles and emissions excluding biogenic\nemissions.  \n9  Incorrect values for diesel, renewable diesel and biodiesel were reported\nfor 2021. Incorrect total waste disposed to landfill was reported for 2022.\nThese figures have been corrected in this report.  \n10  J.B. Hunt updated its waste calculation methodology and has restated our\n2021 figures to align with this new method. Total waste increased due to\nimproved data collection at our facilities and sites.  \n11  The increase in water use in 2022 was due to our employee base returning\nto the office.  \n12  Includes assets that J.B. Hunt owns and operates. There are 182 additional\nnatural gas trucks that J.B. Hunt operates and 12 electric trucks.  \n13  2023 is the first year of reporting this metric.  \n14  Significant environmental violation is defined as a violation accompanied\nby a fine/penalty individually costing more than $10,000 USD. Amounts equal to\nor less than $10,000 USD are not considered significant.  \n15  Voluntary and involuntary turnover rate provided is for all J.B. 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                "url": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
            },
            "reason": "This page from JB Hunt's website provides ESG data tables and resources. As an official source from the company itself, it is considered extremely reliable for information about their ESG performance.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "JB Hunt's website provides ESG data tables and resources.",
            "url": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "ce92576f-fbfe-4add-a45b-6a70ea6a45fb",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.brembogroup.com/en/sustainability/materiality"
                },
                "page_content": "0001-01-01T00:00:00Z  Pages  notset  notset  notset  notset\n\n#\n\nM  a  t  e  r  i  a  l  i  t  y\n\nA  n  a  l  y  s  i  s\n\n\u200b  P  r  o  c  e  s  s\n\nThe aspects involved in measuring the capacity to create sustainable value\n\n[ ]() [ ]()\n\n[ ]() [ ]()\n\nAs every year, the Brembo Group has updated its **materiality analysis** \u2014 the\ntool used **to identify its material sustainability topics** \u2014 and therefore\naligned the content of its Disclosure of Non-Financial Information,\ninstrumental to providing an overview of the Company\u2019s operations,\nperformance, results and, above all, future strategies and targets. These\ntopics are also material aspects for Brembo\u2019s stakeholders and are identified\nand constantly updated, including with its stakeholders\u2019 direct engagement.\n\nIn 2022, in advance of the requirements imposed by the new European Directive\n2022/2464 (the Corporate Sustainability Reporting Directive), Brembo began the\n**double materiality process** , also integrating an **\"outside-in\"\nperspective** **(financial materiality) into its \"inside-out\" impact\nassessment process (impact materiality) according to the** [ **GRI Universal\nStandards** ](https://www.globalreporting.org/standards/) **2021** . Whereas\nthe \"inside-out\" approach identifies the impacts generated, actually or\npotentially, by the organisation and its value chain on the outside world, the\n\"outside-in\" perspective looks at the risks and opportunities that may\ninfluence the Group's creation of value, strategy, operating and financial\nperformance and positioning in the short, medium or long term.\n\nFor 2023, the assessment of the \"outside-in\" perspective (financial\nmateriality) was conducted on the basis of the **European Sustainability\nReporting Standards (ESRSs)** made available by the EFRAG, i.e. the reporting\nstandard that is to be used by companies subject to the Corporate\nSustainability Reporting Directive. This assessment is thus to be regarded as\nfully voluntary and not subject to assurance by the third-party entity that\ncertifies this Disclosure of Non-Financial Information according to the ISAE\n3000 Revised standard.\n\n[\n](https://brem-p-001.sitecorecontenthub.cloud/api/public/content/b189f4f60df841ba81dc2c00dde9c34b?v=f6b82b47)\n\nA description is provided below in the interest of a better understanding of\nthese topics:\n\nGreenhouse gas emissions\n\n__\n\nThe consumption of fossil fuels and electricity in its buildings and\nfacilities, the combustion of fuel for the company fleet and the use of\nmaterials during production contribute to climate change caused by greenhouse\ngas emissions (Scope 1 and 2). In addition, the transport of company products\nby third parties, as well as the purchase **** of services, materials and\nfinished products from suppliers, including their transport, entail greenhouse\ngas emissions caused by such suppliers during their production activities\n(Scope 3). Aware of these impacts, the Brembo Group is committed to pursuing\nthe **ambitious goal of achieving net zero emissions by 2040** , supported by\na defined roadmap designed to gradually reduce Scope 1, 2 and 3 greenhouse gas\nemissions. Brembo\u2019s  \ncommitment to reducing greenhouse gas emissions also extends to end users\nthrough the **use of innovative technologies in its products** , which make it\npossible to limit the weight of brake systems and therefore to reduce GHG\nemissions.\n\nPolluting emissions\n\n__\n\nThe processes of extracting raw materials and manufacturing and painting brake\ncomponents generate polluting emissions such as carbon monoxide (CO), nitrogen\noxides (NOx), particulate matter (PM) and sulphur oxides (SOx), which may\ncause harm to the environment and human health. Thanks to the **Environment\nand Energy Management System** , Brembo has introduced **requirements common\nto all the Group\u2019s plants** aimed at **containing emissions** well below the\nemission limits imposed by the legislation of the Countries in which it\noperates. In addition, thanks to the use of particular materials and\ninnovative technical solutions, Brembo\u2019s products permit a reduction of the\npolluting emissions caused by brake wear and tear during use.\n\nEnergy efficiency\n\n__\n\nInefficient production processes not only use more energy to achieve the same\nresult in production, but also contribute to reducing overall energy\navailability. This phenomenon accelerates fossil fuel consumption, exhausts\nenergy resources more rapidly and increases greenhouse gas emissions. The\nenvironmental consequences of such inefficiency may be significant, resulting\nin higher energy costs and in economic penalisation for the Company. Faced\nwith these challenges, Brembo is actively committed to seeking **constant\nreduction of direct and indirect energy consumption.** Through **investments**\naimed at the adoption of the **best available technologies in terms of energy\nefficiency** , the Group aims to achieve the goals of its Sustainability Plan.\n\nProtection of water resources\n\n__\n\nExcessive consumption of water in water-stressed areas threatens the regional\nhydrological balance and results in scarcity of water resources. Intensive\nindustry \u2014 often inefficient \u2013 contributes to a reduction in water\navailability and degradation of water quality, with an impact on the\nenvironment and on the access to potable water. Aware of the importance of\npreserving this fundamental resource, as part of its Environment and Energy\nManagement System Brembo has implemented a **Water Management procedure that\nimposes requirements and restrictions on all the Group\u2019s plants for\nsustainable use and protection against pollution** . The Group has also set\nitself the **goal of reaching 100% monitoring of flows** (withdrawal,\ndischarge and significant internal use) **by 2025** at each of its sites in\norder to implement improvement actions.\n\nWaste management\n\n__\n\nInadequate waste management by the Group could result in soil pollution, harm\nto natural resources and threats to biodiversity. In addition, a lack of\nattention to waste recycling/recovery and the consequent sending of waste to\ndumps could contribute to soil consumption. Brembo Group is dedicated to\n**efficient waste management** , avoiding generating negative impacts on the\nenvironment and actively seeking to **reuse and develop waste materials** .\nThe Group has set itself the goal of increasing the percentage of waste to be\nrecycled.\n\nProtection of biodiversity\n\n__\n\nThe extraction of primary raw materials may contribute to deforestation and\nenvironmental pollution. In addition, the surface extension of extraction\nsites, as well as the presence of buildings and plants, entail soil\nconsumption, which may result in biodiversity loss. With regard to its plants,\nBrembo has identified a need to act in a way that contributes to **maintaining\nand protecting biodiversity near its assets** . The first step involved an\nanalysis to define and apply a **biodiversity screening methodology to the\ngeographical areas in which its manufacturing plants are located.** The second\nstep will be defining any **improvement, prevention and mitigation actions.**\n\nEvinronmentally sustainable product\n\n__\n\nThe design, production and use of products aimed at reducing environmental\nimpact throughout their life cycle involves minimising the use of natural\nresources, limiting greenhouse gas emissions and reducing waste generation.\nThis entails the adoption of **recyclable materials, the optimisation of\nproduction processes to reduce energy and greenhouse gas emissions and the\npromotion of ethical, socially responsible practices.** The sustainability of\nsuch products is also manifest in their durability and ease of disposal or\nrecycling at the end of their useful lives. Within the framework of this\nphilosophy, Brembo integrates environmental performances into its products,\ndeveloping **braking systems with low particulate and CO2 emissions** , while\nalso enhancing the durability and recyclability of materials. Brembo\u2019s\ncommitment to reinforcing the development of innovative products, featuring\nenvironmentally sustainable, circular designs, translates concretely into\n**promoting sustainable mobility through the reduction of polluting emissions\nthanks to its advanced braking systems and the Group\u2019s commitment to\nsubjecting all its products to a Life Cycle Assessment (LCA).**\n\nDiversity, equity and inclusion\n\n__\n\nBrembo firmly believes that people must have equal access to work, facilities,\nservices and programmes, solely on the basis of their knowledge,\nqualifications, expertise, performance and motivations, regardless of other\npersonal conditions. In recognition of this responsibility, Brembo adopts an\nactive, concrete policy in these areas, reflected in its **Policy on Non\nDiscrimination and Diversity, as well as in the Brembo Charter on Diversity,\nEquity and Inclusion** . In particular, the Group is committed to promoting\nthese aspects along the **three main axes (gender, generation and cultural\nbackground)** through concrete projects that contribute to the wellbeing of\nthe Group\u2019s people.\n\nProtection of human rights\n\n__\n\nThe **protection of human rights** requires policies and practices against\nexploitation and discrimination, both internally and throughout the value\nchain. Brembo, which is committed to respecting the rights of its workers,\nalso extends this commitment to its suppliers, requiring that they abide by\nits Sustainable Procurement Policy in all Countries in which it operates. The\nGroup pays **attention to the direct purchase of minerals from conflict\nzones** , asking its suppliers to declare the origin of Conflict Minerals in\nsupplies intended for the Group. Moreover, the Group conducts audits to ensure\nrespect for human rights among its suppliers.\n\nWorkers\u2019 health and safety\n\n__\n\nEmployment in the automotive industry exposes workers to potential risks and\npermanent harm due to the lack of adequate safety measures. This risk also\nextends to workers upstream and downstream the value chain, increasing the\nprobability of serious physical injuries associated with work activities. In\nresponse to this problem, the Group has implemented an **ISO 45001 management\nsystem at all its plants** , in addition to promoting a **culture of safety\nthrough its \u201cI Am Safety\u201d campaign in Italy and China** . Throughout its\nsupply chain, Brembo\u2019s sustainability policy, included in its Sustainable\nProcurement Policy, sets specific requirements to ensure protection of health\nand safety in suppliers\u2019 workplaces.\n\nWellbeing of personnel\n\n__\n\nIf the Group were not to ensure compliance with minimum wage and employee\nwelfare, this would result in deterioration of the working conditions and\nwell-being of its employees, entailing an increase in personnel turnover.\nFailure to monitor practices throughout the value chain could encourage\nincorrect behaviour, thus causing damages to third-party workers. In response\nto these challenges, the Group has intensified its **vigilance over the job\nmarket, focusing on pay for critical roles and reinforcing its methods of\nmonitoring outgoing personnel and voluntary resignations** . In addition, it\nactively **promotes employee health** , not only through initiatives relating\nto the workplace, but also through programmes providing information on healthy\nlifestyles and courses on proper nutrition, such as the Brembo Wellness\nprogramme.\n\nTraining and development of personnel\n\n__\n\nThe implementation of policies and investments in employee training not only\nensures the development of the Group\u2019s resources, but also contributes\nsignificantly to **increasing the innovative skills required to respond\npromptly to the demands of the business** . Within this framework, Brembo\nadopts a specific procedure for effectively managing **training and\ndevelopment** offerings, designed to be increasingly **global and inclusive**\n, from the annual survey and analysis of training needs to attentive\nmonitoring of quality indicators for the training provided.\n\nData protection and it security\n\n__\n\nThe implementation and application of digital security systems are absolutely\nessential to preventing the risk of data breaches and cyberattacks, which\ncould have severe consequences, including privacy breaches and the loss of\nsensitive customer data. In order for the Group to manage such threats\neffectively, it is fundamental to adopt policies and advanced technologies\nthat take a proactive approach to protecting digital data. The Brembo Group\nhas thus set up a **Privacy Supervisory Committee** , and has introduced the\nposition of **Data Protection Officer and of specific Privacy Officers for\neach area of the company.** These professionals operate in strict compliance\nwith personal data protection legislation, following specific procedures to\nhandle issues, obligations, new processing and reporting, while ensuring\nmaximum security and regulatory compliance.\n\nProduct safety\n\n__\n\nProduct safety is a fundamental priority for ensuring that the design,\nmanufacture and marketing of products adhere to strict safety standards. This\ncommitment entails the implementation of robust **quality control processes\nduring production, active risk management and compliance with applicable\nlegislation, in order to prevent accidents or damages** arising from the use\nof products by consumers. This approach is crucial to preserving the company\u2019s\nreputation, protecting consumers and complying with applicable safety\nlegislation. Following a preventive and proactive approach, Brembo is\ncommitted to applying the voluntary **technical standards that national and\ninternational standards bodies have developed** to ensure the **production of\nexcellent products, while guaranteeing safety, quality and certain\nperformance.** In addition, through the use of innovative technologies, Brembo\nseeks to improve the performance of its braking systems, while continuing to\noffer its end users the utmost reliability and safety.\n\nProtection and development of local communities\n\n__\n\nThe presence of manufacturing plants and extraction sites disfigures the\nlandscape, with adverse impacts, in visual and other terms, for local\ncommunities. The company\u2019s commitment to the well-being of local communities\ntranslates into active management to protect the interests and health of\npeople in the affected areas. At the same time, companies contribute to\neconomic and social development, **promoting job opportunities, developing\nlocal skills and taking an active part in community initiatives.** Responsible\nrelationship management is essential to consolidating trust and ensuring a\npositive impact. Brembo Group\u2019s global presence offers a significant\nopportunity to improve **external positive impacts through the transfer of\ninvestments, technology and skills** . The Group actively promotes the\n**growth of local ancillary industry** , supporting infrastructure, jobs and\ntraining programmes and recognising the importance of fostering intellectual\ncapital in its districts. It also makes its know how available, reinforcing\nits commitment to social responsibility and sustainable development in the\nsurrounding communities.\n\nSustainable supply chain\n\n__\n\nResponsible, sustainable management of the supply chain focuses on an ethical,\ntransparent approach respectful of human rights, social fairness and the\nenvironment. The **Brembo Group asks all suppliers** operating in Countries in\nwhich it is present with its plants **to comply with the Sustainable\nProcurement Policy** . This Policy concerns key issues, including r **espect\nfor human rights, environmental protection, workplace safety, and prevention\nof corruption** . In addition, verification programmes, audits, monitoring,\ntraining sessions and corrective measures are also implemented in cooperation\nwith suppliers to ensure a sustainable supply chain aligned with high ethical\nstandards and corporate responsibility.\n\nBusiness ethics and integrity\n\n__\n\nNon-compliance with business best practices, such as unfair competition and a\nlack of reliable tax risk governance, control and management systems can cause\ndamage to the economy and result in violation of laws and regulations.\nInsufficient supervision of company ethics and integrity could foster\nphenomena of corruption in tenders and supply contracts for both companies and\nindividuals. Brembo has implemented various tools, including the\n**Organisational, Management and Control Model (according to Legislative\nDecree No. 231/2001), the Anti-bribery Code of Conduct, the Supervisory\nBoard** and an entities\u2019 administrative and criminal liability compliance\nprogramme in accordance with applicable local legislation of Countries where\nit operates through subsidiaries.\n\nMaterial topics identified by Brembo  |  Areas of Legislative Decree (IT) 254/2016  |  Impacts  |  Reference GRI Standards  |  Boundary limitations  |  Boundary limitations   \n---|---|---|---|---|---  \nEnvironmentally sustainable product  |  Social  |  Primary raw material saving through the use of recycled and recyclable materials  |  *  |  |   \nEnergy efficiency  |  Environmental  |  Reduction of energy availability due to non-efficient production processes  |  302: Energy (2016)  |  |   \nProtection of water resources  |  Environmental  |  Water scarcity, in particular in water-stressed areas, due to water consumption in the production process  |  303: Water and Effluents (2018)  |  Suppliers  |  Reporting partially extended to suppliers   \nTraining and development of personnel  |  Social  |  Development of skills and know-how through ad hoc training activities  |  401: Employment (2016)   \n  \n404: Training and Education (2016)  |  |   \nWellbeing of personnel  |  Social  |  Failure to ensure workers\u2019 wellbeing due to the absence of dedicated company initiatives  |  *  |  |   \nProduct safety  |  Social  |  Product reliability and safety  |  416: Customer Health and Safety (2016)  |  Customers  |   \nWorkers\u2019 health and safety  |  Social  |  Workers\u2019 accidents and occupational diseases due to non-suitable working conditions  |  403: Occupational Health and Safety (2018)  |  Workers who are not employees   \nContractors  |  Reporting partially extended to contractors   \nGreenhouse gas emissions  |  Environmental  |  Climate change caused by greenhouse gas emissions  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \nProtection of biodiversity  |  Environmental  |  Soil occupation and loss of biodiversity  |  304: Biodiversity (2016)  |  |   \nPolluting emissions  |  Environmental  |  Damage to the environment and human health due to polluting emissions in the air  |  305: Emissions (2016)  |  |   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  |   \nProtection and development of local communities  |  Social  |  Impacts on the social and economic growth of the local areas and communities  |  201: Economic Performance (2016)  |  |   \nSustainable supply chain  |  Social  |  Transparency and involvement of the supply chain in sustainable practices through monitoring and training programmes  |  204: Procurement Practices (2016)  |  |   \n|  |  |  308: Supplier Environmental Assessment (2016)  |  |   \n|  |  |  414: Supplier Social Assessment (2016)  |  |   \nProtection of human rights  |  Social  |  Human rights violations  |  202: Market Presence (2016)  |  |   \nProduct safety  |  Social  |  Damage to consumers due to the absence of product quality and safety checks  |  416: Customer Health and Safety (2016)  |  Customers  |   \n|  |  Increased safety of the end user through the implementation of innovative technologies in products  |  *  |  |   \nWaste management  |  Environmental  |  Soil occupation and pollution due to non-virtuous waste management  |  306: Waste (2020)  |  |   \nDiversity, equity and inclusion  |  Social  |  Non-compliance with equal opportunities legislation in the workplace  |  405: Diversity and Equal Opportunity (2016)  |  |   \n|  |  |  406: Non-discrimination (2016)  |  |   \nData protection and IT security  |  Social  |  Privacy violation and loss of sensitive data  |  418: Customer Privacy (2016)  |  Customers  |   \nBusiness ethics and integrity  |  Social  |  Damage to the economic system due to unfair business practices  |  201: Economic Performance (2016)  |  |   \n|  |  |  205: Anti-corruption (2016)  |  |   \n|  |  |  206: Anti-competitive behaviour (2016)  |  |   \n|  |  |  415: Public Policy (2016)  |  |   \n(*) As regards the topic in question (not directly linked to an aspect covered\nby GRI Standards), Brembo reports the management approach adopted and the\nrelative indicators in the document.  \n  \n[ ](https://www.brembo.com/en/contactus)\n\nBrembo N.V.\n\nVia Stezzano, 87\n\n24126 - 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                "url": "https://www.brembogroup.com/en/sustainability/materiality"
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                    "source": "https://www.global.weir/sustainability/sustainability-performance-and-reporting/"
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            "reason": "This page from Weir Group's website discusses their sustainability performance and reporting. As an official source from the company itself, it is considered extremely reliable for information about their sustainability efforts.",
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                    "source": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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                "page_content": "Skip to main content\n\n",
                "url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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            "reason": "This page is from McKinsey & Company, a reputable management consulting firm. It presents an interactive tool and insights related to diversity and inclusion, suggesting a high level of reliability due to the firm's expertise and research capabilities.",
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            "summary": "This page is from McKinsey & Company, a reputable management consulting firm.",
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                    "source": "https://peoplemanagingpeople.com/personal-development/dei-certifications/"
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                "page_content": "Enable JavaScript and cookies to continue\n\n",
                "url": "https://peoplemanagingpeople.com/personal-development/dei-certifications/"
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                    "source": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
                },
                "page_content": "[ Home  ](/global/en \"Home\")\n\n[ Investors  ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance  ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance  ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion  ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n#  Diversity, Equity and Inclusion\n\n  * [ ](/global/en/investors/contact)\n  * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth**  \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally.  \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n  1. [ BASF Report 2024  ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n  2. [ Our values  ](/global/en/who-we-are/about-us/our-values \"Our values\")\n  3. [ Our Code of Conduct  ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n  4. [ Grievance mechanism  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n  5. [ Human Rights  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n  1. [ Read more  ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n###  Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n  \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors  \n16.7%  \n(As of 31.12.2024)\n\nWomen in leadership positions  \n29.3%  \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n###  Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** |  **Supervisory Board** |  |  **Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status  \nDec 31, 2021 ** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Coatings GmbH** |  0%   \n(0 of 12)  |  8.3%   \n(1 of 12)  |  33.3%   \n(4 of 12)  |  8.3%   \n(1 of 12)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Digital Solutions GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  50%   \n(1 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  n/a  |  n/a  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Personal Care and Nutrition GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  \n**BASF Polyurethanes GmbH** |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  1  \n**BASF Schwarzheide GmbH** |  22.2%   \n(2 of 9)  |  0%   \n(0 of 9)  2  |  25%   \n(3 of 12)  |  11%   \n(1 of 9)  |  |  0%   \n(0 of 2)  |  50%   \n(1 of 2)  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Services Europe GmbH** |  33.3%   \n(1 of 3)  |  33,3%   \n(1 of 3)  |  50%   \n(6 of 12)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  50%   \n(1 of 2)  |  0%   \n(0 of 1)  1  \n**Chemetall GmbH** |  16.7%   \n(1 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  100%   \n(1 of 1)  |  0%   \n(0 of 1)  1  \n  \n1  Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2  The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** |  **1st Level of management below Management Board** |  |  **2nd Level of management below Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  5%  |  8.3%   \n(2 of 24)  |  10.2%   \n(5 of 49)  |  8.3%   \n(2 of 24)  |  |  14%  |  23.3%   \n(7 of 30)  |  34.7%   \n(25 of 72)  |  23.3%   \n(7 of 30)  \n**BASF Coatings GmbH** |  19%  |  33.3%   \n(5 of 15)  |  23.1%   \n(3 of 13)  |  33.3%   \n(5 of 15)  |  |  8%  |  17.3%   \n(9 of 52)  |  15.4%   \n(8 of 52)  |  17.3%   \n(9 of 52)  \n**BASF Digital Solutions GmbH** |  30%  |  32%   \n(8 of 25)  |  19.2%   \n(5 of 26)  |  32%   \n(8 of 25)  |  |  17%  |  24.6%   \n(30 of 122)  |  25.6%   \n(30 of 117)  |  24.6%   \n(30 of 122)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 7)  |  0%   \n(0 of 7)  1  |  |  n/a  |  n/a  |  20%   \n(5 of 25)  |  0%   \n(0 of 25)  1  \n**BASF Personal Care and Nutrition GmbH** |  20%  |  29.2%   \n(7 of 24)  |  31%   \n(9 of 29)  |  29.2%   \n(7 of 24)  |  |  17%  |  30.8%   \n(16 of 52)  |  32.7%   \n(32 of 98)  |  30.8%   \n(16 of 52)  \n**BASF Polyurethanes GmbH** |  11%  |  16.7%   \n(2 of 12)  |  18.8%   \n(3 of 16)  |  16.7%   \n(2 of 12)  |  |  13%  |  20.5%   \n(8 of 39)  |  17.2%   \n(5 of 29)  |  20.5%   \n(8 of 39)  \n**BASF Schwarzheide GmbH** |  0%  |  14.3%   \n(2 of 14)  |  13.3%   \n(2 of 15)  |  14.3%   \n(2 of 14)  |  |  0%  |  18.2%   \n(8 of 44)  |  20%   \n(8 of 40)  |  18.2%   \n(8 of 44)  \n**BASF Services Europe GmbH** |  30%  |  33.3%   \n(4 of 12)  |  45.8%   \n(11 of 24)  |  33.3%   \n(4 of 12)  |  |  30%  |  61.9%   \n(39 of 63)  |  59.8%   \n(119 of 199)  |  30.2%   \n(19 of 63)  \n**Chemetall GmbH** |  3%  |  0%  2  |  29.4%   \n(5 of 17)  |  33.3%   \n(1 of 3)  |  |  25%  |  8.3%   \n(1 of 12)  2  |  14.8%   \n(4 of 27)  |  8.3%   \n(1 of 12)  \n  \n1  The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2  The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n###  BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update  March 21, 2025\n\n##  Follow us\n\n  * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n  * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n  * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n  * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n  1. [ Career  ](/global/en/careers \"Career\")\n\n  2. [ Media  ](/global/en/media \"Media\")\n\n  3. [ Sustainability  ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n  4. [ Innovation  ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n  1. [ Product Finder  ](https://products.basf.com/global/en \"Product Finder\")\n\n  2. [ Industries  ](/global/en/products \"Industries\")\n\n  3. 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[ Procurement  ](/global/en/who-we-are/organization/suppliers-and-partners \"Procurement\")\n\nCopyright \u00a9 BASF 2025\n\n  * [ Disclaimer ](/global/en/legal/disclaimer \"Disclaimer\")\n\n  * Cookie Preference Center \n\n  * [ Credits ](/global/en/legal/credits \"Credits\")\n\n  * [ Privacy policy ](/global/en/legal/data-protection \"Privacy policy\")\n\n  * [ Data protection @BASF ](/global/en/legal/data-protection-at-basf \"Data protection @BASF\")\n\n  * [ Responsible Disclosure Statement ](/global/en/legal/responsible-disclosure-statement \"Responsible Disclosure Statement\")\n\n  * [ Contact ](/global/en/legal/contact \"Contact\")\n\n",
                "url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
            },
            "reason": "This page is from the official BASF website, specifically addressing corporate governance and diversity. As an official company page, it is highly reliable for information about BASF's own policies and initiatives.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' governance diversity inclusion",
            "summary": "This page is from the official BASF website, specifically addressing corporate governance and diversity.",
            "url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
        },
        {
            "content": {
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                    "source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
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                "page_content": "Skip to Main Content\n\nEnable Accessibility\n\n[ RETURN TO NEWS & INSIGHTS  ](https://www.seyfarth.com/news-\ninsights/index.html)\n\nLegal Update\n\nJun 3, 2024\n\n#  EU Corporate Sustainability Due Diligence Directive: Raising the Stakes on\nESG Regulations\n\n[ Click for PDF  ](/print/content/113418/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.pdf)\n\nGame changing Environmental, Social, and Governance (\u201cESG\u201d) regulations via\nthe Corporate Sustainability Due Diligence Directive (\u201cCS3D\u201d)  [1]  will\nrequire non-EU and EU companies to identify and prevent adverse environmental\nand human rights impacts within their business, and the supply chain\noperations carried out by their business partners. On May 24, 2024, the\nEuropean Council adopted the CS3D proposal. EU Member states have two years\nfrom the date the CS3D is published in the European Union Official Journal\n(expected in June 2024) to transpose the CS3D into national law. The CS3D will\nbe phased-in over three years, with the largest companies expected to achieve\ncompliance by 2027.\n\nThe CS3D marks a historic shift in the ESG regulatory landscape. By\nestablishing a corporate due diligence duty, the CS3D makes in-scope\ncompanies, including those based outside the EU, responsible for the negative\nenvironmental and adverse human rights impacts arising from their operations\nand their business partners. Adverse human rights are widely defined by\ninternational principles to include, among other rights, the right to a fair\nwage, just and favorable working conditions and an obligation to engage with\ntrade unions and stakeholders at all stages of the due diligence process. CS3D\nalso requires in-scope companies to adopt a climate transition plan in line\nwith the Paris Agreement. Non-compliance can result in significant penalties,\ncivil lawsuits, disbarment from public procurement contracts and reputational\ndamage.\n\nThe European Commission estimates that approximately 6,000 large EU limited\nliability companies and partnerships with more than 1,000 employees and\ngreater than \u20ac450 million net turnover worldwide will be impacted and\napproximately 900 large non-EU companies with more than \u20ac450 million net\nturnover in the EU will be directly impacted.  [2]  While small and medium\nenterprises and other non-EU companies are not covered, the ambit of the CS3D\nwill have indirect implications for value chain business partners that will\nneed to be cognizant of the CS3D obligations.\n\nGiven the complexity and challenges of these new obligations, companies\naffected by these changes should start planning now to assess and adapt their\nprocesses accordingly.\n\nWhile adopting a compliance mindset is a natural approach to a mandatory due\ndiligence scheme, the European Commission has highlighted trust in business as\none of the key aims and expected benefits of the CS3D. Other expected benefits\ninclude better risk management, resilience, increased attractiveness for\ntalent and investment, and better protection of human rights and the\nenvironment.\n\n####  **_What companies are subject to the CS3D?_ **\n\nThe CS3D applies to both EU and non-EU companies with activities in the EU\nthat meet certain revenue turnover and, if applicable, employee thresholds\n***** . The thresholds can apply to EU and non-EU companies on either a\nstandalone or consolidated basis.\n\n**EU Companies** |  **Non-EU Companies** |  **EU Companies with EU franchising or licensing agreements** |  **Non-EU Companies with EU franchising or licensing agreements**  \n---|---|---|---  \n  \n  * > 1,000 employees on average; and \n  * net worldwide turnover > \u20ac450 million \n\n|  Net turnover > \u20ac450 million in the EU  |  Net worldwide turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)  |  Net EU turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)   \n  \n*For companies to be in scope they must meet the applicable criteria for two consecutive financial years before the EU CS3D applies to the organization. \n\n####  **_How does CS3D impact companies?_ **\n\nThe CS3D adopts the core standards found within the OECD Guidelines for\nMultinational Enterprises (\u201cOECD Guidelines\u201d) and the United Nations Guiding\nPrinciples on Business and Human Rights (the \u201cUNGPs\u201d). At a high-level, the\nCS3D requires in-scope EU and non-EU companies to:\n\n  * Conduct due diligence to identify and assess adverse environmental and human rights impacts that arise from their business operations and across their \u201cchain of activities,\u201d which includes suppliers, subcontractors, and business partners;  [3] \n  * Once identified and assessed, implement \u201cappropriate measures\u201d to prevent, mitigate and remediate the identified adverse impacts; and \n  * Implement, on a best efforts basis, a climate transition plan for their operations which is designed to limit global warming to net zero by 2050, aligned with the Paris Agreement and achieving climate neutrality under the European Climate Law. \n\nAdverse environmental impacts and human rights violations include, among\nothers, biodiversity loss, air and water pollution, labor exploitation\nincluding the right to just and favorable conditions of work including a fair\nwage and natural heritage destruction.  [4]\n\n####  _Which business partners do companies need to consider?_\n\nCompanies will need to address both direct and indirect activities in their\ndue diligence obligations, which means understanding their chain of activity\nand engaging with their business partners. The CS3D refers to the company\u2019s\n\u201cchain of activities,\u201d which includes upstream and downstream business\npartners.  [5]\n\n**Business Partner [6]  ** | \n\n  * Direct entity with which the company has a commercial agreement relating to the company's operations, products or services, or to which the company provides services, or \n  * Indirect entity which is not a direct business partner but conducts business operations relating to the company's operations, products or services \n\n  \n---|---  \n**Upstream Business Partners** |  Those related to the production of goods or the provision of services by the company (design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or parts of the products and development of the product or the service)   \n**Downstream Business Partners** |  Those related to the distribution, transport and storage of the product, where the business partners carry out those activities for or on behalf of the company (with exclusions for certain security risks and the export control relating to war materials and B2B or B2C customers)   \n  \n####  _**What due diligence will companies need to perform?** _\n\nThe CS3D risk based due diligence process mirrors the six steps outlined in\nthe OECD Due Diligence Guidance for Responsible Business Conduct.  [7]\nCompanies must implement \u201cappropriate measures\u201d to address the adverse impacts\nidentified in their own operations and where related to their chain of\nactivities, those of their business partners.  [8]  Those steps are:\n\n**Integrate Responsible Business Conduct into Policies and Management Systems** |  Adopting responsible business conduct policies based on the OECD Guidelines for Multinational Enterprises and embedding them into management systems  [9]   \n---|---  \n**Identify and Assess Impacts** |  Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities  [10]  , which may require in-depth scoping to understand and prioritize the most significant risks and responses  [11]   \n**Design and Implement Strategies to Address Impacts** |  Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves: \n\n  * integrating responsible business conduct into their policies, employee trainings, and business relationships; \n  * bringing adverse impacts to an end; \n  * remediating such impacts; and \n  * engaging in meaningful stakeholder engagement  [12]. \n\n  \n**Track Implementation and Results** |  Monitoring the implementation and effectiveness of strategies, conducting regular evaluations and updating strategies accordingly  [13]   \n**Communication** |  Appropriately publishing information and engaging with relevant stakeholders to promote collaboration and transparency  [14]   \n**Providing Remediation** |  Establishing grievance mechanisms such as a roadmap for remediation, standard timelines, and sufficient resources to resolve complaints  [15]   \n  \n####  **_What is a climate transition plan?_ **\n\nIn-scope companies will be required to adopt an action plan which outlines how\nthe organization will pivot, through best efforts, its existing assets and\noperations to be in alignment with the Paris Agreement\u2019s goal of limiting\nglobal warming to 1.5\u00b0C. Companies may fulfill the obligation of creating a\ntransition plan when complying with the CS3D, but will need to actually\nimplement the plan and complete annual updates in order to fully comply with\nthe CS3D.  [16]\n\n####  **_What are the practical implications for companies impacted by CS3D?_\n**\n\nAlthough some EU states already have in force a soft version of this directive\n(Duty of Vigilance Act in France, Supply Chain Due Diligence Act in Germany),\nthe CS3D is stricter. Further, the CS3D sets minimum standards allowing EU\nmember states to implement more stringent provisions if they choose. The\npotential for differing CS3D standards across the EU will require companies to\nconduct legal risk assessments across the EU members states to ensure they are\nworking to the highest standard.\n\nCompanies will have to undertake a \u201croot and branch\u201d review of their\noperations. This will require mapping, tracking and understanding their chain\nof activities to identify their business partners and suppliers through a more\nstringent lens and implement management systems for compliance. With all\nthings ESG, we suggest approaching the CS3D with both a top-down and bottom-up\nperspective that is grounded in the company\u2019s corporate purpose and values.\n\nIn the human rights arena, many multinational enterprises have developed human\nrights programs aligned with the UNGPs\u2019 pillar for businesses to respect human\nrights. These companies can use those programs as a baseline to assess the\nwork needed for compliance with the CS3D by conducting a gap analysis of those\nprograms against the CS3D. The UNGPs contain a similarly comprehensive scope\nof human rights, which like the CS3D, look to the ILO core conventions,\nincluding the ILO Declaration on Fundamental Principles and Rights at Work.\n\nWe expect companies to refresh their contractual provisions with their\nrelevant business partners to assess their ability to obtain, assess and\nmonitor their business partners operational impact on the environment and\nhuman rights. Employing a consultative process with Member States and\nstakeholders, the European Commission will adopt model contractual clauses. It\nwill be interesting to watch the nature of the clauses and whether it will\nsignify a shift in the contracting approach from a transactional, liability\nshifting approach to one that reflects a shared responsibility. Observing the\nshift in the regulatory landscape, this is the approach the ABA has taken with\nrespect to its model language for the protection of human rights in\ninternational supply chain contracts.  [17]\n\nAs part of the impact identification process, we also expect that such\nagreements will be re-evaluated to assess whether the terms of those\nagreements as reflected in business practices could lead to any identified\nadverse impacts. For example, if a company engages with a supplier for the\nproduction of goods, a company should evaluate whether the production costs\nand schedule are structured in such a way that it could lead to fostering\nconditions that contribute to adverse human rights impacts (e.g., excessive\nworking hours, wages below a living wage).\n\nCompanies will more than likely need to invest in new resources and update\ngovernance and management reporting. As a corollary, business partners will\nfind they are required to provide more detailed disclosure questionnaires.\nWhile the CS3D favors working with business partners towards compliance\ninstead of terminating contracts, termination could be a real possibility for\nbusiness partners who fail to upgrade their working practices to mirror those\nof the entity directly captured by the CS3D. In this regard, capacity building\namong business partners will be needed and required, particularly for a\nbusiness partner that is a small and medium enterprise.\n\n####  **_How does this relate with other European directives and regulations?_\n**\n\nThe CS3D will also operate alongside other recent directives and regulations.\nThese include the EU Corporate Sustainability Reporting Directive (\u201cCSRD\u201d) and\nthe EU Sustainable Finance Disclosure Regulation (\u201cSFDR\u201d).\n\n  * The CSRD requires companies to disclose their human rights and environmental impacts using a double materiality standard. This standard requires companies to assess the material impacts of their business on the environment and human rights (the impact lens) as well as the material impacts of these matters on the business (the financial lens). \n  * The SFDR impacts investors on how they market and report on green and human rights friendly investments. \n\nTogether these laws complement each other and aim to advance the EU\u2019s goals of\ntransitioning the EU economy to a \u201csustainable and just future\u201d. It also has\nsynergies with the EU Deforestation Regulation, EU legislation to ban\ngreenwashing as well as upcoming legislation including EU Forced Labor\nRegulation and EU Packaging and Packaging Waste Regulation.\n\n####  _**When will the CS3D be implemented?** _\n\nAssuming the CS3D is published in the European Union Official Journal in 2024,\nthe CS3D will be phased in over a three year period based on certain\nthresholds:\n\n**** |  **2027** |  **2028** |  **2029**  \n---|---|---|---  \n**EU Companies** | \n\n  * Companies with > 5,000 employees; and \n  * Net worldwide turnover > \u20ac1.5 billion \n\n|\n\n  * Companies with > 3,000 employees; and \n  * Net worldwide turnover > \u20ac900 million \n\n|\n\n  * Companies with > 1,000 employees; and \n  * Net worldwide turnover > \u20ac450 million \n\n  \n**Non-EU Companies** |  Net EU turnover > \u20ac1.5 billion  |  Net EU turnover > \u20ac900 million  |  Net EU turnover > \u20ac450 million   \n**Companies with EU franchising or licensing agreements** |  N/A  |  N/A  |  Applicable net turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)   \n  \n####  _**What are the consequences for non-compliance?** _\n\nThe CS3D defers to the Member States to establish or assign a regulatory body,\nsupported by the European Network of Supervisory Authorities, that will be\nresponsible for investigating and enforcing penalties. Breaches of the CS3D\ncould result in fines, civil liability and reputational harm.\n\n**Fines** | \n\n  * A maximum fine, established by a Member State, of up to 5% of the company\u2019s net worldwide turnover in the financial year preceding the fining decision  [18] \n  * Companies with appropriate due diligence measures and controls can avoid enforcement action if they have implemented \u201cappropriate measures\u201d to address the relevant adverse impacts \n\n  \n---|---  \n**Civil Liability** | \n\n  * Civil liability for damages the company \u201cintentionally or negligently\u201d failed to comply with their CS3D obligations and, as a result of the failure, caused damage to a natural or legal person\u2019s legal interest protected under national law  [19] \n  * The CS3D creates a private right of action for those adversely affected and allows trade unions and NGOs to act on their behalf in bringing such actions \n  * _Note:_ Companies are not liable for actions caused _solely_ by business partners in its chain of activities \n\n  \n**Reputational Harm** |  Penalties will be made publicly available for at least 5 years and sent to the European Network of Supervisory Authorities  [20]   \n  \n####  _**Looking Ahead** _\n\nIn our past ESG alerts, our team has described ESG as reflecting the business\nparadigm shifting from transactional to relational. Cutting through the noise\nthat surrounds the use of the term ESG, we offer that ESG is a framework for\nassessing an organization\u2019s practices and governance on relevant ESG matters\nthat span the human rights and environmental arenas against stakeholder-\ncentric factors in furtherance of a sustainable and resilient business. ESG\nmatters influence \u201chow\u201d an organization conducts business and the practices it\nengages in to be profitable.\n\nThe CS3D fully embodies and reflects this shift.\n\nBecause organizations \u2013 both private and public \u2013 are assessing compliance\nwith a broad swath of ESG regulations that are already in effect or will be\nwithin the next few years, we offer organizations to approach this labyrinth\nof ESG regulations by:\n\n  1. Understanding your organization\u2019s current ESG strategy, goals and efforts; \n  2. Learning who in the organization are the key drivers of the strategy and their vision; \n  3. Becoming familiar with current reports and which reporting frameworks, if any, your organization may use; \n  4. Assessing whether the company is directly or indirectly subject to a given regulation which may cover similar topics; \n  5. Centralizing ESG data through the use of software systems that can give a single source of authority for assessing credibility of data; \n  6. Understanding the materiality standards, if any, and any materiality assessments that have been conducted and for what purpose; \n  7. Working with counsel to consider applying privilege protocols and oversight of materiality assessments conducted pursuant to regulatory requirements; \n  8. Working with procurement and the ESG teams to learn the business partners who may be directly subject to a regulation whereby your company may be asked to change practices or provide information; and \n  9. Assessing the company\u2019s human rights and environmental practices and programs against the highest or most comprehensive standard. \n\nIf you have questions, please reach out to the authors and the Seyfarth Impact\n& Sustainability team for assistance.\n\n* * *\n\n[1]  [ _European Parliament legislative resolution of 24 April 2024 on the\nproposal for a_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [\n_directive of the European Parliament and of the Council on Corporate\nSustainability_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [ _Due\nDiligence and amending Directive (EU) 2019/1937 (COM(2022)0071 \u2013 C9-0050/2022\n\u2013 2022/0051(COD))_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) (the\n\u201cCS3D\u201d). The Directive is also commonly referred to as \u201cEU CSDDD.\u201d\n\n[2]  European Commission website: _\u201c_ [ _Corporate Sustainability Due\nDiligence_ ](https://commission.europa.eu/business-economy-euro/doing-\nbusiness-eu/corporate-sustainability-due-diligence_en#which-companies-will-\nthe-new-eu-rules-apply-to) _\u201d_\n\n[3]  The Commission in consultation with the EU will issue due diligence\nguidance and climate transition plans by 2027.\n\n[4]  European Parliament, Press Release, April 24, 2024, \u201c  [ _Due diligence:\nMEPs adopt rules for firms on human rights and environment_ \u201d\n](https://www.europarl.europa.eu/news/en/press-room/20240419IPR20585/due-\ndiligence-meps-adopt-rules-for-firms-on-human-rights-and-\nenvironment#:~:text=The%20European%20Parliament%20approved%20with,on%20human%20rights%20and%20the)\n\n[5]  CS3D Article 3(1)(g)\n\n[6]  CS3D Article 3(1)(f)\n\n[7]  CS3D (20) and Article 5\n\n[8]  CS3D Article 5\n\n[9]  CS3D Article 7\n\n[10]  CS3D Article 8\n\n[11]  CS3D Article 9\n\n[12]  CS3D Articles 10-13\n\n[13]  CS3D Article 15\n\n[14]  __ CS3D Article 16\n\n[15]  CS3D Article 14\n\n[16]  CS3D Article 22\n\n[17]  _See, e.g.,_ Model Contract Clauses to Protect Workers in International\nSupply Chains, Version 2.0 by the Working Group to Draft Model Contract\nClauses to Protect Human Rights in International Supply Chains, ABA Business\nLaw Section.\n\n[18]  CS3D Article 27(4)\n\n[19]  CS3D Article 29; this liability is subject to a five-year limitation\nperiod and excludes damage caused solely by a company\u2019s business partners\n\n[20]  CS3D Article 27(5)\n\n######  Follow us on :\n\n  * [ Facebook  ](https://www.facebook.com/official.seyfarthshaw/)\n  * [ Instagram  ](https://instagram.com/seyfarthshawllp)\n  * [ LinkedIn  ](https://www.linkedin.com/company/seyfarth-shaw/)\n  * [ Twitter  ](https://twitter.com/seyfarthshawLLP)\n  * [ Youtube  ](https://www.youtube.com/channel/UCvTfPxLa7dwMXCNTKgdRvuw)\n\n  * [ Accessibility Statement ](/policies/accessibility.html)\n\n  * [ Attorney Advertising ](/policies/attorney-advertising.html)\n\n  * [ Award Information ](/award-information.html)\n\n  * [ Continuing Legal Education ](/cle.html)\n\n  * [ COVID-19 Update ](/covid-19-update.html)\n\n  * [ Press Page ](/press-page.html)\n\n  * [ Privacy Policy ](/policies/privacy-policy.html)\n\n  * [ RSS Feeds ](/rss.html)\n\n  * [ Seyfarth Blogs ](/blogs/index.html)\n\n  * [ Seyfarth Link ](https://seyfarthlink.com)\n\n  * [ Subscribe ](https://connect.seyfarth.com/9/7/landing-pages/subscription.asp)\n\n  * [ Terms of Use ](/policies/terms-of-use.html)\n\n  * [ Atlanta  ](https://www.seyfarth.com/locations/atlanta.html)\n  * [ Boston  ](https://www.seyfarth.com/locations/boston.html)\n  * [ Charlotte  ](https://www.seyfarth.com/locations/charlotte.html)\n  * [ Chicago  ](https://www.seyfarth.com/locations/chicago.html)\n  * [ Dallas  ](https://www.seyfarth.com/locations/dallas.html)\n  * [ Hong Kong  ](https://www.seyfarth.com/locations/hong-kong.html)\n  * [ Houston  ](https://www.seyfarth.com/locations/houston.html)\n  * [ London  ](https://www.seyfarth.com/locations/london.html)\n  * [ Los Angeles - Century City  ](https://www.seyfarth.com/locations/los-angeles-century-city.html)\n  * [ Los Angeles - Downtown  ](https://www.seyfarth.com/locations/los-angeles-downtown.html)\n  * [ Melbourne  ](https://www.seyfarth.com/locations/melbourne.html)\n  * [ New York  ](https://www.seyfarth.com/locations/new-york.html)\n  * [ Sacramento  ](https://www.seyfarth.com/locations/sacramento.html)\n  * [ San Francisco  ](https://www.seyfarth.com/locations/san-francisco.html)\n  * [ Seattle  ](https://www.seyfarth.com/locations/seattle.html)\n  * [ Shanghai  ](https://www.seyfarth.com/locations/shanghai.html)\n  * [ Sydney  ](https://www.seyfarth.com/locations/sydney.html)\n  * [ Washington, DC  ](https://www.seyfarth.com/locations/washington-dc.html)\n\nCopyright \u00a9 2025 Seyfarth Shaw LLP. 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                "url": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
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                    "source": "https://www.basf.com/diversity_and_inclusion"
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                "page_content": "[ Home  ](/global/en \"Home\")\n\n[ Investors  ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance  ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance  ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion  ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n#  Diversity, Equity and Inclusion\n\n  * [ ](/global/en/investors/contact)\n  * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth**  \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally.  \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n  1. [ BASF Report 2024  ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n  2. [ Our values  ](/global/en/who-we-are/about-us/our-values \"Our values\")\n  3. [ Our Code of Conduct  ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n  4. [ Grievance mechanism  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n  5. [ Human Rights  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n  1. [ Read more  ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n###  Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n  \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors  \n16.7%  \n(As of 31.12.2024)\n\nWomen in leadership positions  \n29.3%  \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n###  Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** |  **Supervisory Board** |  |  **Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status  \nDec 31, 2021 ** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Coatings GmbH** |  0%   \n(0 of 12)  |  8.3%   \n(1 of 12)  |  33.3%   \n(4 of 12)  |  8.3%   \n(1 of 12)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Digital Solutions GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  50%   \n(1 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  n/a  |  n/a  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Personal Care and Nutrition GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  \n**BASF Polyurethanes GmbH** |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  1  \n**BASF Schwarzheide GmbH** |  22.2%   \n(2 of 9)  |  0%   \n(0 of 9)  2  |  25%   \n(3 of 12)  |  11%   \n(1 of 9)  |  |  0%   \n(0 of 2)  |  50%   \n(1 of 2)  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Services Europe GmbH** |  33.3%   \n(1 of 3)  |  33,3%   \n(1 of 3)  |  50%   \n(6 of 12)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  50%   \n(1 of 2)  |  0%   \n(0 of 1)  1  \n**Chemetall GmbH** |  16.7%   \n(1 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  100%   \n(1 of 1)  |  0%   \n(0 of 1)  1  \n  \n1  Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2  The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** |  **1st Level of management below Management Board** |  |  **2nd Level of management below Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  5%  |  8.3%   \n(2 of 24)  |  10.2%   \n(5 of 49)  |  8.3%   \n(2 of 24)  |  |  14%  |  23.3%   \n(7 of 30)  |  34.7%   \n(25 of 72)  |  23.3%   \n(7 of 30)  \n**BASF Coatings GmbH** |  19%  |  33.3%   \n(5 of 15)  |  23.1%   \n(3 of 13)  |  33.3%   \n(5 of 15)  |  |  8%  |  17.3%   \n(9 of 52)  |  15.4%   \n(8 of 52)  |  17.3%   \n(9 of 52)  \n**BASF Digital Solutions GmbH** |  30%  |  32%   \n(8 of 25)  |  19.2%   \n(5 of 26)  |  32%   \n(8 of 25)  |  |  17%  |  24.6%   \n(30 of 122)  |  25.6%   \n(30 of 117)  |  24.6%   \n(30 of 122)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 7)  |  0%   \n(0 of 7)  1  |  |  n/a  |  n/a  |  20%   \n(5 of 25)  |  0%   \n(0 of 25)  1  \n**BASF Personal Care and Nutrition GmbH** |  20%  |  29.2%   \n(7 of 24)  |  31%   \n(9 of 29)  |  29.2%   \n(7 of 24)  |  |  17%  |  30.8%   \n(16 of 52)  |  32.7%   \n(32 of 98)  |  30.8%   \n(16 of 52)  \n**BASF Polyurethanes GmbH** |  11%  |  16.7%   \n(2 of 12)  |  18.8%   \n(3 of 16)  |  16.7%   \n(2 of 12)  |  |  13%  |  20.5%   \n(8 of 39)  |  17.2%   \n(5 of 29)  |  20.5%   \n(8 of 39)  \n**BASF Schwarzheide GmbH** |  0%  |  14.3%   \n(2 of 14)  |  13.3%   \n(2 of 15)  |  14.3%   \n(2 of 14)  |  |  0%  |  18.2%   \n(8 of 44)  |  20%   \n(8 of 40)  |  18.2%   \n(8 of 44)  \n**BASF Services Europe GmbH** |  30%  |  33.3%   \n(4 of 12)  |  45.8%   \n(11 of 24)  |  33.3%   \n(4 of 12)  |  |  30%  |  61.9%   \n(39 of 63)  |  59.8%   \n(119 of 199)  |  30.2%   \n(19 of 63)  \n**Chemetall GmbH** |  3%  |  0%  2  |  29.4%   \n(5 of 17)  |  33.3%   \n(1 of 3)  |  |  25%  |  8.3%   \n(1 of 12)  2  |  14.8%   \n(4 of 27)  |  8.3%   \n(1 of 12)  \n  \n1  The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2  The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n###  BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update  March 21, 2025\n\n##  Follow us\n\n  * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n  * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n  * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n  * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n  1. [ Career  ](/global/en/careers \"Career\")\n\n  2. [ Media  ](/global/en/media \"Media\")\n\n  3. [ Sustainability  ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n  4. [ Innovation  ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n  1. [ Product Finder  ](https://products.basf.com/global/en \"Product Finder\")\n\n  2. [ Industries  ](/global/en/products \"Industries\")\n\n  3. [ General Conditions of Sale BASF SE  ](https://products.basf.com/global/en/general_conditions_of_sales \"General Conditions of Sale BASF SE\")\n\nInformation\n\n  1. [ IR Releases  ](/global/en/investors/calendar-and-publications/investor-releases \"IR Releases\")\n\n  2. [ Newsletter  ](/global/en/investors/calendar-and-publications/service-for-shareholders/newsletter \"Newsletter\")\n\n  3. [ Publications  ](/global/en/investors/calendar-and-publications/publication-finder \"Publications\")\n\n  4. [ Reporting  ](/global/en/investors/calendar-and-publications/reporting \"Reporting\")\n\nService\n\n  1. [ Compliance Hotline  ](/global/en/who-we-are/organization/management/code-of-conduct \"Compliance Hotline\")\n\n  2. [ myBASFWorld  ](https://my.basf.com \"myBASFWorld\")\n\n  3. [ Procurement  ](/global/en/who-we-are/organization/suppliers-and-partners \"Procurement\")\n\nCopyright \u00a9 BASF 2025\n\n  * [ Disclaimer ](/global/en/legal/disclaimer \"Disclaimer\")\n\n  * Cookie Preference Center \n\n  * [ Credits ](/global/en/legal/credits \"Credits\")\n\n  * [ Privacy policy ](/global/en/legal/data-protection \"Privacy policy\")\n\n  * [ Data protection @BASF ](/global/en/legal/data-protection-at-basf \"Data protection @BASF\")\n\n  * [ Responsible Disclosure Statement ](/global/en/legal/responsible-disclosure-statement \"Responsible Disclosure Statement\")\n\n  * [ Contact ](/global/en/legal/contact \"Contact\")\n\n",
                "url": "https://www.basf.com/diversity_and_inclusion"
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                    "source": "https://www.spencerstuart.com/research-and-insight/international-comparison-chart"
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                "url": "https://www.spencerstuart.com/research-and-insight/international-comparison-chart"
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                    "source": "https://agriculture.canada.ca/en/department/transparency/briefing-documents/book-5-overview-department/listen-learn-act-aafcs-2022-25-diversity-equity-and-inclusion-strategy"
                },
                "page_content": "#  Listen, learn, act: AAFC's 2022-25 Diversity, Equity and Inclusion Strategy\n\nAAFC's 2022-25 Diversity, Equity and Inclusion (DEI) Strategy identifies\nobjectives and initiatives aimed at improving underrepresentation in the\nworkforce and removing barriers to employment to ensure our workforce is\nrepresentative of the Canadians we serve and to ensure our workplaces are\ninclusive in our everyday work.\n\n##  On this page\n\n  * Value proposition statement \n  * Why a diversity, equity and inclusion strategy? \n  * Drivers for the 2022-25 Diversity, Equity and Inclusion Strategy \n  * Understanding our organization \n  * We all have a role to play \n  * Pillars of action: strategic objectives \n  * 2022-25 Diversity, Equity and Inclusion Strategy \u2013 action plan \n  * Short-term hiring goals by occupational group \n\n##  Value proposition statement\n\nAAFC's mission is to grow and develop a sustainable, competitive and\ninnovative Canadian agriculture and agri-food sector. Our people are our\nstrength. Building a diverse workforce that better reflects our society and\ncreating inclusive, equitable and accessible workplaces fuels innovation and\ninspires creativity in the policies, programs and research we drive. It's our\ncollective responsibility to make AAFC an organization that embodies public\nservice values, where employees feel welcomed, heard and respected; and where\nwe can each bring our best selves to work every day.\n\n##  Why a diversity, equity and inclusion strategy?\n\n  * AAFC's 2022-25 DEI Strategy goes beyond fulfilling the legislative obligations to increase diversity and inclusion. The Strategy includes a value proposition, strategic pillars, a 3-year action plan, as well as a monitoring and measurement framework that focuses on the outcome of a series of activities that result in a positive culture change as reflected by the views of our employees. \n  * An employment equity plan addresses under-representation of the four employment equity groups - Indigenous peoples, persons with disabilities, visible minorities and women and employment barriers they may face. When under-representation exists, in accordance with the _Employment Equity Act (EEA),_ AAFC is required to develop, implement and monitor an employment equity plan that addresses the causes of under-representation of the four employment equity groups and barriers and discrimination in employment practices. \n  * By increasing diversity in the workplace we collectively become more creative and innovative in the policies, programs and research we develop for our sector and stakeholders. Having a diverse workforce means accessing a range of skills, experiences and perspectives that can contribute to our organization's success. \n  * By implementing inclusive policies and practices we will create a safe and accessible space, where employees are treated equitably and with respect, where they have the accommodation they are entitled to, and work in an environment that allows them to succeed, feel valued and empowered to bring their best selves to work every day. \n\n**Canada's diversity landscape is evolving**\n\nDescription of the above image\n\n  * Immigration accounts for 80% of Canada's population increase. \n  * More than 6 million Canadians (22% of the population) identify as having a disability. \n  * By the age of 40, 1 in 2 Canadians have or have had a mental illness. \n  * Indigenous peoples are the fastest growing and youngest population in Canada. \n  * The visible minority population represents almost a quarter of the Canadian workforce. \n  * Canada is now home to about 1 million people who identify as part of the 2SLGBTQI+ community. \n\nCanada's population continues to evolve and become more diverse and our\nworkforce needs to be supportive and reflective of Canadians.\n\n##  Drivers for the 2022-25 DEI Strategy\n\nA societal change raising our levels of awareness and increasing attention to\nreconciliation, inclusion and racism (in particular anti-racism) has created a\nfocus for enhanced diversity, equity and inclusion efforts.\n\nThe DEI Strategy has been developed to:\n\n  * **Take into account the legislative framework governing employment equity** . This includes the [ _Employment Equity Act_ (EEA) ](http://laws-lois.justice.gc.ca/eng/acts/E-5.401/index.html) as well as guidance from [ The Clerk's Call to Action on Anti-Racism, Equity and Inclusion ](https://www.canada.ca/en/privy-council/corporate/clerk/call-to-action-anti-racism-equity-inclusion-federal-public-service.html) , the [ Accessible Canada Act ](https://laws.justice.gc.ca/eng/acts/A-0.6/page-1.html) , the Many Voices One Mind Report and Scorecard, and the [ Nothing Without Us: Accessibility Strategy for the Public Service ](https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc.html) . \n  * **Reflect changes in demographics** , such as increased population due to immigration, Indigenous Peoples are the youngest and fastest growing group in Canada, and growing population of persons with disabilities, visible minorities and people who identify with the 2SLGBTQI+ community are expected to significantly impact not only our workforce availability estimates for equity and equity-seeking groups and workforce representation but will also influence modifications to the Employment Equity Act. \n  * **Build on the accomplishments of our 2018-2021 Diversity and Inclusion Plan** such as: \n    * Creating diverse staffing inventories of prequalified candidates through targeted recruitment of Indigenous, Black and other racialized candidates, and Persons with disabilities, for underrepresented positions at all levels; \n    * The Indigenous Support and Awareness Office (ISAO)'s promotion of the Indigenous Student Recruitment Initiative with 147 communities and 130 University and Colleges resulting in hiring over 321 students since 2016; \n    * ISAO's development of a comprehensive learning curriculum to raise awareness of Indigenous history and culture and promote learning opportunities \n    * The implementation of the Workplace Well-Being Ombudsperson; and \n    * Nominating Executive Champions to further support each DEI Networks and promote diversity and inclusion activities, events and best practices \n  * **Respond to the 2021 Employment Systems Review and address what employees have told us** in the latest Public Service Employee Survey, and in various consultations with DEI Networks, branch representatives, human resources, senior management, unions and employees. From these consultations we heard a need for improved and accessible communications, targeted and inclusive hiring, more inclusive training and developmental opportunities and improvements to monitoring and reporting on the progress. \n  * **Link to other Departmental work, plans and strategies related to DEI** (for example: the Departmental Accessibility Strategy, Indigenous Network Circle Three-Year Strategy, and the Visible Minorities Network Brave Spaces research). \n  * **Address the impact that COVID-19** has had on the way we work which gives us an opportunity to review the ways we hire, work and can improve employee retention. \n\n##  Understanding AAFC's representation gaps\n\nSpecific measures in the 2018-21 Diversity and Inclusion Plan including\ntargeted processes for research scientist and science professionals targeting\nwomen and Indigenous peoples as well as student recruitment through the\nIndigenous Student Recruitment Initiative have helped to improve workforce\nrepresentation but there continues to be gaps in certain areas.\n\nAs a result of our workforce analysis as of March 31, 2022, AAFC has **overall\nrepresentation gaps** for the Indigenous Peoples and Persons with\nDisabilities.\n\nIn addition, AAFC also has **longstanding and numerically large representation\ngaps** at the occupational group level for the following groups:\n\n  * Indigenous Peoples (SE-RES, EG, GL) \n  * Persons with Disabilities (BI, CO, EC, EG, FI, GL, IS, IT, SE-RES) \n  * Visible Minorities (EC, EN, GL, IS, PC) \n  * Women (SE-RES, BI) \n\nThe actions we take will not make our representation gaps disappear overnight.\nBut continued efforts must be made to address under-representation. To this\nend, we have identified specific short-term hiring goals based on\nrepresentation and historical mobility data to address areas of under-\nrepresentation.\n\nSee the short-term hiring goals below.\n\nDescription of the above image\n\n**A snapshot of AAFC'S overall representation (based on total base population\nof 5011 as of March 31, 2022)**\n\n|  Indigenous peoples  |  Persons with disabilities  |  Visible minorities  |  Women   \n---|---|---|---|---  \nWorkforce availability estimate (WAE) - goal  |  192  |  430  |  708  |  2550   \nActual representation  |  165  |  257  |  931  |  2620   \n  \n##  We all have a role to play\n\nThe DEI Strategy is a departmental strategy for which we all share the\nresponsibility to implement to continue to build more inclusive workplaces at\nAAFC.\n\n  * The **Deputy Minister** is responsible for ensuring the development and successful implementation of the DEI Strategy, including allocating resources to achieve the DEI Strategy's objectives. The Deputy Minister is committed to equitable opportunities for all individuals in recruitment, promotion, training and development or in any other employment opportunity. \n  * The **DEI ADM and Executive Champions** act as role models, responsible for promoting and celebrating diverse and inclusive actions in the department and creating safe environments where everyone's opinion is heard, considered and valued. \n  * **Managers and supervisors** can actively consult and consider branch employment equity plans and short-term hiring goals when staffing to improve representation. Managers can also provide employees time to take training and participate in departmental activities and networks. \n  * **All employees** are responsible for contributing to a safe, accessible and inclusive work environment by treating their colleagues with dignity, fairness, integrity and respect and participating in activities that support creating a diverse and inclusive workplace. Employees can take training to increase their understanding, join a diversity and inclusion network or become an ally by challenging their biases and speaking out against acts of discrimination. \n  * **Human Resources Directorate** plays a key role in developing, implementing and monitoring the DEI initiatives and provide the data analysis and subject matter expertise. \n  * **Union Representatives** are responsible for actively participating in consultation and collaboration with the Human Resources Directorate, managers and employees on DEI initiatives including the development, implementation, monitoring and revision of the DEI Strategy. \n  * The **Diversity and Inclusion Networks** work to address issues and barriers for their respective equity and equity-seeking group. They also support departmental initiatives through consultations at the development and implementation stages to ensure we are addressing issues or potential barriers, and advocating for an inclusive workplace. \n\n##  Pillars of action: strategic objectives\n\nThrough careful consideration of the external and internal drivers, relevant\nplans and strategies, and consultations and collaborations with the various\nstakeholders the 2022-25 DEI Strategy outlines three strategic objectives that\nwill guide our activities.\n\n###  Strategic objectives\n\n  1. **Increase representation and belonging**   \nTo address current representation gaps and increase belonging for all, we will\nbuild a diverse workforce that exceeds workforce availability through\n**targeted recruitment, unbiased staffing and enhanced retention practices.**\n\n  2. **Create inclusive and accessible workplaces**   \nTo support our employees, we will foster innovation and creativity by creating\n**safe** , **inclusive and accessible workplaces** where employees are valued,\nengaged and able to contribute in an environment of mutual respect.\n\n  3. **Enhance accountability and monitoring**   \nTo achieve our goals, we will **be partners in collaboration and collectively\ncommitted** to enhancing diversity and inclusion throughout all levels of the\norganization.\n\n##  2022-25 Diversity, Equity and Inclusion Strategy \u2013 Action plan\n\nThe following tables are designed to guide the implementation of the 2022-25\nDiversity, Equity and Inclusion Strategy. Within each pillar of action,\nperformance objectives and indicators have been outlined, including expected\noutcomes. Also included times lines are lead teams responsible for leading the\nactivities. While Human Resources teams lead several activities, it is\nimportant to note the managers' overall responsibility and accountability at\nall levels in diversity, equity and inclusion, as well as the continued\nsupport of DEI stakeholders through consultation and collaboration.\n\nThe progress against the Strategy and Action Plan will be monitored regularly\nand modified as necessary to drive improvements to our efforts. Ongoing\nfeedback and continued collaboration with employees and stakeholders will be\nsought to be successful in implementing these changes.\n\n###  Pillar 1: Increase representation and belonging\n\nTo address current representation gaps and increase belonging for all, we will\nbuild a diverse workforce that exceeds workforce availability through targeted\nrecruitment, un-biased hiring and enhanced retention practices.\n\nPerformance objective  |  Drivers  |  Performance indicator  |  Target   \nyear  |  Lead   \nteam(s)  \n---|---|---|---|---  \n**Focus targeted recruitment and staffing efforts** to increase employment equity representation at various groups and levels across AAFC branches while addressing longstanding significant numerical gaps  | \n\n  * _Employment Equity Act_\n  * Employment Systems Review \n  * Clerk's Call to Action \n  * Accessibility Strategy for the Public Service of Canada \n  * AAFC's Accessibility Plan \n  * Many Voices One Mind Report \n  * AAFC's stretch goal to hire 224 Persons with disabilities by 2025, as per the Accessibility Strategy for the Public Service of Canada goal to hire 5000 Persons with disabilities \n\n|  **Diverse recruitment**  \nConduct a minimum of 4 staffing processes annually aimed at Indigenous and\nPersons with disabilities and other designated groups with longstanding\nemployment equity gaps. Report on number of hires from targeted staffing\nprocess.  Conduct an annual EX collective staffing process aimed at designated\ngroups with longstanding employment equity gaps in the executive cadre. Report\non number of hires from targeted staffing process..  Consult Branch Employment\nEquity Plans and Departmental Short-Term Hiring Goals when completing all\nstaffing actions. Where representation gaps exist, aim to fill 30% of those\nvacant positions with qualified candidates from the employment equity groups.\nPrioritize appointments for Persons with disabilities found qualified in a\nprocess to address AAFC's hiring 224 Persons with disabilities by 2025\n\n  * First consideration given to qualified Persons with disabilities in all staffing processes when available \n  * Increase in representation for Persons with disabilities towards 8.5% of employees by 2025 \n\n|  Annually  | \n\n  * Branches \n  * Staffing Operations \n  * Recruitment and Collaborative Staffing \n  * EX Services \n\n  \n**Diverse board member initiative**  \nReport on impact and success of initiative pilot, and full launch of\ninitiative incorporating lessons learned including:\n\n  * Percentage of processes that utilized diverse board members during the assessment phase and resulted in the hiring of a member of an employment equity group. \n  * General tips and lessons learned identified and shared \n\n|  2022-24  | \n\n  * Recruitment and Collaborative Staffing \n\n  \n**Increase participation of equity and equity-seeking groups in learning and developmental opportunities to support career advancement and retention** | \n\n  * Employment Systems Review \n  * Clerk's Call to Action \n  * AAFC's Accessibility Plan \n  * Many Voices One Mind Report \n  * INC Strategy \n\n|  **Nominations for equity and equity-seeking employees**  \nPlan for 50% of branch spaces in each of the following learning and\ndevelopmental opportunities for employees from equity and/or equity-seeking\ngroups using AAFC's Affirmation and Consent form:\n\n  * Official Languages program \n  * Management and Leadership Development Program \n  * All other professional and developmental programs \n\nImprovement in trends in PSES results related to career progression, support for career progression and development (response to PSES statement: I feel supported in my career development)  |  2022-23  | \n\n  * Branches \n  * Learning and Development \n  * Official Languages \n\n  \n**Develop and implement a distinctions-based approach to increase promotion of Indigenous, racialized and equity-seeking employees** to and within the Executive Group through career development and talent management  | \n\n  * Clerk's Call to Action \n  * Many Voices One Mind Report \n  * INC Strategy \n\n|  **Talent management for EX feeder group**  \nDevelopment of a talent management framework for the EX feeder group with a focus on reducing barriers for those that have self-identified. Activities will be identified to support and promote Indigenous, racialized, Persons with disabilities, and equity-seeking employees through career development to prepare them for EX-level positions.  |  2023-2024  | \n\n  * EX Services \n\n  \n**Sponsorship program**  \nImplement a pilot program and measure impact and success through annual\nreporting.\n\n  * Percentage of acting and/or appointments for participants in EX and EX feeder groups \n  * Percentage of qualified EE candidates in EX and EX feeder staffing processes \n  * Results from participation satisfaction survey upon completion of the program \n\nImprovement in trends in PSES results related to career progression, support for career progression and development (response to PSES statement: I feel supported in my career development)  |  2022-23  | \n\n  * Learning and Development \n  * EX Services \n\n  \n**Provide equity, diversity, inclusion and accessibility training and tools and require equity, diversity, inclusion and accessibility training for** staffing advisors, managers and individuals involved in the hiring process  | \n\n  * Employment Systems Review \n  * PSC [ _Audit of Employment Equity Representation in Recruitment_ ](https://www.canada.ca/en/public-service-commission/services/publications/audit-of-employment-equity-representation-in-recruitment.html)\n  * Appointment Delegation and Accountability Instrument \n  * AAFC's Accessibility Plan \n  * INC Strategy \n\n|  **Resources on diversity, equity and inclusion**  \nPromote tools, training, and resources in support of diversity, equity,\naccessibility and inclusion bi-annually to various stakeholders involved in\nthe hiring process  \n(including Staffing Advisors, Branch HR Liaisons, Managers' Community, Executive Community).  |  Annually  | \n\n  * Corporate Diversity \n  * Corporate Staffing \n  * Staffing Operations \n  * Recruitment and Collaborative Staffing \n\n  \n**Training for inclusive hiring**  \nEnsure all individuals involved in the hiring process (managers, staffing\nadvisors, board members) first completeInclusive Hiring Practices for a\nDiverse Workforce (H205) online training.\n\n  * Year 1: percentage of sub-delegated managers and staffing advisors to complete the training \n  * Year 2: percentage of board members to complete the training \n\n|  2022-24  | \n\n  * Corporate Staffing \n  * Branches \n  * Staffing Operations \n\n  \n**Develop and implement a self-identification and inclusion awareness campaign** to encourage employees to self-identify/declare  | \n\n  * _Employment Equity Act_\n  * Employment Systems Review \n  * AAFC's Accessibility Plan \n\n|  **Self-identification and awareness campaign**  \nDevelop and promote an annual self-identification and awareness campaign to\nencourage employees to self-identify, promote benefits and reduce stigma\naround self-identification\n\n  * Percentage of employees who self-identify \n\n|  Annually  | \n\n  * Corporate Diversity \n\n  \n**Diversity affirmation and consent form**  \nDevelop and implement a mechanism to obtain and report on voluntary consent of\nequity and equity seeking groups for learning and developmental opportunities.\n\n  * Percentage of employees who have completed the Diversity Affirmation and Consent form \n  * Percentage of equity and equity-seeking employees who are identified for learning and development opportunities \n\n|  2022-23  | \n\n  * Corporate Diversity \n  * HR Analytics \n\n  \n  \n###  Pillar 2: Create a more inclusive and accessible workplace\n\nTo support our employees, we will foster innovation and creativity by creating\na safe, inclusive and accessible workplace where employees are valued, engaged\nand able to contribute in an environment of mutual respect.\n\nPerformance objective  |  Drivers  |  Performance indicator  |  Target   \nyear  |  Lead   \nteam(s)  \n---|---|---|---|---  \n**Promote and actively undertake internal and external department-wide diversity and inclusion communications** to improve employee awareness and encourage employee participation in events and activities  | \n\n  * Employment Systems Review \n  * Clerk's Call to Action \n  * AAFC's Accessibility Plan \n  * INC Strategy \n\n|  **Diversity and inclusion communications plan**  \nDevelop a comprehensive communication plan to strategically promote diversity\nand inclusion activities, learning opportunities and events and the benefits\nfor diversity and inclusion for all internal employees.  \nDevelop a comprehensive communication plan to strategically promote diversity and inclusion programs, activities and events to external stakeholders (such as potential employees and client programs).  |  2022-23  | \n\n  * Public Affairs Branch \n  * Corporate Diversity \n\n  \n**Provide learning and ally-ship opportunities for employees related to diversity, inclusion and accessibility** including on accessible and inclusive communications, anti-racism, Positive Space, harassment and discrimination, and include clear evaluation measures to understand if the results are meeting the desired goals  | \n\n  * Employment Systems Review \n  * INC Strategy \n  * TRC Call to Action 47 \n\n|  **Safe spaces, positive space training, GBA plus and other inclusion-\nrelated learning**  \nOrganize and promote sessions, panels and/or presentations per year based on\ndemand and that reflect an increase over the baseline\n\n  * Report on the number of attendees, participant feedback and quality of discussions/questions to reach as many employees as possible. \n\n|  Annually  | \n\n  * Network Secretariat \n  * Branches \n  * Sector Diversity Policy \n\n  \n**Continue to support reconciliation through the promotion of the Indigenous\nLearning Series**\n\n  * Number of employees who have participated in an ISAO-led Indigenous learning event to enhance their awareness and understanding of Reconciliation. \n  * All employees to participate in one ISAO-led Indigenous learning event each year \n\n|  Annually  | \n\n  * Indigenous Support and Awareness Office \n  * Branches \n\n  \n**Mandatory diversity, equity and inclusion training**  \nIdentify and promote diversity, equity and inclusion training (such as a seminar, event or course) that can be made mandatory for all employees  |  2022-23  | \n\n  * Corporate Diversity \n  * Learning and Development \n\n  \n**Internal communications accessibility**  \nReview internal communications tools to ensure they are inclusive and accessible for employees with accessibility requirements  |  2023-24  | \n\n  * Public Affairs Branch \n  * Persons with Disabilities Network \n  * Corporate Diversity \n\n  \n**Review human resources policies and practices** to ensure they are free from bias, discrimination and other barriers to inclusion (such as accessibility, gender inclusive wording) with consideration to intersectionality  | \n\n  * Employment Systems Review \n  * PSMAC Employment Equity Audit \n  * AAFC's Accessibility Plan \n  * Many Voices One Mind Report \n\n|  **Update letters of offer**  \nGeneric letter of offer templates are reviewed and updated to ensure they are\nin accessible format and are gender inclusive.\n\n  * Percentage of templates reviewed and updated with accessible format and gender inclusive language \n\n|  2022-24  | \n\n  * Corporate Staffing \n\n  \n**Staffing framework and other HR policies**  \nHR tools, processes and policies are reviewed and updated to be accessible,\ninclusive and gender inclusive.\n\n  * Conduct a review/audit and update staffing processes for inclusiveness by design and remove unnecessary barriers (consider gender inclusive wording, simplify process, review essential criteria to ensure they are not creating barriers to potential candidates) \n\n|  2023-24  | \n\n  * Corporate Staffing \n  * Corporate Diversity \n  * HR Analytics \n\n  \nIncrease support provided to Diversity and Inclusion Networks through enhanced strategic planning and reporting of departmental activities and events  | \n\n  * Employment Systems Review \n  * Clerk's Call to Action \n\n|  **Integrated network plan**  \nConduct a compressive planning exercise with each Diversity and Inclusion Network to review fiscal year objectives, identify key activities, and provide project management support to reduce administrative workload for the co-chairs.  |  Annually  | \n\n  * Network Secretariat \n\n  \n**Quarterly meeting with diversity and inclusion EX champions**  \nRoles and responsibilities for EX Champions are solidified and a quarterly meetings held between the EX Champions and the Secretariat is organized to discuss horizontal Network issues and provide support.  |  Annually  | \n\n  * Network Secretariat \n\n  \n**Feedback mechanism for network events**  \nDevelop and implement a feedback mechanism to collect information from participants, measure the success of the event(s), and tailor the approach if necessary.  |  2022-23  | \n\n  * Network Secretariat \n  * Public Affairs Branch \n\n  \n  \n###  Pillar 3: Enhance accountability and monitoring\n\nTo achieve our goals, we will be partners in collaboration and collectively\ncommitted to enhancing diversity and inclusion throughout all levels of the\norganization.\n\nPerformance objective  |  Drivers  |  Performance indicator  |  **Target  \nyear ** |  Lead   \nteam(s)  \n---|---|---|---|---  \n**Monitor survey results and employment equity data** and report regularly on progress and challenges, and take action on what the results are telling us  | \n\n  * _Employment Equity Act_\n  * Employment Systems Review \n  * Clerk's Call to Action \n  * AAFC's Accessibility Plan \n\n|  **Diversity and Inclusion Index**  \nImplement Diversity and Inclusion Index measure to provide a baseline. Monitor\nand analyze survey results and representation data on an annual basis to\nmeasure progress and determine areas for action.\n\n  * Percentage improvements year over year for all branches \n  * Measure impacts of increased representation on overall employee satisfaction \n\n|  2022-23  \nAnnually  | \n\n  * HR Analytics \n\n  \n**Branch employment equity plans**  \nReview and communicate Branch Employment Equity Plans and numerical goals to\nall levels of management.\n\n  * Percentage improvements year over year for all branches and closing all EE gaps by 2024-25 \n\nHR to provide data reports bi-annually; branches to update as required.  \nEnsure Branch Executive are aware of Branch DEI Index results.  |  Annually  | \n\n  * HR Analytics \n  * Branches \n\n  \n**Develop mechanisms through which senior management may be given open, honest and constructive feedback** that supports their ability to lead by example and gives them the resources needed to live and enforce the desired behaviours  | \n\n  * Employment Systems Review \n\n|  **Upward feedback survey**  \nDevelop and Implement a mechanism for employees to provide feedback to\nmanagers on various aspects of management, including diversity and inclusion.\n\n  * Report on results to Senior Management \n  * Develop an action plan on issues raised \n\n|  2022-23  | \n\n  * Learning and Development \n  * Branches \n\n  \n**Develop measurable performance objectives** related to equity, diversity and inclusion for all employees  | \n\n  * Employment Systems Review \n\n|  **Corporate commitments for executives**  \nCommunicate and include corporate commitments on diversity, equity and\ninclusion in executive performance agreements.\n\n  * Branch commitment to hire PwD in effort to meet goal of hiring 224 PwD by 2025 \n  * Branch commitment to attend an ISAO-led Indigenous Learning event \n\n|  Annually  | \n\n  * EX Services \n  * Branches \n\n  \n**Performance objectives for employees**  \nDevelop, include and communicate commitments on diversity, equity and inclusion for all employees.  |  2023-24  | \n\n  * Corporate Diversity \n  * Performance Management \n  * Branches \n\n  \n**Implement a Learning Management System** or other tool/process to track completion of related courses, as well as collect more robust analytics such as attendance data and enrollment metrics  | \n\n  * Employment Systems Review \n\n|  **Learning management system**  \nIdentify options, and develop and implement a learning management system to\nmonitor and report on training.\n\n  * Participation rate and enrollment metrics of equity and equity-seeking employees vs. non-EE employees \n  * Participation rate for inclusion learning activities \n\n|  2024-25  | \n\n  * Learning and Development \n\n  \n**Address the Canadian Human Rights Commission (CHRC) Audit's undertakings** to take specified measures to remedy areas of non-compliance  | \n\n  * _Employment Equity Act_\n\n|  **CHRC employment equity audit results**  \nReview AAFC's results of the CHRC audit on Racialized people in management and executive positions and implement actions to remedy areas of non-compliance within the prescribed time-frame.  |  2023-24  | \n\n  * Corporate Diversity \n\n  \n**Recognize employees for their contributions to diversity and inclusion** in the workplace through formal and informal mechanisms  | \n\n  * Employment Systems Review \n  * INC Strategy \n  * DM Network Engagement Sessions \n\n|  **Gold harvest award**  \nReview and update nomination criteria to recognize and celebrate significant\nemployee contributions to advancing diversity, equity and inclusion in the\nworkplace.  \nCommunicate and promote awards and other forms of recognition for enhancing inclusion in the workplace annually.  |  2023-24   \nannually  | \n\n  * Awards and Recognition \n\n  \n**Provide bi-annual updates on progress** of the Plan and challenges encountered and modify as required  | \n\n  * _Employment Equity Act_\n\n|  **Bi-Annual updates on diversity, equity and inclusion**  \nProvide bi-annual updates to stakeholders and senior management on the\nprogress of the 2022-25 Action Plan. Review and modify as required.  \nProvide updates to stakeholders and senior management on any revisions made to the 2022-25 Action Plan as a result of the mid-term review.  |  Annually  | \n\n  * Corporate Diversity \n\n  \n  \n##  Short-term hiring goals by occupational group\n\nAAFC has **representation gaps** at the occupational category level for the\nfollowing groups:\n\n  * Indigenous Peoples \u2013 Executive, Scientific and Professional, Technical and Operational \n  * Persons with Disabilities \u2013 Executive, Scientific and Professional, Administrative and Foreign Service, Technical and Operational \n  * Visible Minorities \u2013 Executive and Operational \n  * Women \u2013Scientific and Professional and Operational \n\nThis table identifies short-term hiring goals at the occupational group level\nthat will enable us to close our representation gaps by the end of the 2022-25\nDEI Strategy, as required under the _Employment Equity Act_ .\n\nThe short-term hiring goals are calculated by using three full years of\nhistorical mobility data (separation data), as suggested by the Canadian Human\nRights Commission.\n\n  * Where AAFC has significant gaps (where representation is less than 80% of the workforce availability estimate (WAE) in that occupational group or where the representation gap is greater than 30 employees), short-term hiring goals are set to close our representation gaps by 2025. \n  * Where AAFC has a small gap (representation is between 80% and 99% of the WAE), the short-term hiring goals have been set to maintain representation at WAE. \n\nAlthough AAFC may have no gap for an occupational category as a whole, there\nstill may be gaps for occupational groups within the category that require\nattention. For example, while there is no overall gap for Visible Minorities\nin the Scientific and Professional category there are significant gaps for\nVisible Minorities in the EN and PC occupational groups.\n\nOccupational group  |  Indigenous peoples  |  Person with disabilities  |  Visible minorities  |  Women   \n---|---|---|---|---  \nExecutive  \n**EX** |  3  |  3  |  3  |  n/a   \nScientific and professional  \n**BI** |  2  |  9  |  n/a  |  40   \n**EC** |  n/a  |  17  |  24  |  n/a   \n**EN** |  n/a  |  3  |  7  |  n/a   \n**PC** |  n/a  |  4  |  14  |   \n**SERES** |  6  |  29  |  n/a  |  124   \nAdministrative and foreign service  \n**AS** |  n/a  |  21  |  n/a  |  n/a   \n**CO** |  n/a  |  25  |  n/a  |  n/a   \n**FI** |  n/a  |  15  |  n/a  |  4   \n**IS** |  n/a  |  7  |  18  |  n/a   \n**IT** |  n/a  |  14  |  n/a  |  n/a   \n**PM** |  5  |  5  |  11  |  n/a   \nTechnical  \n**EG** |  31  |  27  |  n/a  |  n/a   \nOperational  \n**GL** |  10  |  35  |  11  |  21   \n  \nn/a = not applicable\n\nDate modified:\n\n     2023-08-22 \n\n##  About this site\n\nTop of Page\n\n",
                "url": "https://agriculture.canada.ca/en/department/transparency/briefing-documents/book-5-overview-department/listen-learn-act-aafcs-2022-25-diversity-equity-and-inclusion-strategy"
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            "summary": "This page is from the official website of Agriculture and Agri-Food Canada, detailing their diversity, equity, and inclusion strategy.",
            "url": "https://agriculture.canada.ca/en/department/transparency/briefing-documents/book-5-overview-department/listen-learn-act-aafcs-2022-25-diversity-equity-and-inclusion-strategy"
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                    "source": "https://www.wtwco.com/en-us/insights/2024/09/demystifying-the-csrd-unlocking-business-success-through-sustainability"
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                "page_content": "Skip to main content\n\n[ ](https://www.wtwco.com/en-us)\n\nWhat can we help you find?\n\nmain content, press tab to continue\n\nThe Corporate Sustainability Reporting Directive (CSRD) aims to enhance the\nconsistency, comparability, relevance and reliability of your sustainability\nreporting. However, you don\u2019t need to see the CSRD as a purely regulatory\nimperative. Your organization could use CSRD requirements as a strategic tool\nto unlock long-term business success through sustainability.\n\nIf you\u2019re required to meet CSRD (see  here  for details on which organizations\nare impacted), adopting a more strategic approach could deliver significant\ncompetitive edge. While both reporting-led and strategy-led approaches to CSRD\nrequire collaboration across business functions, choosing a strategic approach\nneed not involve any greater time commitment or financial costs compared to a\nreporting-led stance.\n\nThis insight, [ based on a webinar that also included facilities services\nbusiness OCS's experiences of responding to CSRD\n](https://event.on24.com/wcc/r/4573154/4C7FC55D5DDEE287EA893253BEA1E93C) ,\nexamines:\n\n  * Understanding the impact of CSRD \n  * Key principles of double materiality under CSRD \n  * Strategic and competitive advantage from CSRD \n  * Next steps on responding to CSRD \n\n###  Understanding the impact of CSRD\n\nCSRD extends to large undertakings and listed companies, including third-\ncountry (non-EU) undertakings with significant EU revenues. If your\norganization has an annual turnover of more \u20ac150 million in the EU, or meets\ntwo out of three requirements \u2013 \u20ac40 million in net operating profit, \u20ac20\nmillion in assets, 250 or more employees \u2013 you could be required to comply\nwith CSRD.\n\nCSRD mandates a comprehensive framework that requires you to report on a wide\narray of sustainability matters that cover environmental, social and\ngovernance (ESG) factors. It introduces 12 European Sustainability Reporting\nStandards (ESRS) that apply to all sectors and lists disclosure requirements\non potentially hundreds of data points. The table below illustrates the\ndisclosures across the 12 ESRS, breaking it down into required and optional\nrequirements.\n\n#####  The 12 European Sustainability Reporting Standards (ESRS)\n\nThis table outlines the 12 European Sustainability Reporting Standards (ESRS) and the disclosure requirements for each.  |  **Cross-cutting standards** |  **Topical standards \u2013 expanding on disclosure requirements mandated by ESRS 2**  \n---|---|---  \n|  Basic guiding principles  |  **Mandatory** disclosure requirements  |  **Subject to materiality assessment**  \n|  **Environment** |  **Social** |  **Governance**  \n|  **ESRS 1 - General requirements** |  **ESRS 2 - General disclosures** |  **ESRS E1 - Climate change** |  **ESRS E2 - Pollution** |  **ESRS E3 - Water and marine resources** |  **ESRS E4 -Biodiversity and ecosystems** |  **ESRS E5 - Resource use and circular economy** |  **ESRS S1 - Own workforce** |  **ESRS S2 - Workers in the value chain** |  **ESRS S3 - Affected communities** |  **ESRS S4 - Consumers and end users** |  **ESRS G1 - Business conduct**  \n**Disclosure requirements (DR)** |  N/A  |  16  |  12  |  7  |  6  |  8  |  7  |  19  |  7  |  7  |  7  |  8   \n**Data points (DP)** |  N/A  |  99  |  64  |  38  |  18  |  61  |  35  |  106  |  57  |  55  |  55  |  25   \n**Sub-data points (SDP)** |  N/A  |  89  |  111  |  5  |  32  |  67  |  38  |  90  |  45  |  44  |  41  |  41   \n**Required by other EU legislation** |  N/A  |  8  |  69  |  2  |  6  |  6  |  2  |  17  |  10  |  7  |  7  |  4   \n**Required** |  N/A  |  179  |  174  |  40  |  36  |  73  |  58  |  153  |  76  |  78  |  73  |  52   \n**Optional** |  N/A  |  25  |  13  |  10  |  20  |  63  |  22  |  62  |  33  |  28  |  30  |  22   \n  \nThe directive introduces a transformative approach to sustainability\nreporting, at the heart of which lies the concept of double materiality, which\nwe explore in detail below. The double materiality concept helps you consider\nboth your company's impact on the environment and society and the impact of\nsustainability issues on your company. This dual perspective takes a holistic\nview of a business\u2019 sustainability matters and specifically helps understand\nwhich of the disclosure requirements (outlined in the table above) your\norganization should report on.\n\nUnderstanding and implementing double materiality is crucial for you to not\nonly comply with the CSRD but also to enhance your strategic decision-making\nand stakeholder communication.\n\n###  Key principles of double materiality under CSRD\n\nCSRD outlines several key principles that govern how of double materiality is\napplied in sustainability reporting. The following principles aim to ensure\nthe reports you generate are not only comprehensive but also meaningful to the\nstakeholders reliant on them for decision-making:\n\n  1. **Materiality assessment**\n\nCSRD mandates you assess and report on both angles of ESG materiality,\nrecognizing your sustainability performance isn\u2019t only about how external\nfactors affect the business, but also about how the business itself affects\nthe world.\n\nImpact materiality, or \u2018inside-out\u2019 materiality, shifts the focus to how your\noperations and practices impact the environment, your stakeholders, such as\nyour employees, providers, clients and society. Impact materiality includes\nyour business\u2019s direct and indirect actions, looking beyond your business\noperations to your value chain, key to including upstream and downstream\nactivities. These can contribute to impacts such as environmental degradation,\nsocial inequality and economic disruption.\n\nFinancial materiality, often referred to as \u2018outside-in\u2019 materiality, involves\nidentifying and assessing how external environmental, social and economic\nfactors can affect your business. This perspective is more closely aligned to\ntraditional risk management, where the focus is on the risks and opportunities\nposed by external factors to your financial health and operational stability.\n\nCSRD mandates you assess and report these impacts comprehensively, recognizing\nyour sustainability performance isn\u2019t only about how external factors affect\nthe business, but also about how the business itself affects the world.\n\nThis dual approach makes sure you consider the full spectrum of your\ninteractions with the environment and society, acknowledging that these\ninteractions can have significant consequences.\n\nMateriality is illustrated as the impact the world has on your business.\nDouble materiality is illustrated as the impact the world has on your business\nand the impact your business has on the world.\n\nThe concepts of materiality and double materiality\n\nThis graphic illustrates the concepts of materiality and double materiality.\nMateriality is illustrated as the impact the world has on your business.\nDouble materiality is illustrated as both the impact the world has on your\nbusiness and the impact your business has on the world.\n\n  2. **Comprehensive disclosure:** You aren\u2019t required to report on all possible disclosure requirements, but focus on those you identified as material through your double materiality assessment. This is specific to the 10 key Environment, Social and Governance Topical ESRSs identified in the CSRD. The exception is where the business notes ESRS E1-Climate Change as non-material it will have to separately explain why it has been deemed as non-material. This targeted approach is designed to ensure your reporting is relevant and focused on areas of significant impact, risk or opportunity (IROs). \n  3. **Accountability for all material impacts** : You must account for all material IROs, regardless of whether you\u2019ve taken or planned actions to address these impacts. This principle aims to ensure transparency and holds you accountable for your sustainability performance. It also encourages you to take proactive steps to mitigate potential negative impacts or enhance positive ones. \n  4. **Stakeholder inclusivity:** CSRD mandates that the way you disclose information takes into account the diversity of stakeholders, so serves the needs of a broad audience, including investors, customers, employees and the wider community. \n  5. **Dynamic and ongoing process** : The process of identifying material topics and reporting on them isn\u2019t static. You\u2019re expected to regularly review and update your materiality assessments and disclosures in response to evolving external conditions and internal strategies. This dynamic approach ensures sustainability reports remain relevant and reflect current conditions and challenges. \n\n###  Strategic and competitive advantage from CSRD\n\nBy requiring detailed disclosures on a wide range of sustainability issues,\nCSRD pushes you to integrate these considerations into your strategic business\nmodel and core planning.\n\nEngagement with internal business functions, initially during the double\nmateriality assessment process and then during the disclosure processes,\nallows key strategic stakeholders to consider the risks, opportunities as a\nresult of ESG factors.\n\nCSRD disclosure requirements compel you to recognize and manage both the risks\nand opportunities associated with your sustainability practices. This means\nthe strategic implications of the CSRD are profound, encouraging you to adopt\na long-term view on sustainability and understanding the interconnectedness of\nthis to your business strategy.\n\nCSRD can also provide a series of robust indicators supporting your ESG\nstewardship. As the directive mandates comprehensive and granular disclosures\nthat increase transparency, it could enhance trust among stakeholders,\nincluding investors, employees, customers and regulators. You can look to\nleverage this transparency to differentiate yourself in the marketplace,\nattract socially responsible investments, improve employee engagement and\nretention and enhance your corporate reputation.\n\nA further key potential competitive advantage through CSRD compliance is\nimproved financial performance. Reporting and actively managing sustainability\nissues transparently can lead to better risk management and open up new\nbusiness opportunities, particularly in sectors where sustainability is a\ncritical aspect of business operations. The phased implementation of CSRD\nmeanwhile, allows you to prepare and adapt your processes gradually, which may\nhelp mitigate the impact of transition while still capitalizing on early\ncompliance benefits.\n\n###  Next steps on responding to CSRD\n\nWhile the CSRD presents numerous opportunities, it also poses challenges, in\nparticular around data management and reporting, which you\u2019ll need to\novercome.\n\nCSRD requires you to report on a wide array of indicators and targets across\nenvironmental, social and governance factors in your different countries of\noperation. You may need to develop more sophisticated systems for data\ncollection, verification and management, which could lead to significant\ninitial costs and ongoing operational challenges.\n\nDouble materiality assessments offer a starting point for streamlining the\nprocess. This assessment helps identify the sustainability matters and the\nsubsequent data points your business must report or could report under.\nStakeholders across the business must then collect, verify and manage the data\nassociated with these requirements regularly.\n\nThe comprehensive nature of CSRD disclosures will also mean harmonizing your\nexisting reporting processes to accommodate the new standards. This can\ninvolve extensive internal training, developing new tools and potentially\nrestructuring teams.\n\nDespite the challenges, there are wide-ranging strategic benefits of robust\nsustainability reporting. Expect an enhanced understanding of the business and\nopportunities to connect different ESG initiatives in a more streamlined and\ntransparent manner. This could improve your market position and stakeholder\nrelations. These benefits could increase your access to capital, incentivizing\nthe business to overcome the hurdles and embrace the strategic possibilities\nthe CSRD represents.\n\nFor a smarter way to capitalize on the opportunities driven by climate, social\nand governance sustainability regulations, get in touch with our industry\nspecialists.\n\n####  Disclaimer\n\nWillis Towers Watson hopes you found the general information provided in this\npublication informative and helpful. The information contained herein is not\nintended to constitute legal or other professional advice and should not be\nrelied upon in lieu of consultation with your own legal advisors. In the event\nyou would like more information regarding your insurance coverage, please do\nnot hesitate to reach out to us. In North America, Willis Towers Watson offers\ninsurance products through licensed entities, including Willis Towers Watson\nNortheast, Inc. (in the United States) and Willis Canada Inc. (in Canada).\n\n##  Authors\n\n* * *\n\n* * *\n\n[ Simon Desrochers ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@authors=\\[Simon%20Desrochers\\])\n\nManaging Director\n\nemail  [ Email ](mailto:simon.desrochers@wtwco.com) phone  [ +33 6 80 37 42 96\n](tel:+33 6 80 37 42 96)\n\n* * *\n\n##  Contacts\n\n* * *\n\n[ Lisa Lipuma ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@authors=\\[Lisa%20Lipuma\\])\n\nDirector, Risk and Analytics\n\nemail  [ Email ](mailto:Lisa.Lipuma@wtwco.com) phone  [ +01 212 915 8012\n](tel:+01 212 915 8012)\n\n* * *\n\n[ Peter Carter ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@authors=\\[Peter%20Carter\\])\n\nHead of Climate Practice &  \nHead of Captive and Insurance Management Solutions,  \nWTW\n\nemail  [ Email ](mailto:Peter.Carter@wtwco.com) phone  [ +44 20 3124 6300\n](tel:+44 20 3124 6300)\n\n* * *\n\nRelated content tags, list of links  [ Article ](https://www.wtwco.com/en-\nus/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@articlez45xcontentz45xtype=\\[Article\\])\n[ Climate Risk ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@solution=\\[Climate%20Risk\\]) [ ESG\nand Sustainability ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@solution=\\[ESG%20and%20Sustainability\\])\n[ Risk and Analytics ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@solution=\\[Risk%20and%20Analytics\\])\n[ Wellbeing ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@solution=\\[Wellbeing\\]) [ Climate\nChange ](https://www.wtwco.com/en-us/insights/all-\ninsights#sort=%40fdate13762%20descending&f:@topic=\\[Climate%20Change\\])\n\n##  Related capabilities\n\n[ Climate Risk  Choose a smarter way to identify, quantify and manage climate-\nrelated risks and opportunities with our global network of climate risk and\nindustry specialists and advanced climate analytics.  arrow_forward\n](https://www.wtwco.com/en-us/solutions/climate-risk \"Climate Risk\")\n\n[ Climate Diagnostic  Reveal the path to more effective physical climate risk\nmanagement and climate reporting by clarifying your global exposures with\nindustry recognized models and the latest scientific projections.\narrow_forward  ](https://www.wtwco.com/en-us/solutions/products/climate-\ndiagnostic \"Climate Diagnostic\")\n\n[ Physical Climate Risk  Protect performance and strengthen resilience with\nour data-driven expertise that identifies, quantifies and manages physical\nclimate risks to your assets, operations, suppliers and financial value.\narrow_forward  ](https://www.wtwco.com/en-us/solutions/services/physical-\nclimate-risk \"Physical Climate Risk\")\n\n[ Climate Transition Risk  Reduce the uncertainty around low carbon\ntransitions and optimize managing transition risks 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\u201cG\u201d in ESG is\nperhaps the most important, because without good governance, efforts to\nsupport environmental and social priorities likely will fall short.\narrow_forward  ](https://www.wtwco.com/en-us/solutions/services/esg-and-\nsustainability-board-advisory-and-governance \"ESG and Sustainability \u2013 Board\nAdvisory and Governance\")\n\n[ Risk and Analytics  Optimize risk management, improve financial performance\nand gain actionable insights with our integrated risk and insurance analytics\nand consulting services.  arrow_forward  ](https://www.wtwco.com/en-\nus/solutions/risk-and-analytics \"Risk and Analytics\")\n\n[ ](https://www.wtwco.com/en-us/contact-us)\n\n[ ](https://www.wtwco.com/en-us)\n\n  * [ About Us ](https://www.wtwco.com/en-us/about-us/overview)\n  * [ People ](https://www.wtwco.com/en-us/people)\n  * [ Risk ](https://www.wtwco.com/en-us/risk)\n  * [ Capital ](https://www.wtwco.com/en-us/capital)\n  * [ News 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All rights reserved.\n\n",
                "url": "https://www.wtwco.com/en-us/insights/2024/09/demystifying-the-csrd-unlocking-business-success-through-sustainability"
            },
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            "summary": "WTW discusses demystifying the CSRD.",
            "url": "https://www.wtwco.com/en-us/insights/2024/09/demystifying-the-csrd-unlocking-business-success-through-sustainability"
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                    "source": "https://www.ubs.com/global/en/sustainability-impact/sustainability-reporting.html"
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                "page_content": "#  Access Denied\n\nYou don't have permission to access\n\"http://www.ubs.com/global/en/sustainability-impact/sustainability-\nreporting.html\" on this server.\n\nReference #18.a961602.1744201263.c0d020c\n\nhttps://errors.edgesuite.net/18.a961602.1744201263.c0d020c\n\n",
                "url": "https://www.ubs.com/global/en/sustainability-impact/sustainability-reporting.html"
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            "reliability_score": 0.7,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "Sustainability reporting page from UBS.",
            "url": "https://www.ubs.com/global/en/sustainability-impact/sustainability-reporting.html"
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                    "source": "https://www.roche.com/investors/reports/gri-index"
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                "page_content": "  * [ About Roche ](/about/)\n    * [ About Roche  ](/about/)\n    * [ Strategy ](/about/strategy/)\n    * [ Business ](/about/business/)\n    * [ Sustainability ](/about/sustainability/)\n    * [ Leadership ](/about/leadership/)\n    * [ Governance ](/about/governance/)\n    * [ History ](/about/history)\n  * [ Solutions ](/solutions/)\n    * [ Solutions  ](/solutions/)\n    * [ Focus areas ](/solutions/focus-areas/)\n    * [ Pharma solutions ](/solutions/pharma/)\n    * [ Diagnostic solutions ](/solutions/diagnostics/)\n    * [ Pipeline ](/solutions/pipeline/)\n  * [ Innovation ](/innovation/)\n    * [ Innovation  ](/innovation/)\n    * [ Team & structure ](/innovation/structure/)\n    * [ Innovation process ](/innovation/process/)\n    * [ Ethical standards ](/innovation/ethical-standards/)\n    * [ Partnering ](/innovation/partnering/)\n  *   * [ Investors ](/investors/)\n    * [ Investors  ](/investors/)\n    * [ Investor updates ](/investors/updates/)\n    * [ Investor events ](/investors/events/)\n    * [ Reporting ](/investors/reports/)\n    * [ Finance Information Tool ](/investors/rofis)\n    * [ Share and Bond information ](/investors/bonds)\n    * [ Download center ](/investors/downloads)\n  * [ Media ](/media/)\n    * [ Media  ](/media/)\n    * [ Media releases ](/media/releases/)\n    * [ Media events ](/media/events/)\n    * [ Media statements ](/media/statements)\n    * [ Media library ](/media/library-images)\n\n  * [ Stories ](/stories/)\n  * [ Careers ](https://careers.roche.com)\n  *   * [ ](/worldwide)\n  * [ ](/search)\n\n#  Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a  of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n###  GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](/https:/assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n##  Discover more\n\n\u00c2\u00a9  \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
                "url": "https://www.roche.com/investors/reports/gri-index"
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            "reason": "This is a GRI index from Roche, a pharmaceutical company. The use of the GRI framework suggests a commitment to standardized sustainability reporting. While the company itself is not the target, the structured information enhances reliability.",
            "reliability_score": 0.8,
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            "summary": "GRI index from Roche.",
            "url": "https://www.roche.com/investors/reports/gri-index"
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                    "source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
                },
                "page_content": "Skip to main content\n\n[ ](/index/)\n\nSolutions\n\n  * Solutions \n\n    * [ Consent & Preferences  Streamline consent and preference management for consumer transparency  ](/content/onetrust/us/en/solutions/consent-and-preferences)\n\n    * [ Third-Party Management  Automate third-party management from intake and risk assessment to mitigation and reporting  ](/content/onetrust/us/en/solutions/third-party-management)\n\n  *     * [ Privacy Automation  Enable responsible use throughout the data lifecycle  ](/content/onetrust/us/en/solutions/privacy-automation)\n\n    * [ Tech Risk & Compliance  Scale your resources and optimize your risk and compliance lifecycle  ](/content/onetrust/us/en/solutions/tech-risk-and-compliance)\n\n  *     * [ Data & AI Governance  Govern your data and AI while accelerating innovation  ](/content/onetrust/us/en/solutions/data-and-ai-governance)\n\n  * Featured Products \n\n    * [ AI Governance  ](/content/onetrust/us/en/products/ai-governance)\n\n    * [ Data Discovery & Classification  ](/content/onetrust/us/en/products/data-discovery)\n\n    * [ Third-Party Risk Management  ](/content/onetrust/us/en/products/third-party-risk-management)\n\n[ View all products ](/content/onetrust/us/en/products)\n\n  * Regulatory Solutions \n\n    * [ GDPR  ](/content/onetrust/us/en/solutions/gdpr-compliance)\n\n    * [ DORA  ](/content/onetrust/us/en/solutions/digital-operational-resilience-act-dora-compliance)\n\n    * [ EU AI Act  ](/content/onetrust/us/en/solutions/eu-ai-act-compliance)\n\n[ View all regulatory solutions ](/content/onetrust/language-\nmasters/en/solutions#regulations)\n\nPlatform\n\n  * OneTrust Platform \n\n    * [ Platform Overview  Build and demonstrate trust, measure and manage risk, and go beyond compliance  ](/content/onetrust/us/en/platform)\n\n  *     * [ Pricing  Explore our scalable packages designed to help you collect, govern, and use your data with complete visibility and control  ](/content/onetrust/us/en/pricing)\n\n  *     * [ Integrations  Our extensive set of integrations makes it easy to add data management to your workflows  ](/content/onetrust/us/en/integrations)\n\nResources\n\n  * Self-Service Resources \n\n    * [ Demo Videos  ](/content/onetrust/us/en/resources/onetrust-demos)\n\n    * [ Resource Library  ](/content/onetrust/us/en/resources)\n\n    * [ Customer Stories  ](/content/onetrust/us/en/customers)\n\n    * [ Blog  ](/content/onetrust/us/en/blog)\n\n  * Training & Events \n\n    * [ Training & Certifications  ](/content/onetrust/us/en/certifications)\n\n    * [ TrustWeek  ](/content/onetrust/us/en/trustweek)\n\n    * [ Connect Workshops  ](https://privacyconnect.com/)\n\n  * Support \n\n    * [ Support & Services  ](/content/onetrust/us/en/services)\n\n    * [ Partners  ](/content/onetrust/us/en/partners)\n\n    * [ MyOneTrust Help Center  ](https://my.onetrust.com/s/topiccatalog)\n\nCompany\n\n  * Company \n\n    * [ About Us  ](/content/onetrust/us/en/about-us)\n\n    * [ Trust Center  ](/content/onetrust/us/en/trust)\n\n    * [ Careers  ](/content/onetrust/us/en/careers)\n\n    * [ Newsroom  ](/content/onetrust/us/en/news)\n\n    * [ Contact Us  ](/content/onetrust/us/en/forms/contact-us)\n\n  * Newsroom \n\n[ Get the latest news, announcements, views, and more\n](/content/onetrust/us/en/news)\n\n[ __ Request demo  __ ](/forms/demo/)\n\n[ __ Contact sales  __ ](/forms/get-started/)\n\n* * *\n\nOn-demand webinar coming soon...\n\n##  Blog\n\n#  ESG 101: What does social in ESG mean?\n\nHow to map social impact to Sustainable Development Goals, and include them in\nESG reporting\n\n* * *\n\n###  Table of contents\n\n  * What the S in ESG? \n  * Why is social impact important? \n  * Infographic: ESG social and UN SDGs mapping \n  * SDG ESG Social mapping \n  * ESG social and the UN SDGs in ESG reporting \n  * Promote ethical practices with confidence \n\nToday\u2019s society is more willing to be vocal and hold anyone accountable than a\ngeneration ago. Even before the death of George Floyd lit a match for social\njustice movements around the world, activism was on the rise. Examples include\nFridays for Future, Extinction Rebellion, #MeToo, March for Science, the\nWomen\u2019s March, March for Our Lives, and more. Businesses around the world need\nto sit up and listen because these are their employees, their investors, their\ncustomers, their partners. They have found their voice, and are speaking\nthrough protests, social media, boycotts, [ resignations\n](https://www.weforum.org/agenda/2021/11/what-is-the-great-resignation-and-\nwhat-can-we-learn-from-it/) , and more. On the bright side, ethical and\nsustainable businesses have a real opportunity to be a force for good while\ngaining a competitive advantage. They can attract and retain the best talent\nand partners, acquire more customers at lower costs, attract investment with\nbetter terms, and more. In this continuation of our [ ESG 101 blog series\n](/content/onetrust/us/en/blog/esg-101-what-are-esg-topics/) , we\u2019ll be taking\na closer look at the S, or Social, in ESG: What it is, why social impact is\nimportant, and how to map ESG social to Sustainable Development Goals (SDGs)\nand incorporate it in your sustainability strategy.\n\nSociety is demanding that companies, both public and private, serve a social\npurpose. To prosper over time, every company must not only deliver financial\nperformance, but also show how it makes a positive contribution to society. \u2013\n[ Larry Fink ](https://www.blackrock.com/corporate/investor-\nrelations/2018-larry-fink-ceo-letter) , Chairman and CEO, BlackRock\n\n_[ Download the infographic ](/content/onetrust/us/en/resources/three-esg-\npillars-mapped-to-sdgs-infographic/) to explore common ESG metrics and how to\nmap them to the UN SDGs _\n\n##  What is the S in ESG? What does social in ESG mean?\n\nThe S in ESG stands for Social. At its core, ESG social is about human rights\nand equity \u2013 an organization\u2019s relationships with people, as well as its\npolicies and actions that impact individuals, groups, and society. In a\nbusiness context, it examines all people interactions against principles of\nethics, justice, and care for wellbeing. This can be as basic as how they\ntreat their employees or as far-reaching as their impact on customers,\npartners, and other stakeholders. It considers topics like inequality, working\nconditions, human rights, product safety, community relations, supply chain\ntransparency, and more. ESG Social performance indicators can include things\nlike diversity, income equality, workplace injury rates, philanthropy, and\nlabor practices of suppliers. The goal of these factors is to measure how well\nthe organization is meeting its human obligations in operations, global supply\nchains, and local communities. Organizations that successfully adopt the\nsocial pillar of ESG recognize that business operates within the context of a\nsociety that is intrinsically inequitable. This means that some individuals\nare subject to more systemic inequalities and injustices than others, and\nbusinesses have a responsibility to address the inequities within their locus\nof control. Otherwise, they become participants in a system that upholds them.\n\n\u201cDirectly or indirectly, companies affect what happens to employees, workers\nin the value chain, customers and local communities, and it is important to\nmanage impacts proactively.\u201d \u2013 [ UN Global Compact\n](https://unglobalcompact.org/what-is-gc/our-work/social)\n\n##  Key drivers shaping ESG social impact goals \u2013 why is social impact\nimportant?\n\nESG social topics may not be as easy to measure as environmental issues, but\nthere are several trends driving how companies define and report on social\nimpact to their stakeholders. In many parts of the world, social issues have\nbeen enacted into law (e.g., minimum wage, worker health and safety standards,\nanti-slavery regulations, whistleblower protections, data privacy, etc.)\nAdditional drivers may include customer and partner expectations, employee\nactivism, boycotts, pressure from NGOs and lobby groups, etc. Being a good\ncorporate citizen can also bestow benefits such as cost reduction and\ncompetitive advantage. This may be why philanthropy and [ workplace giving\n](https://hello.brightfunds.org/blog/5-key-elements-for-a-successful-\nworkplace-giving-program/) have been around since the early 1900s as a way for\ncompanies to give back. Over time, these charitable initiatives tended to\nmerge with other business areas such as compliance, risk management, employee\nengagement, etc. and [ evolved into holistic corporate social responsibility\n(CSR) programs ](https://hello.brightfunds.org/blog/the-evolution-of-\ncorporate-social-responsibility-and-how-to-grow-your-program/) . Today, many\ncompanies report on their CSR program under the S in ESG.\n\n\u201cThe most successful companies don\u2019t target profit directly but are driven by\npurpose \u2013 the desire to serve a societal need and contribute to human\nbetterment.\u201d \u2013 [ Alex Edmans\n](https://www.cambridge.org/us/academic/subjects/economics/finance/grow-pie-\nhow-great-companies-deliver-both-purpose-and-profit) , \u201cGrow the Pie\u201d\n\n##  Infographic: ESG social and UN SDGs mapping\n\nThe following infographic defines the ESG topics in the social pillar within\nthe context of business operations.\n\n###\n\n###  Human Capital (HC)\n\nHuman capital represents the people who contribute to the products and\nservices a company offers, including employees, suppliers, etc.\n\n  * **(HC1) Employee relations, DE &I ** : What are the characteristics of the workforce (size, locations, etc.), and how is it managed? What practices, policies, benefits, protections, and employee engagement activities are in place to ensure positive, equitable, and fair employee relations? Are there meaningful policies and programs in place that support diversity, equity, and inclusion and prevent harassment? \n  * **(HC2) Working conditions** : How is workplace safety managed? What standards are in place to prevent conditions that are detrimental to worker health and safety? \n  * **(HC3) Employee development** : How is talent acquired, retained, and developed? Is there any investment in employee development and training? \n  * **(HC4) Third party/supply chain labor standards** : What do the working conditions look like across the supply chain and with third-party vendors? Are policies in place to ensure compliance with fair labor standards? Are human rights respected, factories safe, and local communities treated fairly and respectfully?   \n\n###  Product Liability (PL)\n\nProduct liability speaks to the impact of your products and services on\nsociety, quality of life, safety, and equitable outcomes.\n\n  * **(PL1) Product safety and quality** : Have there been any product recalls or safety concerns? What standards are in place to ensure responsible sourcing, manufacturing, and marketing practices? Is user health and wellbeing prioritized? \n  * **(PL2) Chemical safety** : Are there any hazardous chemicals in the product portfolio, and, if so, what efforts are underway to develop less harmful alternatives? What is the potential exposure to current or future chemical regulations? Are chemicals handled and disposed of responsibly? \n  * **(PL3) Financial products safety** : How are financial products and services managed and sold? Are there any reputational or regulatory risks associated with unethical lending or marketing practices? \n  * **(PL4) Privacy and data security** : How much personal data is collected and what systems are in place to protect it? What is the potential exposure to data breaches and evolving privacy regulations? \n  * **(PL5) Responsible investment** : How are ESG considerations integrated into managed assets?   \n\n###  Stakeholder Opposition (STO)\n\nStakeholder opposition deals with increasing demands for transparency and\nethics in business practices.\n\n  * **(STO1) Controversial sourcing** : What is the dependence on and purchasing volume of materials and services from conflict areas? Are there due diligence processes in place to assess and manage the risk of slavery and human trafficking? \n  * **(STO2) Supply chain transparency** : Are there any efforts to improve supply chain traceability and certification around ESG principles? \n  * **(STO3) Community relations** : How are local community relations managed? What initiatives are in place to provide benefits to local communities? Are there any policies addressing conflict and human rights?   \n\n###  Social Opportunities (SO)\n\nCompanies have many ways to be a force for good and contribute positively to\nequitable access to resources, health, and growth. This can be through\nphilanthropy or by providing access to products and services to\nunderprivileged social groups.\n\n  * **(SO1) Access to communication/s** : What efforts have been made to expand connectivity and access to information in underserved markets such as developing countries, rural, or elderly communities? \n  * **(SO2) Access to finance** : Are financial services being extended to underserved markets through mechanisms like small business lending or innovative distribution channels for developing countries? \n  * **(SO3) Access to healthcare** : Is there any expansion of health care products and services to underprivileged areas such as developing countries or communities with low physician concentration? Examples could include things like equitable pricing mechanisms, new innovations, capacity advancement, donations, skill sharing, volunteering, and more. \n  * **(SO4) Opportunities in nutrition and health** : What is the nutritional content of food products and what efforts are underway to develop products with improved nutritional or health benefits?   \n\n##  SDG ESG Social mapping\n\nMapping your ESG program to the United Nations Sustainable Development Goals\n(UN SDGs) can help demonstrate how you are contributing to a more peaceful,\nequitable, and sustainable world. And, as discussed in the [ first blog in\nthis series ](/content/onetrust/us/en/blog/esg-101-what-are-esg-topics/) ,\nintegrating these SDGs into your ESG reporting is easy if you can map them to\nthe corresponding ESG pillar. The ESG social pillar aligns with 11 of the 17\nSDGs as shown below. We\u2019ve also outlined some example activities a business\nmay pursue to include the SDGs and [ target outcomes identified by the UN\n](https://sdgcompass.org/business-indicators/) in its ESG social impact\nprogram.  \n\nSDG  |  Description  |  Example business actions / ESG topic mapping  |  Number of companies reporting   \n---|---|---|---  \n[ SDG 1 ](https://sdgcompass.org/sdgs/sdg-1/) : No Poverty  |  This is a key ESG issue because it is difficult for people struggling to meet basic needs to think or act for the long-term sustainability of our planet.  |  Provide fair wages and training for impoverished communities. Develop products and services for people with low incomes (e.g., mobile money transfer services for the unbanked). ESG social topics: HC1, HC4, STO3, SO all  SDG 1: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=1.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=1.) |  11,800   \n[ SDG 2 ](https://sdgcompass.org/sdgs/sdg-2/) : Zero Hunger  |  Food security is vital for businesses to include in their ESG strategy since it is at the heart of a stable global economy.  |  Ensure food safety, labeling, and affordability. Source and invest in sustainable agricultural practices, enhance supply chain transparency, partner with small-scale producers, and facilitate genetic diversity in farmed crops and animals. Businesses that are not part of global food systems can also contribute by implementing sustainable practices that reduce reliance on natural resources and working in partnership with other actors in global food systems. ESG social topics: PL1, PL2, PL5, STO2, SO4  SDG 2: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=2.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=2.) |  9,748   \n[ SDG 3 ](https://sdgcompass.org/sdgs/sdg-3/) : Good Health  |  Businesses can only operate within a healthy society, and the global pandemic has elevated the importance of this intersection. Positive employee well-being can also improve productivity, retention, etc.  |  Ensure that workers throughout the value chain have safe working conditions and access to health services. ESG social topics: HC2, HC4, SO3  SDG 3: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=3.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=3.) |  24,037   \n[ SDG 4 ](https://sdgcompass.org/sdgs/sdg-4/) : Quality Education  |  I  nvesting in education can help improve brand leadership, develop the next generation of workers, and build a more diverse employee pipeline.  |  Provide continuing education for employees. Create work programs for students. Develop products and services to improve the access to and quality of learning opportunities. ESG social topics: HC3, PL5, STO3, SO1  SDG 4: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=4.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=4.) |  21,927   \n[ SDG 5 ](https://sdgcompass.org/sdgs/sdg-5/) : Gender Equality  |  Companies have a legal and ethical responsibility to respect human rights, including the rights of women and girls. Incorporating women into the workforce accelerates corporate, community, and national growth.  |  Go beyond anti-discrimination compliance and actively pursue a company culture that is inclusive and equitable to all genders. Pursue equal pay and anti-harassment policies across the value chain. Ensure sufficient participation of women in leadership and decision-making. ESG social topics: HC1, HC3, HC4, PL5, STO all, SO all  SDG 5: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=5.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=5.) |  26,757   \n[ SDG 6 ](https://sdgcompass.org/sdgs/sdg-6/) : Clean Water & Sanitation  |  Declining water quality and availability is a growing business risk. By adopting a sustainable water stewardship strategy, companies can reduce risk and make a positive contribution to sustainable development.  |  Ensure manufacturing and product operations have a neutral or positive impact on clean water access for communities. Improve water efficiency and reduce pollution by implementing technologies and processes for water conservation and wastewater treatment. ESG social topics: PL1, PL2, PL5, STO3  SDG 6: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=6.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=6.) |  15,296   \n[ SDG 8 ](https://sdgcompass.org/sdgs/sdg-8/) : Decent Work & Economic Growth  |  Companies that embrace diversity, inclusion, and fair labor standards across their value chain can improve the talent pipeline and productivity. They also have a lower risk of reputational damage and legal liability.  |  Develop transparent career pathways to help employees achieve personal growth objectives. Implement fair labor standards and training programs across the value chain. ESG social topics: HC all, PL5, STO1, STO2  SDG 8: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=8.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=8.) |  29,786   \n[ SDG 9 ](https://sdgcompass.org/sdgs/sdg-9/) : Industry, Innovation & Infrastructure  |  Companies rely on materials, resources, labor, and services in the locations where they operate. By investing in local infrastructure and industry, businesses can reduce risk and contribute to sustainable development.  |  Expand research and development facilities to developing countries. Invest in local infrastructure, energy, and communications technologies. Include marginalized/minority groups and business owners in development projects. ESG social topics: PL5, STO all, SO1, SO2  SDG 9: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=9.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=9.) |  18,897   \n[ SDG 10 ](https://sdgcompass.org/sdgs/sdg-10/) : Reduced Inequalities  |  Companies have a legal and ethical responsibility to respect human rights, including worker rights across the value chain.  |  Implement policies and programs that support diversity, equity, and inclusion across operations and the value chain. Develop products and services for people with low incomes. Recruit and train people from impoverished communities and integrate them into your supply chain. ESG social topics: HC all, PL5, STO all, SO all  SDG 10: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=10.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=10.) |  15,088   \n[ SDG 12 ](https://sdgcompass.org/sdgs/sdg-12/) : Responsible Consumption  |  Unsustainable production and consumption patterns are rapidly exceeding the ecological limits of the planet. Business demand for materials will outpace natural resource constraints, increasing risk.  |  Identify hot spots in the value chain where interventions have the highest potential impact. Implement sustainable product lifecycle practices (sourcing, manufacturing, end of life). Recycle materials. Develop products and services that will empower customers to adopt more sustainable consumption patterns. Reduce waste. ESG social topics: PL1, PL2, PL5, STO1, STO2  SDG 12: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=12.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=12.) |  24,086   \n[ SDG 16 ](https://sdgcompass.org/sdgs/sdg-16/) : Peace & Justice  |  Companies prosper in locations with peaceful, just, stable environments. Businesses can help facilitate a peaceful, inclusive society by fighting corruption and supporting the rule of law.  |  Create and enforce transparent accountability mechanisms. Comply with laws and seek to meet international standards throughout the value chain. Practice ethical leadership and weed out systems that protect wrongdoers and harm workers. Engage in public-private collaboration aimed at building a peaceful, inclusive society. ESG social topics: HC1, HC2, HC4, PL5, STO all, SO all  SDG 16: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=16.) and [ assessment tools ](https://sdgcompass.org/business-tools/?filter_sdg_goal=16.) |  16,178   \n  \n##  \nHow can companies include ESG social and the UN SDGs in their ESG reporting?\n\nThere is a wide variety of ESG reporting frameworks and standards available\nsuch as [ SASB ](/content/onetrust/us/en/blog/understanding-sasb-standards-\nsasb-materiality-map/) , [ GRI ](/content/onetrust/us/en/blog/global-\nreporting-initiative-gri-reporting/) , and more. While there is no right or\nwrong answer, keep your business strategy, program goals, and stakeholder\nneeds in mind when choosing a framework to use. When considering ESG social\ntopics specifically, the following table indicates which GRI and SASB\nstandards would apply. The SDG business indicators and assessment tools noted\nabove may also be helpful.\n\n##  Promote ethical practices with confidence\n\nAs your organization strives to make a positive impact on society, it's\ncrucial to have a strong ethical foundation. The OneTrust Ethics and\nCompliance solution is designed to enhance your ethical compliance and\nculture. Our platform offers comprehensive tools for managing ethics policies,\nconducting training, and ensuring transparent reporting, which aligns with\nyour social responsibility goals.\n\n**Strengthen your ethical standards by exploring our[ Ethics & Compliance\nsolution ](/content/onetrust/us/en/platform/ethics-program-management/\n\"OneTrust platform: Ethics Program Management\") . **\n\n* * *\n\n#  You may also like\n\nWebinar\n\n####  Ethics Program Management\n\n###  From reactive to proactive: Transforming your ethics & compliance program\n\n###\n\nJoin this webinar to hear experts explore actionable strategies employed by\nEthics & Compliance programs to drive a more ethical culture.\n\n####  September 12, 2024\n\n[ Learn more  __ ](/resources/from-reactive-to-proactive-transforming-your-\nethics-and-compliance-program-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Drive employee engagement with Ethics Program Management\n\n###\n\nIn this tech talk, we will walk you through the customer's employee journey\nutilizing our Ethics Program Management suite of tools.\n\n####  May 21, 2024\n\n[ Learn more  __ ](/resources/drive-employee-engagement-with-ethics-program-\nmanagement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  EthicsConnect: Risk - It\u2019s not just for breakfast anymore\n\n###\n\nJoin us for a deep dive into embedding privacy by design into the fabric of\nyour business to promote the responsible use of data.\n\n####  April 25, 2024\n\n[ Learn more  __ ](/resources/ethicsconnect-risk-its-not-just-for-breakfast-\nanymore-webinar/)\n\neBook\n\n####  Ethics Program Management\n\n###  Business messaging apps: A guide to corporate compliance\n\n###\n\nHow can your business use third-party messaging apps while staying compliant?\nDive into key usage considerations based on the DOJ\u2019s 2023 guidance.\n\n####  February 13, 2024\n\n[ Learn more  __ ](/resources/business-messaging-apps-a-guide-to-corporate-\ncompliance-ebook/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Third-party applications and ephemeral apps\n\n###\n\nLearn practical advice on how to navigate the risks of ephemeral apps and\nemployee privacy in BYOD world.\n\n####  December 05, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-third-party-applications-\nand-ephemeral-apps-webinar/)\n\nWebinar\n\n####  Speak-Up Program Management\n\n###  Navigating the EU Whistleblower Protection Directive: New rules, new\nrisks\n\n###\n\nJoin our expert-led webinar where we explore the EU Whistleblower Protection\nDirective and practical steps towards compliance.\n\n####  November 02, 2023\n\n[ Learn more  __ ](/resources/navigating-the-eu-whistleblower-protection-\ndirective-new-rules-new-risks-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Risk assessments\n\n###\n\nJoin our risk assessments experts as we discuss best practices, program\ntemplates, and how provide an assessment that provides the best value for your\norganization.\n\n####  October 25, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Investigations\n\n###\n\nJoin our live webinar and learn how to conduct comprehensive ethics\ninvestigations that are trustworthy and efficient.\n\n####  September 07, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-investigations-webinar/)\n\nWebinar\n\n####  Third-Party Due Diligence\n\n###  Driving excellence in third-party risk management: An in-depth look at\ndifferent due diligence approaches\n\n###\n\nJoin our in-depth webinar and learn how to define third-party due dilligence\nlevels and when to apply them during your vendor management lifecycle.\n\n####  July 20, 2023\n\n[ Learn more  __ 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diligence regulatory landscape\n\n###\n\nLearn how a strategic plan for compliance can help companies eliminate human\nrights and environmental violations and avoid costly consequences.\n\n####  March 06, 2023\n\n[ Learn more  __ ](/resources/unpacking-the-global-third-party-due-diligence-\nregulatory-landscape-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  The number one metric for effective compliance programs: Continuous\nimprovement\n\n###\n\nJoin our webinar to learn how to develop and/or maintain a High-Quality E&C\nProgram and what role data analytics play in improving your compliance\nprogram.\n\n####  November 27, 2022\n\n[ Learn more  __ ](/resources/the-number-one-metric-for-effective-compliance-\nprogram-continuous-improvement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Live demo: Conflicts of interest management webinar\n\n###\n\nLearn how to develop a holistic disclosure program, how to make it part of\nyour risk assessment, and how to use 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                "url": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
            },
            "reason": "This is a blog post from OneTrust discussing the social aspect of ESG. While it provides insights into the topic, it is a blog post and may have a marketing or promotional slant. OneTrust is a company that provides privacy, security and governance technology.",
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            "search_query": "company 'N/A' social impact human rights",
            "summary": "Blog post from OneTrust.",
            "url": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
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                    "source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
                },
                "page_content": "Would you like to read this page in another language?\n\n[ Yes ](/)\n\nWould you like to see a version of this page that loads faster by showing text\nonly?\n\n[ Yes ](//text.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-\neverything/oil-palm-plantations-and-rights-violations)\n\n#  Summary\n\n> Before our lives were simple, not rich, but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby. I must put\n> food on the table every day. How do I do that when both of us [my husband\n> and I] are not working. Every day I must figure out how to do this.\n>\n> \u2014Leni, Semunying Bongkang, May 2018\n\nA decade and a half ago, lush forests with evergreen fruit-bearing rambutan\ntrees surrounded the home of Leni, a 43-year-old Iban Dayak woman and mother\nof two, in Jagoi Babang district of West Kalimantan province\u2014an area her\nIndigenous community has inhabited for centuries. Today, they have little land\nto farm and no forest in which to forage after the land was cleared to make\nway for an oil palm plantation run by an Indonesian company.\n\nThousands of kilometers away to the west, in Sarolangun regency of Jambi\nprovince on the island of Sumatra, an elderly Orang Rimba mother of nine\nchildren, Maliau, struggles to survive off land that once sustained her\npeople, but which has since been decimated by an oil palm plantation that\nbegan operating in the area nearly three decades ago. \u201cLife was better\nbefore,\u201d Maliau said. \u201cWomen could find many types of food. Some wove mats\nfrom leaves and baskets. We made lamps from gum resin. Now we cannot find\nmaterials to make these.\u201d\n\nLeni and Maliau are among the thousands of Indigenous people and other rural\ncommunities whose lives have been devastated by oil palm plantations in\nIndonesia\u2014the world\u2019s largest palm oil exporter. Indonesia is home to about 50\nto 70 million Indigenous people and over 2,330 Indigenous communities, about a\nquarter of the country\u2019s population.\n\nThe struggles of those like Leni and Maliau are invisibly integrated into a\nrange of consumer products. Palm oil derivatives make their way into many\ngrocery store products including frozen pizzas, chocolate and hazelnut\nspreads, cookies, and margarine. They are also used in manufacturing numerous\nlotions and creams, soaps, makeup, candles, and detergent. Crude palm oil is\nalso processed into biodiesel blend used in vehicles and industrial machinery.\n\nA complex web of domestic and international companies is involved in growing\npalm fruit, converting palm fruit into oil, manufacturing ingredients, and\nfinally using these ingredients to produce consumer products sold around the\nglobe.\n\nBased on interviews with over 100 people, including several dozen members of\nIndigenous communities and representatives from nongovernmental organizations\n(NGO), this report documents how the establishment and expansion of oil palm\nplantations in Indonesia has adversely affected Indigenous people\u2019s rights to\ntheir forests, livelihood, food, water, and culture.\n\nMeriau, headman of a rombongon (group) of about six families living in the\nmiddle of an oil palm plantation, said: \u201cThis used to be my rice field. That\nis why I don\u2019t leave this place.\u201d He refuses to leave the area and says he was\nnot consulted before the plantation was established. Sarolangun regency,\nJambi, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Orang Rimba\nfamilies sit beneath pitched sudungs (a sheet of plastic tied to posts) in an\noil palm plantation. They hurriedly move when discovered and chased by company\nemployees. Sarolangun regency, Jambi, September 2018. \u00a9 2018 Pailin Wedel for\nHuman Rights Watch  A man weaves a pukat (fishing net). Residents said the\naverage catch progressively declined after the plantation\u2019s operations,\nalthough there could be various reasons for the drop off. Bengkayang regency,\nWest Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch\nMaliau, an elderly Orang Rimba mother of nine children, struggles to survive\noff land that once sustained her people, but which has since been decimated by\nan oil palm plantation that began operating in the area nearly three decades\nago. \u201cLife was better before,\u201d Maliau said. \u201cWomen could find many types of\nfood. Some wove mats from leaves and baskets. We made lamps from gum resin.\nNow we cannot find materials to make these.\u201d Sarolangun regency, Jambi,\nSeptember 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Leni, a displaced\nIban Dayak woman, said her family was resettled in the middle of the palm\nplantation with restricted access to land for gardening. She fishes in a\nstream in the oil palm plantation. Residents said the fish population in\nnearby Semunying and Kumba Rivers has dropped since the oil palm plantation\nwas established in 2004. Bengkayang regency, West Kalimantan, September 2018.\n\u00a9 2018 Pailin Wedel for Human Rights Watch  A displaced resident in Semunying\nholds an agreement with the company that promised to exchange a house and yard\nfor a new one a few kilometers from his village. Residents say company\nrepresentatives made oral promises, such as a community plantation and\namenities including health clinics and schools, which have not materialized.\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared. Bengkayang regency, West\nKalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Oil\npalm fruit bunches harvested by plantation lie awaiting transportation to\nmill. Bengkayang regency, West Kalimantan, September 2018. 2018 Pailin Wedel\nfor Human Rights Watch  An unfinished Iban Dayak beaded necklace lies pinned\nto a traditional conical hat. The loss of the forest and displacement has\nnegatively affected inter-generational crafts that had cultural significance\nfor Iban women. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018\nPailin Wedel for Human Rights Watch  Francesca, a 28-year-old mother of two,\nstands on the site of her former home. She and her husband refused relocation.\nShe said that company representatives torched her home in 2010, rendering them\nhomeless. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch  Residents of Semunying were relocated a few\nkilometers into the oil palm plantation. Their community is now surrounded by\noil palm trees. Bengkayang regency, West Kalimantan, September 2018. 2018\nPailin Wedel for Human Rights Watch  Kinda, 48, a resident of Dusun Pareh,\nsaid, \u201cThe water [in the river] is contaminated.\u201d Some residents believe the\nKumba River they previously relied on for water to drink, cook, and perform\nhousehold chores has been contaminated, based on their observations of the\ncolor of the water and their perceived skin sensitivities to it. Bengkayang\nregency, West Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights\nWatch  Margareta (right), 40, a community leader in Dusun Pareh, sits with her\nmother. \u201cOur identity as Iban Dayak is almost lost now, we have no forest,\u201d\nshe said. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch\n\nHuman Rights Watch focused on the plantation operations of two companies\u2014PT\nLedo Lestari in Bengkayang regency of West Kalimantan province, and PT Sari\nAditya Loka 1 in Sarolangun regency of Jambi province. Both of these oil palm\nplantations have had a devastating impact on the rights of two groups of\nIndigenous peoples: the Ibans\u2014a subgroup of the Dayak peoples indigenous to\nBorneo (Kalimantan), and the Orang Rimbas\u2014a semi-nomadic, forest-dependent\nIndigenous people in central Sumatra.\n\nA patchwork of weak laws, exacerbated by poor government oversight, and the\nfailure of oil palm plantation companies to fulfill their human rights due\ndiligence responsibilities, have resulted in loss of land and livelihood\nopportunities for Indigenous people in West Kalimantan and Jambi in the\nprojects we researched. These findings were consistent with previous Human\nRights Watch research in 2003 and 2009, which highlighted the adverse impact\nof the pulp and paper industry in Sumatra, and corruption, poor oversight, and\nlack of corporate accountability in the Indonesian forestry sector in West\nKalimantan, on Indigenous people and peasant communities.\n\nConflicts related to land have frequently been linked to oil palm plantations.\nIndonesia has about 14 million hectares of land planted with oil palm. There\nis no clear estimate of the number of land disputes that exist nor the number\nof households that have been displaced or lost access to their customary\nforests and lands, including farmland, due to oil palm plantation expansion\ninto their villages. Konsorsium Pembaruan Agraria (Consortium for Agrarian\nReform, KPA), an Indonesian NGO, documented more than 650 land-related\nconflicts affecting over 650,000 households in 2017\u2014the last year in which\npublicly available data is available. It estimated that, on average, there\nwere nearly two land-related conflicts every day that year.\n\nDeforestation on such massive scale has not only threatened the wellbeing and\nculture of the Indigenous population, but also has global significance,\ncontributing to carbon emissions and heightened concerns around climate\nchange.\n\nWithout needed government reforms\u2014both legislative and oversight\u2014Indigenous\ncommunities will continue to bear the brunt of the oil palm plantations\u2019\nimpact, and risk losing their distinct identity. Indigenous peoples have an\nintrinsic relationship with their environments. Their traditions, knowledge,\nand cultural identity are deeply connected to the natural environments in\nwhich they live. Any disruption to their natural environments, as in the case\nof the Ibans and the Orang Rimbas, affects their culture, languages,\nknowledge, and unique traditions.\n\n[ Click to expand Image  ](/modal/46628)\n\n[ Share this via Facebook\n](https://www.facebook.com/sharer.php?u=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Facebook\") [ Share this\nvia Bluesky  ](https://bsky.app/intent/compose?text=Map of Indonesia\n%0Ahttps://www.hrw.org/video-photos/map/2019/09/04/map-indonesia \"Share this\nvia Bluesky\") [ Share this via X  ](https://twitter.com/intent/tweet?text=Map\nof Indonesia &url=https://www.hrw.org/video-photos/map/2019/09/04/map-\nindonesia \"Share this via X\") [ Share this via WhatsApp\n](whatsapp://send?text=Map of Indonesia %20-%20https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via WhatsApp\") [ Share this\nvia Email  ](mailto:?subject=Map of Indonesia &body=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Email\") [ More sharing\noptions  ]( \"More sharing options\") [ Share this via LinkedIn\n](http://www.linkedin.com/shareArticle?mini=true&url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia  \"Share this via\nLinkedIn\") [ Share this via Reddit\n](http://reddit.com/submit?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia  \"Share this via\nReddit\") [ Share this via Telegram\n](https://telegram.me/share/url?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&text=Map of Indonesia  \"Share this via\nTelegram\")\n\n2019 Human Rights Watch\n\nSuccessive governments in Indonesia have turned a blind eye to widespread\nforest clearance, facilitating the proliferation of oil palm plantations.\nBetween 2001 to 2017, Indonesia lost 24 million hectares of forest cover, an\narea almost the size of the United Kingdom.\n\nIn 2018, President Joko Widodo, popularly known as Jokowi, announced a\nmoratorium on new permits to oil palm plantations. This was a good start. But\nadditional reforms are long overdue. With a renewed mandate to continue his\npresidency following his reelection in April 2019, President Jokowi has a\nrenewed mandate to enact and implement reforms that protect right of\nIndigenous peoples to be recognized and to enjoy their community rights to\nland and forests.\n\n##  Failure to Consult\n\nA host of Indonesian laws, starting from 1999, made companies seeking to\ndevelop oil palm plantations responsible for consulting local communities at\nevery stage of the project involving a series of government permits.\n\nSemuning Bongkang and Pareh hamlets in West Kalimantan province, where PT Ledo\nLestari started its operations in 2004, were home to about 93 Iban Dayak\nhouseholds. Human Rights Watch found no evidence of any consultations with\naffected households until after forests were significantly destroyed.\nVillagers interviewed by Human Rights Watch said they were surprised by the\ncompany\u2019s operations, only realizing their lands and forests were going to be\nrazed when bulldozers and other equipment rolled into the area. The companies\nhad not organized systematic and meaningful consultations with Indigenous\npeople at different stages of the project to understand the nature and extent\nof the human rights risks. Mormonus, 49, now the village leader of Semunying\nJaya village (includes Pareh and Semunying Bongkang hamlets), said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [in Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari.\n\nSimilarly, in Sarolangun regency, where PT Sari Aditya Loka 1 started its\noperations in 1989, the company had ample opportunity to consult with the\nOrang Rimba to mitigate any ongoing harm after legal reforms introduced clear\nobligations to do so. International law provides for companies to have ongoing\nconsultation. To date, it has failed to organize any meaningful consultations\nand reach agreement to provide remedies to the Orang Rimba who were forcibly\nevicted from their forests. The company responded that they obtained a right\nto cultivate the land from the state.\n\n##  Lack of Just, Fair, and Equitable Compensation\n\nThe oil palm plantations not only destroyed Indigenous people\u2019s forests, lands\nand the resources in them that they were using for generations but also failed\nto create any mechanism to explore restitution or provide just and fair\ncompensation for losses suffered, in consultation with the Indigenous people\nimpacted.\n\nIn West Kalimantan, after the Iban Dayak carried out a series of protests\nbetween 2004 and 2010, PT Ledo Lestari appears to have engaged in\nconsultations to placate individuals to sell family land, but women from the\ncommunity said they were not included in those discussions. The company made\nsome monetary payouts ranging between 1 and 2 million Indonesian rupiah (IDR)\n(US$70 to 140) per hectare to some of the 93 households affected. But the\nmonetary compensation did not account for loss of the community\u2019s _adat_\nforest (literally, customary forests), wild rubber, and other forest products\nthat women in particular used for food or as a source of revenue.\n\nThe distinct losses women experienced of passing on intergenerational\nknowledge and skills, such as weaving products they sold to supplement their\nincomes, as well as the loss of their unique culture, were not taken into\naccount. Damage to the community\u2019s cultural identity is palpable in the\neveryday experience of Indigenous peoples who have lost access to their\nancestral forests. The damage is aggravated by the lack of plans to preserve\nwhat little remains, and to compensate for irreversible losses.\n\nPT Ledo Lestari gave some of the 93 families \u201cagreements\u201d to sign. One that\nHuman Rights Watch reviewed promised exchanging a house and yard for a new one\na few kilometers away from their village. But community members said company\nrepresentatives promised them a host of other measures, such as the ability to\ncontinue to harvest within their yards, land titles, shares from a plasma, or\ncommunity plantation, that the company would set up, and other amenities\nincluding health clinics and schools, to lure them to leave the area. None of\nthese have materialized. Their community is now enclaved within PT Ledo\nLestari\u2019s oil palm plantation. They said that in a few instances when\ncommunity members dared to harvest oil palm fresh fruit bunches from their\nbackyards to use as cooking fuel, the company security guards have branded\nthem as \u201cthieves.\u201d Human Rights Watch wrote to PT Ledo Lestari on two\noccasions requesting their response and feedback but did not receive a\nresponse. Bengkayang police on several occasions have expressed willingness to\nmediate between the affected communities and PT Ledo Lestari.\n\nResidents have noticed that, over time, the nearby Kumba and Semunying Rivers,\nwhich they rely on for drinking, fishing, and household chores, have become\nmore polluted. Human Rights Watch could not independently verify their claims,\nbut residents attribute pollution to increased soil erosion, the use of\nfertilizers, herb and pesticides, and effluents from the oil palm plantation\nthat seep into the ground and rivers. Households living here have\nintergenerational knowledge of the water resources and fisheries that have\nbeen passed down through methods of sharing traditional knowledge. Based on\nthis knowledge and lived experience, residents believe that the company\u2019s\noperations and the pollutants in the river are related to a reduction of fish\npopulation in the nearby rivers. To catch fish to feed their families, they\nsay they must ride out for an hour in boats. Women feel the impact of not\nbeing able to fish in nearby waters more deeply because they do not own boats.\nResidents said they can go a full day without catching fish in rivers close to\ntheir homes, forcing them to spend the little money they have, to buy fish.\nFrancesca, a 28-year-old Iban Dayak woman from Semunying Bongkang, said:\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying\u2026. It means\n> something killed them\u2014poison from the number of hectares of land covered by\n> oil palm. When it rains, a lot of fish end up dead. We can\u2019t eat that.\n\nToday, in Jambi province in central Sumatra, the Orang Rimba community lives\nin abject poverty. Many have been left homeless, live in plastic tents, and\nwithout livelihood support. Orang Rimba Human Rights Watch interviewed said\nthat they had once been self-sufficient but are now reduced to begging on the\nhighway or \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. The plantation employs only a handful of the several hundred Orang\nRimba adults estimated to live in the area. In September 2018, Human Rights\nWatch saw numerous Orang Rimba women and children begging for cash or food\nalong a highway in Sarolangun.\n\nPT Agro Astra Lestari, the parent company of Sari Aditya Loka 1, which\noperates the oil palm plantation in Jambi province, has a host of policies on\nsustainability, traceability, and grievance redress, that apply to all its\nsubsidiaries and oil palm plantations. The company responded to Human Rights\nWatch communications about its impacts on the Orang Rimba community with a\ndetailed summary of the education, health and economic services and programs\nit provided, including livelihood support for the Orang Rimba groups they were\nin contact with. Orang Rimba and local NGOs have approached the company to\nreturn some land to them but they say their efforts have proved futile.\n\nPT Ledo Lestari, which operates the plantation in Bengkayang, West Kalimantan,\ndoes not have any published policies on sustainability or the protection of\nIndigenous people\u2019s rights. It has also not engaged with Human Rights Watch or\nlocal NGOs.\n\n##  Needed Government Reforms\n\nPresident Jokowi should give priority to creating a high-level commission that\nincludes representatives from Indigenous peoples\u2019 groups to resolve land\ndisputes involving Indigenous communities. This commission should ensure full\nwomen\u2019s participation in its operations. Harmonizing complex legal frameworks\nregarding Indigenous land tenure should be a focus of the commission. Local\nIndigenous rights groups have long advocated for these reforms.\n\nCustomary rights of Indigenous people are lost in a maze of laws that were\ndesigned to protect them but do the opposite. As a result, Indonesia\u2019s\nIndigenous people struggle to have their rights to customary land recognized.\nA vast number of Indigenous territories have been mapped, but local NGOs say\nvery few Indigenous communities have been issued legal certificates.\n\nTo address this longstanding problem, President Jokowi should prioritize\nconsultations with representatives of Indigenous groups to finalize a bill\nthat would protect Indigenous peoples\u2019 rights and ensure that simple\nrecognition procedures are put in place. This would go a long way in\nimplementing a 2013 Constitutional Court decision that granted Indigenous\npeople rights to their customary forests.\n\nAdopting new laws and a high-level commission are critical to ensuring the\nsuccess of Jokowi\u2019s 2018 \u201cComplete Systematic Land Registration until 2025\u201d\nprogram. The World Bank-funded initiative aims to register all land in\nIndonesia by 2025.\n\nThe Indonesian government\u2019s 2011 certification mechanism, the Indonesian\nSustainable Palm Oil (ISPO) system, accredits oil palm plantations that comply\nwith Indonesian local laws and principles of social responsibility. The\ncertification mechanism, which supplements the plethora of laws that govern\nland acquisition and oil palm cultivation, needs a rehaul. NGOs have\ncriticized the ISPO for its narrow focus on national law, inadequate\nenvironmental protections, neglect of human rights, weak monitoring and\noversight, lack of a grievance mechanism, and poor enforcement.\n\nFinally, donors should support the Indonesian government in carrying out the\nhost of reforms needed to protect Indigenous peoples\u2019 rights. These should\ninclude creating a database to improve data collection and transparency on\nplantation concessions; related required permits; and numbers of land\nconflicts, their status, and their resolution. Currently, lack of data is\nexacerbated by putting some of the available information regarding plantation\nconcessions behind paywalls. For example, the Ministry of Agrarian and Spatial\nPlanning has refused access to plantation permit data, citing a paywall, even\nafter the Supreme Court upheld a freedom of information request in 2017.\n\n##  Corporate Responsibilities\n\nThe United Nations Guiding Principles on Business and Human Rights sets out\ncompany responsibilities independent of government obligations. The practical\nimplication is that even where government oversight is poor, companies should\nhave independent human rights due diligence mechanisms.\n\nHuman Rights Watch research in West Kalimantan and central Sumatra indicates\nthat the companies were falling short of their human rights responsibilities.\n\nOil palm plantations and leading corporations within palm oil supply chains\nneed to create and implement strong human rights due diligence procedures to\nensure that palm oil production does not cause or contribute to human rights\nabuses of affected communities.\n\nCompanies, investors, and governments importing palm oil from\nIndonesia\u2014including China, India, Pakistan, and the Netherlands\u2014should closely\nmonitor the reforms needed to ensure that oil palm plantations are not\ndeveloped with such devastating human and environmental cost.\n\nIntroducing these reforms will allow Indonesia to support investments to\nimprove its economy, while also protecting its forests and all those impacted\nby such investments, especially indigenous people.\n\n#  \nKey Recommendations\n\n##  To the Indonesian Government\n\n  * Urgently recognize and protect Indigenous peoples and their community rights to land and forests. \n  * Revise the Indonesian Sustainable Palm Oil (ISPO) certification system to align with international human rights standards. \n  * Establish a Land Dispute Resolution Mechanism.   \n\n##  To Oil Palm Plantation Companies in Indonesia\n\n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve longstanding grievances, and offer compensation or remediation to those affected. \n  * All companies operating plantations should carry out robust human rights due diligence and provide just, fair, and equitable compensation in accordance with international human rights standards.   \n\n##  To Oil Palm Importing Countries\n\n  * Require companies to be transparent about their palm oil supply chains. \n\n##  To Donors\n\n  * The World Bank and other donors should support the Indonesian government in carrying out the reforms needed to protect community and Indigenous people\u2019s rights to land. \n\n#  Methodology\n\nThis report is based on research conducted between February and September\n2018, with field missions to Indonesia spanning 11 weeks. The research focused\non oil palm plantation disputes involving Indigenous peoples\u2019 claims to\ncustomary land and forests in Pareh and Semunying Bongkang hamlets of\nSemunying Jaya village in the Jagoi Babang district of Bengkayang regency in\nWest Kalimantan province, and Orang Rimba groups in the Sarolangun regency of\nJambi province in central Sumatra.\n\nWe based our research in Kalimantan and Sumatra because these islands have the\nmost area in oil palm plantations with decade-long conflicts between companies\nand communities, including indigenous peoples.\n\nHuman Rights Watch researchers conducted interviews with over 100 people from\nindigenous communities, and lawyers and NGO representatives working on land\nconflicts and related reform. Of these interviews, 57 were with ethnic Iban\nDayak and Orang Rimba people, of which 42 were with women. Human Rights Watch\nconducted four interviews in groups of 3 to 10 people; all others were\nindividual interviews.\n\nThe vast majority of the interviews were conducted in Indonesian, using female\ninterpreters. The rest were in English.\n\nInterviewees were informed of the purpose of the interview, its voluntary\nnature, and the ways in which the data would be used. They were told they\ncould decline to answer questions or could end the interview at any time. They\ndid not receive any compensation for participating in the research. They\norally consented to the interview.\n\nIn August 2018, Human Rights Watch sent letters explaining our research and a\nlist of questions requesting information to both PT Ledo Lestari and PT Sari\nAditya Loka 1. The companies did not respond to our letters. In June 2019,\nHuman Rights Watch hand-delivered another set of letters to both companies\nexplaining our findings and including a list of questions. Letters were also\nemailed to PT Sari Aditya Loka 1 in August 2018 and June 2019. PT Ledo Lestari\nhas not responded. In August 2019, Human Rights Watch received a letter via\nemail from Bandung Sahari, vice-president of sustainability at PT Astra Agro\nLestari Tbk.\n\nIn June 2019, Human Rights Watch sent a letter to the Office of the President\nof Indonesia explaining our general findings related to land conflicts,\nincluding a list of questions. In July 2019, Human Rights Watch sent text\nmessages and called local government officials in West Kalimantan and Jambi\nprovinces to explain our findings and get their responses. We had a telephone\nconversation with a Ministry of Social Services official in Sarolangun\nregency, Jambi province, which has been incorporated into the report. We await\nresponses from other officials we contacted.\n\nResearchers reviewed primary data sources, including laws, ministerial\nregulations, three court decisions, and other legal documents related to the\nplantation operations we investigated in West Kalimantan and central Sumatra.\nWe also reviewed secondary data sources such as reports from NGOs and research\ninstitutes, and media publications to corroborate our findings.\n\nWe have used pseudonyms for individuals we interviewed to protect them. In\nsome cases, further identifying details have been withheld to prevent\nreprisals.\n\nThe exchange rate at the time of publication was approximately US$1 = 14,287\nIndonesian rupiah (IDR); this rate has been used for conversions in the text,\nwhich have generally been rounded to the nearest dollar.\n\n#  I. Indonesian Palm Oil and Land Conflicts\n\nConsumers may use palm every day without realizing it. Palm oil is the edible\nvegetable oil of oil palm fruit. It is found in a wide variety of products,\nincluding some cosmetics, pizza dough, instant noodles, ice cream,\nconfectionery, soaps, shampoos, detergent, and biodiesel.  [1]\n\nA complex web of local and international companies is involved in the\ndifferent stages of growing oil palm fruit and manufacturing these everyday\nproducts. These include companies cultivating and operating large oil palm\nplantations, extracting and refining palm oil, manufacturing ingredients, and\nusing the ingredients to make and sell products globally. Foreign and domestic\ncompanies\u2014both private and state-owned\u2014buy and develop large swathes of lands\nfor oil palm plantations.  [2]\n\n##  Top Palm Oil Producer\n\nIndonesia is the world\u2019s largest palm oil producer and exporter. In 2018, the\ncountry produced more than 40 billion tons of palm oil, more than half of the\nworld\u2019s total production and more than double the production of Malaysia, the\nsecond largest producer.  [3]  In 2017, Indonesia exported an estimated 75\npercent of its palm oil, primarily to Asia\u2014China, Vietnam, India, and Pakistan\nare its largest markets\u2014followed by Africa and the European Union.  [4]\n\nPalm oil production is projected to grow in the coming years, propelled by the\nglobal demand for biodiesel.  [5]  But the demand is expected to decline in\nthe EU, which has responded to environmental concerns around palm oil\nproduction by limiting its use in the transport sector. The EU has announced a\ncap on all palm oil imports for biofuel at 2019 levels until 2023, and a total\nphase-out by 2030.  [6]\n\n##  Rapidly Declining Forest Cover\n\nPalm oil production has resulted in massive forest loss. Between 2001 and\n2017, commercial ventures in Indonesia destroyed more than 24 million hectares\nof its tree cover, an area nearly as large as the United Kingdom.  [7]\nGovernment sources estimate that oil palm plantations account for over half of\nall forest depletion in Indonesia during this period, with more than 12.3\nmillion hectares of land under oil palm production.  [8]\n\nCompanies have cleared and burned forests for oil palm and paper pulp\nplantations,  [9]  undermining natural carbon sinks and contributing to\nserious air pollution, risks to respiratory health across the region,  [10]\nand a spike in carbon emissions.  [11]  Experts project that loss of forest\ncover at the continued rate will have serious climate change ramifications\nassociated with frequent droughts, heat waves, and sea level rise effects in\ncoastal areas.  [12]\n\n[ Click to expand Image  ](/modal/39169)\n\nBPS-Statistics Indonesia\n\n##  Pervasiveness of Land Conflicts\n\nOil palm plantations are contributing to the rapid disappearance of\nIndonesia\u2019s forests, and to numerous resulting conflicts over land ownership\nand use. Many of these disputes involve Indigenous people that live in and\naround the forests. Indonesia is home to about 50 to 70 million Indigenous\npeoples, accounting for about a quarter of the country\u2019s population.  [13]\n\nOver the years, these conflicts have continued, exacerbated by a combination\nof poor protection for Indigenous peoples\u2019 land rights and complex land\ngovernance systems that fail to prevent or resolve disputes.\n\n###  Number of Oil Palm-Related Land Disputes\n\nWhile comprehensive and up-to-date official data on land conflicts is hard to\nobtain, piecemeal data from different authorities gives an insight into the\nproblem.\n\nFor example, between 2012 and 2014 (the latest years for which public\ninformation is available), Indonesia\u2019s National Commission on Human Rights\n(Komnas HAM) received over 4,800 complaints\u201420 percent of all\ncomplaints\u2014related to land.  [14]  In 2016, the commission projected that land\ndisputes between communities and companies, including those over Indigenous\npeoples\u2019 customary forests, would increase.  [15]\n\nAccording to the Ombudsman Republik Indonesia (Ombudsman RI) _,_ an\nindependent government body that investigates complaints against\nmaladministration, oil palm plantations contributed to the highest number of\nconflicts across all sectors in 2016 and 2017.  [16]  In 2017, the Ombudsman\nreceived 450 reports of land-related conflicts, with 163 conflicts implicating\noil palm plantations.  [17]  In 2018, it recorded more than 1,000 land\ncomplaints by communities, including Indigenous people against companies.\n[18]\n\nIn 2017, Konsorsium Pembaruan Agraria (Consortium for Agrarian Reform, KPA), a\ncoalition of 153 peoples\u2019 (peasants, Indigenous, women, fisherfolk, and urban\npoor) organizations, documented about 659 \u201cagrarian conflicts\u201d (disputes\nrelated to land) across the country, affecting more than 650,000 households.\n[19]\n\n###  Indigenous Peoples\u2019 Struggle to be Legally Recognized\n\nAt the heart of land conflicts involving Indigenous peoples and corporations\nlies the struggle of various Indigenous groups for legal recognition of their\nidentity and collective rights. Local nongovernmental organizations (NGO) have\nrepeatedly called for effective, streamlined, and time-bound procedures to\nrecognize and protect Indigenous peoples\u2019 land rights.\n\nAccording to local experts on Indigenous peoples\u2019 rights, over 2,330 distinct\nIndigenous communities are spread across the archipelago.  [20]  But there is\nno official data about the number of these that are legally recognized. One\nNGO noted that authorities recognized 18 Indigenous communities between 2015\nand 2017.  [21]  In April 2019, the Ministry of Environment and Forestry\nissued a map of customary forests covering an area of 472,981 hectares, with a\nplan to identify, verify, and validate other customary areas.  [22]\n\nIndonesia\u2019s constitution and laws recognize that _adat_ (literally, custom or\ntradition) communities exist and affirm their communal rights to land.  [23]\nIn practice, realizing these rights entail cumbersome processes in which\nIndigenous groups have to prove their existence and register their land\nrights. Without legal recognition, groups that self-identify as Indigenous\ncannot register collective rights to land.\n\n####  Maze of Procedures for Legal Recognition of Indigenous Peoples\n\nThe customary rights of Indigenous people are lost in a maze of Indonesian\nlaws that were designed to protect them, but which in practice do the\nopposite. Several national laws and regulations outline procedures for\nIndigenous peoples\u2019 legal recognition of their identity and community land\nrights,  [24]  the earliest of which dates to 1999 and the most recent to\n2016.  [25]\n\nFirst, a group that self-identifies as Indigenous needs to apply to be legally\nrecognized. But most districts have not established recognition procedures.\n[26]  Where districts and provinces have set up procedures, the regulations\nestablish between four and seven criteria that need to be satisfied for\nrecognition.  [27]  Authorities take years to process applications: local NGOs\nsuch as Badan Registrasi Wilayah Adat (BRWA), said Indigenous peoples that\nfiled applications as far back as 2011 are still waiting to be officially\nrecognized.  [28]\n\nAfter it acquires legal recognition, an Indigenous community then needs to\napply to different authorities at different levels\u2014district, provincial, and\nnational\u2014seeking recognition of their rights to adat areas, forests,\ninstitutions, and knowledge. These processes are burdensome and difficult to\ntrack.  [29]\n\nDespite the vast number of Indigenous territories that have been mapped, local\nNGOs say very few have been legally recognized. As of December 2018, a leading\nlocal nongovernmental initiative has mapped out over 1,100 Indigenous\nterritories spread over more than 14 million hectares.  [30]  According to\nAliansi Masyarakat Adat Nusantara (Indigenous Peoples Alliance of the\nArchipelago Indonesia, AMAN-West Kalimantan), an Indigenous people\u2019s\norganization in West Kalimantan, only two Indigenous groups were able to\nregister their communal rights in West Kalimantan.  [31]\n\n####  Landmark Judgment Remains Unimplemented\n\nIn May 2013, the Indonesian Constitutional Court handed down a landmark\njudgment that granted Indigenous peoples rights to their customary forests.\nBefore this decision, all forests (including customary) were legally\nconsidered a part of state-owned forests; authorities granted Indigenous\ncommunities living in and around these forests limited use rights.  [32]\n\nThe court decision prevents government authorities from issuing permits for\nland-based investments on adat forests without taking into account the rights\nof Indigenous people who live in and around it.  [33]  However, six years\nafter the decision was rendered, United Nations and other experts have found\nlittle implementation of the verdict.  [34]\n\n####  More Policy Commitments and Legislative Demands Unmet\n\nThe next big legal and policy milestones that sought to recognize the\nIndigenous peoples\u2019 rights came in 2015. The Ministry of Environment and\nForestry required local governments to demarcate and protect customary\nforests.  [35]  The same year, the government\u2019s National Medium-Term\nDevelopment Plan 2015-2019 set a target to map out and establish community\nforests on more than five million hectares of customary forest.  [36]\n\nDespite this ambitious plan, government authorities have so far done little to\nidentify and protect Indigenous people\u2019s customary forests. In 2016 and 2017,\nPresident Jokowi handed over 29,500 hectares of customary forest to 18\nIndigenous communities, which was far short of what was pledged in the\ncountry\u2019s 2015 development plan.  [37]  According to official data, as of\nApril 1, 2019, Indonesia had established 49 customary forests with a total\narea of about 32,791 hectares within its agrarian reform plan.  [38]  In 2018,\nJokowi announced a moratorium on new oil palm plantation permits, an attempt\nto stop further deforestation and protect the environment.  [39]\n\n##  Key Legal Processes and Responsibilities of Plantation Companies\n\nSeveral Indonesian laws and regulations lay out the permits required to\nacquire land and establish a plantation. Companies should make these\napplications to relevant local authorities and conduct environment and social\nimpact assessments, which involve consultations with local communities\nexpected to be impacted.\n\n###  Acquiring Permits\n\nIn order to set up an oil palm plantation, Indonesian law requires that a\ncompany obtain a series of government permits from different departments.\nThese include a location permit ( _Izin Lokasi_ ),  [40]  which the governor,\nor _bupati,_ is supposed to issue after reviewing the ownership and any\ncompeting rights over the land.\n\nBefore starting its plantation operations, the company should also conduct an\nenvironmental and social impact assessment ( _Analisis Mengenai Dampak\nLingkungan_ or AMDAL) and receive an environment permit ( _Izin Lingkungan_ )\nfrom the district or provincial authorities  [41]  ; a plantation permit (\n_Izin Usaha Perkebunan_ or IUP) at the district or provincial level  [42]  ; a\nforest conversion permit from Ministry of Forestry where the land assigned to\nthe company overlaps with forests  [43]  ; and finally, a right to \u201cexploit\u201d (\n_Hak Guna Usaha_ or HGU) or cultivate permit, from the provincial land office.\n[44]\n\n###  Duties to Consult Communities Prior to Acquiring Permits\n\nVarious laws and regulations require companies to consult with affected\ncommunities as part of their application and prior to acquiring permits  [45]\n:\n\na) Before a location permit is issued  [46]  : The different stages of\nconsultations include disseminating information about the project, collecting\ninformation on social and environmental baseline, and participation of\naffected communities in finding solutions to issues such as displacement.\n[47]\n\nb) Before a company obtains an environment permit and plantation permit: The\nenvironment and social impact assessment incorporates a community\nconsultation.  [48]  If the community landowners and the company do not reach\nan agreement on solutions for social and environmental adverse impacts, the\ncommunity may raise an objection with the AMDAL appraisal commission\nestablished by the relevant government official (minister, governor or\nregent).  [49]  Similarly, the company should conduct consultations as part of\nits plantation permit process.  [50]\n\nc) Before a company obtains a \u201cright to cultivate\u201d permit: The company should\nconsult the rights holders of land within Indigenous lands or other lands with\nidentified owners, to reach an agreement on the transfer of the land and\ncompensation.  [51]\n\nIn theory these steps seem clear and linear; in practice there are gaps and\nminimal government oversight over how a company conducts consultations.  [52]\n\nLocal nongovernmental experts and lawyers who have assisted hundreds of\nthousands of Indigenous people affected by oil palm plantations in almost all\nprovinces of Indonesia told Human Rights Watch there was barely any oversight\nover the manner companies complied with the consultation requirements under\nvarious laws.  [53]\n\nCommunity members have argued that in the past some government officials had\nbypassed important processes such as consultation during a land suitability\nsurvey (before a location permit is issued) or an AMDAL process (before a\nplantation permit or right-to-cultivate permit are issued) in issuing\nauthorizations.  [54]  Currently, some of these authorization processes are\ndone concurrently on a new online single submission process. Local experts say\nthat social impact assessments, when undertaken at all, are largely a box-\nticking exercise with little community participation.  [55]  In the two oil\npalm plantations that Human Rights Watch investigated, the community members\nsaid they found out about the investment plans after the company had obtained\nits location permit and other authorizations from local authorities.  [56]\n\n###  Other Key Duties: Compensation and \u201cPlasma\u201d Plantations\n\nThe 1999 Forestry Law and 2014 Plantation Law require that permit-holders pay\ncompensation for a community\u2019s loss of access to land to new forestry and\nagricultural projects.  [57]\n\nThe law governing the process of acquiring a plantation permit also states\nthat the authorizing official should verify that the company has planned to\nestablish a \u201ccommunity plantation\u201d or \u201cplasma,\u201d or provides other productive\nbusiness opportunities for local communities.  [58]  The \u201ccommunity\nplantation\u201d is a partnership scheme in which the company establishes a\nplantation for the community of at least 20 percent of the total land size the\ncompany cultivates. This partnership aims to benefit residents, including\nthose displaced through credits, profit sharing, and other agreed forms of\nfunding.  [59]\n\n##  \u201cSustainable Palm Oil\u201d Certifications\n\nThere is a global palm oil certification standard\u2013the Roundtable on\nSustainable Palm Oil (RSPO). Many palm oil-producing countries, including\nIndonesia, also have a national standard.\n\nIndonesian\u2019s 2011 certification mechanism, the Indonesian Sustainable Palm Oil\n(ISPO), supplements the plethora of laws that govern land acquisition and palm\noil cultivation. The certification mechanism aims to improve the\ncompetitiveness of Indonesian palm oil in the global market, support\ncommitments to reduce greenhouse gas emissions, and improve sustainability. It\naccredits oil palm plantations that comply with Indonesian local laws and\nprinciples of social responsibility.  [60]\n\nThe ISPO system has no transparency goals as part of its certification\nmechanism. The ISPO certification is mandatory for all large oil palm\nplantation business actors in Indonesia with compliance dates and requirements\nvarying on size of operations.  [61]  Government authorities can downgrade and\nrevoke the business license of plantation companies that are not ISPO\ncertified.  [62]\n\nIn 2011, the year the ISPO was set up, the Indonesian Palm Oil Association,\nwhich represents more than 700 palm oil entrepreneurs, withdrew from the RSPO.\n[63]  The RSPO is a multi-stakeholder initiative comprising more than 4,000\nmembers, including oil palm growers, processors, traders, manufacturers, NGOs,\nand financial institutions, The RSPO implements a global standard for\nsustainable palm oil so that RSPO members comply with a set of environmental\nand social criteria to produce Certified Sustainable Palm Oil.  [64]\n\nIn 2015, ISPO and RSPO published a joint study delineating their similarities\nand differences, with one main distinction being ISPO\u2019s narrow focus on\nnational law.  [65]  NGOs have criticized the ISPO for its inadequate\nenvironmental protections, neglecting human rights, weak monitoring and\noversight (nonexistent grievance mechanisms), and poor enforcement.  [66]  The\nRSPO, while having its own problems and also widely criticized, is perceived\nby human rights advocates and civil society organizations as being better than\nthe ISPO because it has a grievance mechanism, its certification system\nincorporates international law, and it requires supply chain transparency.\n[67]\n\n#  \nII. The Human Cost of Oil Palm Plantations\n\nHuman Rights Watch researched the development and operation of two oil palm\nplantations in West Kalimantan and Jambi in central Sumatra that involved two\nlarge Indonesian companies. These oil palm plantations first started\noperations over a decade ago, subsequently expanded, and continue operating\ntoday.\n\nUnder the 2006 United Nations Guiding Principles on Business and Human Rights,\ncompanies have a responsibility to respect human rights. As part of their\nhuman rights due diligence, they need to identify, prevent, mitigate and\naccount for their impacts on human rights, and have processes to remediate any\nadverse human rights impacts they cause or to which their operations\ncontribute.\n\nHuman Rights Watch research found that the companies\u2019 operations have not\nfollowed domestic laws and international human rights standards that safeguard\nthe rights of Indigenous people and their customary rights, especially as they\nrelate to forests. The Indigenous communities are still grappling with serious\nimpacts on their human rights to a livelihood, access to food and water, and\nculture. To date, they have not been adequately compensated for their loss.\nThe loss especially to Indigenous women has been ignored.\n\n##  Case Study: PT Ledo Lestari, West Kalimantan Province\n\n> The forest used to supply all our needs. Now if the rains come, everything\n> floods. The forest is gone. There is no way to hold back water. We can\u2019t\n> plant anything. We lost everything to palm oil.\n>\n> \u2014Lindan, 58-year-old mother of three with five grandchildren, Semunying\n> Bongkang, May 2018\n\n> Forest means everything. Forest provides water. Water is blood \u2026 land is\n> body, wood is breath. When we lost the forest, we lost everything. We can\u2019t\n> pray to the god of oil palm.\n>\n> \u2014Mormonus, village leader, Semunying Jaya, May 2018\n\n###  Overview of Plantation Operations and Expansions\n\nPT Ledo Lestari, an Indonesian oil palm plantation company, is a subsidiary of\nDarmex Agro Holding.  [68]  Darmex Agro is an oil palm grower, and processor\nand exporter of palm oil. PT Ledo Lestari\u2019s operations in Semunying Bongkang\nand Pareh hamlets in Semunying Jaya village, located in Jagoi Babang district\nin Bengkayang regency of West Kalimantan province, first began in 2004.\n\nThe development of the oil palm plantation has destroyed the customary forests\nof the Iban Dayak, an Indigenous community living there, leaving them no\noption but to relocate. The local NGO AMAN- _Kalimantan Barat_ (AMAN West\nKalimantan), which has assisted the Indigenous people there for more than a\ndecade, estimates that at least 93 households of Iban Dayak inhabited the area\nat the time the oil palm plantation began its operations.  [69]  Currently,\nmost still live in the area but have family members working in Jagoi, or\nacross the border in Sarawak, Malaysia to support their families.\n\nAs of August 2019, PT Ledo Lestari\u2019s plantation does not appear on the ISPO\nwebpage of certified companies.  [70]  Human Rights Watch has attempted to\nverify this with the company but have not received a response. In 2013, RSPO\nterminated the membership of its parent company, PT Darmex Agro, and another\nsubsidiary, PT Dutapalma Nusantara, following complaints regarding their\nplantation operations.  [71]\n\n****\n\n[ Click to expand Image  ](/modal/39171)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n[ Click to expand Image  ](/modal/39172)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n####  Iban Dayak: An Indigenous Community\n\nThe Ibans are a subgroup of the Dayak peoples indigenous to Borneo\n(Kalimantan). Most Ibans live in Malaysia\u2019s Sarawak state, Brunei, and in\nIndonesia\u2019s West Kalimantan region. An estimated 2.2 million Dayak peoples\nlived in these parts at the turn of the 21st century.  [72]  The Dayak,\nincluding the Ibans, have complex religious practices centered around numerous\nspirits.  [73]  Most of their village economies are based on shifting\ncultivation of rice, fishing, and hunting.  [74]  Iban life and religion are\nintricately intertwined. Their culture is inextricably linked to the forests,\nrivers, fields, and the land. They use the adat forest for foraging and\nrituals. Their religious rituals are integrated with planting and harvesting,\nand include those pertaining to healing, birthing, and funerals. Ibans have a\nrich folklore filled with mythology and epics. Even though most Iban have\nconverted to Christianity, they still practice some customs.  The _Temenggung_\n(literally, \u201cthe highest Indigenous leader\u201d in Indonesian) is the head of\ntheir traditional legal system, which has its own hierarchy.  [75]  They\nresolve disputes via a community forum, the _Begulu_ (or _Berkumpul_ ,\nliterally, gather together, in Indonesian).  [76]  \n---  \n  \n**Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village**\n\nHuman Rights Watch pieced together information about the company\u2019s operations\nin Semunying Bongkang and Pareh hamlets in Semunying Jaya village based on\ninterviews with over two dozen Ibans living in the area, local NGOs assisting\nthem, and government documents.  [77]\n\n####  Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village\n\n**December 2004** : PT Ledo Lestari obtains a government location and\ncultivation permit for 20,000 hectares.  [78]  This included permission to\nacquire 1,420 hectares of adat forest that the Iban Dayak had used for\ngenerations.  [79]  **2005:** Company begins clearing forests in and around\nthe two hamlets, resulting in widespread protests by community members.\n**2006** : Police detain two village officials on criminal charges related to\nthe protest  ,  [80]  detaining them for nine days at  Bengkayang  Police\nstation.  **2006-2009:** Villagers approach local authorities in the\nBengkayang regency and West Kalimantan province to raise concerns about\ncompany\u2019s ongoing expansion and operations.  **Late 2009:** Bengkayang regency\nofficials \u201cinaugurate\u201d a piece of forest within the area assigned to the\ncompany where the forest was still intact, which led communities to believe\nthis recognized their claims over the forest and land.  **2010:** Company\nholds discussions with \u201cheads of households\u201d and resettles 32 households from\nSemunying Bongkang. The company negotiates with and compensates some families\nin Pareh and Semunying Bongkang.  **2014:** Villagers sue the company and the\nBengkayang regency in district court, objecting to the oil palm plantation and\nseeks cancellation of permits, return of their customary land, and\ncompensation for losses suffered.  2018: The lawsuit is unsuccessful because\nthe community does not have a government certificate showing they are a\nrecognized Indigenous group with customary rights to the land and forests. At\ntime of writing, the community planned to appeal the decision.  \n---  \n  \nIn 2018 and in 2019, Human Rights Watch wrote to PT Ledo Lestari seeking\ninformation about its operations, human rights risk assessments, and risk-\nprevention, mitigation, and remediation measures. The company has yet to\nrespond.  [81]\n\n###  Failure to Consult Communities and Barriers to Effective Remedy\n\nIban Dayak residents said that PT Ledo Lestari did not consult with them\nbefore it began its operations, which would have been in violation of several\nIndonesian laws.  [82]\n\nMore than two dozen community members told Human Rights Watch that neither the\ncompany nor the government gave them prior information about developing an oil\npalm plantation on their land and forests.  [83]  The residents of these\nhamlets only realized operations were about to begin in the area when they saw\nbulldozers in 2004.  [84]  Mormonus, 49, now the village leader, said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari.  [85]\n\nVillagers suspected they were given false information when they saw the\ncompany\u2019s workers arrive with more equipment, expand their construction camp,\nand cut through large swathes of their forests, rice fields, and rubber tree\nfarms.  [86]\n\nJamaluddin, the 57-year-old village council vice-chair, recalled painfully\nwatching the company\u2019s workers destroy the forests, and in anger and\ndesperation even attempted to prevent their work: \u201cThe day they destroyed the\nadat forest we protested. We went there, intercepted, and threatened to burn\ntheir equipment.\u201d He explained that the government brought in \u201cthe military,\u201d\nand bulldozed their forest, ignoring their protests. \u201cPeople were crying; I\nwas also crying. I told everyone to not attack. We had just arrows and small\nknives. They had guns. We would not win,\u201d he said.  [87]\n\nIn January 2006, soon after the protests, police detained two village leaders,\nMormonus and Jamaluddin from Semunying Jaya village, for organizing the\nprotests. The two leaders told Human Rights Watch that while in the police\nlockup, someone who introduced himself by name as the director of the PT Duta\nPalm Nusantara group visited them, promised money, and offered to aid their\nrelease if they supported the oil palm plantation. Human Rights Watch wrote to\nPT Ledo Lestari on two occasions about this but received no response. Village\nleader Mormonus said, \u201cHe [the director] offered Jamal and me IDR 1 billion\n[US$71,000] each. He said, \u2018It\u2019s only adat forest, take money and buy any\n[other] forest.\u2019\u201d  [88]  They said they rejected the offer. They were released\n10 days later but much of the forest was already decimated. The detention\ncurbed further resistance to the plantation\u2019s expansion as residents feared\narrest.\n\nBetween 2006 and 2012, the Iban Dayak community approached various authorities\nat the district level and the provisional police, sometimes with the help of\nlocal NGOs such as Wahana Lingkungan Hidup Indonesia (Indonesia Forum for\nEnvironment, WALHI), AMAN, and Persatuan Dayak (Dayak Association), to file\ncomplaints against the company\u2019s operations.  [89]  They also brought\ncomplaints to the Bengkayang Regency Plantation Development and Development\nTeam, the National Human Rights Commission of West Kalimantan, and to Komnas\nHAM.  [90]  They said these complaints appear to have triggered government\ninvestigations but with no lasting solutions.  [91]  Bengkayang police on\nseveral occasions expressed a willingness to mediate between the affected\ncommunities and PT Ledo Lestari.  [92]\n\nResidents said that in late 2009 the Bengkayang regent (elected local\ngovernment official) organized some ceremonies that the Iban Dayak community\ntold Human Rights Watch that they interpreted was done to recognize their\ncustomary rights to parts of the forests that were still intact and within the\narea allocated to PT Ledo Lestari.  [93]  Community members said the\n\u201cinauguration\u201d was attended by local government officials, adat leaders and\nIban Dayak community members, but not any representatives of the company.\n[94]  Subsequently, the regent issued an order stipulating that the Semunying\nJaya forest area was protected for seed sources.  [95]  But authorities did\nnot issue a decree recognizing their customary forest and seemed to back away\nfrom any recognition of customary rights at all.  [96]\n\nIn 2009 and 2010, after most of the surrounding forests were destroyed,\ncompany representatives held meetings with some community members\u2014all men\u2014in\nPareh and Semunying Bongkang hamlets. The company sought to negotiate a\ncompensation and rehabilitation package. None of the Iban Dayak women with\nwhom Human Rights Watch spoke participated in the discussions. Even though\nthese women were deeply impacted by the loss of the forests, the specific\nimpacts on women (see below) went unaddressed.\n\nIn 2011, the head of the West Kalimantan Plantation Service, Hiarsolih\nBuchori, was quoted acknowledging that in the area map, part of the PT Ledo\nLestari's plantation area overlapped with the community\u2019s production forest\nbut the relevant inspection report results were at the Directorate General of\nForest Protection and Nature Conservation at the Ministry of Forestry and his\noffice had not been given a copy.  [97]\n\n###  Inadequate Compensation and Unfulfilled Rehabilitation Promises\n\nAccording to the Iban Dayak families whom Human Rights Watch interviewed in\nboth villages, in 2010 PT Ledo Lestari negotiated compensation with some heads\nof families but this was done hastily without meaningful consultations.  [98]\nCompany promises made to convince villagers to sell their land have yet to be\nmet.  [99]  These include oral promises of land titles, benefits from a\n\u201cplasma\u201d plantation, and other amenities, including health clinics and\nschools. The company did not account for the negative impacts on women, such\nas lost community networks they relied on, their livelihood from weaving,\nextreme hardships accessing land to grow food, and managing available\nresources to provide food for their families.  [100]\n\nIn Semunying Bongkang, villagers said that the company asked families to sign\nrelocation \u201cagreements,\u201d but these written documents fell far short of the\noral promises made before relocating the families.  [101]\n\n####  Monetary Compensation\n\nPT Ledo Lestari failed to compensate all affected families. It only\ncompensated some residents for their loss of land cultivated with rubber trees\nand other crops such as rice paddies. Those who received compensation reported\nreceiving between IDR 1 million and 2 million (US$70 to $140) per hectare per\nfamily.  [102]\n\nFamilies said that they did not know how this loss was quantified. They said\nthe company did not systematically document each affected family\u2019s losses,\nincluding the loss experienced by women, to arrive at a negotiated settlement.\nThe company also failed to compensate the community for the loss of their\nIndigenous culture, which was inextricably linked with the forest and farming.\n\n####  Relocation from Semunying Bongkang\n\nIn 2010, PT Ledo Lestari **** relocated all residents from Semunying Bongkang.\nThe company resettled 21 families into permanent housing (constructed concrete\nbuildings with metal sheet roofing) in another location in the plantation.\n[103]  It placed 11 other families in \u201ccompany camps\u201d scattered around the\nplantation and who still await permanent homes.\n\nSemunying Bongkang residents told Human Rights Watch that the resettlement\nfollowed written \u201cagreements\u201d families were expected to sign. Residents said\nthat some weeks later people they identified as company representatives burned\nhouses at the original site even before residents had removed all their\nbelongings. Francesca, a 28-year-old mother of two, said she and her husband\nrefused relocation and declined the \u201cagreement.\u201d She said that company\nrepresentatives torched her home, rendering them homeless:\n\n> An assistant manager came to my home. On that day my oldest son had fever.\n> He said to my husband, \u201cYour five hectares of land here is gone and two\n> hectares here is gone. Go to the company and get your money.\u201d My husband\n> told them he doesn\u2019t want to sell. Months later, while I was at my mother\u2019s\n> new house [in the plantation] and my husband was away in Malaysia, we heard\n> a loud noise and could see smoke. I went to see, and it was crazy. My house\n> was already burned. Everything was in there, my son\u2019s bicycle, clothes, and\n> all the wood we planned to build a house, all was gone.  [104]\n\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared.  [105]  Susanti, a 37-year-old\nsingle mother of four, said:\n\n> The [company] cleared the land and said I must move to another place. I had\n> to sell my land or let them take it with no pay. I did this to survive. They\n> [company] did not provide transportation for me to move my things [to new\n> location]. They burned my wood and belongings I left behind.  [106]\n\nFamilies said the company did not consult them while choosing the relocation\nsite. Two of the twenty-one new houses were on lowland that gets flooded after\nheavy rains.  [107]  Susanti described their living situation after they were\nrelocated: \u201cBefore when the rains came it went into the river. Living here\nduring the rainy season, it floods. My house and another were built too low.\nWater gets into the house.\u201d  [108]\n\nHuman Rights Watch reviewed a copy of a written \u201cagreement.\u201d PT Ledo Lestari\nhad agreed to exchange one old village house and a backyard for new housing\nand a backyard.  [109]  But the document did not reflect the other oral\npromises that residents said company representatives made. Residents told\nHuman Rights Watch that company representatives orally promised a host of\nother amenities to secure their relocation, including roads, church, clinic,\nschool, pipe-borne water, ability to harvest palm within the yard of their\nhomes, title to the land and house in the new area, and a plasma, or community\nplantation.  [110]\n\nTo date, the company had yet to give the 21 families titles to the land on\nwhich they have been living.\n\nThe families were resettled in the middle of the palm plantation with\nrestricted access to land for gardening.  [111]  Even though they said the\ncompany made oral promises to families that they could continue to harvest in\nthe yard of their new house, they subsequently found themselves branded as\n\u201cthieves\u201d when they attempted to harvest anything within the small area. Leni,\na 43-year-old resident in Semunying Bongkang, said:\n\n> The [oral] agreement with the company was that we can harvest within 50\n> meters in my yard. I was accused of stealing from the company because I\n> harvested from a tree that was in my 50-meter yard. They said we could\n> harvest from here to help pay school fees but they lied.  [112]\n\nAnother resident said he was arrested in 2018 and that plantation security\nguards questioned him for harvesting palm nuts from a tree in his yard. His\nwife had dried out the palm chaff to use for lighting a cooking fire. The\nguards reported him to the plantation manager and detained him for \u201ctheft.\u201d\nSamsul said, \u201cI was detained for harvesting palm nuts in my own yard\u2026. They\nhad a picture of my wife drying palm chaff.\u201d  [113]  He was later released but\nother residents saw the action as a warning that the land on which they live\nis not their own.\n\n####  The \u201cPlasma\u201d Plantation Promise Unmet\n\nVillagers said that PT Ledo Lestari reneged on its oral promises to residents\nthat they would benefit from a plasma plantation,  [114]  which had influenced\ntheir decision to sell. Samsul, a 48-year-old man said, \u201cThe company promised\nelectricity, water, health clinic, houses built with concrete, school and\nplasma. For plasma, we gave our land in 2010, I have not received any payment\nfor plasma.\u201d  [115]  Even after more than eight years, none of the residents\nhad received any payments or other benefits from a plasma plantation; no one\nhad any information concerning its planting, growth, or harvest estimations.\n\n###  Key Adverse Human Rights Impacts\n\nThe oil palm plantations continue to have a devastating impact on the\nlivelihoods of communities, especially women, and on their access to food,\npotable water, and their culture.\n\n####  Livelihood\n\n> Before, our lives were simple, not rich but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby; I must put\n> food on the table every day. How do I do that when both of us are not\n> working? Every day I must figure out how to do this.\n>\n> \u2014Leni, 43-year-old woman, Semunying Bongkang, May 2018\n\nPrior to the oil palm plantation, the Iban Dayak depended for their livelihood\non fishing in the nearby rivers of Kumba and Semunying, farming rice, and\ntapping rubber trees. Their daily diet consisted of rice and fish they farmed\nor caught themselves, and they generated household revenue for purchasing\nadditional needs by selling natural rubber latex, rice, wood, tree bark, fish,\nand woven mats and baskets in nearby markets.  [116]\n\nPT Ledo Lestari\u2019s failure to adequately compensate for the loss of\nlivelihood\u2014including households\u2019 access to ready food sources\u2014resulting from\nforest destruction continues to have an impact on these communities.\n\nA 2011 blog posted on the West Kalimantan provincial government page reported:\n\n> PT Ledo Lestari's representative, Saut Hutapea, said, his party was ready to\n> pay compensation in accordance with the agreed price and in accordance with\n> the price list set by the government. \u2018We also just found out that some of\n> our plantations entered the production forest area when we got an\n> explanation from the Forest Area Consolidation Center,\u2019 Saut said, and that\n> \u2018we have asked the Regent of Bengkayang, why did our location permit enter\n> the production forest area?\u2019  [117]\n\nThe oil palm plantation provided some paid employment for families from\nSemunying Bongkang and Pareh hamlets. But not all families are gainfully\nemployed. According to the local NGO AMAN, only about 10 people in the 93\nimpacted households are employed by the oil palm plantation out of a total of\nabout 2,920 employees.  [118]  AMAN West Kalimantan reported that villagers\nemployed by the company earn between IDR 60,000 and IDR 80,000 per day (about\nUS$4.25 to $5.65) for eight hours of work.  [119]  Prior to the introduction\nof the plantation to the area, the majority of household needs were met\nthrough resources within the forests. The available paid employment does not\nfully compensate for that loss. Many families said they were worse off than\nbefore the oil palm plantation.\n\nFarming, a source of livelihood and food, has been deeply impacted. With the\nloss of their forest and farmland, residents in Semunying Bongkang and Pareh\nare forced to rent others\u2019 lands in villages several kilometers away, outside\nthe plantation area, adding to expenses.\n\nMargareta, a resident in Pareh, described the difficulties women face in\nSemunying Bongkang and Pareh to access land for farming. Male migration and\nthe feminization of agriculture means women need to access land for food\nproduction. Margareta said that women in Pareh could look for small pieces of\nland farther away from their village to rent and farm. But this was harder for\nwomen in Semunying Bongkang who live surrounded by oil palm. She said, \u201cThey\ncan\u2019t find land to rent. They must work in the company to be able to feed\ntheir families and it is hard work.\u201d She described how her entire family in\nSemunying Jaya village had to sell their land after the forests were\ndestroyed, and were struggling to pay their children\u2019s school fees with the\nincome they earned carrying heavy loads of palm fruit, cutting down dead palm\nfronds, and spreading chemicals (fertilizers, pest and herbicides) in the\nplantation.  [120]\n\nRinni, a 38-year-old woman with three children, said:\n\n> When I had land, I could provide for me and my children. I could grow the\n> crops I need. Now I walk a long distance to go to work [in the plantation].\n> They promised us health, education, housing, and land\u2026. They [the company]\n> don\u2019t care about our health, they just want us as labor.  [121]\n\nA few parents said that their children were forced to drop out of school\nbecause they were no longer able to afford school expenses.  [122]  The\nchildren from both hamlets attend a primary school in Pareh, about a 30 minute\nwalk from what was Semunying Bongkang. Older children attend high school in\nJagoi, 20 kilometers away, which involves more school-related expenses.\n\nLeni, a 43-year-old mother of four young children in Semunying Bongkang, said:\n\n> My daughter attends high school in Jagoi and had to drop out \u2026 because I\n> have no money. Riding a motorbike to school requires two liters of gasoline\n> daily. Placing her in a boarding house costs IDR 140,000 [$10] monthly plus\n> uniforms. I don\u2019t have money for that. I had a kiosk [food and goods stand]\n> and my husband would go to the forest, cut wood and sell when there was a\n> big expense like school needs. Now there is no forest.  [123]\n\n####  Women\u2019s Incomes from Traditional Weaving Vanishes\n\nWeaving, a source of livelihood for Iban women in Semunying Jaya village, has\nalmost been wiped out. Traditionally, Iban women are renowned for their\nweaving skills and used a variety of forest products to make household items,\nincluding baskets, ropes, and mats, which they also sold in markets nearby to\nsupplement their incomes.  [124]  The loss of the forest has not just\neliminated another financial source, it has all but ruined an\nintergenerational craft form that had cultural significance for Iban women.\nFor example, women told us that they used leaves from different trees to weave\nand make _rutan_ or ropes; and pandan leaves for mats. But these are now\nscarce. Margareta, a woman who previously enjoyed weaving and selling her\nwares, said:\n\n> Before the company, women would weave five or six meters while drying rice.\n> Now it\u2019s difficult to find pandan leaves. It\u2019s become very scarce. _Aka\n> kuya_ [leaf of another tree] is the best because it\u2019s most durable. Now we\n> don\u2019t have the materials.  [125]\n\nWomen sold extra baskets and mats in markets in Jagoi or in Malaysia. Some of\ntheir baskets with motifs sold for IDR 250,000 (US$17) each.  [126]  With the\nloss of their forests and materials needed to weave, not only have the women\nlost a source of income, but they are compelled to buy plastic baskets and\nmats for their household use, spending money they previously did not have to.\n[127]  \n---  \n  \n####  Food and Water\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying. We can\u2019t eat\n> fish that is caught dead. It means something killed them\u2014poison from the\n> number of hectares of land covered by oil palm. When it rains a lot of fish\n> end up dead. We can\u2019t eat that.  [128]\n>\n> \u2014Francesca, 28-year-old Iban Dayak woman, Semunying Bongkang, May 2018\n\nPT Ledo Lestari\u2019s operations have severely impacted the Iban Dayak\u2019s ability\nto farm, including for subsistence, and the population struggles for food.\nPaulina, a 37-year-old woman from Semunying Bongkang, said:\n\n> I can\u2019t provide food every day like before. Before the company, I used to\n> plant rice, and vegetables on a small piece of land. I would use the harvest\n> to feed my family. Now, I plant a little behind my house, not much, and it\n> doesn\u2019t do well like in my farm before.  [129]\n\nMiun, a 70-year-old woman, said: \u201cLong ago, when we had forest, men went into\nthe forest to get meat. They would hunt and bring back wild pigs. Now with no\nforest our meals have no meat.\u201d  [130]\n\nFamilies said that because fewer of them can farm, those who do face a greater\nrisk of having crops destroyed by birds, who are drawn to the crops planted.\nBefore the oil palm plantation, all families in the community planted and\nharvested at the same time, reducing the likelihood that any one family\u2019s\nfields would be ravaged by birds.  [131]\n\nIn Pareh, two women who had farmed for decades told us that their families had\nplanted rice in 2017 in separate rented plots but harvested almost nothing\nbecause birds ate all their crop.  [132]  Kinda, a 48-year-old woman in Pareh,\nsaid: \u201cI lost all of my harvest last year, Ibu Margareta too. Even though I\nwatched with my husband, the birds came at night and ate the crop. I don\u2019t\neven have seed rice to plant this year.\u201d  [133]\n\nThey said previously when they had their customary land, everyone in the two\nhamlets grew rice. This allowed families to coordinate rotational watch to\nkeep birds from destroying the crop. Moreover, since there were at least 90\nmore rice farms back then in 2000, the women felt the loss from birds was not\nas great since it was shared by all.  [134]  \u201cFamilies used to sit together to\ndecide when and where to plant. We used to work together to plant and watch\n[for birds] the rice. Last year I rented land and planted in August. I lost\neverything,\u201d Margareta said.  [135]\n\nHuman Rights Watch is unaware of any public studies of the environmental\nimpact of PT Ledo Lestari\u2019s operations in Semunying Jaya village. Our repeated\nefforts to obtain such information from the company received no reply.\nResidents, based on their many years living in the area, expressed their\nconcerns about what appeared to them to be the effect of oil palm cultivation\nand processing on the environment and their livelihoods.\n\nResidents believed that the fish populations in the nearby Semunying and Kumba\nrivers had reduced since the company\u2019s operations began. They have not had\naccess to any environmental assessments by the company or government, if there\nare any. Instead, households living here have intergenerational knowledge of\nthe water resources and fisheries that have been passed down through methods\nof sharing traditional knowledge. Based on this knowledge and lived\nexperience, residents told Human Rights Watch that they have observed over the\nyears since the company started its operations that the rivers had become more\npolluted. Human Rights Watch could not independently verify their claims, but\nthey attribute this to increased soil erosion, use of fertilizers and\npesticides, and depositing effluents from the oil palm plantation into the\nrivers.  [136]\n\nFor example, one family was nostalgic about how easily they caught fish for\nmore than three decades, catching about eight kilograms of fish a day: \u201cI put\nthe _pukat_ [fishing net] in at night and used to get the fish in the\nmorning.\u201d  [137]  This allowed the family to eat and sell the extra fish. They\nsaid the average catch progressively declined after the plantation\u2019s\noperations\u2014though there could be various reasons for a decline in fish caught.\nThe same family said they now sit out the whole day waiting to catch any fish\neven in the best fishing conditions.\n\nJampang, the 67-year-old community leader, said:\n\n> Now it\u2019s hard to get fish because soil and mud gets into the pukat. Today, I\n> rode an hour by my boat where there are rice fields and the river is not\n> polluted by the palm plantation, to be able to catch three kilograms of\n> fish.  [138]\n\nWomen felt the impact of not being able to fish in nearby waters more deeply.\nWomen do not own boats, and said they could go a full day without catching any\nfish in the rivers close to their homes, forcing them to spend money to buy\nfish. Leni, a 43-year-old woman, who had been fishing in the Semunying River\nsince she was a teenager, said:\n\n> I lived next to Sungai [River] Semunying. When I had bait and threw in my\n> line I immediately got fish. Now [after being resettled in plantation], I go\n> out in the morning and till dark sometimes I have no fish. Most people here\n> [resettlement] eat just once a day because we don\u2019t have enough rice.\n> Sometimes, I make porridge, so we can survive.  [139]\n\nA number of residents raised concerns about polluted river water, leaving them\nto seek other water sources. Some residents in Pareh believe the Kumba River\nthey previously relied on for water to drink, cook, and perform household\nchores has been contaminated based on their observations of the visible water\nquality and their perceived skin sensitivities to it. For example, Kinda said,\n\u201cThe water [in the river] is contaminated.\u201d She explained the basis for her\nassertion:\n\n> The company uses pesticides and when you bathe in it your body itches. When\n> they put the pesticides [on the plantation] the river change to red and then\n> black. People who use the river have rashes and ask the clinic [mobile\n> health center] for medication. We can see it when the river is clean and\n> when it\u2019s not.  [140]\n\nKinda says that community members waited for the rains to collect water for\ntheir bathe.\n\nIn 2018, the village council used its funds to pipe water into Pareh, reducing\nthe community\u2019s reliance on the __ Kumba River for consumption and household\nuse _._\n\nThe community also lost access to water when the company razed the forest and\ncovered smaller water sources. Several villagers said water sources downstream\nhave dried up, and they believe it is because the company rerouted some\nstreams into irrigation canals for the plantation.  [141]  Most of the\nresidents interviewed by Human Rights Watch believed the plantation disrupted\ntheir watershed\u2014that is, all of the area that drains into their traditional\nwater sources\u2014but they had no official information about this. The village\ncouncil cannot pipe water to residents from Semunying Bongkang because their\nrelocated hamlet is in the plantation, forcing them to use what they believe\nis polluted water.  [142]\n\n####  **Culture**\n\nThe oil palm plantation has eroded the culture of the Iban Dayak. In\ninterviews with Human Rights Watch, Iban Dayak said that their culture is\ninextricably linked to the forests, rivers, fields, and the land. They use the\nadat forest for foraging and rituals. Margareta, a 40-year-old mother of two\nchildren and a community leader in Pareh, said, \u201cI know the forest because my\ngrandparents used the adat forest for spiritual rituals. It was a sacred\nplace.\u201d  [143]\n\nMargareta said: \u201cOur identity as Iban Dayak is almost lost now, we have no\nforest. Our grandfathers showed us where to cultivate in the forest, harvest\nfruits, and how to live together.\u201d  [144]\n\nJamaluddin, a 52-year-old man, said: \u201cThe loss of our forests has changed our\ncustoms, habit, and daily life. The forest used to supply all our needs. My\nlife wasn\u2019t so hard when I could sell tree bark or wooden planks in Malaysia.\nAnd it\u2019s not just me but with everyone. Now we slave every day.\u201d  [145]\n\nThe company razed plants and trees integral to their customary life. Women\nshowed baskets that had been made by their grandmothers, which they inherited\nat the time of marriage. Lindan, a 57-year-old woman said, \u201cWe can\u2019t teach the\nnext generation because there are no materials [leaves]. Learning the\ntechnique takes time. The motifs and flowers on the baskets tell a story, the\nstory of the Iban.\u201d  [146]\n\nFrancesca mourned their incalculable loss: \u201cWe lost our community. When we\nweave, we talk, laugh, and are together. This place [new location inside the\nplantation] is not a village. You can\u2019t call it home. These are shelters, not\na community. It is owned by the company.\u201d  [147]\n\nHuman Rights Watch wrote to PT Ledo Lestari on two occasions requesting their\nresponse and feedback and did not receive a response. In 2012 a media outlet\nreported that a \u201clegal staff of PT Ledo Lestari, Jufendiwan, explained that\nthe 1,420 hectare land that was questioned by a number of residents had only\nbeen confirmed as a forest in 2010, \u2018while we have obtained permission\nfirst.\u2019\u201d  [148]\n\n##  Case Study: PT Sari Aditya Loka 1, Jambi Province in Central Sumatra\n\n###  Overview of Plantations and Expansion\n\nPT Sari Aditya Loka 1, an Indonesia oil palm plantation, began operating three\ndecades ago in Jambi province in central Sumatra. Since then, its operations\nhave had harmful impacts on the Orang Rimba people, an Indigenous community\nliving there. Human Rights Watch interviewed 31 Orang Rimba men and women who\nlive in PT Sari Aditya Loka 1 plantation areas in Sarolangun regency.  \n\nPT Sari Aditya Loka 1 belongs to PT Astra Agro Lestari TBK, a publicly owned\nIndonesian company. Astra Agro Lestari\u2019s ownership can be traced to Jardine\nMatheson Holding Ltd., a British conglomerate listed on the London Stock\nExchange.  [149]  Agro Astra Lestari, one of Indonesia\u2019s largest palm oil\nproducers, takes pride in its sustainability and has a host of policies. These\ninclude sustainability, traceability, and grievance redress among others.\n[150]  ISPO certified PT Sari Aditya Loka 1\u2019s operations, both plantation and\noil mill, in 2013  [151]  and audited them in January 2017.  [152]  This ISPO\ncertification is valid until 2018.  [153]\n\nPT Sari Aditya Loka 1\u2019s oil palm plantation is adjacent to the Bukit Duabelas\nNational Park, whose park and surrounding forests are home to the Orang Rimba.\n\nThe company first started clearing forests to develop the plantation in 1989.\n[154]  It obtained a government environment permit in 1995, which was renewed\nin 2006.  [155]  It has expanded its plantation since July 2006, covering a\ntotal of about 19,700 hectares of which about 13,155 hectares are for a\n\u201cplasma\u201d or community plantation.  [156]\n\nLocal NGO Komunitas Konservasi Indonesia (WARSI), which has assisted the Orang\nRimba for over two decades, estimated in 2017 that more than 750 Orang Rimba\nlived in 11 groups ( _rombongon_ ) or camps in PT Sari Aditya Loka 1\u2019s\nplantation\u2019s area.  [157]\n\nAcademics and researchers say that thousands of other Orang Rimba were driven\nto live inside the national park over the years for numerous reasons,\nincluding the operations of the oil palm plantation.  [158]  Those living in\nthe national park have little contact with the outside world and Human Rights\nWatch was not able to interview them.\n\n[ Click to expand Image  ](/modal/39173)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n[ Click to expand Image  ](/modal/39174)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n###  Ongoing Adverse Human Rights Impacts\n\nAs discussed below, PT Sari Aditya Loka 1\u2019s operations have not adequately\ncorrected the harms its operations have caused to the Orang Rimba.\n\nMany Orang Rimba told Human Rights Watch that there were no discussions with\ngovernment officials or company representatives prior to their land and\nforests being cleared and planted.  [159]  While the law in effect in 1989\ncast no clear responsibilities on companies to consult with communities,\ncompanies carrying out operations since the adoption of the UN Guiding\nPrinciples on Business and Human Rights should undertake ongoing human rights\ndue diligence to identify risks and take steps to mitigate or remedy harm\nassociated with their operations.\n\nMeriau, the leader of a rombongon of about six families living in the middle\nof an oil palm plantation, said: \u201cThis used to be my rice field. That is why I\ndon\u2019t leave this place. I had asked the person who cleared my rice field, he\nsaid, \u2018Ask the government.\u2019 How do I ask the government?\u201d  [160]\n\nSince the oil palm plantation operations began, the Orang Rimba have lived in\nthe area without proper rehabilitation. Many Orang Rimba have been compelled\nto live in small groups of 5 to 10 families, pitching _sudungs_ (a sheet of\nplastic tied to posts) in oil palm plantations, hurriedly moving frequently\nwhen discovered and chased by company employees. Human Rights Watch\nresearchers witnessed several Orang Rimba women and children begging along the\nhighway.  [161]\n\n####  Orang Rimba: An Indigenous People\n\nThe Orang Rimba are a semi-nomadic Indigenous people with their own customs,\nforest-dependent livelihoods, religious beliefs, and community decision-making\nstructures.  According to anthropologists who have studied Orang Rimba custom,\nthe community lives in small encampments ( _rombongon_ ), each led by a\nheadman ( _Temanggung)_ . Each encampment comprises huts clustered together.\nOrang Rimba custom is to move every time someone in their encampment dies.\nThey follow a matrilineal system but the community heads are men.  [162]\nBefore the oil palm plantation changed their lives, encampments varied in\nnomadic and sedentary practices.  [163]  Some were nomadic and depended\nexclusively on hunting and gathering; others practiced _padi ladang_\n(literally, \u201cfield rice\u201d), a system of cultivating tubers or rice during one\nplanting cycle and moving to another area after harvest.  [164]  \n---  \n  \nOrang Rimba, with the assistance of local NGO WARSI, met with numerous\ngovernment officials and plantation representatives between 1999 and 2018 to\nsave their habitat and develop recommendations to improve their lives.  [165]\nThe government created a national park, Bukit Duabelas National Park, as a\nmeasure to mitigate forest and biodiversity loss; but Orang Rimba and WARSI\nsaid the company did not meet their human rights responsibilities by not\ncompensating or returning land to Orang Rimba.  [166]\n\nIn response to the question of inadequate consultation and compensation, the\ncompany said that it obtained the relevant permits from the government, which\nhas authority over the land:\n\n> The presence of PT SAL in the Sarolangun region is due to Government\u2019s\n> request to help the Trans-Nucleaus Estate Plantation program, which began in\n> 1987. \u2026\n\n> The land cultivated by PT SAL is in the form of HGU. Therefore, the\n> authority over the HGU land is in the hands of the State.  [167]\n\n####  Livelihood\n\nPT Sari Aditya Loka 1\u2019s operations disrupted the Orang Rimba\u2019s traditional\nlivelihood that depended on the forest and its produce. Previously, the Orang\nRimba used and bartered forest products such as rattan and plants that\nproduced \u201cdragon\u2019s blood\u201d (a bright red resin used in medicines, dyes, and\nincense) to neighboring villages through traditionally designated\nintermediaries. They traded these forest products for goods and services.\n[168]\n\nSalima, a mother of seven, whose hut was in the company\u2019s oil palm plantation\nsaid:\n\n> Before it was easy to get rattan and ingredients from the forest. I sold\n> these to brokers from the village. We would hunt and could also cut trees to\n> sell to people in the village. Now we can\u2019t do this because it [the forest]\n> has been changed to palm oil. If we take oil palm fruits, we will be\n> detained by the company.  [169]\n\nMaliau, a mother of nine children, said:\n\n> Life was better before [the company cleared the forest]. Women could find\n> many types of food. Some wove mats from leaves and baskets. We made lamps\n> from gum resin. Now, we cannot find materials to make these.  [170]\n\nDespite disrupting traditional livelihoods in the area, the company\u2019s oil palm\nplantation provides almost no jobs for the Orang Rimba to replace the loss.\nInstead, the local NGO WARSI alleged that the plantation has hired only a few\nOrang Rimba in its plantation and processing plant. Bandung Sahari, the\ncompany\u2019s vice president of sustainability, said; \u201cPT SAL employed 8 people\nfrom the OR Community as permanent employees. However, 1 person has left and\ncurrently PT SAL-1 employs 7 Orang Rimba, with a composition of 6 men and 1\nwoman.\u201d  [171]  Most of the company\u2019s plantation employees are from\nneighboring transmigrant, mostly non-Indigenous villages.  [172]  Sahari said:\n\u201cWe [the company] are always open with Orang Rimba who want to work at PT SAL\nby following the training that we provide so that they are ready to work as\nemployees.\u201d  [173]\n\nThe company also said that since 2008 it had developed important economic\nprogramming for Orang Rimba communities that intersect with the plantation\nsuch as mechanic training, mentoring for vegetable gardens, fish farming,\nraising chicken, fattening turtles, ginger cultivation and planting jernang (a\nresin-producing plant).  [174]\n\nA government official in Jambi told Human Rights Watch that PT Sari Aditya\nLoka has made some efforts to hire Orang Rimba but they have not been\nsuccessful. He put the blame for this on the Orang Rimba:\n\n> The fact is these Suku Anak Dalam [Orang Rimba] people are lazy, very lazy.\n> They cannot stand working under the heat. I've been working with this\n> Indigenous people for 27 years.\u2026 They cannot stand hot and heat. Meanwhile,\n> working in oil palm plantation is working under the scorching sun,\n> especially when fertilizing and harvesting. It is hard work.  [175]\n\nEven though the company developed a plasma plantation as required by law,\n[176]  none of the Orang Rimba whom Human Rights Watch interviewed were\ninvolved with plasma plantation management or other productive business\nopportunity.  [177]\n\nThe company, in its letter to Human Rights Watch, contends that the government\nwas responsible for developing the plasma plantation.\n\nWhen Orang Rimba have attempted to live and work outside the plantation they\nhave encountered prejudice. Fear of this mistreatment discourages many Orang\nRimba, particularly women, from venturing out of their camps. Some Orang Rimba\nwomen described the insults they endured whenever they ventured into the\ntransmigrant village to buy food. Mai, a young Orang Rimba woman, said:\n\n> When I go to the village, people call me \u201c _Orang kubu_ ,\u201d [a slur meaning\n> backward], which is insulting. They [villagers] cover their nose when I\n> pass. I bought soap, shampoo, and new clothes to look and smell like them,\n> but it didn\u2019t work. They still call me _kubu_ , I feel bad.  [178]\n\n####  Women Reduced to Begging and Scavenging\n\nThree decades of dispossession of their land and forest has left Orang Rimba\ndestitute. To survive, some Orang Rimba women and children beg for cash or\nfood handouts along a highway in Sarolangun.  Orang Rimba women who live\nwithin the precincts of the oil palm plantation eke out a living scavenging\nloose fruit from the ground. They sell what they gather to \u201cmiddlemen\u201d for\npaltry sums. Sometimes this buys a meal of instant noodles or rice\u2014not enough\nto meet the dietary needs of their families, particularly children and\npregnant women. When they do not gather enough fruit to afford a meal, they go\nhungry.  Plantation security guards frequently disband Orang Rimba camps. The\nunpredictability of such actions has severe consequences for the sick, old,\ninfants, and pregnant women who are most vulnerable during a chase. When Human\nRights Watch researchers visited a camp in September 2018, the Orang Rimba\nwere expecting a raid by plantation security guards. But they could not leave\nthe area because a pregnant woman was in labor.  \n---  \n  \n####  Food\n\nWithout their forest, employment, or a way to feed their families, many Orang\nRimba face extreme poverty and food insecurity. Families said that before the\nplantations and loss of forest, they could eat when and whatever they wanted.\nEven if an overly sanguine perspective, their diet relied on and benefitted\nfrom the resources available in the forest, drawing on traditional knowledge\nshared over generations.\n\nOlder women said before their forest was cleared, they cooked every day. They\nhad cassava, _sago_ (starch extract from tropical palm stems) and other forest\nplants, fruits, and hunted wild animals. Muju, an older woman who remembers\nhow they lived before the forest was cleared, said, \u201cWhen I had my first\nchild, the forest was my market. I have five grown children now and no forest.\nI have to buy food from the village market.\u201d  [179]  Prejudice and lack of\nviable livelihood opportunities means these women rarely visited markets.\nSeveral said they could barely afford a few packets of instant noodles or rice\ndaily.\n\nOrang Rimba groups living in oil palm plantations cannot access forest produce\nand other food resources. Before, they used a variety of forest produce for\nhousehold consumption and sold the rest to earn money. Several Orang Rimba\nsaid they are sometimes left with no other option but to stealthily collect\nand sell oil palm fruit to buy rice or instant noodles. Sometimes they take\ntwo or three days to collect enough oil palm fruit to buy provisions and cook\na meal. Sargawi, an older woman said, \u201cWe survive by harvesting palm fruits if\nthe company [employees] doesn\u2019t come to collect. If they do, then we have\nnothing to sell.\u201d She said that she sometimes could collect enough nuts to\nsell for IDR 50,000 (US$3.60) but that required dodging company staff.  [180]\n\nIn their desperation, they often feel they have no option but to risk\nencountering company security guards. The guards can seize the fallen oil palm\nfruit they have collected, and even have them arrested and prosecuted for\ntheft. Orang Rimba said that they had once been self-sufficient but are now\nreduced to \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. Selisih, a mother of three, said:\n\n> Two days ago, my children collected some [oil palm] fruits from gutters and\n> the leftovers from when the truck picks up the bunches beside the road. When\n> the company security came, I asked if I can keep what I have but they didn\u2019t\n> accept. They took my bag of fruits away.  [181]\n\nWhen they are not able to gather enough oil palm fruit to sell and then make a\nmeal, they simply boil the palm fruit to eat. When they do not find oil palm\nfruits at all, they often go hungry. Meti, a mother with two children said,\n\u201cSometimes I get 20 kilograms [of palm fruit] and sell for IDR 14,000 (US$1).\nI can buy rice, which will only last a day. I haven\u2019t cooked in two days.\u201d\n[182]\n\nThe company said it had built and continues to support schools, health\nfacilities and vocational training programs in the area.  [183]  And that it\nalso provides some direct livelihood support to some Orang Rimba aimed at\nalleviating hunger: \u201cPT SAL has developed a hunger alleviation program for\npeople in contact. To date, at least 1,082 Orang Rimba have received staples\nwhich are routinely given every month in the form of 15 \u2013 20 Kg [kilograms] of\nrice and other food packages.\u201d  [184]\n\n####  Culture\n\nThe oil palm plantation has harmed the Orang Rimba\u2019s traditional way of life.\nSeveral Orang Rimba told Human Rights Watch that when they were in the forest,\nit was divided into four parts: for burial, births, praying, and planting\ncrops and harvesting honey. Because almost all the forest has been cleared,\nexcept for the national park, these divisions no longer exist and they cannot\nfollow traditional rituals. Muju, a mother of five living children, said,\n\u201cSome who live in the park [Bukit Duabelas National Park] still have some of\nour traditions. We who are outside have lost all of that.\u201d  [185]\n\nSeveral Orang Rimba said that changes in the forest have affected them. Daud,\nan older woman who attends births, said that their traditional birthing\nrituals were lost: \u201cBefore when a baby was born, we choose a tree for the\nbaby. The tree grows, and the baby grows. The tree represents that baby. With\nno forest, we don\u2019t do these rituals anymore.\u201d  [186]\n\nTraditionally, Orang Rimba took their dead to a common place far away from all\ncamps. There they built platforms ( _rumah pasar\u2019on_ ) high enough to prevent\nwild animals from scavenging the corpse. They would leave the dead there for\ntheir souls to find their path. They were no longer able to follow this\npractice, Selisih explained: \u201cBefore when someone died, we built a rumah\npasar\u2019on and put the body on top. Now we take the body to the forest [national\npark] and dump it there and come back.\u201d  [187]\n\nMeriau, an older woman, said that their lives and culture were decimated by\nthe oil palm plantation. \u201cBefore oil palm I was happy. I had a house, garden,\nand planted rice,\u201d she said. She explained that she used to live in a\ntraditional hut made of wood and _sedang_ leaves but was now forced to live in\na plastic tent. \u201cWhen we had the forest, we could use plants as medicines. Now\nwith no forests we can\u2019t get medicinal plants and we buy medicines.\u201d But\ngetting money to buy things is a challenge. \u201cAfter palm, I am constantly\nrunning away from people who want to catch me when I collect fruits,\u201d she\nsaid.  [188]\n\nThe company said it has \u201ca special policy\u201d that regulates its security guards\u2019\ninteractions with Orang Rimba. The rules include no intimidation, no violence,\nno demeaning or insulting language.  [189]  But the company did not mention\nhow it ensures that its policy is implemented.\n\n####  Company Sustainability Policy and Grievance Mechanism\n\nAstra Agro Lestari (AAL) owns PT Sari Aditya Loka 1, which operates the oil\npalm plantation. AAL\u2019s 2015 Sustainability Policy applies to \u201call current and\nfuture operations and subsidiaries, including any refinery, mill, or\nplantation\u201d that \u201cthey own, manage, or invest in as well as all third parties\u201d\nfrom whom AAL purchases.  [190]\n\nNotably, the policy has a section on human rights, in which the company\ncommits to \u201cupholding the rights of all workers, contractors and indigenous\npeople, and local communities in accordance with the UN Guiding Principles on\nBusiness and Human Rights\u201d  [191]  ; \u201c[r]espect the rights of indigenous and\nlocal communities to give or withhold their Free, Prior and Informed Consent\n(FPIC)\u201d; and \u201cresolve all complaints, grievances and conflicts through open,\ntransparent and consultative processes\u2026including fair representation and\nensure rightful compensation where rights have been violated.\u201d  [192]\n\nHuman Rights Watch wrote to PT Sari Aditya Loka in September 2018 to ask about\nthe implementation of their sustainability policy. In correspondence with\nHuman Rights Watch, PT Astra Agro Lestari provided details about its\neducational, health, and economic initiatives in the area. It said that in\nover 10 years it had always strived to help the Orang Rimba.  [193]  WARSI has\nhad more than five meetings since 2000 with PT Sari Aditya Loka and Astra Agro\nLestari Tbk to discuss the struggles the Orang Rimba face with the loss of\ntheir forest and to develop corrective measures. According to WARSI, they have\nhad little success through these meetings. \u201cThey [PT Sari Aditya Loka] say\nthey can\u2019t give Orang Rimba land. The [plantation] manager says it\u2019s not in\nhis power to give land to Orang Rimba, power lies with the owner,\u201d said Robert\nAritonang, program manager at WARSI.  [194]  WARSI contends that PT Astra\nInternational Tbk, its majority shareholder Jardine Cycle & Carriage Ltd\n(which owns 50.11 percent), and its subsidiary Astra Agro Lestari could\nprovide alternative land to these communities. Other NGOs have publicly said\nthat PT Sari Aditya Loka has been slow to implement its own sustainability\npolicy.  [195]\n\n#  III. Key Land Governance Issues\n\nHuman Rights Watch\u2019s research in West Kalimantan and central Sumatra, as well\nas our review of Indonesian laws and secondary sources, uncovered a range of\nissues over commercial activity and land that imperil the human rights of\nIndigenous peoples in Indonesia.\n\n##  Failure to Hold Corporations Accountable\n\nIndonesia has many laws concerning commercial activity, land rights and\nIndigenous people. Human Rights Watch\u2019s research in 2018 and 2019 in West\nKalimantan and central Sumatra gave no indication that Indonesian authorities\nwere holding companies accountable when they did not adhere to existing rules\nand regulations. Prompt and meaningful government measures would both prevent\nand remedy corporate abuses that affect Indigenous people.\n\n##  Urgent Bills Languish\n\nIndonesia has a dizzying number of laws and regulations that have complicated\nland rights procedures and caused confusion with overlapping or contradictory\nregulations.  [196]  Two proposed laws\u2014one on Indigenous peoples\u2019 rights and\nanother on land rights\u2014are intended to simplify matters. The Land Rights bill\ncould clarify the role and authority of various government institutions\nrelated to land. The draft law on the Recognition and Protection of Indigenous\nPeoples\u2019 Rights aims to simplify the process for recognizing specific\nIndigenous peoples and their territories. The draft law would also set a path\ntoward the resolution of many of Indonesia\u2019s land disputes.\n\nBoth bills should go through consultations with stakeholders to ensure that\nimportant concerns are addressed.\n\n##  Unresolved Land Conflicts\n\nCommunities struggling to resolve land conflicts have found a lack of\ncoordination among ministries crucial to resolving them.\n\nUnder the Basic Agrarian Law, land is under the mandate of the National Land\nAgency of the Ministry of Agrarian and Spatial Planning.  [197]  At the same\ntime, under the forestry law, forests and forest lands are managed by the\nMinistry of Environment and Forestry.  [198]  Disputes related to village\nboundaries would also involve the Home Affairs Ministry.\n\nAs a result, the Ministry of Environment and Forestry and the National Land\nAgency are in a constant tussle regarding authority over land, which often\nintensifies land disputes.  [199]  And because these basic laws and many other\nland-related laws devolve power to the provincial and district levels, there\nare more than 1,000 offices with overlapping jurisdiction overseeing the\nimplementation of these laws.  [200]\n\nThe institutions tasked with mediating land conflicts have not been successful\nin curbing or resolving them.  [201]  Many of the land conflicts undergoing\nmediation are the result of poor enforcement of laws or corrupt government\nofficials within these institutions.  [202]  These same officials are unlikely\nto be able to impartially resolve the problems they created.\n\nRegistering land to clarify ownership rights without resolving the underlying\nconflicts also will not resolve the issues. The government has introduced\nnewer systems aimed at providing clarity over land use and supposedly\ndecreasing land conflicts. In February 2018, President Jokowi launched the\n\u201cComplete Systematic Land Registration until 2025\u201d program to register all\nland in Indonesia by 2025.  [203]  This supplements other existing mechanisms\nto register land.  [204]  The president also directed the minister of\nenvironment and forestry to submit spatial data on forest delineation in all\nregions.  [205]  The World Bank has pledged its support for the president\u2019s\ninitiative to register all land by 2025 through the \u201cOne Map Project.\u201d  [206]\n\nThese programs are unlikely to significantly resolve Indonesia\u2019s land conflict\nproblem. Local NGOs assisting affected communities have criticized these\nproposals, saying that registering land parcels that are contested without\nsetting out a path to resolve the disputes will only exacerbate conflicts\nbetween communities and businesses.  [207]  Rather than accelerated agrarian\nreform, experts have recommended instituting a commission on land conflict\nresolution, which has thus far not been prioritized.  [208]  The commission\nwould consolidate the multiple dispute resolution forums to settle land\ndisputes expeditiously.  [209]\n\n##  Poor Data Collection and Lack of Transparency\n\nData collection and transparency is poor. As discussed, there is no clear\ntracking of the numbers of land conflicts, their status, and whether they are\nresolved, outside of the mediated cases that have been analyzed. This gap in\ndata is exacerbated by putting some available information behind paywalls. For\nexample, the Ministry of Agrarian and Spatial Planning has refused access to\nplantation permit data, citing a paywall, even after the Supreme Court upheld\na freedom of information request.  [210]\n\nThe existing permit system is not equipped to prevent land conflict. Companies\nthat do not carry out the necessary consultation with communities are\noperating without accountability. Communities should not find out that their\nland and forests have been granted to companies when it is too late to take\naction to prevent it.\n\n#  IV. International Human Rights Law\n\nIndonesia is obligated under international human rights law to protect the\nrights of Indigenous people through its regulatory frameworks and ensure that\nvictims of abuses have access to redress. This includes the rights of\nIndigenous people to maintain their cultural institutions and traditional\nlivelihoods. Companies have responsibilities under human rights law to respect\nIndigenous peoples\u2019 rights in their business operations.\n\n##  Right to Culture and to Participation for Indigenous Peoples\n\nThe United Nations Declaration on the Rights of Indigenous Peoples was adopted\nby the UN General Assembly in 2007.  [211]  Although not a treaty, the UN\nconsiders this declaration to be \u201can important standard for the treatment of\nindigenous peoples that will undoubtedly be a significant tool towards\neliminating human rights violations against the planet\u2019s 370 million\nindigenous people and assisting them in combating discrimination and\nmarginalization.\u201d It says that states should prohibit \u201cany action which has\nthe aim or effect of dispossessing [indigenous peoples] of their lands,\nterritories or resources.\u201d  [212]  __\n\nThe Declaration recognizes the rights of Indigenous peoples, as a collective\nand as individuals, to the full enjoyment of all rights under international\nhuman rights law.  [213]  Indigenous peoples have the right to maintain their\ndistinct political, legal, economic, social, and cultural institutions.  [214]\nStates have the duty to provide effective mechanisms to prevent and provide\nredress for any actions that deprive Indigenous peoples of \u201ctheir integrity as\ndistinct peoples, or of their cultural values\u201d or dispossess them of their\n\u201clands, territories or resources.\u201d  [215]  Indigenous peoples have a right to\npractice and revitalize their cultural traditions and customs.  [216]\n\nInternational human rights law provides for the right to a specific way of\nlife as part of the right to culture.  [217]  The International Covenant on\nCivil and Political Rights (ICCPR) recognizes the right to self-determination\nand rights of minorities to their own culture.  [218]  The right to culture\nhas been interpreted to require legal protection for particular ways of life\nnegatively impacted by changes to the natural environment, including such\ntraditional activities as fishing or hunting.  [219]\n\nStates have a responsibility to respect, protect, and promote the rights of\nIndigenous peoples. In particular, the right to participate in decision making\nin matters that would affect their rights,  [220]  and the right to be\nconsulted in good faith in order to obtain their free, prior, and informed\nconsent.  [221]\n\n##  Indigenous Peoples\u2019 Rights to Traditional Land, Prohibition of\nDispossession\n\nIndigenous peoples\u2019 rights are both \u201ccollective and individual.\u201d This extends\nto the \u201clands, territories, or resources\u201d they \u201cown or otherwise occupy or\nuse.\u201d States have a responsibility to prevent actions that dispossess\nIndigenous peoples of their lands, territories, or resources and provide\naccess to redress when they are dispossessed.  [222]\n\nInternational law recognizes Indigenous peoples\u2019 claims to land and resources\nthat they possess based on \u201ctraditional ownership, traditional occupation or\nuse, or which they have otherwise acquired.\u201d  [223]  The UN Committee on\nEconomic, Social and Cultural Rights, a treaty monitoring body, stated in a\ngeneral comment that governments should \u201ctake measures to recognize and\nprotect the rights of indigenous people to own, develop, control and use their\ncommunal lands, territories and resources.\u201d  [224]  The Declaration on the\nRights of Indigenous Peoples acknowledges Indigenous peoples\u2019 right to own,\nuse, develop and control these traditional \u201clands, territories and resources.\u201d\n[225]  The Declaration ensures that states give legal recognition and\nprotection to these \u201clands, territories and resources\u201d to prevent and redress\n\u201cany action which has the aim or effect of dispossessing [Indigenous peoples\nand individuals] of their lands, territories or resources.\u201d  [226]\n\nInternational human rights law also protects every person\u2019s rights to an\nadequate standard of living, including to food and to housing.  [227]  The\nICCPR states that, \u201cin no case may a people be deprived of its own means of\nsubsistence.\u201d  [228]  The Universal Declaration of Human Rights refers to the\nright to property, stating, \u201c[e]veryone has the right to own property, alone\nas well as in association with others and no one shall be arbitrarily deprived\nof his or her property.\u201d  [229]  Several human rights conventions also protect\nagainst discrimination with respect to property (including on the basis of\nsex).  [230]\n\nImportantly, international human rights protections on housing or property do\nnot hinge on individuals holding formal title to land or property. The UN\nCommittee on Economic, Social and Cultural Rights stated that rights\nprotections apply whether or not individuals hold formal title: legal security\nof tenure \u201ctakes a variety of forms, including \u2026 occupation of land or\nproperty,\u201d and \u201c[n]otwithstanding the type of tenure, all persons should\npossess a degree of security of tenure which guarantees legal protection\nagainst forced eviction, harassment and other threats.\u201d  [231]\n\n##  Rights to Food, Water, Health and an Adequate Standard of Living\n\nThe International Covenant on Economic, Social and Cultural Rights guarantees\nthe right to secure one\u2019s livelihood and an adequate standard of living.\n[232]  The Covenant and other international human rights treaties and\nstandards ensure the right to available, accessible, and adequate food  [233]\nand the right to water  [234]  as an aspect of the right to an adequate\nstandard of living.  [235]  The right to water entitles everyone to have\naccess to sufficient, safe, acceptable, physically accessible, and affordable\nwater for personal and domestic use.  [236]\n\nThe right to health obligates states to recognize and take steps to fulfill\n\u201cthe right of everyone to the enjoyment of the highest attainable standard of\nphysical and mental health.\u201d  [237]  It imposes on states the responsibility\nto ensure \u201can adequate supply of safe and potable water and basic sanitation;\nthe prevention and reduction of the population's exposure to harmful\nsubstances \u2026 or other detrimental environmental conditions that directly or\nindirectly impact human health.\u201d  [238]\n\n##  Right to Redress, including Restitution or Just, Fair, and Equitable\nCompensation\n\nWhere \u201cany actions\u201d\u2014state or private actors\u2014deprive Indigenous people of their\ncultural rights, states have a responsibility to take measures to prevent, and\nprovide \u201credress through effective mechanisms.\u201d Such redress \u201cmay include\nrestitution, developed in conjunction with indigenous peoples, with respect to\ntheir cultural, intellectual, religious and spiritual property taken without\ntheir free, prior and informed consent or in violation of their laws,\ntraditions and customs.\u201d  [239]\n\nWhere the lands of Indigenous people have been \u201cconfiscated, taken [or]\noccupied,\u201d they have the right to redress, \u201cthat can include restitution or,\nwhen that is not possible, just, fair, and equitable compensation.\u201d  [240]\nCompensation can take the form of \u201clands, territories and resources equal in\nquality, size and legal status or of monetary compensation or other\nappropriate redress.\u201d  [241]\n\n##  Human Rights Responsibilities of Companies\n\nInternational law recognizes that businesses have human rights\nresponsibilities. The UN Guiding Principles on Business and Human Rights\nplaces a responsibility on businesses to conduct human rights due diligence to\nidentify actual and potential adverse human rights impacts, avoid or mitigate\ncausing or contributing to human rights abuses through their operations, and\nremediate harm when it does occur.  [242]\n\nThe UN Guiding Principles on Business and Human Rights provide that human\nrights due diligence \u201cshould be ongoing,\u201d since \u201chuman rights risks may change\nover time as the business enterprise\u2019s operations and operating context\nevolve.\u201d When it would be unreasonable for business enterprises to conduct due\ndiligence for human rights impacts across their activities, they should still\nidentify general areas in which the risk of adverse impacts is most\nsignificant.  [243]\n\nSeveral other voluntary guidelines such as the UN Food and Agriculture\nOrganization\u2019s Voluntary Guidelines on the Responsible Governance of Tenure of\nLand and the UN Basic Principles and Guidelines on Development-Based Evictions\nand Displacement also articulate business responsibility to respect human\nrights, mitigate adverse impacts caused by investments, and to remedy rights\nviolations related to land and agricultural investments.  [244]\n\nThe human rights responsibilities of businesses would not just apply to the\nplantation companies that grow oil palm fruit, but all companies in the supply\nchain downstream, such as mills that extract palm oil from the palm fruit and\ncompanies that use palm oil-based ingredients to manufacture their products.\n\n#  Recommendations\n\n##  To Indonesian Authorities, including the Office of the President,\nParliament, Ministry of Environment and Forestry, Ministry of Agrarian and\nSpatial Planning/National Land Agency, and Ministry of Home Affairs\n\n###  Urgently Recognize and Protect Indigenous Peoples and their Community\nRights to Land and Forests\n\n  * \u00b7 Promptly enact the _Rancangan Undang-Undang Pertanahan_ (Land Rights Bill) and the _Rancangan Undang-Undang Masyarakat Hukum Adat (_ Indigenous Peoples\u2019 Rights Bill) after consultation with relevant stakeholders, including Indigenous peoples\u2019 and peasants\u2019 organizations. The laws should consolidate and clarify contradictory provisions from other laws, and: \n    * Streamline the process of seeking recognition for specific Indigenous communities and their rights; \n    * Simplify the process of seeking recognition of _hak ulayat_ , or communal rights, according to Indonesian Basic Agrarian Law; \n    * Create a common standard for \u201cconsultations\u201d with communities that own or otherwise occupy or use the land proposed to be acquired for plantations, including oil palm plantations. These standards should be uniformly applied to all processes involved in acquiring government permits, including environment and social impact assessments. \n    * Define company responsibility to provide restitution or fair, just and equitable compensation, with detailed guidelines on how such compensation packages should be developed, including accounting for the specific and distinct impacts on women. \n  * Issue a Presidential Instruction to implement the May 2013 Constitutional Court decision No. 35/PUU-X/2012 on excluding traditional territories from state forest and industrial concessions. It should include clear instructions for reforming customary land registration procedures to ensure transparency and participation of communities and civil society observers and create a functional grievance mechanism accessible to the rural poor for resolution of individual land claims. \n  * Identify, review and amend all laws that do not comply with the May 2013 Constitutional Court decision No. 35/PUU-X/2012, which recognized Indigenous peoples\u2019 right to customary land. \n  * Ensure that Indigenous women are involved in formulating policies related to management of Indigenous peoples\u2019 territories. \n  * Enforce licensing regulations requiring all permits for all large-scale plantations and relevant permits for smallholder farms to enhance traceability within the supply chain and penalize plantations that do not comply. \n  * Develop a consolidated online database of all existing and planned oil palm plantations (Plantation Estate Survey and Smallholders data from Directorate General of Estate Crops), including detailed maps and related permits such as AMDAL, Location Permit and Right-to-Cultivate (HGU). The database should be freely accessible with no paywalls. \n  * Extend the mandate and provide clear support for the \u201cOne Map Initiative\u201d to resolve the overlapping claims between natural resource companies and Indigenous communities, as well as the Anti-Corruption Commission\u2019s forest sector reform efforts. \n  * Enforce the moratorium on government issuing new oil palm plantation permits to avoid any new forest clearance. \n\n###  Revise the Indonesian Sustainable Palm Oil (ISPO) certification system\nand align with international human rights standards.\n\n  * Institute a monitoring apparatus for oil palm operations and publish all monitoring reports online and disseminate in a culturally appropriate manner. \n  * Establish a transparent, accessible, and effective grievance mechanism based on international standards, which is accessible to all affected communities, including in remote villages. \n  * Sanction oil palm plantations that fail to comply with the ISPO and other human rights standards. \n  * Review certification criteria and set up mechanisms to ensure traceability within palm oil\u2019s complex supply chains. \n    * Enforce regulation requiring smallholder oil palm plantations obtain ISPO certification. \n    * Implement programs that would clarify and facilitate the certification process for all plantations. \n\n###  Establish a Land Dispute Resolution Mechanism\n\n  * Create, in consultation with Indigenous peoples\u2019 organizations and other relevant stakeholders, a high-level independent commission that includes members from Indigenous peoples\u2019 and peasants\u2019 organizations. The independent commission should have the following mandate: \n    * To investigate, mediate, and resolve land disputes in a time-bound manner, and ensure that rights-holders receive title to their land. \n    * To integrate the specific and distinct adverse impacts that women experience in resolving land disputes. \n    * Regularly collect relevant data related to land-conflicts from different authorities and periodically (such as annually) publish and update the information. \n  * Undertake a time-bound assessment of overlaps in oil palm plantation cultivation licenses with community and Indigenous territories and publish a report. \n  * Review proposed, ongoing, and completed resettlements to ensure those affected were involved in planning and implementing just, fair, and equitable compensation in accordance with international human rights standards. \n\n##  National Police\n\n###  Ensure law enforcement related to land disputes is impartial and\ntransparent\n\n  * Develop internal guidelines for handling land-related disputes between Indigenous peoples or peasant communities, and state or private companies, including oil palm plantations. \n\n##  To Oil Palm Plantation Companies Operating in Indonesia, Purchasing\nCompanies, and Other Companies in Palm Oil Supply Chains\n\n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve their longstanding grievances. Before, during, and after this process the companies should make public all permits and authorizations relevant to their oil palm operations, such as the HGU to illustrate the boundaries of their respective operations. \n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should review their past practices and offer compensation or remediation to the Indigenous peoples that were impacted. \n    * PT Ledo Lestari should transfer to residents title to land they have been relocated on, fulfill written and oral promises made to residents in Semunying Jaya village concerning adequate compensation, and establish a community plantation (plasma) or provide an alternative \u201cproductive business\u201d for residents who have lost livelihoods. \n    * PT Sari Aditya Loka 1 should provide alternative land, community (plasma) plantation or an alternative \u201cproductive business\u201d to Orang Rimba who have been impacted by their operations. \n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should engage in ongoing consultations with all communities, including Indigenous people who are impacted by their operations, to discuss and adopt solutions to mitigate any ongoing harm. \n  * Ensure that companies consult with all communities who own or otherwise occupy and use land proposed for projects, including Indigenous people and women from their communities, in a manner that is aligned with the UN Declaration on the Rights of Indigenous Peoples, and make reports public. \n  * For companies operating plantations, carry out robust human rights due diligence on the impacts of proposed, and ongoing expansion and operations of oil palm plantations to provide just, fair, and equitable compensation in accordance with international human rights standards. \n  * For companies that use palm oil in their supply chains, carry out robust human rights due diligence of palm oil supply chains to ensure that palm oil produced under abusive conditions is not entering global supply chains. \n  * Create and publish sustainability and grievance redress policies aligned with the UN Guiding Principles on Business and Human Rights and the UN Declaration on the Rights of Indigenous Peoples. \n\n##  Palm Oil Importing Countries\n\n  * Enact laws or regulations requiring companies to be transparent about their palm oil supply chains. \n  * Restrict imports from companies that have not conducted robust human rights due diligence on their palm oil supply chains. \n  * Restrict Crude Palm Oil (CPO) and palm kernel oil imports from exporters with supply chains that cannot be traceable to plantation (including smallholders). \n  * Urge palm oil exporting countries to strengthen environment and land acquisition safeguards to protect local communities impacted by oil palm cultivation. \n\n##  Donor Institutions and Governments\n\n  * The World Bank should ensure that the \u201cOne Map Project\u201d resolves ongoing disputes before any registration of such disputed land is completed. \n  * The World Bank and other donors should support Indonesian government efforts to carry out reforms needed to protect community and Indigenous peoples\u2019 rights to land. \n\n#  Acknowledgments\n\nThis report was researched and written by Juliana Nnoko-Mewanu, researcher on\nwomen and land in the Women\u2019s Rights Division of Human Rights Watch.\n\nAruna Kashyap, senior counsel, and Amanda Klasing, co-director in the Women\u2019s\nRights Division, edited the report. Andreas Harsono, senior researcher on\nIndonesia, and Elaine Pearson, Australia director in the Asia Division; Komala\nRamachandra, senior researcher in the Business and Human Rights Division;\nMarcos Orellana, former director, and Luciana T\u00e9llez Ch\u00e1vez, researcher, in\nthe Environment and Human Rights Division, reviewed the report. James Ross,\nlegal and policy director; Danielle Haas, senior editor, and Joseph Saunders,\ndeputy program director, provided legal and program reviews.\n\nErasmus Cahyadi, deputy II for political and legal affairs, Aliansi Masyarakat\nAdat Nusantara (AMAN); and Asep Komarudin, head of research, Legal Aid Center\nfor the Press (LBH Pers), also reviewed the report.\n\nHuman Rights Watch would also like to thank Rukka Sombolinggi, secretary\ngeneral, Aliansi Masyarakat Adat Nusantara (AMAN); Devi Anggraini, chair, AMAN\nPerempuan; Stephanus Masiun, director, AMAN West Kalimantan; and Robert\nAritonang, program manager, Komunitas Konservasi Indonesia (WARSI), for their\nguidance and support.\n\nJosh Lyons, director of geospatial analysis, and Carolina Jorda Alvarez,\ngeospatial analyst, at Human Rights Watch, produced satellite images and maps\nfor the report. Report production was done by Remy Arthur, publications\nassociate. Erika Nguyen, coordinator in the Women\u2019s Rights Division, provided\nproduction assistance and support. The report was prepared for publication by\nFitzroy Hepkins, senior administration manager. Multimedia production was\ncoordinated by Sakae Ishikawa, senior video editor/producer, and Jessie\nGraham, deputy multimedia director; and Pailin Wedel, multimedia producer, who\nshot photos and video in Indonesia to accompany the report.\n\nMeidella Syahni, Kristi Ardiana, Anggun Nova Sastika, and Esti Wahyuni\nprovided interpretation and research assistance. Vitri Angreni, Syarafina\nVidyadhana, and Fransiskus Pascaries, consultants, translated and vetted the\nIndonesian version of the report.\n\nMost importantly, we are deeply grateful to members of the Iban Dayak and\nOrang Rimba communities who shared their stories with us.  \n\n#  Gl  ossary\n\nAdat  |  Literally means \u201ccustom\u201d in Indonesian. It is used to describe customary rules, land, or rights.   \n---|---  \nAdat community  |  Refers to Indigenous peoples in Indonesia. Adat communities are also known as _Masyarakat Hukum Adat_ , literally, \u201cCustomary Law Community,\u201d in Indonesian.   \nAMAN  |  Aliansi Masyarakat Adat Nusantara, literally, Indigenous Peoples Alliance of the Archipelago Indonesia. It is an Indigenous peoples\u2019 human rights and advocacy organization in Indonesia. AMAN has established regional chapters in many provinces, for example, AMAN West Kalimantan.   \nBRWA  |  Badan Registrasi Wilayah Adat, literally, Indigenous Territory Registration Agency. It is a nongovernmental organization that records, verifies, and submits applications to government to register Indigenous territories in Indonesia.   \n_Hak Ulayat_ |  Literally, \u201ccustomary rights,\u201d in Indonesian, used to describe the community rights of Indigenous people to control, make use of, and preserve customary land and natural resources according to their customs.   \nKKI WARSI  |  Komunitas Konservasi Indonesia WARSI, literally, Indonesian Conservation Community WARSI. It is an Indonesian NGO that focuses on advocacy related to conservation and community empowerment in Jambi province.   \nPlasma  |  Community plantation established by an outside investor.   \nTransmigration  |  An Indonesian government policy initiated in 1976, designed to alleviate overpopulation in some parts of the country and improve socio-economic conditions by moving large communities to other areas of the archipelago. Most transmigrants originated in Java and Bali and were moved to places including Papua, East Timor, Kalimantan, Sulawesi, and Seram, which led to political and ethnic tensions in the new settlements, among other problems.   \n  \n[1]  World Wildlife Fund, \u201cWhich Everyday Products Contain Palm Oil?\u201d undated,\nhttps://www.worldwildlife.org/pages/which-everyday-products-contain-palm-oil\n(accessed February 11, 2019).\n\n[2]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ) (Jakarta: BPS-\nStatistics Indonesia, 2018), p. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) (accessed November 13, 2018)  .\n\n[3]  Index Mundi, Palm Oil Production by Country in 1000 MT (Metric Tons), [\nhttps://www.indexmundi.com/agriculture/?commodity=palm-oil\n](https://www.indexmundi.com/agriculture/?commodity=palm-oil) (accessed\nNovember 5, 2018).\n\n[4]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 52-57, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[5]  United States Department of Agriculture, Foreign Agricultural Service,\n\u201cIndonesia: Oilseeds and Product Update, GAIN report No. ID1821,\u201d July 27,\n2018, [ https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10 ](https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10) (accessed November 13, 2018), p. 2.\n\n[6]  Philip Blenkinsop, \u201cEU Singles Out Palm Oil for Removal from Transport\nFuel,\u201d _Reuters_ , March 13, 2019, [ https://www.reuters.com/article/us-eu-\nbiofuels/eu-singles-out-palm-oil-for-removal-from-transport-fuel-idUSKBN1QU1G9\n](https://www.reuters.com/article/us-eu-biofuels/eu-singles-out-palm-oil-for-\nremoval-from-transport-fuel-idUSKBN1QU1G9) (accessed April 18, 2019); \u201cPalm\nOil is not a Green Fuel, Says EU,\u201d _Transport and Environment_ , April 16,\n2019, [ https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu ](https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu) (accessed April 18, 2019).\n\n[7]  Global Forest Watch, \u201cTree Cover Loss in Indonesia 2018,\u201d [\nhttps://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D\n](https://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D)\n(accessed February 11, 2019).\n\n[8]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[9]  Oliver Balch, \u201cIndonesia\u2019s Forest Fires: Everything You Need to Know,\u201d\n_Guardian_ , November 11, 2015. [ https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning ](https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning) (accessed April 22, 2019);  Dominique Mosbergen, \u201cStaggering Human\nToll of Southeast Asia\u2019s Annual Haze,\u201d _Huffington Post_ , September 21, 2016,\n[ https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88\n](https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88) (accessed February 11,\n2019); Armida S. Alisjahbana and Jonah M. Busch, \u201cForestry, Forest Fires, and\nClimate Change in Indonesia,\u201d _Bulletin of Indonesian Economic Studies_ 53,\nno. 2 (2017): pp. 111-136, doi: 10.1080/00074918.2017.1365404.\n\n[10]  Shannon N. Koplitz et al., \u201cPublic health impacts of the severe haze in\nEquatorial Asia in September\u2013October 2015: demonstration of a new framework\nfor informing fire management strategies to reduce downwind smoke exposure,\u201d\n_Environmental Research Letters,_ 11, no. 9 (2016), doi:\n10.1088/1748-9326/11/9/094023. [\nhttp://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023\n](http://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023) ; P. Crippa\net al., \u201cPopulation exposure to hazardous air quality due to the 2015 fires in\nEquatorial Asia,\u201d _Scientific Reports_ 6 (2016), doi: 10.1038/srep37074.\n\n[11]  Susan Callery, \u201cPalm Oil: A climate Change Culprit. Global Climate\nChange: Vital Signs of the Planet,\u201d post to \u201cAsk NASA Climate\u201d (blog),\nNational Aeronautics and Space Administration, January 7, 2015, [\nhttps://climate.nasa.gov/blog/1144/ ](https://climate.nasa.gov/blog/1144/)\n(accessed February 11, 2019); Abraham Lustgarten, \u201cPalm Oil Was Supposed to\nHelp Save the Planet. Instead It Unleashed a Catastrophe,\u201d _New York Times_ ,\nNovember 20, 2018, [ https://www.nytimes.com/2018/11/20/magazine/palm-oil-\nborneo-climate-catastrophe.html\n](https://www.nytimes.com/2018/11/20/magazine/palm-oil-borneo-climate-\ncatastrophe.html) (accessed February 11, 2019).\n\n[12]  \u201cIndonesia,\u201d Climate Action Tracker, undated, [\nhttps://climateactiontracker.org/countries/indonesia/sources/\n](https://climateactiontracker.org/countries/indonesia/sources/) (accessed\nFebruary 11, 2019); and The Ministry of Foreign Affairs of the Netherlands,\n\u201cClimate Change Profile: Indonesia,\u201d [\nhttps://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf\n](https://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf)\n(accessed June 7, 2019).\n\n[13]  \u201cIndigenous Peoples in Indonesia,\u201d International Work Group for\nIndigenous Affairs, undated, [ https://www.iwgia.org/en/indonesia\n](https://www.iwgia.org/en/indonesia) (accessed June 7, 2019).\n\n[14]  Indonesia\u2019s National Commission on Human Rights (Komnas HAM), National\nInquiry on the Right of Indigenous Peoples on their Territories in the Forests\nZones: Summary of Findings and Recommendations for Improvement of the Law and\nPolicy Concerning Respect, Protection, Compliance and Remedy Relating to the\nHuman Rights of Indigenous Peoples over their territories within the Forest\nZones, (Jakarta: Komnas HAM, 2016), p. 7, [\nhttps://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf\n](https://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf) (accessed December 10, 2018).\n\n[15]  Ibid.\n\n[16]  Ombudsman Republik Indonesia, Completion of Community Report Data 2016\n(Period 1 January \u201331 December 2016) (Data Penyelesaian Laporan Masyarakat\nTahun 2016 (Periode 1 Jan \u201331 Desember 2016)), (Jakarta: Ombusdsman RI, 2016);\nOmbudsman Republik Indonesia, Completion of Community Report Data for Quarter\nIV of 2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan\nMasyarakat Triwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017), (Jakarta:\nOmbudsman RI, 2017). Documents on file with Human Rights Watch.\n\n[17]  Ombudsman RI, Data Completion of Community Reports for Quarter IV of\n2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan Masyarakat\nTriwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017)). Documents on file\nwith Human Rights Watch.\n\n[18]  Ombudsman RI, _2018 Ombudsman Annual Report of the Republic of\nIndonesia_ ( _Laporan Tahunan 2018 Ombudsman Republik Indonesia_ ), (Jakarta:\nOmbudsman RI, February 2019), [ http://ombudsman.go.id/produk?c=19\n](http://ombudsman.go.id/produk?c=19) (accessed April 18, 2019).\n\n[19]  Konsorsium Pembaruan Agraria, _Agrarian Reform under the Shadow of\nInvestment: Great Echoes on the Roadsides, 2017 End of Year Report_ ,\n(Jakarta: KPA, 2017), p. 6. This is  data of the indigenous communities that\nare member of AMAN in 2018.  AMAN estimates that the population of indigenous\npeoples in the country is about 70 million individuals. However, there is no\nofficial census data stating the number of indigenous people in Indonesia.\n\n[20]  Indigenous Peoples Alliance of the Archipelago (Aliansi Masyarakat Adat\nNusantara) (AMAN), \u201cHomepage,\u201d undated, [ http://www.aman.or.id/\n](http://www.aman.or.id/) (accessed April 18, 2019).\n\n[21]  Badan Registrasi Wilayah Adat (BRWA), undated, [ http://brwa.or.id/\n](http://brwa.or.id/) . Badan Registrasi Wilayah Adat (BRWA, Customary\nTerritory Registration Agency), is an institution that registers, verifies,\nand submits maps of Indigenous territories to government for certification.\n\n[22]  Lusia Arumingtyas, \u201cMinistry of Environment Releases Indicative Map of\nCustomary Forests and Amends Rules\u201d (\u201cKementerian Lingkungan Rilis Peta\nIndikatif Hutan Adat dan Ubah Aturan\u201d), _Mongabay_ , May 29, 2019, [\nhttps://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/\n](https://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/) (accessed July 3, 2019).\n\n[23]  Constitution of Republic of Indonesia, Section VI, art. 18B, para 2.\nAMAN interchanges Indigenous with adat, and legal recognition means being\nrecognized as an Indigenous community.\n\n[24]  Law No. 41 of 1999 on Forestry (Law of Forestry), art. 67(1); Law No. 39\nof 2014 on Plantations (Law of Plantations), arts. 5, 6, 12, 13, 17, 55(b) and\n103; Law No. 7 of 2004 on Water Resources (Law of Water Resources), 6 (2),\n(3); Presidential Regulation on the Implementation of Land Procurement for\nPublic Interests, No. 71 of 2012, art. 22(1); The Regulation of Ministry of\nInternal Affairs on the Guidance of Recognition and Protection of Customary\nLaw Community, No. 52 of 2014, art. 5(2); Agrarian and Spatial Planning\nMinisterial Regulation on Mechanisms to Stipulate Communal Right over Land for\nIndigenous Peoples and Communities Located in Certain Areas, No. 10 of 2016,\nart. 4(1).\n\n[25]  Law of Forestry, art. 67(1); Law of Plantations, arts. 5, 6, 12, 13, 17,\n55(b) and 103; Law of Water Resources, art. 6 (2) and (3); Agrarian and\nSpatial Planning Ministerial Regulation on Communal Land Rights, art. 4(1).\n\n[26]  D.A.A. Sari et al., \u201cIndigenous people\u2019s forest management to support\nREDD [Reducing Emissions from Deforestation and Forest Degradation] program\nand Indonesia one map policy,\u201d _IOP Conference Series: Earth and Environment\nScience_ 200(1) no. 2048 (2018): p. 6-7, doi: 10.1088/1755-1315/200/1/012048 ;\nLusia Arumingtyas, \u201cAccelerating Recognition of Customary Forests: Regional\nGovernments Must Be Proactive\u201d (\u201cPercepat Pengakuan Hutan Adat, Pemerintah\nDaerah Harus Proaktif\u201d), _Mongabay_ , February 11, 2018, [\nhttps://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/\n](https://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/) (accessed February 11, 2019).\n\n[27]  Kasmita Widodo, \u201cCollect Promise for the Protection of Customary\nForests\u201d (\u201cOpini: Menagih Janji Perlindungan Hutan Adat\u201d), _Mongabay_ , June\n25, 2018, [ https://www.mongabay.co.id/2018/06/25/opini-menagih-janji-\nperlindungan-hutan-adat/ ](https://www.mongabay.co.id/2018/06/25/opini-\nmenagih-janji-perlindungan-hutan-adat/) (accessed February 11, 2019), There\nare about 15 draft regional regulations still under discussion.\n\n[28]  \u201cCustomary Territory (\u201cWilayah Adat\u201d),\u201d BRWA, [\nhttp://brwa.or.id/wa?q=&p=&s[]=1 ](http://brwa.or.id/wa?q=&p=&s%5b%5d=1)\n(accessed April 22, 2019).\n\n[29]  An adat community\u2019s recognition follows procedures laid out in Ministry\nof Internal Affairs Regulation No. 52 of 2014. Recognition of adat areas falls\nwithin the Agrarian and Spatial Planning Ministerial Regulation on Mechanisms\nto Stipulate Communal Right over Land for Indigenous Peoples and Communities\nLocated in Certain Areas (MoASP Regulation on Communal Rights), No. 10 of\n2016. Recognition of adat forests or territories in forest areas refers to\nMinister of Environment and Forestry Regulation on Forest Subject to Rights\n(MoEF Regulation on Forest Subject to Rights), No. 32 of 2015.\n\n[30]  See \u201cStatistik,\u201d BRWA, undated, [ www.brwa.or.id\n](http://www.brwa.or.id) (accessed April 18, 2019).\n\n[31]  Human Rights Watch interview with Stephanus Masiun, executive director\nof AMAN West Kalimantan, Pontianak, West Kalimantan, September 23, 2018.\n\n[32]  Judicial Review of 1999 Law of Forestry, Constitutional Court, Case No.\n35/PUU-X/2012, decision, May 16, 2013. [\nhttp://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe\n](http://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe)\n(accessed May 14, 2019).\n\n[33]  Library of Congress, \u201cIndonesia: Forests Rights of Indigenous Peoples\nAffirmed. Global Legal Monitor,\u201d June 3, 2013, [\nhttp://www.loc.gov/law/foreign-news/article/indonesia-forest-rights-of-\nindigenous-peoples-affirmed/ ](http://www.loc.gov/law/foreign-\nnews/article/indonesia-forest-rights-of-indigenous-peoples-affirmed/)\n(accessed December 05, 2018).\n\n[34]  Adisti Sukma Sawitri, \u201cIndonesia Still Behind in Indigenous Peoples Land\nRecognition,\u201d _Jakarta Post_ , September 12, 2018. [\nhttps://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html\n](https://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html) (accessed July 9, 2019); Anne-Sophie\nGindroz, \u201cProgress \u2018too slow, too small\u2019\u201d: Why Indonesia\u2019s largest indigenous\ngroup will not endorse Jokowi for re-election,\u201d post to untitled blog, Rights\nand Resources Initiative, January 31, 2019, [\nhttps://rightsandresources.org/en/blog/progress-too-slow-too-\nsmall/#.XUxsUIhKjIU ](https://rightsandresources.org/en/blog/progress-too-\nslow-too-small/#.XUxsUIhKjIU) (accessed August 8, 2019); Sandrayati Moniaga,\n\u201cRecognition of customary forests yet to help indigenous peoples,\u201d _Jakarta\nPost_ , July 17 2019, [\nhttps://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html\n](https://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html) (accessed August 8, 2019).\n\n[35]  MoEF Regulation on Forest Subject to Rights.\n\n[36]  National Medium-Term Development Plan 2015\u20132019 (Rencana Pembangunan\nJangka Menengah Nasional 2015-2019), Government of Indonesia.\n\n[37]  \u201cJokowi grants first-ever Indigenous land rights to 9 communities,\u201d\n_Mongabay_ , January 4, 2017, [ https://news.mongabay.com/2017/01/jokowi-\ngrants-first-ever-indigenous-land-rights-to-9-communities/\n](https://news.mongabay.com/2017/01/jokowi-grants-first-ever-indigenous-land-\nrights-to-9-communities/) (accessed February 11, 2019); Dean Yulindra Affandi,\n\u201cNo Better Time for Indonesia's Indigenous Communities to Reclaim Land\nRights,\u201d post to World Resource Institute (WRI) (blog), February 9, 2018, [\nhttps://wri-indonesia.org/en/blog/no-better-time-indonesias-indigenous-\ncommunities-reclaim-land-rights ](https://wri-indonesia.org/en/blog/no-better-\ntime-indonesias-indigenous-communities-reclaim-land-rights) (accessed February\n11, 2019).\n\n[38]  \u201cImpact of Social Forests for Communities\u201d (\u201cDampak Hutan Sosial Bagi\nMasyarakat\u201d), Ministry of Environment and Forestry of the Republic of\nIndonesia (KLHK). Press Conference, No. SP.140/HUMAS/PP/HMS.3/4/2019, April\n15, 2019, [ http://ppid.menlhk.go.id/siaran_pers/browse/1871\n](http://ppid.menlhk.go.id/siaran_pers/browse/1871) (accessed April 22, 2019);\nMinistry of Environment and Forestry, _2017 Environmental and Forestry\nStatistics Indonesia_ , (Jakarta: KLHK, 2018).\n\n[39]  \u201cIndonesian President Signs 3-year Freeze on New Oil Palm Licenses,\u201d\n_Mongabay_ , September 20, 2018. [\nhttps://news.mongabay.com/2018/09/indonesian-president-signs-3-year-freeze-on-\nnew-oil-palm-licenses/ ](https://news.mongabay.com/2018/09/indonesian-\npresident-signs-3-year-freeze-on-new-oil-palm-licenses/) (accessed April 22,\n2019).\n\n[40]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, Replaced with Minister of Agrarian Affairs\nand Spatial Planning/Head of National Land Agency Regulation on Location\nPermits, No. 5 of 2015, replaced by Regulation on Location Permits, No. 14 of\n2018, which sets out the procedures and requirements for obtaining Location\nPermits via an online submission system (OSS). The OSS simplifies the\nlicensing procedure and could expedite the application process; and government\nregulation concerning implementation of spatial planning requests, No. 15 of\n2010.\n\n[41]  Law of Environmental Protection and Management, No. 32 of 2009, art. 22.\nEvery business and/or activity having substantial impact on the environment\nshall be obliged to have an Amdal; art. 26(1) initiators should involve\ncommunities; and (2) involvement of communities shall be based on principle of\nprovision of information transparently and completely as well as shall be\nnotified prior to the execution of the activity; and Government Regulation\nconcerning Environmental Permits, No. 27 of 2012.\n\n[42]  Law of Plantations, arts. 42-45; Ministry of Agriculture Regulation No.\n26 of 2007.\n\n[43]  For relevant forest release related regulations, see, Forest Legality\nInitiative, Indonesia, [ https://forestlegality.org/risk-\ntool/country/indonesia ](https://forestlegality.org/risk-\ntool/country/indonesia) .\n\n[44]  Law of Basic Agrarian Principles, No. 5 of 1960, arts. 28-34; Government\nRegulation on the Right of Exploitation, the Right of Building and the Right\nof Use of Land, No. 40 of 1996.\n\n[45]  Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nIndonesian Sustainable Palm Oil (ISPO) and Roundtable on Sustainable Palm Oil\n(RSPO), _Joint Study on the Similarities and Differences of the ISPO and the\nRSPO Certification Systems_ (Jakarta: Ministry of Agriculture of the Republic\nof Indonesia, Secretariat of Indonesian Sustainable Palm Oil (ISPO) and\nRoundtable on Sustainable Palm Oil (RSPO), 2015), pp. 48, 51-52, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) (accessed January 16,\n2019). The paper outlines the legal framework and community consultation\nrequirements in detail.\n\n[46]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 14 of 2018.\n\n[47]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permit, art. 21. The repealed regulation on Location Permit No. 2 of\n1999, referred to consultation in art. 4, and in art. 6(5).\n\n[48]  Government Regulation concerning Environmental Permits, no. 27 of 2012;\nLaw of Environmental Protection and Management, No. 32 of 2009; and\nEnvironment Ministry Regulation No. 8 of 2006.\n\n[49]  Law on Environmental Protection and Management, art. 26(4).\n\n[50]  Law of Plantations, art. 12, 1: (1) In the matter of land rights\nrequired for a plantation business in which there is existing communal\ncustomary land, the business owners must undertake a negotiation process with\nthe customary community, which has communal rights to obtain an agreement on\nreleasing of the land and the associated relevant points.\n\n[51]  Law of Plantations, art. 12(1-2), (formerly Law of Plantations, no. 18\nof 2004, art. 9 (2)).\n\n[52]  McCarthy, J. and Zen, Z., \u201cRegulating the oil palm boom: assessing the\neffectiveness of environmental governance approaches to agro\u2010industrial\npollution in Indonesia,\u201d _Law & Policy _ , 32 _,_ no. 1 (2010), pp.153-179;\nand Jelsma, I., Schoneveld, G.C., Zoomers, A. and Van Westen, A.C.M.,\n\u201cUnpacking Indonesia\u2019s independent oil palm smallholders: An actor-\ndisaggregated approach to identifying environmental and social performance\nchallenges\u201d _Land Use Policy_ 69 (2017), pp. 281-297.\n\n[53]  Human Rights Watch interviews with Rukka Sombolinggi, secretary general,\nand Sinung Karto, human rights officer, of AMAN, local NGO, May 2, 2018.\n\n[54]  The former Agrarian Minister/Head of the National Land Agency Regulation\non Location Permits, No. 2 of 1999, art. 8 requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings. The current Regulation\non Location Permit, 2018, uses a single online process for multiple licensing\nprocedures overseen by different relevant institutions. See, \u201cPP OSS [Online\nSingle Submission] is Considered to Weaken the Obligatory Position of AMDAL\u201d\n(\u201cPP OSS Dinilai Lemahkan Posisi Wajib AMDAL\u201d), _HUKU_ , May 15, 2019, [\nhttps://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal\n](https://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal) (accessed May 16, 2019). Human Rights Watch\ninterview with Agatha Anida, attorney at Agatha, Roslaini and Dunasta of the\nIndigenous Law Society, Pontianak, April 30, 2018. Human Rights Watch\ninterviews with Rukka Sombolinggi and Sinung Karto, May 2, 2018.\n\n[55]  Basten Gokkon, \u201cIndonesia to Strengthen Environmental Impact Assessments\nThrough Process Review,\u201d _Mongabay_ , January 24, 2018, [\nhttps://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/\n](https://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/) (accessed April 29, 2019). The\narticle cites Minister Siti Nurbaya Bakar, who acknowledged that the current\nAMDAL process has loopholes that companies exploit; Nikson Sinaga, \u201cAlleged\nForgery of Information and Reported AMDAL Signatures,\u201d _Kompas_ , January 17,\n2019, [ https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-\nketerangan-dan-tanda-tangan-amdal-dilaporkan/\n](https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-keterangan-dan-\ntanda-tangan-amdal-dilaporkan/) (accessed May 16, 2019)  ; \u201cAmdal Corruption\nis a Source of Environmental Damage: Review of Regulations Regarding\nEnvironmental Impact Analysis\u201d(\u201cKorupsi Amdal Sumber Kerusakan Lingkungan Kaji\nUlang Regulasi Terkait Analisis Mengenai Dampak Lingkungan\u201d), _Kompas_ ,\nSeptember 26, 2017, [ https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/\n](https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/) (accessed May\n16, 2019).\n\n[56]  See case studies below for more details.\n\n[57]  Law of Forestry, art. 68(3); Law of Plantations, art. 12(1).\n\n[58]  Law of Plantations, art. 58 (formerly Law on Plantations, No. 18 of\n2004, art. 22) read with Regulation of Minister of Agriculture concerning\nPlantation Business License Guidelines, No. 98/Permentan/OT.140/9/2013,\n(\"Permentan No. 98/2013\"). Under the law, when a plantation procures a right\nto exploit permit before 2007, authorities should verify whether they\ncooperated with any previous community plantation schemes or provide\nalternative productive business opportunities to local communities.\n\n[59]  Law of Plantations, art. 58(2).\n\n[60]  Indonesian Sustainable Palm Oil, \u201cISPO\u201d, [ http://www.ispo-\norg.or.id/index.php?lang=en ](http://www.ispo-org.or.id/index.php?lang=en)\n(accessed January 16, 2019).\n\n[61]  Ministry of Agriculture Regulation No. 19 / Permentan / OT. 140 /3/2011\nconcerning the Guidelines for ISPO. The government has made ISPO certification\nmandatory for large producers since 2014; for smallholders from 2022.\n\n[62]  Regulation of the Minister of Agriculture concerning the Indonesian\nSustainable Palm Oil (ISPO) Certification System, No. 11 / Permentan / OT.140\n// 3/2015, art. 4 (1), art. 6 (2), art. 7 (3), and art. 8 (3). In practice\nthere is no evidence that the government sanctions plantations that have not\nobtained the required certification.\n\n[63]  \u201cGabungen Oil Palm Entrepreneurs\u201d (\u201cGabungen Pengusaha Kelapa Sawit \u201d),\nIndonesia (GAPKI), [ https://gapki.id/ ](https://gapki.id/)\n\n[64]  \u201cAbout Us,\u201d RSPO, undated, [ https://rspo.org/about\n](https://rspo.org/about) [ https://rspo.org/ ](https://rspo.org/) (accessed\nDecember 10, 2018).\n\n[65]  Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nISPO and RSPO, _Joint Study on the Similarities and Differences of the ISPO\nand the RSPO Certification Systems,_ [ https://www.undp.org/content/dam/gp-\ncommodities/docs/ISPO-RSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/)\n\n[66]  Forest Peoples Programme \u201cA comparison of Leading Palm Oil Certification\nStandards,\u201d November 22, 2017, [ http://www.forestpeoples.org/en/responsible-\nfinance-palm-oil-rspo/report/2017/comparison-leading-palm-oil-certification-\nstandards ](http://www.forestpeoples.org/en/responsible-finance-palm-oil-\nrspo/report/2017/comparison-leading-palm-oil-certification-standards)\n(accessed February 11, 2019); Profundo, \u201cExternal Concern on the ISPO and RSPO\nCertification Schemes,\u201d January 21, 2018, , [\nhttps://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf\n](https://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf)\n(accessed January 16, 2019); \u201cBacktracking on reform: how Indonesia\u2019s\nGovernment is weakening its palm oil standards,\u201d Environmental Investigation\nAgency news release, February 8, 2018, [ https://eia-\ninternational.org/backtracking-reform-indonesias-government-weakening-palm-\noil-standards/ ](https://eia-international.org/backtracking-reform-indonesias-\ngovernment-weakening-palm-oil-standards/) (accessed January 16, 2019).\n\n[67]  Efeca, \u201cComparison of the ISPO, MSPO and RSPO Standards, Economics,\nClimate, Environment,\u201d 2015, [ https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf\n](https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf) (accessed\nFebruary 11, 2019); Ministry of Agriculture of the Republic of Indonesia,\nSecretariat of ISPO and RSPO, Joint Study on the Similarities and Differences\nof the ISPO and the RSPO Certification Systems, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) . Forest Peoples\nProgramme \u201cA comparison of Leading Palm Oil Certification Standards.\u201d Forest\nPeoples Programme categorized ISPO as the weakest standard out of seven in\nupholding basic land rights and customary rights.\n\n[68]  Letter from Roundtable on Sustainable Palm Oil (RSPO) to PT Darmex Agro\nHoldings, a holding company of PT Ledo Lestari, March 25, 2013, on file with\nHuman Rights Watch. According to PT Darmex Agro\u2019s website the company is one\nof the largest palm oil cultivation, production, and exporting groups in\nIndonesia. The information appears outdated and the company did not respond to\nany Human Rights Watch communications. According to what appears to be 2009\ninformation, the company states that it has eight plantations and palm oil\nmills in Riau, Sumatra, and Kalimantan. It does not produce any information\nabout the plantation Human Rights Watch researched. They claim to produce\nabout 36,000 metric tons of Crude Palm Oil (CPO) each month. \u201cCompany\nProfile,\u201d PT. Darmex Agro,\nhttp://www.darmexagro.com/index.php?option=com_content&task=view&id=1&Itemid=2\n(accessed March 18, 2019).\n\n[69]  AMAN\u2013Indonesia,  Sheets of Cases of Human Rights Violations  (\u201c  Lembar\nKasus Pelanggaran Ham  \u201d  ),  undated, on file with Human Rights Watch.\n\n[70]  \u201cSertifikasi ISPO,\u201d ISPO, undated, [ http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina\n](http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina)\n(accessed August 8, 2019).\n\n[71]  Letter from RSPO to Dutapalma Nusantara, Re: Final Response on the\nComplaint Pertaining to PT Dutapalma Nusantara, May 9, 2013, [\nhttps://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail\n](https://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail)\n(accessed March 18, 2019).\n\n[72]  Encyclopedia Britannica, \u201cIban,\u201d undated, [\nhttps://www.britannica.com/topic/Iban ](https://www.britannica.com/topic/Iban)\n(accessed January 21, 2019)\n\n[73]  See Erik Jensen, _The Iban and Their Religion_ (Oxford: Clarendon Press,\n1974); Derek Freeman, _Iban Agriculture: a report on the shifting cultivation\nof hill rice by the Iban of Sarawak_ (London: H.M.S.O, Colonial Office,\nColonial Research Studies, No. 18. xii, 1955), paras. 61, 237-239, 256, 275.\n\n[74]  Derek Freeman, _Iban Agriculture._\n\n[75]  Stephanus Masiun, \u201cDayak NGO Responses to National Legal and Policy\nFrameworks Affecting Adat Governance in Indonesia,\u201d (paper presented at IASCP\nconference, Bloomington, Indiana, May 31-June 4, 2000), p.3 [\nhttps://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y\n](https://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y)\n(accessed January 21, 2019).\n\n[76]  Human Rights Watch interview with Jamaluddin, vice-chair of the village\ncouncil, Pareh, May 2, 2018.\n\n[77]  Supreme Court of Indonesia (Mahkamah Agung Republik Indonesia), Civil\nClaim Decision 16/Pdt.G/2014/PN.Bky (Putusan Perdata Gugatan Nomor\n16/Pdt.G/2014/PN.Bky), December 15, 2014; Minutes of House Handover (Darmex\nFoundation) ( _Berita Acara Serah Terima Rumah_ ), 2010; Bupati Bengkayang,\nDetermination of the Semunying Jaya Forest Area as a Protected Forest Area for\nSeed Sources (Penetapan Kawasan Hutan Semunying Jaya Sebagai Kawasan Hutan\nYang Dilindungi Untuk Sumber), February 2, 2010; Proposal of Plasma Pareh\nCommunity (Usulan Plasma Masyarakat Pareh), December 22, 2010; copies of\ndocuments on file with Human Rights Watch.\n\n[78]  Supreme Court of Indonesia, Civil Claim Decision 16/Pdt.G/2014/PN.Bky.\n\n[79]  Ibid. The Regent issued location permit No. 13 / ILBPN / BKY / 2004\ndated December 20, 2004; and Plantation Business Permit No. 525 / 1.270 / HB /\nXII / 2004 dated December 17, 2004, copies of documents on file with Human\nRights Watch.\n\n[80]  Penal Code of Indonesia, No. 27 of 1999,  arts. 368 and 369.\n\n[81]  Letters from Human Rights Watch to PT Ledo Lestari, August 29, 2018, and\nJune 20, 2019.\n\n[82]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, art. 8, requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings, Replaced with Minister\nof Agrarian Affairs and Spatial Planning/Head of National Land Agency\nRegulation on Location Permits, No. 5 of 2015, replaced by Regulation on\nLocation Permits, No. 14 of 2018; Law of Forestry, art. 68(3) and (4). (3) The\ncommunities in and around the forest are entitled to compensation for the loss\nof access to the surrounding forest as a source of livelihood due to the\nestablishment of a forest area, in accordance with the applicable laws and\nregulations; (4) Every person has the right to receive compensation because of\nthe loss of rights to land as a result of the establishment of forest areas in\naccordance with the provisions of the applicable legislation; Law of\nPlantations, art. 12(1) (\u201cIn the event that the land needed for a Plantation\nBusiness is [owned by] Customary Law Communities, the Plantation\nBusinessperson must conduct deliberations with the Customary Law Community\nholders of _Ulayat_ rights to obtain approval regarding the surrender of Land\nand compensation.\u201d)\n\n[83]  Human Rights Watch interviews with 26 Indigenous community members in\nPareh and Semunying Bongkang, May and September 2018.\n\n[84]  Human Rights Watch interviews with Samsul, Semunying Bongkang, May 2,\n2018; Mormonus, village head, Semunying Jaya village, May 1, and May 3, 2018;\nJampang, traditional head, Pareh, September 21, 2018.\n\n[85]  Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[86]  AMAN Indonesia, Case Sheet of Violation of Human Rights (  Lembar Kasus\nPelanggaran Ham  ) (LDK Semunying), undated, on file with Human Rights Watch.\n\n[87]  Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[88]  Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[89]  Letter from Iban Dayak community on Protection of Nature's Content in\nIndonesia: Dayak Indigenous Peoples of West Kalimantan (Badan Perisai\n(Perlindungan Isi Alam Indonesia: Masyarakat Adat Dayak Kalimantan Barat) to\nlocal authorities, July 30, 2003; Statement on the Attitude of the Border\nIndigenous Peoples of Semunying Jaya KEC Village (Pernyataan Sikap Masyarakat\nAdat Perbatasan Desa Semunying Jaya KEC), Jagoi Babang, December 22, 2005;\nLetter from Iban Dyak community to Republic of Indonesia House of\nRepresentatives, Submission of Public Complaints Regarding Requests for\nTermination of Oil Palm Expansion in Kalimantan (Dewan Perwakilan Rakyat\nRepublic Indonesia, Penyampaian Pengaduan Masyarakat Mengenai Permohonan\nPenghentian Ekspansi Sawit di Kalimantan), Jakarta, February 17, 2006; copies\nof all letters on file with Human Rights Watch.\n\n[90]  Agustinus Handoko, \u201cBengkel TP3K Looks for Semunying Case Meeting Point\u201d\n(\u201cTP3K Bengkayang Cari Titik Temu Kasus Semunying\u201d), _Kompas_ , April 17,\n2012, [\nhttps://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying\n](https://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying)\n(accessed July 12, 2019); Aseanty Pahlevi, \u201cWest Kalimantan National Inquiry:\nProlonged Conflict in Semunying Jay\u201d (\u201cInkuiri Nasional Kalbar: Konflik\nBerkepanjangan di Semunying Jaya\u201d), _Mongabay_ , October 8, 2014, [\nhttps://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/\n](https://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/) (accessed July 12, 2019).\n\n[91]  Letter from Regent of Bengkayang to PT Ledo Lestari's President, No.\n400/0528/BPN/VI/2009, June 12, 2009, stating the company's location permit\nexpired in December 2007 and needed renewal. Komnas HAM organized field visits\nto the affected communities in between August 14 and 17, 2009. On August 31,\n2009, Komnas HAM wrote to the local government of Bengkalang (letter no.\n2.696/K/PMT/VIII/2009) requesting that the office initiate mediation between\nthe community and the company.\n\n[92]  Agus Mulyadi, \u201cBengkayang Residents still Hold Hostage Heavy Plantation\nEquipment\u201d (\u201cWarga Bengkayang Masih Sandera Alat Berat Perkebunan\u201d), _Kompas_\n, October 4, 2012, [\nhttps://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan\n](https://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan)\n(accessed July 12, 2019)  .\n\n[93]  Herkulanus Pongkot, Collective Articulation of the Dayak Community\nagainst the Company PT Ledo Lestari: Case study of Agrarian Conflict in\nSemunying Jaya village (Artikulasi Kolektif Masyarakat Dayak Melawan\nPerusahaan PT Ledo Lestari: Studi Kasus Tentang Konflik Agraria di desa\nSemunying Jaya)[] (Yogyakarta: Universitas Sanata Dharma, 2015), pp. 57-58, [\nhttps://repository.usd.ac.id/2586/2/106322001_full.pdf\n](https://repository.usd.ac.id/2586/2/106322001_full.pdf) (accessed August 8,\n2019). A signpost titled \u201cTanah Adat Gunung Semunying Kolam\u201d (\u201cCustomary Land\nof Mount Semunying Basin\u201d) and an accompanying inscription signed by then\nBengkayang Regent, Dr. Jacobus Luna were erected on the land., see photos on\npage 57.\n\n[94]  Human Rights Watch interview with Abulipah, Pareh, May 1, 2018.\n\n[95]  Regent of Bengkayang, Decision No. 30A of 2010, Stipulation of the\nSemunying Jaya Forest Area as a Forest Area Protected for Seed Sources,\nFebruary 2, 2010. \u201cIt stipulates that based on the agreement of Masyarakat\nAdat/Indigenous peoples residing around forest areas/tanah adat (Adat land),\nthe Regency has agreed that those forest areas in Semunying Jaya, Jagoi Babang\ndistrict, shall be returned to its functions to become protected forests.\nDefinitive size of the Forest Areas is 1,420 hectares.\u201d\n\n[96]  Human Rights Watch interview with Stephanus Masiun, Pontianak, West\nKalimantan, April 30, 2018.\n\n[97]  \u201c1,420 Hectares of Customary Forests Seized\u201d (\u201c1.420 Hektar Hutan Adat\nDiserobot\u201d), Pemerintah Provinsi Kalimantan Barat news release, November 22,\n2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[98]  Human Rights Watch interviews with 26 individuals in Semunying Bongkang\nand Pareh, May 1-5, 2018.\n\n[99]  Human Rights Watch interviews with five families that had sold their\nland on the basis of these oral assurances.\n\n[100]  See below, section titled \u201cKey Adverse Human Rights Impacts,\u201d for more\ninformation about how women were impacted.\n\n[101]  \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[102]  Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[103]  \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[104]  Human Rights Watch interview with Francesca, Semunying Bongkang, May 3,\n2018\n\n[105]  Human Rights Watch interviews with Susanti, Semunying Bongkang, May 3,\n2018; and Jampang, Pareh, September 21, 2018.\n\n[106]  Human Rights Watch interview with Susanti, May 3, 2018.\n\n[107]  Human Rights Watch interviews with Susanti and Paulina, Semuying\nBongkang, May 3, 2018.\n\n[108]  Human Rights Watch interview with Susanti, May 3, 2018.\n\n[109]  Minutes of Handover of House,\u201d 2010; and \u201cMinutes of Handover of House:\nNew Housing Semunying,\u201d (\u201cBerita Acara Serah Terima Rumah: Perumahan Baru\nSemunying\u201d), August 12, 2010. Copies of written \u201cagreements\u201d on file with\nHuman Rights Watch.\n\n[110]  Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[111]  Human Rights Watch interviews with Samsul, May 2 and 3, 2018\n\n[112]  Human Rights Watch interview with Leni, Semunying Bongkang, May 3, 2018\n\n[113]  Human Rights Watch interview with Samsul, May 2, 2018.\n\n[114]  Human Rights Watch interviews with Samsul, Leni, and Ruswanto,\nSemunying Bongkang, May 2, 3, and September 21, 2018.\n\n[115]  Human Rights Watch interview with Samsul, May 2, 2018.\n\n[116]  Human Rights Watch interview with Susanti, May 3, 2019.\n\n[117]  News and Activities, \u201c1,420 Hectares of Customary Forests Seized\u201d\n(\u201c1.420 Hektar Hutan Adat Diserobot\u201d), Pemerintah Provinsi Kalimantan Barat,\nNovember 22, 2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[118]  Human Rights Watch whatsapp communication with Tono Aslan, AMAN West\nKalimantan/Semunying Jaya liason, March 7, 2019.\n\n[119]  Ibid.\n\n[120]  Human Rights Watch interview with Margareta, Pareh, May 2, 2018.\n\n[121]  Human Rights Watch interview with Rinni, Semunying Bongkang, May 3,\n2018.\n\n[122]  See for example interviews with Leni below.\n\n[123]  Human Rights Watch interview with Leni, May 3, 2018.\n\n[124]  Human Rights Watch interview with Abulipah, community leader, Dusan\nPareh, May 1, 2018. See also: Jeffrey Hays, \u201cIndonesia-Borneo and Ethnic\nGroups in Borneo,\u201d posted to \u201cFacts and Details website,\u201d 2013, [\nhttp://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html\n](http://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html)\n(accessed January 21, 2019).\n\n[125]  Human Rights Watch interview with Margareta, May 2, 2018.\n\n[126]  Human Rights Watch group interview with Miun, Lukinda, Sunami, Lindan,\nand Julianna, Pareh, September 22, 2018.\n\n[127]  Ibid.\n\n[128]  Human Rights Watch interview with Francesca, May 3, 2018.\n\n[129]  Human Rights Watch interview with Paulina, May 3, 2018.\n\n[130]  Human Rights Watch interview with Miun, Pareh, September 22, 2018.\n\n[131]  Human Rights Watch interviews with Margareta and Augustina, Pareh, May\n1, 2018.\n\n[132]  Human Rights Watch group interview with Kinda and Margareta, women\nfarmers, Pareh, May 2, 2018.\n\n[133]  Ibid.\n\n[134]  Ibid.\n\n[135]  Human Rights Watch interview with Margareta, May 4, 2018.\n\n[136]  Human Rights Watch was not able to independently verify contamination,\nbut other experts have researched the harmful effects of herbicides,\npesticides, and effluent from oil palm plantations and processing on fresh\nground and surface water sources. See, for example, Kanokwan Saswattecha,\nCarolien Kroeze, Warit Jawjit, and Lars Hein, Assessing the environmental\nimpact of palm oil produced in Thailand _, Journal of Cleaner Production,_ 100\n(2015), 150-169, showing that five activities contribute most to environmental\nimpacts of crude palm oil production: 1) burning fibers in boilers; 2) use of\nfertilizers; 3) wastewater treatment and empty-fruit-bunch disposal; 4)\ngasoline use in weed cutters; and 5) glyphosate use for weed control. Together\nthese activities cause environmental impacts associated with global warming,\nozone formation, acidification, and human toxicity problems; Emily B.\nFitzherbert, Matthew J. Struebig, Alexandra Morel, Finn Danielsen, Carsten A.\nBr\u00fchl, Paul F. Donald, and Ben Phalan, How will oil palm expansion affect\nbiodiversity? _Trends in Ecology and Evolution,_ vol. 23 no. 10, (2008),\n538-545. Water pollution from palm oil mill effluent (POME), insecticides,\nrodenticides, and herbicides negatively impacts aquatic biodiversity such as\nfishes, amphibians, and reptiles; Hesam Kamyab, Shreeshivadasan Chelliapan,\nMohd Fadhil Md Din, Shahabaldin Rezania, Tayebeh Khademi and Ashok Kumar, Palm\nOil Mill Effluent as an Environmental Pollutant, In Palm Oil, Viduranga\nWaisundara (ED), IntechOpen, 2018, [ https://www.intechopen.com/books/palm-\noil/palm-oil-mill-effluent-as-an-environmental-pollutant\n](https://www.intechopen.com/books/palm-oil/palm-oil-mill-effluent-as-an-\nenvironmental-pollutant) (accessed August 9, 2019); and M. Rutherford, J.\nFlood and S. S. Sastroutomo, Research project on Integrated Weed Management\nStrategies for Oil Palm, Roundtable for Sustainable Palm Oil (RSPO), 2011, [\nhttps://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf\n](https://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf)\n.\n\n[137]  Human Rights Watch interview with Jampang, Pareh, September 21, 2018.\n\n[138]  Ibid.\n\n[139]  Human Rights Watch interview with Leni, May 3, 2018.\n\n[140]  Human Rights Watch interview with Kinda, Pareh, May 2, 2018.\n\n[141]  Ibid.\n\n[142]  Human Rights Watch Whatsapp communication with Tono, AMAN West\nKalimantan/Semunying Jaya liaison, March 7, 2019.\n\n[143]  Human Rights Watch interview with Margareta, May 2, 2018.\n\n[144]  Ibid.\n\n[145]  Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[146]  Human Rights Watch interviews with Lindan, Surnami, and Kinda, Pareh,\nMay 3, 2018.\n\n[147]  Human Rights Watch interview with Francesca, May 3, 2018.\n\n[148]  Agustinus Handoko, \u201cPT Ledo Lestari Operates Based on Permits\u201d (\u201cPT\nLedo Lestari Beroperasi Berdasarkan Izin\u201d), _Kompas_ , April 18, 2012. [\nhttps://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin\n](https://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin)\n(accessed on July 12, 2019).\n\n[149]  \u201cCompany Profile Details: PT Astra Agro Lestari Tbk,\u201d Indonesia Stock\nExchange, [ https://www.idx.co.id/en-us/listed-companies/company-\nprofiles/company-profile-detail/?kodeEmiten=AALI ](https://www.idx.co.id/en-\nus/listed-companies/company-profiles/company-profile-detail/?kodeEmiten=AALI)\n(accessed August 1, 2019);\u201cAstra Group Structure,\u201d Astra International, [\nhttps://www.astra.co.id/About-Astra/Astra-Group-Structure\n](https://www.astra.co.id/About-Astra/Astra-Group-Structure) (accessed August\n1, 2019); \u201cOur Companies,\u201d Jardines, [\nhttps://www.jardines.com/en/companies/companies.html\n](https://www.jardines.com/en/companies/companies.html) (accessed August 1,\n2019).\n\n[150]  \u201cAgro Astra Lestari,\u201d Agro Astra Lestari, [ http://www.astra-\nagro.co.id/en/home-en/ ](http://www.astra-agro.co.id/en/home-en/) (accessed\nApril 15, 2019).\n\n[151]  \u201cSustainable Products,\u201d PT Astra Agro Lestari, 2015, [\nhttps://landmatrix.org/media/uploads/astra-agrocoidindexphpsustainable-\nproducts.pdf ](https://landmatrix.org/media/uploads/astra-\nagrocoidindexphpsustainable-products.pdf) (accessed April 15, 2019)\n\n[152]  Audit by PT Bureau Veritas Indonesia, No. SCS/L/00731/11/2017, document\non file with Human Rights Watch.\n\n[153]  \u201cISPO certification No. 570,\u201d ISPO, November 3, 2017 http://www.ispo-\norg.or.id/images/notifikasi/570.%20Public%20Announcemet%20PT.%20SAL.compressed.pdf\n(accessed March 18, 2019)\n\n[154]  WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession,\u201d undated, document on file with Human Rights Watch.\n\n[155]  AMDAL No. 071/RKL-RPL/BA/VI/95 and No. 36/2006, document on file with\nHuman Rights Watch.\n\n[156]  WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession.\u201d\n\n[157]  Ibid.\n\n[158]  Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d in _Heritage and Rights of\nIndigenous Peoples_ , eds. Manuel May Castilo and Amy Strecker (Leiden: Leiden\nUniversity Press, 2017), pp. 61-75. Since the 1970s, the Orang Rimba have been\nsystematically dispossessed of their ancestral forest and land by logging\noperations, preceded by transmigration villages initiated by the government.\n\n[159]  Human Rights Watch interviews with two headmen (names withheld) from\ntwo different groups of Orang Rimba, Sarolangun, September 13, 2018;\ninterviews with five older men and women, Sarolangun, September 14, 2018.\n\n[160]  Human Right Watch interview with Meriau, Sarolangun, September 17,\n2018.\n\n[161]  Human Rights Watch visit to the area in September 2018. For further\nreading about transformation in livelihoods, see Adi Prasetijo, \u201cLivelihood\nTransformations of the Orang Rimba as Tacit Resistance in the Context of\nDeforestation,\u201d _Endogami: Jurnal IImiah Kajian Antropologi_ 1, no. 1 (2017),\npp. 1-13.\n\n[162]  Stephanie Steinebach and Yvonne Kunz, \u201cSeparating Sisters from\nBrothers: Ethnic relations and identity politics in the context of Indigenous\nland titling in Indonesia,\u201d _Austrian Journal of South-East Asian Studies_ 10,\nno. 1 (2017), p. 54.\n\n[163]  Steven Sager, _The Sky is our Roof, the Earth our Floor: Orang Rimba\nCustoms and Religion in the Bukit Duabelas region of Jambi, Sumatra_\n(Canberra: Australian National University, 2008), [ https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf\n](https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf) (accessed February\n4, 2019).\n\n[164]  Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d pp. 61-75.\n\n[165]  \u201cOrang Rimba Complained about PT SAL [Sari Aditya Loka] to Rajo Godong\u201d\n(\u201cOrang Rimba mengadukan PT SAL ke Rajo Godong\u201d), WARSI news release, August\n28, 2018, [ http://warsi.or.id/content/release/341\n](http://warsi.or.id/content/release/341) (accessed May 15, 2019).\n\n[166]  \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, March 3, 2017, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[167]  Letter from Bandung Sahari, vice president of sustainability, PT Astra\nAgro Lestari Tbk, to Human Rights Watch, August 26, 2019.\n\n[168]  Adi Prasetijo, \u201cLiving Without the Forest: Adaptive Strategy of Orang\nRimba,\u201d _Senri Ethnological Studies_ 95 (2017), pp. 255-78.\n\n[169]  Human Rights Watch interview with Salima, Sarolangun, September 12,\n2018.\n\n[170]  Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[171]  Letter from Bandung Sahari, August 26, 2019.\n\n[172]  Human Rights Watch interview with Robert Aritonang, WARSI, Jambi,\nSeptember 12, 2018.\n\n[173]  Letter from Bandung Sahari, August 26, 2019.\n\n[174]  Ibid.\n\n[175]  Human Rights Watch telephone interview with Ministry of Social Services\nofficial, Sarolangun regency, July 27, 2019.\n\n[176]  WARSI, Description of the Orang Rimba living in PT Sari Aditya Loka\n(SAL) Concession; and EMIS company report \u2013 Company Overview of Sari Aditya\nLoka, PT. On file with Human Rights Watch.\n\n[177]  Human Rights Watch interview with Robert Aritonang and Anggun Nova,\nWARSI, Jambi, September 12, 2018.\n\n[178]  Human Rights Watch interview with Mai, Sarolangun, September 13, 2018.\n\n[179]  Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[180]  Human Rights Watch interview with Sargawi, Sarolangun, September 14,\n2018.\n\n[181]  Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[182]  Human Rights Watch interview with Meti, Sarolangun, September 12, 2018.\n\n[183]  Letter from Bandung Sahari, August 26, 2019.\n\n[184]  Ibid.\n\n[185]  Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[186]  Human Rights Watch interview with Daud, Sarolangun, September 12, 2018\n\n[187]  Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[188]  Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[189]  Letter from Bandung Sahari, August 26, 2019.\n\n[190]  Astra Agro Lestari, \u201cSustainability Policy,\u201d [ http://www.astra-\nagro.co.id/wp-content/uploads/2017/12/Sustainability-Policy-1.pdf\n](http://www.astra-agro.co.id/wp-content/uploads/2017/12/Sustainability-\nPolicy-1.pdf) (accessed April 4, 2019), p. 3.\n\n[191]  Ibid., p.9.\n\n[192]  Ibid.\n\n[193]  Letter from Bandung Sahari, August 26, 2019.\n\n[194]  Human Rights Watch interview with Robert Aritonang, Manager at Program\nKonservasi and Suku Adat Marginal at WARSI, Jambi, September 12, 2018.\n\n[195]  \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[196]  For an analysis of contradictory laws and regulations, see John F.\nMacCarthy and Kathryn Robinson, eds., _Land and Development in Indonesia:\nSearching for the People's Sovereignty,_ (Singapore: ISEAS-Yusof Ishak\nInstitute, 2016); \u201cOverlapping Regulations Hamper Economy, Jokowi Says,\u201d\n_Tempo.Co_ , December 14, 2018, [ https://en.tempo.co/read/911078/overlapping-\nregulations-hamper-economy-jokowi-says\n](https://en.tempo.co/read/911078/overlapping-regulations-hamper-economy-\njokowi-says) (access February 14, 2019); \u201cNew govt institution to synchronize\ncontradictory regulations\u201d _Jakarta Post_ , February 7, 2019, [\nhttps://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html\n](https://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html) (accessed February 14, 2019).\n\n[197]  Law on the Basic Regulations on the Agrarian Principles (BAL), chapter\nIX.\n\n[198]  Law of Forestry Affairs, art.1(15).\n\n[199]  Laurens Bakker and Sandra Moniaga, \u201cThe Space between: Land Claims and\nthe Law in Indonesia,\u201d _Asian Journal of Social Science,_ 38 (2010), pp.\n187-203.\n\n[200]  Legislative power is devolved to hundreds of local legislators and\nexecutive officials. Local laws are enacted at both provincial and regency\nlevel, that is more than 600 legal jurisdictions. Organization for Economic\nCo-operation and Development (OECD), _OECD Economic Surveys: Indonesia 2016_\n(Paris: OECD Publishing, 2016), p. 85, [ https://doi.org/10.1787/eco_surveys-\nidn-2016-en ](https://doi.org/10.1787/eco_surveys-idn-2016-en) (accessed\nNovember 15, 2018); see also Simon Butt, \u201cRegional Autonomy and Legal\nDisorder: The Proliferation of Local Laws in Indonesia,\u201d _Sydney Law Review_\n32, no. 177 (2010).\n\n[201]  Ahmad Dhiaulhaq, John F. McCarthy, and Yurdi Yasmi, \"Resolving\nIndustrial Plantation Conflicts in Indonesia: Can mediation deliver?,\" Forest\nPolicy and Economics, Elsevier, 91C (2018), pp. 64-72; and Meri Persch-Orth\nand Esther Mwangi, \u201cCompany-community conflict in Indonesia\u2019s industrial\nplantation sector,\u201d Center for International Forestry Research Infobrief no.\n143 [ https://www.cifor.org/library/6141/\n](https://www.cifor.org/library/6141/) (accessed May 14, 2019).\n\n[202]  \u201cIndonesia for Sale: in-depth series on corruption, palm oil and\nrainforests launches,\u201d _Mongabay_ , October 10, 2017, [\nhttps://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/\n](https://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/) ; \u201cThe Making of a Palm\nOil Fiefdom,\u201d _Gecko Project_ , October 11, 2018, [\nhttps://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342\n](https://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342)\n(accessed April 24, 2019); \u201cPalm oil executives arrested in bribery scandal in\nIndonesia,\u201d _Mongabay_ , October 30, 2018, [\nhttps://news.mongabay.com/2018/10/palm-oil-executives-arrested-in-bribery-\nscandal-in-indonesia/ ](https://news.mongabay.com/2018/10/palm-oil-executives-\narrested-in-bribery-scandal-in-indonesia/) (accessed May 14, 2019).\n\n[203]  \u201cPresident Jokowi Signs Presidential Instruction on Accelerated\nComplete Systematic Land Registration, No. 2 of 2018,\u201d Sekretariat Kabinet\nRepublik Indonesia press release, February 28, 2018, [\nhttp://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/\n](http://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/) , (accessed November 15,\n2018).  It directs the Ministry of Agrarian and Spatial Planning/Head of\nNational Land Agency to register land in three categories; parcels of land\nthat fulfill the conditions required for a certificate, and parcels that do\nnot satisfy the requirements because ownership is contested in court, or the\nsubject or entity is not eligible to obtain a certificate. Land parcels that\ndo not meet the requirements for a certificate will be registered on the land\nregister only  .\n\n[204]  Ibid.\n\n[205]  Ibid.\n\n[206]  The Program to Accelerate Agrarian Reform (One Map Project) for\nIndonesia aims to establish clarity on actual land rights and land use at the\nvillage level. The project will establish a single database for all government\nmaps to eliminate disparities between the various maps currently in use by\ndifferent government agencies. Press Release, \u201cNearly 4.3 Million to Benefit\nfrom Indonesia\u2019s Sustainable Land Management,\u201d World Bank press release, July\n20, 2018, [ https://www.worldbank.org/en/news/press-\nrelease/2018/07/20/indonesia-sustainable-land-management\n](https://www.worldbank.org/en/news/press-release/2018/07/20/indonesia-\nsustainable-land-management) (accessed November 15, 2018).\n\n[207]  Dewi Kartika, Secretary General, Konsorsium Pembaruan Agraria (KPA),\nuntitled opening speech at Global Land Forum, Bandung, September 23, 2018,\nattended by Human Rights Watch researcher; Human Rights Watch interview with\nRukka Sombolinggi, May 2, 2018.\n\n[208]  Ibid.\n\n[209]  Civil society organizations, including Komnas HAM advocate for a\nPresidential Work Unit for Agrarian Conflict Resolution (To be housed in\nOffice of President and can direct the National Land Agency). An October 2018\nregulation on agrarian reform mandates the establishment of a National\nAgrarian Reform Team and outlines the creation of a special taskforce (arts.\n18-23) to deal with agrarian issues.\n\n[210]  Hans Nicholas Jong, Public access to Indonesian plantation data still\nmired in bureaucracy, _Mongabay_ , March 8, 2018. [\nhttps://news.mongabay.com/2018/03/public-access-to-indonesian-plantation-data-\nstill-mired-in-bureaucracy/ ](https://news.mongabay.com/2018/03/public-access-\nto-indonesian-plantation-data-still-mired-in-bureaucracy/) (accessed February\n11, 2019).\n\n[211]  United Nations Declaration on the Rights of Indigenous Peoples\n(UNDRIP), adopted September 13, 2007, G.A. Res. 61/295, U.N. Doc. A/RES/47/1.\n\n[212]  \u201cFrequently Asked Questions: Declaration on the Rights of Indigenous\nPeoples,\u201d United Nations Permanent Forum on Indigenous Issues,\nhttp://www.un.org/esa/socdev/unpfii/documents/FAQsindigenousdeclaration.pdf\n(accessed July 13, 2019).\n\n[213]  UNDRIP, art. 1.\n\n[214]  Ibid., art. 5.\n\n[215]  Ibid., art. 8(2).\n\n[216]  Ibid., art. 11(1).\n\n[217]  Universal Declaration of Human Rights (UDHR), adopted December 10,\n1948, G.A. Res. 217A(III), U.N. Doc. A/810 at 71 (1948)), art. 27;\nInternational Covenant on Economic, Social and Cultural Rights (ICESCR),\nadopted December 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16)\nat 49, U.N. Doc. A/6316 (1966), 993 U.N.T.S. 3, entered into force January 3,\n1976, ratified by Indonesia on February 23, 2006, art. 15(1). For analysis,\nsee Elissavet Stamatopoulou-Robbins, _Cultural Rights in International Law:\nArticle 27 of the Universal Declaration of Human Rights and beyond,_ Series:\nThe Universal Declaration of Human Rights, Volume: 2 (Boston: Martinus\nNijhoff, 2007); Ana Vrdoljak, ed., _The Cultural Dimension of Human Rights_\n(New York: Oxford University Press, 2013).\n\n[218]  International Covenant on Civil and Political Rights (ICCPR), adopted\nDecember 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16) at 52,\nU.N. Doc. A/6316 (1966), 999 U.N.T.S. 171, entered into force March 23, 1976,\nratified by Indonesia on February 23, 2006, arts. 1, and 27.\n\n[219]  Human Rights Committee, General Comment No. 23, Rights of Minorities,\nU.N. Doc. CCPR/C/21/Rev.1/Add.5 (1994), para. 7, [\nhttps://www.refworld.org/docid/453883fc0.html\n](https://www.refworld.org/docid/453883fc0.html) . International Indigenous\nrights case law has advanced the protection of Indigenous rights and\nlivelihoods. For example, the Inter-American Court of Human Rights and the\nAfrican Commission on Human and Peoples\u2019 Rights consider that Indigenous\npeoples\u2019 traditional possession of their lands means they should be treated as\nhaving property rights over them. See Inter-American Commission on Human\nRights, \u201cIndigenous and Tribal Peoples\u2019 Rights over their Ancestral Lands and\nNatural Resources,\u201d 2009, http://www.cidh.org/countryrep/Indigenous-\nLands09/Chap.VI.htm (accessed August 30, 2018), and \u201cKenya: Landmark Ruling on\nIndigenous Land Rights,\u201d Human Rights Watch news release, February 4, 2010,\nhttp://www.hrw.org/en/news/2010/02/04/kenya-landmark-ruling-indigenous-land-\nrights.\n\n[220]  UNDRIP, art 18.\n\n[221]  UNDRIP, arts. 19 and 32; International Labour Organization (ILO),\nConvention concerning Indigenous and Tribal Peoples in Independent Countries\n(ILO Convention No. 169), 72 ILO Official Bull. 59, entered into force Sept.\n5, 1991, arts. 6, 7, 15.\n\n[222]  UNDRIP, art. 8.\n\n[223]  UNDRIP, art. 26(2). The UN committee that monitors compliance with the\nInternational Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), stated that \u201cgovernments which fail to recognize and\nrespect indigenous customary land tenure are guilty of racial discrimination.\u201d\nIt thus called on all states \u201cto recognize and protect the rights of\nindigenous peoples to own, develop, control and use communal lands,\nterritories and resources and where they have been deprived of their lands and\nterritories traditionally owned or otherwise inhabited or used without their\nfree and informed consent, to take steps to return these lands and\nterritories.\u201d UN Office of the High Commissioner for Human Rights, General\nRecommendation No. 23: Indigenous Peoples (Fifty-first session, 1997).\n\n[224]  UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment 21, Right of everyone to take part in cultural life, U.N. Doc.\nE/C.12/GC/21, para. 36.\n\n[225]  UNDRIP, art. 26(1).\n\n[226]  UNDRIP, art. 8.\n\n[227]  ICESCR, art. 11(1). The ICESCR contains provisions related to forced\neviction and the right to housing. In particular, article 2(1) obliges states\nto use \u201call appropriate means\u201d to promote the right to adequate housing.\n\n[228]  ICCPR, art. 1(2).\n\n[229]  UDHR, art. 17.\n\n[230]  International Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), adopted December 21, 1965, G.A. Res. 2106 (XX), annex,\n20 U.N. GAOR Supp. (No. 14) at 47, U.N. Doc. A/6014 (1966), 660 U.N.T.S. 195,\nentered into force January 4, 1969, ratified by Indonesia on June 25, 1999,\nart. 5(d)(v); Convention on the Elimination of All Forms of Discrimination\nagainst Women (CEDAW), adopted December 18, 1979, G.A. res. 34/180, 34 U.N.\nGAOR Supp. (No. 46) at 193, U.N. Doc. A/34/46, entered into force September 3,\n1981, ratified by Indonesia on September 13, 1984, arts. 15 and 16.\n\n[231]  UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment No. 4, The right to adequate housing, U.N. Doc. E/1992/23, annex III,\nart. 114 (1991), para. 8(a).\n\n[232]  ICESCR, art. 11(1).\n\n[233]  The right to food is recognized under article 25 of the UDHR, and under\narticle 11 of the ICESCR as interpreted by the UN CESCR, General Comment No.\n12, Right to adequate food, (Twentieth session, 1999), U.N. Doc. E/C.12/1999/5\n(1999).\n\n[234]  ICESCR art. 11(1); CESCR, General Comment No. 15, The Right to Water,\nU.N. Doc. E/C.12/2002/11, adopted January 20, 2003; UN General Assembly, \u201cThe\nhuman right to water and sanitation,\u201d Resolution 64/292 (2010),\nA/64/L.63/Rev.1 and Add.1, [\nhttp://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E\n](http://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E) ; UN General\nAssembly, \u201cThe human rights to safe drinking water and sanitation,\u201d Resolution\n70/169 (2015), U.N. Doc. A/RES/70/169. Domestic use is understood to include\ndrinking, sanitation, bathing, washing clothes, and cooking. See Human Rights\nCouncil, \u201cThe human right to safe drinking water and sanitation,\u201d Resolution\n18/1, (2007), [\nhttp://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1\n](http://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1)\n(accessed July 13, 2019  ).\n\n[235]  ICESCR, art. 11.\n\n[236]  CESCR, \u201cSubstantive Issues Arising in the Implementation of the\nInternational Covenant on Economic, Social and Cultural Rights,\u201d General\nComment No. 14, The Right to the Highest Attainable Standard of Health,\nE/C.12/2000/4 (2000), para. 2, [\nhttp://www.unhchr.ch/tbs/doc.nsf/(Symbol)/40d009901358b0e2c1256915\n](http://www.unhchr.ch/tbs/doc.nsf/\\(Symbol\\)/40d009901358b0e2c1256915) .\n(accessed July 13, 2019)\n\n[237]  ICESCR, art. 12.\n\n[238]  CESCR, General Comment No. 14, The Right to the Highest Attainable\nStandard of Health (Art. 12), para. 15.\n\n[239]  UNDRIP, art. 11.\n\n[240]  UNDRIP, art. 28(1).\n\n[241]  Ibid., art. 28(2).\n\n[242]  UN Special Representative of the Secretary-General on the issue of\nhuman rights and transnational corporations and other business enterprises,\nGuiding Principles on Business and Human Rights: Implementing the United\nNations \u201cProtect, Respect and Remedy\u201d Framework, U.N. Doc. A/HRC/17/31 (Mar.\n21, 2011), principle 25; UN Commission on Human Rights, \u201cReport of the Special\nRepresentative of the Secretary-General, Annex, I.A.1,\u201d March 2011, [\nhttp://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf\n](http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf)\n; OECD/FAO, \u201cOECD-FAO Guidance for Responsible Agricultural Supply Chains,\u201d\n(Paris: OECD Publishing, 2016), [ http://dx.doi.org/10.1787/9789264251052-en\n](http://dx.doi.org/10.1787/9789264251052-en)\n\n[243]  UN Guiding Principles on Business and Human Rights, principle 17.\n\n[244]  UN Food and Agriculture Organization (FAO), Voluntary Guidelines on the\nResponsible Governance of Tenure of Land, Fisheries and Forests in the Context\nof National Food Security (VGGT), Rome, 2012; Committee on World Food\nSecurity, Principles for Responsible Investment in Agriculture and Food\nSystems, 2014, [\nhttp://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf\n](http://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf)\n; UN, Large-scale land acquisitions and leases: A set of minimum principles\nand measures to address the human rights challenge, December 28, 2009\n(A/HRC/13/33/Add.2); Guiding Principles on Business and Human Rights:\nImplementing the \u201cProtect, Respect and Remedy\u201d Framework (A/HRC/17/31).\n\nRegion / Country\n\n  * [ Asia ](/asia)\n  * [ Indonesia ](/asia/indonesia)\n\nTopic\n\n  * [ Women's Rights ](/topic/womens-rights)\n\n### [ Protecting Rights, Saving Lives  Human Rights Watch defends the rights\nof people in close to 100 countries worldwide, spotlighting abuses and\nbringing perpetrators to justice  Donate Now\n](https://donate.hrw.org/page/107245/donate/1?ea.tracking.id=EP2022EVpgfooter&promo_id=1005)\n\n##  Connect With Us\n\n  * [ BlueSky  ](https://bsky.app/profile/hrw.org \"BlueSky\")\n  * [ X  ](https://twitter.com/hrw \"X\")\n  * [ Facebook  ](https://www.facebook.com/HumanRightsWatch \"Facebook\")\n  * [ YouTube  ](https://www.youtube.com/user/HumanRightsWatch \"YouTube\")\n  * [ Instagram  ](https://www.instagram.com/humanrightswatch/ \"Instagram\")\n  * [ LinkedIn  ](https://www.linkedin.com/company/human-rights-watch/ \"LinkedIn\")\n  * [ TikTok  ](https://www.tiktok.com/@humanrightswatch \"TikTok\")\n\n\u00a9 2025 Human Rights Watch\n\n**Human Rights Watch** | 350 Fifth Avenue, 34th Floor | New York,  NY  10118-3299  USA  | **t** 1.212.290.4700 \n\n**Human Rights Watch** is a 501(C)(3) nonprofit registered in the US under\nEIN: 13-2875808\n\n[ ](https://www.hrw.org/)\n\n",
                "url": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
            },
            "reason": "This is a report from Human Rights Watch, a reputable international human rights organization. The report details human rights violations related to oil palm plantations, indicating a strong focus on social impact and human rights. HRW is known for its thorough investigations and fact-based reporting.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "Report from Human Rights Watch.",
            "url": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "ddeba87d-df4c-490b-bfbb-47adcad40a45",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
                },
                "page_content": "Jump to Topic\n\n#  ESG Metrics and Indicators\n\nJump to Topic\n\n##  Key Policies\n\n**Annual Reporting**\n\n  * [ 2024 Proxy Statement  ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)\n  * [ 2023 Annual Report on Form 10-K  ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\n**Environmental**\n\n  * [ Sustainability Policy  ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/sustainability-policy.pdf)\n\n**Governance**\n\n  * [ Code of Business Conduct and Ethics of Blackbaud  ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n  * [ Code of Business Conduct and Ethics for Suppliers  ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ and Business Partners  ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/code-of-conduct-and-ethics-for-suppliers.pdf) [ \u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/code-of-conduct-and-ethics-for-suppliers.pdf)\n  * [ Blackbaud\u2019s Human Rights Policy  ](https://investor.blackbaud.com/corporate-governance/governance-overview)\n  * [ Blackbaud\u2019s Occupational Health and Safety Policy  ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/occupational-health-and-safety.pdf) \u200b \n  * [ ESG Steering Team Charter  ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf)\n  * [ Corporate Governance Guidelines  ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n  * [ Charter of Nominating and Governance Committee  ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) [ \u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n  * [ Charter of the Audit Committee  ](https://investor.blackbaud.com/static-files/d5631926-a914-4487-b3ca-26633123cead?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n  * [ Charter of the Compensation Committee  ](https://investor.blackbaud.com/static-files/acbba14a-33d5-484a-92c6-b2077c962449)\n  * [ Charter of the Risk Oversight Committee  ](https://investor.blackbaud.com/static-files/4c279f59-dba9-42ed-a432-6a7f401f6f63?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)\n\n**Data Privacy and Security**\n\n  * [ Blackbaud North America Privacy Policy  ](https://www.blackbaud.com/company/privacy-policy/north-america?_ga=2.42544544.406979618.1678203298-1580432150.1678203298)\n  * [ Blackbaud Cyber Security Overview  ](https://www.blackbaud.com/security)\n  * [ Blackbaud Business Continuity Management  ](https://www.blackbaud.com/security)\n  * [ Blackbaud Cyber Security Incident Management and  ](https://www.blackbaud.com/security) [ Response Overview  ](https://www.blackbaud.com/security)\n  * [ Blackbaud Cyber Security Program and Policy  ](https://www.blackbaud.com/security) [ Framework  ](https://www.blackbaud.com/security)\n  * [ Blackbaud and the Public Cloud Whitepaper  ](https://www.blackbaud.com/security)\n  * [ Blackbaud Data Privacy Resource Center  ](https://docs.blackbaud.com/privacy/)\n\n##  GRI\n\nReference  |  |  CY2023   \n---|---|---  \n**02 General Disclosures** |  2-1: Name of the organization  |  [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)  \n|  2-2: Entities included in the organization\u2019s\u200b sustainability reporting\u200b  |  [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)  \n|  2-3: Reporting period, frequency and \u200bcontact point\u200b  |  Blackbaud's ESG report is published on an annual basis generally after the release of our [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) and our [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) as so much information is housed in these documents.\u200b   \n  \n\u200bIR@blackbaud.com\u200b  \n|  2-4: Restatements of information\u200b  |  n/a\u200b   \n|  2-5: External assurance\u200b  |  Blackbaud's ESG Report was not external assured, however, the report did go through our standard internal audit and disclosure controls and procedure.   \n|  2-6: Activities, value chain, and other\u200b business relationships\u200b  |  [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) , [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-7: Employees\u200b  |  Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  2-8: Workers who are not employees  |  Our Human Capital data can be found in our [ 2023 ESG Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  2-9: Governance structure and composition\u200b  |  Our Board of Directors oversees the company\u2019s governance programs, processes, and commitment, while our Executive Leadership Team is charged with implementation, management, and daily oversight. Our guiding governance principles can be found in our Code of Business Conduct and Ethics of Blackbaud, Code of Ethics for CEO and Senior Financial Officers, Code of Business Conduct and Ethics for Suppliers and Business Partners, Corporate Governance Guidelines, and the charters of the various committees of our Board of Directors. These principles provide the building blocks for the many specific policies and procedures by which we operate daily. We are proud of our strong governance and compliance culture and are committed to best practices throughout our organization.\u200b   \n  \n[ Blackbaud 2023 Annual Report on Form 10-K\u200b\n](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)\n\u200b  \n[ Code of Business Conduct and Ethics of Blackbaud\u200b\n](https://investor.blackbaud.com/static-\nfiles/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n[ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-\nfiles/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)\n\u200b  \n|  2-10: Nomination and selection of the\u200b highest governance body\u200b  |  [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) \u200b; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)  \n|  2-11: Chair of the highest governance body\u200b  |  [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)  \n|  2-12: Role of the highest governance body \u200bin overseeing the management of impacts\u200b  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b   \n|  2-13: Delegation of responsibility for\u200b managing impacts  |  [ Corporate Governance Guidelines ](https://investor.blackbaud.com/static-files/10e7c873-a0c3-4c11-b064-76c2203bea85?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) \u200b\u200b; [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm) ; [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298)  \n|  2-14: Role of the highest governance body\u200b in sustainability reporting\u200b  |  [ Charter of Nominating and Governance Committee\u200b ](https://investor.blackbaud.com/static-files/3e3ee748-1684-46d4-87cf-1e0aa4f9ae16?_ga=2.38423974.406979618.1678203298-1580432150.1678203298) ; [ ESG Steering Team Charter\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/04/esg-steering-committee-charter.pdf)  \n|  2-15: Conflicts of interest\u200b  |  [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n|  2-16: Communication of critical concerns\u200b  |  [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n|  2-17: Collective knowledge of the highest\u200b governance body  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-18: Evaluation of the performance of the\u200b highest governance body\u200b  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-19: Remuneration policies\u200b  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-20: Process to determine remuneration\u200b  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-21: Annual total compensation ratio\u200b  |  [ 2024 Proxy Statement\u200b ](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n|  2-22: Statement on sustainable development\u200b strategy\u200b  |  [ Sustainability Policy\u200b ](https://www.blackbaud.com/wp-content/uploads/2024/02/sustainability.pdf)  \n|  2-23: Policy commitments\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  2-25: Conflicts of interest\u200b  |  [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n|  2-26: Mechanisms for seeking advice and\u200b raising concerns\u200b  |  [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n|  2-27: Compliance with laws and regulations\u200b  |  [ Code of Business Conduct and Ethics of Blackbaud\u200b ](https://investor.blackbaud.com/static-files/bf9c3696-073d-4ca2-b0e6-0128082792d5?_ga=2.51088044.406979618.1678203298-1580432150.1678203298)  \n|  2-29: Approach to stakeholder engagement\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  3-1 Process to determine material topics\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  3-2 List of material topics  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  3-3 Management of material topics\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n**301 Materials** |  301-1: Materials used by weight or volume\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  301-2: Recycled input materials used\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  301-3: Reclaimed products and their packaging materials\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n**302 Energy** |  302-1: Energy consumption within the organization\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  302-2: Energy consumption outside of the organization\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  302-3: Energy intensity\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  302-4: Reduction of energy consumption\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  302-5: Reductions in energy requirements of \u200bproducts and services\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n**303 Water and Effluents**** ** |  303-1: Interactions with water as a shared resource\u200b  |  n/a\u200b   \n|  303-2: Management of water discharge-related \u200bimpacts\u200b  |  n/a\u200b   \n|  303-3: Water withdrawal\u200b  |  n/a\u200b   \n|  303-4: Water discharge\u200b  |  n/a\u200b   \n|  303-5: Water consumption\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n**304 Biodiversity** |  304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b  |  n/a\u200b   \n|  304-2: Significant impacts of activities, products, and services on biodiversity\u200b  |  n/a\u200b   \n|  304-3: Habitats protected or restored\u200b  |  n/a\u200b   \n|  304-4: IUCN Red List species and national conservation list species with habitats in areas affected by operations\u200b  |  n/a\u200b   \n|  304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas\u200b  |  n/a\u200b   \n**305 Emissions** |  305-1: Direct (Scope 1) GHG emissions\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  305-2: Energy indirect (Scope 2) GHG emissions  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  305-3: Other indirect (Scope 3) GHG emissions\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  305-4: GHG emissions intensity\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  305-5: Reduction of GHG emissions\u200b  |  [ 2023 Blackbaud Impact Report\u200b ](https://dev-blackbaud-csr.pantheonsite.io/wp-content/uploads/2024/05/Blackbaud-2023-Impact-Report.pdf)  \n|  305-6: Emissions of ozone-depleting substances (ODS)\u200b  |  n/a\u200b   \n|  305-7: Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions\u200b  |  n/a\u200b   \n**306 Effluents and Waste** |  306-1: Water discharge by quality and destination\u200b  |  n/a\u200b   \n|  306-2: Waste by type and disposal method\u200b  |  n/a\u200b   \n|  306-3: Significant spills\u200b  |  n/a\u200b   \n|  306-4: Transport of hazardous waste\u200b  |  n/a\u200b   \n|  306-5: Water bodies affected by water discharges and/or runoff\u200b  |  n/a\u200b   \n**307 Environmental Compliance** |  307-1: Non-compliance with environmental laws \u200band regulations\u200b  |  n/a\u200b   \n  \n##  SASB\n\nReference  |  |  CY2023   \n---|---|---  \nSASB TC-SI-130a.1  |  (1) Total Energy Consumed, (2) Percentage Grid Electricity, (3) Percentage Renewable  |  **Scope 1:**   \n1,745 therms of gas = 9 metric tons of CO  2  e; 9 carbon removal offsets\nprocured to neutralize Scope 1 emissions\u200b  \n  \n**Scope 2:**  \n1,891 MWh (137 MWh from on-site solar) = 581 metric tons of CO  2  e location-\nbased emissions; 2,102 RECs procured to neutralize Scope 2 emissions (for 0\nmetric tons of CO  2  e market-based emissions & 100% renewable electricity)  \n  \n**Scope 3:** \u200b  \nPurchased Goods and Services = 15,728.1 metric tons of CO  2  e; 15,728.1\noffsets procured\u200b  \nCapital Goods = 357 metric tons of CO  2  e; 357 offsets procured\u200b  \nFuel and Energy = 38 metric tons of CO  2  e; 38 offsets procured\u200b  \nWaste-related emissions = 19 metric tons of CO  2  e; 19 offsets procured\u200b  \nBusiness travel = 144 metric tons of CO  2  e; 144 offsets procured\u200b  \nEmployee commuting = 116 metric tons of CO  2  e; 116 carbon removal offsets\nprocured\u200b  \nEmployees working from home = 912 metric tons of CO  2  e; 912 offsets\nprocured  \nSASB TC-SI-130a.2  |  (1) Total Water Withdrawn (2) Total Water Consumed, Percentage of each in Regions with High or Extremely High Baseline Water Stress  |  6,684 M3 used at Charleston HQ office for water & sewer; 2,294 M3 used for Charleston HQ irrigation   \nSASB TC-SI-130a.3  |  Discussion of the Integration of Environmental Considerations Into Strategic Planning for Data Center Needs  |  Blackbaud does not currently own and operate data centers. Our operations are strategically dispersed in collocated data centers (COLOs) as well as with cloud service providers. We work closely with our providers on ways to measure and improve our energy footprint.   \nSASB TC-SI-220a.1  |  Policies and Procedures Relating to Behavioral Advertising and User Privacy  |  [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america)  \nSASB TC-SI-220a.2  |  Number of Users Whose Information is Used for Secondary Purposes  |  [ Blackbaud Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america)  \nSASB TC-SI-220a.3  |  Monetary Losses as a Result of Legal Proceedings Associated with User Privacy.  |  Personal data for which Blackbaud is the data controller is used in accordance with our privacy policy. Blackbaud does not use customers\u2019 constituent data consisting of personal data for purposes other than as stated in the BSA.   \nSASB TC-SI-220a.4  |  (1) Number of Law Enforcement Requests for User Information, (2) Number of Users whose Information was Requested, (3) Percentage Resulting in Disclosure  |  0   \nSASB TC-SI-220a.5  |  Countries Where Core Products Are Subject to Government Monitoring or Censoring  |  0   \nSASB TC-SI-230a.1  |  (1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of users affected  |  [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm)  \nSASB TC-SI 330a.3  |  Percentage of Gender and Racial/Ethnic Group Representation for (1) Management, (2) Technical Staff, and (3) All Other Employees  |   \n|  % Female Employees  |  48%   \n|  % Male Employees  |  52%   \n|  % Female People Managers  |  49%   \n|  % Male People Managers  |  51%   \n|  % Females in Tech Roles  |  32%   \n|  % Males in Tech Roles  |  68%   \n|  % White  |  78%   \n|  % Underrepresented Minority  |  22%   \n|  % White People Managers  |  84%   \n|  % Underrepresented Minority People Managers  |  16%   \n|  % White in Tech Roles  |  75%   \n|  % Underrepresented Minority in Tech Roles  |  25%   \nSASB TC-SI 330a.1  |  % Employees in U.S.  |  85%   \n|  % Employees Outside U.S.  |  15%   \nSASB TC SI 300a.2  |  Employee Engagement  |  Our annual survey was distributed in March 2023. The survey results were shared with employees via a series of workshops and meetings followed by a pulse survey. \u200b   \n  \nWe achieved 91% employee participation in the annual survey and 83%\nparticipation in the follow-up pulse survey.  \nSASB TC-SI-520a.1  |  Total Amount of Monetary Losses as a Result of Legal Proceedings Associated with Anticompetitive Behavior Regulations  |  $0   \nSASB TC-SI-550a.2  |  Commitment to Business Continuity and Risks Related to Operations Disruptions  |  [ Blackbaud 2023 Annual Report on Form 10-K\u200b ](https://www.sec.gov/ixviewer/ix.html?doc=/Archives/edgar/data/1280058/000128005824000013/blkb-20231231.htm) ; \u200b   \n  \n[ 2024 Proxy Statement\u200b\n](https://www.sec.gov/ix?doc=/Archives/edgar/data/1280058/000128005824000032/blkb-20240423.htmm)  \n  \n##  TCFD\n\n|  Recommended Disclosures  |  Response/Comment   \n---|---|---  \n**Governance** |  a) Describe the board\u2019s oversight of climate-related risks and opportunities.  |  Blackbaud\u2019s CEO and the Board of Directors Nominating and Corporate Governance Committee oversee ESG and climate-related risks. In 2023, Blackbaud also had an ESG Steering Team chaired by the Sr. Director Workplace Strategy and comprised of designated members from Blackbaud\u2019s leadership team. The Team engaged with stakeholders to determine priorities and was responsible for ensuring they were adopted throughout the company. The Team was accountable to the Executive Sponsor, Blackbaud\u2019s CEO.   \n|  b) Describe management\u2019s role in assessing and managing climate-related risks and opportunities.  |  Blackbaud\u2019s CEO, the Board of Directors Nominating and Corporate Governance Committee, and the ESG Steering Team oversee the implications of sustainability issues and climate change. These committees consider the implications of climate change for the business and oversee the company\u2019s strategic planning of resources and investments in response to the risk and opportunities that might arise.   \n**Strategy** |  a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.\u200b   \nb) Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy, and financial planning.  |  We are in the process of evaluating both the risks and opportunities of climate change. We have completed a cursory analysis of our risks, but we plan to conduct a more extensive review of these risks in future reports.\u200b   \n  \nWe have not yet completed a scenario analysis to identify opportunities. We\nhope to conduct a scenario analysis soon.\u200b  \n  \nFor our initial risk review, we have identified climate-related risks and\nopportunities that may affect us over the short, medium, and long term. These\ninclude:\u200b  \n  \n_Physical Risks:_ The long-term effects of climate change on the global\neconomy and our industry may impact our business operations and those of our\nsuppliers, customers, and partners. Climate change increases the severity and\nfrequency of extreme weather events such as hurricanes, wildfires, floods,\nheat waves, or power shortages, all of which could lead to business\ndisruptions. The locations of our principal executive offices and our data\ncenters are vulnerable to the effects of climate events and other natural\ndisasters, including hurricanes, heat waves, and earthquakes, which we have\nexperienced in the past. In addition, the effects of climate change are harder\nto mitigate for our remote-first workforce, which exposes the Company to\nbusiness disruption. Even though we carry business interruption insurance\npolicies and typically have provisions in our commercial contracts that\nprotect us in certain events, we might suffer losses as a result of business\ninterruptions that exceed the coverage available under our insurance policies\nor for which we do not have coverage. Any natural disaster or catastrophic\nevent affecting us could have a significant negative impact on our\noperations.\u200b  \n\u200b  \n_Regulatory Risks:_ Expected new regulations and standards relating to public\ndisclosure, including those related to climate change, could adversely impose\nsignificant costs on us to comply with such regulations.\u200b  \n\u200b  \n_Reputation Risks:_ A failure to meet our climate-related goals, such as our\ncommitment and progress toward reduction of greenhouse gas emissions, could\ndamage our reputation, affect our financial performance, and diminish our\nability to attract and retain talent.  \n|  c) Describe the resilience of the organization\u2019s strategy, taking into consideration different climate related scenarios, including a 2\u00b0C or lower scenario.  |  Blackbaud has not yet performed a detailed scenario analysis. We intend to complete more work in this area in 2024/2025. \u200b   \n\u200b  \nWe plan to evaluate if and where our strategies may be affected by climate-\nrelated risks and opportunities, as well as how our strategies might change to\naddress such potential risks and opportunities.  \n**Risk Management** |  a) Describe the organization\u2019s processes for identifying and\u200b assessing climate related risks.  |  Blackbaud continues efforts and practice to formally identify and assess climate-related risks. Our goal is to leverage our Executive Leadership Team and ESG Steering Team, along with our Workforce Strategy, Real Estate, and Enterprise Risk Teams, to identify and assess climate-related risks. We plan to conduct more thorough qualitative and quantitative climate-related physical and transition risk and opportunity assessments.   \n|  b) Describe the organization\u2019s processes for managing climate related risks.  |  As with other key enterprise risks, climate-related risks will be managed as part of our cross-functional enterprise risk management process that includes our Executive Leadership Team and our Board of Directors through its Risk Committee and Nominating and Governance Committee.\u200b   \n\u200b  \nAdditionally, the ESG Steering Team will work closely with our Enterprise Risk\nTeam to consider climate-related risks in connection with developing climate-\nrelated goals and operational strategies to achieve our objectives.  \n|  c) Describe how processes for\u200b identifying, assessing, and managing climate related risks are integrated into the organization\u2019s overall risk management.  |  The ESG Steering Team and our Executive Leadership Team will determine how climate risks are integrated in our organization's overall risk management process. The ESG Steering Team meets quarterly to discuss ESG topics, including climate-related risks, opportunities, and strategies to advance our ESG goals. \u200b   \n  \nOur Workforce Strategy, Real Estate, and Enterprise Risk Teams traditionally\nmanage physical climate-related risks as part of our Business Continuity and\nDisaster Recovery functions. This includes extreme weather events and natural\ndisasters. \u200b  \n\u200b  \nOur Disaster Recovery and Business Continuity Plans are reviewed on a regular\nbasis to ensure steps are in place to identify and respond before, during, and\nafter a service continuity event.  \n  \n##  Learn More About Our ESG Program\n\n###  2022 ESG Report\n\nGet our 2022 ESG Report PDF\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/2022-esg-report/ \"2022 ESG Report\")\n\n###  CSR Past Reports\n\nSee our CSR reports from the past 3 years\n\n[ Learn More ](https://dev-blackbaud-csr.pantheonsite.io/esg-metrics-and-\nreports/past-reports/ \"CSR Past Reports\")\n\n  * More at Blackbaud.com \n    * [ Products ](https://www.blackbaud.com/products \"Products\")\n    * [ Solutions ](https://www.blackbaud.com/who-we-serve \"Solutions\")\n    * [ Resources ](https://www.blackbaud.com/industry-insights/resources \"Resources\")\n    * [ Training and Support ](https://www.blackbaud.com/training-support/chat \"Training and Support\")\n  * Company \n    * [ Our Leadership ](https://www.blackbaud.com/company/executive-leadership \"Our Leadership\")\n    * [ Newsroom ](https://www.blackbaud.com/newsroom \"Newsroom\")\n    * [ Investor Relations ](https://investor.blackbaud.com/ \"Investor Relations\")\n    * [ Partners ](https://www.blackbaud.com/partners \"Partners\")\n    * [ Locations ](https://www.blackbaud.com/company/contact-us \"Locations\")\n  * [ Contact Us ](https://www.blackbaud.com/company/contact-us \"Contact Us\")\n\n  * [ __ ](https://www.facebook.com/blackbaud/)\n  * [ __ ](https://twitter.com/blackbaud/)\n  * [ __ ](https://www.linkedin.com/company/blackbaud/)\n  * [ __ ](https://www.youtube.com/user/blackbaudinc/)\n  * [ __ ](https://www.instagram.com/blackbaud/)\n\n* * *\n\n[ Download Report ](https://csr.blackbaud.com/wp-\ncontent/uploads/2023/05/Blackbaud-2022-ESG-Report.pdf)\n\n* * *\n\n  * [ Acceptable Use Policy ](https://www.blackbaud.com/company/acceptable-use-policy \"Acceptable Use Policy\")\n  * [ GDPR ](https://www.blackbaud.com/company/general-data-protection-regulation \"GDPR\")\n  * [ Do Not Sell My Personal Information ](https://www.blackbaud.com/company/california-consumer-privacy-act \"Do Not Sell My Personal Information\")\n  * [ Privacy Policy ](https://www.blackbaud.com/company/privacy-policy/north-america \"Privacy Policy\")\n  * [ Terms of Use ](https://www.blackbaud.com/company/terms-of-use \"Terms of Use\")\n\n\u00a9 2025 Blackbaud. All rights reserved.\n\n",
                "url": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
            },
            "reason": "This is a page from Blackbaud discussing ESG metrics and reports. While it provides insights into the topic, it is a corporate social responsibility (CSR) page and may present a somewhat biased view. However, the focus on ESG metrics suggests a commitment to measuring social impact.",
            "reliability_score": 0.6,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "Page from Blackbaud discussing ESG metrics and reports.",
            "url": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
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                    "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
                },
                "page_content": "Skip to main content\n\n  *   *   * [ Subscribe  ](https://news.whitecase.com/5/38/forms/subscribe.asp \"Subscribe\")\n\nTime%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20  \nhttps://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-\nadopts-corporate-sustainability-due-diligence  \n  \nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\nmailto:?subject=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&body=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence\n\nhttps://www.linkedin.com/shareArticle?mini=true&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&title=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&source=www.whitecase.com\n\nhttps://twitter.com/intent/tweet?text=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&via=WhiteCase\n\nhttps://www.facebook.com/share.php?u=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&t=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20\n\nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\n#  Time to get to know your supply chain: EU adopts Corporate Sustainability\nDue Diligence Directive\n\nAlert\n\n05 July 2024\n\n|\n\n* * *\n\n12 min read\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\") | \n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\") | \n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\") | \n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\") | \n\n[ Janina Moutia-Bloom ](/people/janina-moutia-bloom \"Janina Moutia-Bloom\")\n\n* * *\n\n**After a two-and-half-year legislative journey, the EU's Corporate\nSustainability Due Diligence Directive (\"CSDDD\"), has been formally adopted,\nand was published in the EU Official Journal on 5 July 2024. 1  It will come\ninto operation in a staggered way in the coming years, and will introduce\nmandatory human rights and environmental due diligence requirements for large\nEU and non-EU companies operating in the EU. **\n\n##  What is the objective of the CSDDD?\n\nThe aim of the CSDDD is to ensure that EU and non-EU companies active in the\nEU:\n\n\"contribute to sustainable development and the sustainability transition of\neconomies and societies through the **identification, and where necessary,\nprioritisation, prevention and mitigation, bringing to an end, minimisation\nand remediation** of actual or **potential adverse human rights and\nenvironmental impacts** connected with companies' own operations, operations\nof their subsidiaries and of their business partners in the chains of\nactivities of the companies, and ensuring that **those affected** by a failure\nto respect this duty **have access to justice and legal remedies** \".  2\n\n##  How does the CSDDD interact with other laws?\n\nObligations under the CSDDD will apply in addition to other more specific, or\npotentially stricter due diligence obligations under other EU laws such as the\nConflict Minerals Regulation, the Batteries Regulation,  3  the Deforestation\nRegulation,  4  and the forthcoming Forced Labour Regulation.  5\n\nThe CSDDD introduces minimum harmonization, meaning Member States cannot lower\nthe level of protection when transposing the CSDDD into national law. Equally,\nthe CSDDD may not serve as grounds for Member States to reduce the level of\nprotection already afforded under national laws to human, employment and\nsocial rights, or protection of the environment or climate.  6  It is expected\nthat existing laws such as Germany's Supply Chain Act (LkSG) and France's loi\nde vigilance will be affected by the national implementation of the CSDDD.\n\nExcept for the due diligence provisions relating to the identification,\nprevention and termination of adverse impacts, Member States are free to go\nbeyond the CSDDD and introduce stricter obligations or a wider scope.  7\n\n##  Which companies are within scope?\n\nThe thresholds for in-scope 'companies'  8  have been substantially revised\nsince the initial proposal. After a phased implementation, the CSDDD will\napply to:  9\n\n  * EU companies (i.e., companies established under the laws of a Member State) that had above 1,000 employees and above EUR 450 million 'net worldwide turnover' in the last financial year; and \n  * Non-EU companies (i.e., companies established outside of the EU) that generated a 'net turnover in the Union' of more than EUR 450 million in the financial year preceding the last financial year.  10 \n\nThe CSDDD will only apply to those EU and non-EU companies which satisfy the\nrelevant criteria above for two consecutive financial years.  11\n\nThe CSDDD also extends to EU and non-EU \"ultimate parent companies\" of groups\nof EU and/or non-EU companies \u2013 which, taken together as a group, meet the\nabove thresholds. However, an ultimate parent company may be exempt12 if \"[it]\nhas as its main activity the holding of shares in operational subsidiaries and\ndoes not engage in taking management, operational or financial decisions\naffecting the group or one or more of its subsidiaries\" and on condition that\none of its EU subsidiaries is designated to fulfil the parent's obligations\nunder the CSDDD, and the parent has obtained an exemption from the competent\nsupervisory authority.  13\n\n##  When will companies have to comply?\n\nThe CSDDD must be transposed by Member States into national law by 26 July\n2026. These new rules will become applicable to companies according to a\nstaggered timeline set out below, to enable them to prepare. This means that\nit will be several years before the new rules take full effect.\n\nThese new rules will become applicable to companies according to a staggered\ntimeline set out below, to enable them to prepare. This means that it will be\nseveral years before the new rules take full effect.\n\n**Category** |  **Net turnover threshold** |  **Number of employees** |  **Date of application for companies 14  **  \n---|---|---|---  \nEU companies  |  **EUR 1,500 m (global)** |  **5,000** |  **26 July 2027**  \n**EUR 900 m (global)** |  **3,000** |  **26 July 2028**  \n**EUR 450 m (global)** |  **1,000** |  **26 July 2029**  \nNon-EU companies  |  **EUR 1,500 m (in EU)** |  **N/A** |  **26 July 2027**  \n**EUR 900 m (in EU)** |  **N/A** |  **26 July 2028**  \n**EUR 450 m (in EU)** |  **N/A** |  **26 July 2029**  \nEU Franchisors/ Licensors  |  **Turnover: EUR 80 m (global)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (global)**  \nNon-EU Franchisors/ Licensors  |  **Turnover: EUR 80 m (in EU)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (in EU)**  \n  \n##  What are the specific obligations for companies?\n\n**In-scope companies must take various steps to manage actual and potential\nadverse impacts of their activities on human rights and environmental matters,\narising from (i) their own operations, (ii) the operations of their\nsubsidiaries, and (iii) the operations of their business partners in its chain\nof activities. 15  **\n\nThe \"chain of activities\" does not cover disposal of products, or activities\nof a company's downstream business partners related to the services of the\ncompany. However, it does cover:\n\n  * The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service). \n  * The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company. \n\n###  Core obligations\n\nThe CSDDD's core obligations require in-scope companies to:\n\n  * Adopt a 'risk-based' approach to human rights and environmental due diligence (Article 5); \n  * Integrate due diligence into all relevant policies and risk management systems (Article 7); \n  * Identify and assess actual or potential adverse impacts, and, where necessary, prioritise potential and actual adverse impacts (Articles 8 and 9); \n  * Prevent and (where not possible or immediately possible) mitigate potential adverse impacts; and bring actual adverse impacts to an end and minimise their extent (Articles 10 and 11); \n  * Provide remediation for actual adverse impacts (Article 12); \n  * Carry out meaningful stakeholder engagement (Article 13); \n  * Establish and maintain a notification mechanism and complaints procedure (Article 14); \n  * Monitor the effectiveness of due diligence policy and measures (Article 15); \n  * Publicly communicate on due diligence (Article 16); \n  * Adopting and putting into effect a climate transition plan (Article 22); and \n  * Designate an authorised representative (Article 23). \n\nThe main due diligence obligations under the CSDDD are \"obligations of means\",\nnot \"obligations of result\". Companies are not expected to guarantee that\nadverse impacts will not occur, nor that they will always be prevented. But\nthey are expected to take \"appropriate measures\": measures that are capable of\nachieving the objectives of due diligence.  16  Such measures include\ndeveloping and implementing a prevention action plan; seeking contractual\nassurances from business partners accompanied by measures to verify\ncompliance; making necessary financial or non-financial investments,\nadjustments or upgrades into operational processes and infrastructures;\nmodifying the company's own business plan, strategies and operations including\npurchasing, design and distribution practices; providing targeted and\nproportionate support from SME business partners; or providing remediation.\n\nWhere impacts cannot be prevented or adequately mitigated, minimised or bought\nto an end, as a last resort, the company must: (i) refrain from entering into\nnew or extending existing relations with the relevant business partner; (ii)\nadopt and implement an enhanced prevention action plan without undue delay by\nusing the company's leverage through the temporary suspension of the relevant\nbusiness relationship(s); or (iii) terminate the business relationship (if\nthere is no reasonable expectation that (ii) will succeed).\n\n###  Transition Plans for Climate Change Mitigation\n\nIn-scope companies must adopt and implement a transition plan for climate\nchange mitigation which aims to ensure \"through best efforts\" that the\nbusiness model and strategy of the company align with the Paris Agreement.\nSpecifically, the transition plan shall contain: (i) time-bound targets\n(including for 2030 and for 2050) and key actions planned for reaching them;\n(ii) a description of decarbonisation levers; (iii) an explanation and\nquantification of investments and funding supporting the implementation of the\ntransition plan; and (iv) a description of the role of company management in\nconnection with the plan.  17\n\nCompanies that comply with the EU Corporate Sustainability Reporting Directive\n(CSRD)  18  will be deemed to have complied with this obligation under the\nCSDDD.\n\n##  What are the consequences for non-compliance?\n\n###  Enforcement and Penalties\n\nThe CSDDD will be enforced by the supervisory authorities of Member States,\nwhich will be empowered to carry out investigations where they consider there\nto be \"substantiated concerns\" and may require companies to provide\ninformation in connection with suspected non-compliance with the obligations\nset out in Articles 7 to 16. National supervisory authorities will also be\nrequired to \"at least supervise\" the adoption and design (and updating) of\ncompanies' transition plans. However, they are not required to supervise their\nimplementation. Furthermore, there is no indication that such supervision will\nencompass the formal approval of such transition plans, however, an\nauthority's assessment and determination of non-compliance could give rise to\none of the consequences set out below.\n\nIf a supervisory authority identifies an act of (or an omission amounting to)\nnon-compliance, it may:\n\n  * Order a company to cease the relevant conduct or perform an action to bring it into compliance; abstain from repeating the prohibited conduct; and where appropriate, take remedial action within an appropriate period of time. \n  * Impose a penalty. Penalties will be set by Member States, but shall be effective, proportionate and dissuasive, and take into account a range of factors,  19  with the maximum penalty to be at least 5% of the relevant company's net worldwide turnover in the previous financial year.  20  A pecuniary penalty on an ultimate parent company of a group, shall be calculated based on the consolidated turnover reported by the ultimate parent company.  21 \n\nAdopt interim measures in case of imminent risk of severe and irreparable\nharm.  22\n\nThe CSDDD also notes that Member States have the power to \"withdraw and to\nprohibit the placing, making available on the market and export of products\nunder other Union legislative acts\".  23\n\n###  Civil liability and other consequences\n\nThe CSDDD requires Member States to ensure that companies can be held liable\nfor damages caused to natural or legal persons where the company\n\"intentionally or negligently\" fails to comply with Article 10 and 11\nobligations (to prevent and mitigate impact, or to end or minimise such\nimpacts), although this is limited to situations where the relevant rights,\nprohibitions or obligations are aimed at protecting the specific claimant, and\nthe failure caused damage.  24\n\nWhile the \"causality\" would be a question for domestic courts to determine in\naccordance with national law, the CSDDD specifically excludes liability if the\ndamage is caused only by the business partners in the company's chain of\nactivities.  25  However, where damage is found to have been caused jointly by\nthe company and its subsidiary, or by the company and a business partner, the\ncompany will be jointly and severally liable.  26\n\nFull compensation under the CSDDD shall not lead to overcompensation, whether\nby means of punitive, multiple or other types of damages.  27\n\nMember States may determine the conditions under which trade unions, civil\nsociety organisations and national human rights institutions can bring\ncollective redress mechanisms on behalf of victims.  28\n\nCompliance with the CSDDD could also be qualified as a criterion for the award\nof public contracts and concessions. As a result, any non-compliance could\nconstitute a breach of any such contract or terms of concession.  29\n\n##  What next?\n\nThe CSDDD's entry into force on 25 July 2024 triggers the transposition period\nfor Member States to adopt national laws transposing the CSDDD obligations.\nCompanies will need to comply according to the staggered timeline set out\nabove.\n\nA \"review\" provision at Article 36(2) of the CSDDD will require the Commission\n(by 26 July 2030 and every three years thereafter) to submit to the Parliament\nand Council a report and any accompanying legislative proposals considered\nnecessary, on whether to amend key elements of the legislation including: the\nemployee and net turnover thresholds for falling in-scope; the definition of\nthe term \"chain of activities\"; the rules on combatting climate change,\npenalties and civil liability; or (introduction of) sector-specific approach\nfor high-risk sectors.  30\n\nRuth Benbow (Knowledge Manager, London) contributed to the development of this\npublication.\n\n1 Directive (EU) 2024/1760 of the European Parliament and of the Council of 13\nJune 2024 on corporate sustainability due diligence and amending Directive\n(EU) 2019/1937 and Regulation (EU) 2023/2859, available  [ here\n](https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=OJ:L_202401760) .  \n2 Recital 16.  \n3 See White & Case alert, \u201cNew EU Batteries Regulation: introducing enhanced\nsustainability, recycling and safety requirements\u201d, 2 August 2023, available\n[ here  ](https://www.whitecase.com/insight-alert/new-eu-batteries-regulation-\nintroducing-enhanced-sustainability-recycling-and-safety) .  \n4 See White & Case alert, \u201c10 key things to know about the new EU\nDeforestation Regulation\u201d, 21 July 2023, available  [ here\n](https://www.whitecase.com/insight-alert/10-key-things-know-about-new-eu-\ndeforestation-regulation) .  \n5 The CSDDD provides that if a provision conflicts with another EU legislative\nact pursuing the same objectives and providing for more extensive or more\nspecific obligations, that other EU legislative act shall prevail. Article\n1(3).  \n6 Article 1(2).  \n7 Article 4.  \n8 Article 3(1)(a) contains a detailed definition of 'company'.  \n9 Article 2.  \n10 The European Network of Supervisory Authorities will publish an indicative\nlist of third-country companies subject to the CSDDD.  \n11 As explored in the table above, lower financial thresholds will also apply\nto EU and non-EU companies that rely on franchise or license models where the\ncompany's or group's agreements with third parties ensure a common identity, a\ncommon business concept and the application of uniform business methods. See\nArticle 2(1)(c) and 2(2)(c).  \n12 Other types of entities are also exempt from complying with obligations\nunder the CSDDD, including Alternative Investment Funds (AIFs) and\nundertakings for collective investment in transferable securities (UCITS).\nArticle 2(8).  \n13 Article 2(3).  \n14 Note that the obligation to communicate on due diligence (article 16)\nfollows a different timeline (Article 37).  \n15 Article 1(a).  \n16 Recital 19.  \n17 Article 22.  \n18 See W&C's contribution to ICC UK's Trade for Prosperity magazine \u201cThe\nCorporate Sustainability Reporting Directive: EU rules with global impact on\nbusiness\u201d, Spring 2024, available  [ here\n](https://cloud.3dissue.com/176015/176404/205852/ICCTradeForProsperityWS24DE/index.html)\n, page 90.  \n19 These are: (a) the nature, gravity and duration of the infringement, and\nthe severity of the impacts resulting from that infringement; (b) any\ninvestments made and any targeted support provided pursuant to Articles 10 and\n11; (c) any collaboration with other entities to address the impacts\nconcerned; (d) where relevant, the extent to which prioritisation decisions\nwere made in accordance with Article 9; (e) any relevant previous decisions\nfinding infringements by the company; (f) the extent to which the company\ncarried out any remedial action with regard to the concerned subject-matter;\n(g) the financial benefits gained from or losses avoided by the company due to\nthe infringement; and (h) any other aggravating or mitigating factors\napplicable to the circumstances of the case. See Article 27(2).  \n20 Article 27(4).  \n21 Article 27(4).  \n22 Article 25(5)(c).  \n23 Recital 76.  \n24 Article 29(1).  \n25 Article 29(1).  \n26 Article 29(5).  \n27 Article 29(2).  \n28 Article 29(3)(d).  \n29 Article 31.  \n30 Article 36.\n\nWhite & Case means the international legal practice comprising White & Case\nLLP, a New York State registered limited liability partnership, White & Case\nLLP, a limited liability partnership incorporated under English law and all\nother affiliated partnerships, companies and entities.\n\nThis article is prepared for the general information of interested persons. It\nis not, and does not attempt to be, comprehensive in nature. 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                    "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
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                "page_content": "Would you like to read this page in another language?\n\n[ Yes ](/)\n\nWould you like to see a version of this page that loads faster by showing text\nonly?\n\n[ Yes ](//text.hrw.org/report/2016/05/30/human-rights-supply-chains/call-\nbinding-global-standard-due-diligence)\n\n#  Introduction\n\nIn our globalized economy, businesses across all sectors increasingly source\nall manners of goods and services from complex chains of suppliers that often\nspan multiple countries with radically different legal, regulatory, and human\nrights practices. According to the International Labour Organization (ILO),\nmore than 450 million people work in supply chain-related jobs. While complex\nglobal supply chains can offer important opportunities for economic and social\ndevelopment, they often present serious human rights risks that many companies\nhave failed to mitigate and respond to effectively.\n\nIndividual companies\u2019 global supply chains often involve large numbers of\nsuppliers or subcontractors, including some who are part of the informal\nsector. The people most affected by human rights abuses in a company\u2019s supply\nchain often belong to groups who have no realistic opportunities to call\nattention to these problems themselves, or secure a remedy, such as women\nworkers, migrant workers, child laborers, or residents of rural or poor urban\nareas.\n\n[ Click to expand Image  ](/modal/26794)\n\nA 16-year-old tobacco worker standing in a tobacco field in North Carolina\nwearing her work clothes. \u201cI don\u2019t feel any different in the fields than when\nI was 12,\u201d she said. \u201cI [still] get headaches and \u2026 my stomach hurts. And like\nI feel nauseous\u2026. I just feel like my stomach is like rumbling around. I feel\nlike I\u2019m gonna throw up.\u201d  \u00a9 2015 Benedict Evans for Human Rights Watch\n\nInternational norms, such as the United Nations Guiding Principles on Business\nand Human Rights, recognize that companies should undertake \u201chuman rights due\ndiligence\u201d measures to ensure their operations respect human rights and do not\ncontribute to human rights abuses. Human rights due diligence includes steps\nto assess actual and potential human rights risks, take effective measures to\nmitigate those risks, and act to end abuses and ensure remedy for any that\noccur in spite of those efforts. Companies should also be fully transparent\nabout these efforts.\n\nBut the UN Guiding Principles on Business and Human Rights and other\ninternational norms for companies are not legally binding. Companies can and\nsometimes do ignore them, or take them up half-heartedly and ineffectively.\nMany companies have inadequate or no human rights due diligence measures in\nplace, and their actions cause or contribute to human rights abuses. For more\nthan two decades, in every region of the world, Human Rights Watch has\ndocumented human rights abuses in the context of global supply chains in\nagriculture, the garment and footwear industry, mining, construction, and\nother sectors.\n\nThe 2016 International Labour Conference, a global summit of governments,\nemployers, and trade unions on labor issues, presents a unique opportunity to\nbring about fundamental change. For the first time, the International Labour\nConference will focus on decent work in global supply chains. Governments have\nthe primary responsibility to protect human rights, including of people\nworking in global supply chains, but have often failed to oversee or regulate\nthe human rights practices of companies domiciled on their soil. In the\nabsence of legally binding standards, ensuring that all companies take their\nhuman rights due diligence responsibilities seriously becomes extremely\ndifficult. Voluntary standards, while valuable, are not enough.\n\nHuman Rights Watch urges governments, employers, and trade unions attending\nthe International Labour Conference to seize the opportunity to begin the\nprocess for the adoption of a new, international, legally binding standard\nthat obliges governments to require businesses to conduct human rights due\ndiligence in global supply chains.\n\n#  Recommendations\n\n##  To Governments, Employers, and Workers at the International Labour\nConference\n\n  * At the 2016 International Labour Conference, decide to initiate the process for a new, international, legally binding standard that obliges governments to require businesses to conduct human rights due diligence across the entirety of their global supply chains. Such due diligence should include, at a minimum, the following elements: \n    * Adoption and implementation of a clear policy commitment to respect human rights, embedded in all relevant business functions; \n    * Identification and assessment of actual and potential adverse human rights impacts; \n    * Prevention and mitigation of adverse human rights impacts; \n    * Verification of whether adverse human rights impacts are addressed; \n    * External communication of how adverse human rights impacts are being addressed; and \n    * Effective processes designed to ensure that adversely affected people are able to secure remediation of any adverse human rights impacts a business has caused or contributed to. \n\n#  Human rights violations in the context of global supply chains\n\nFor more than two decades, Human Rights Watch has documented human rights\nabuses in the context of global supply chains. We have interviewed thousands\nof workers, employers, government officials, and other affected individuals in\na variety of sectors in every region of the world. Below are a few select\nexamples that illustrate the most pervasive human rights problems we have\nfound in the supply chains of many companies across sectors in countries\naround the world.\n\n[ Click to expand Image  ](/modal/28425)\n\n##  Labor rights violations\n\nAround the world, millions of people work in global supply chains\u2014for example,\nin factories producing branded apparel and footwear for consumers worldwide,\non farms growing tobacco purchased by cigarette manufacturers, or in small-\nscale mines digging gold that is destined for the global market. Too many of\nthese workers endure abuses such as poor working conditions, including minimum\nwage violations; forced overtime; child labor; sexual harassment, exposure to\ntoxic substances and other extreme occupational hazards; and retaliation\nagainst workers who attempt to organize. Workers facing these abuses often\nlack access to complaints mechanisms, whistle blower protections, or legal\nrecourse.\n\nUnder international law, governments have an obligation to protect labor\nrights, including the right to protest and form unions\u2014but many fail to do so.\nGlobally, an estimated 21 million people are victims of forced labor.  [1]\n\nThe April 2013 Rana Plaza disaster in Bangladesh put the spotlight on poor\nworking conditions and labor rights abuses in factories producing for global\napparel and footwear brands. The eight-story Rana Plaza building was located\noutside Bangladesh\u2019s capital, Dhaka, and housed garment factories that\nemployed over 5,000 workers. The building\u2019s catastrophic collapse killed over\n1,100 workers and injured over 2,000. In the wake of the disaster, major\napparel brands launched new initiatives to protect the safety of workers in\ntheir supply chains. Three years on, Bangladesh has seen concrete improvements\non fire and building safety, but apparel and footwear supply chains are still\nplagued by serious human rights problems. For example, Human Rights Watch has\ndocumented how many apparel workers in Bangladesh and Cambodia experience\nforced overtime, pregnancy-based discrimination, and denial of paid maternity\nleave. Anti-union abuses are common.Workers attempting to organize in both\ncountries have been threatened, harassed, and dismissed from their jobs in\nretaliation.  [2]\n\nLabor rights violations are also rife in Qatar, the United Arab Emirates, and\nother Gulf States, where construction workers have suffered serious abuse in\nthe context of supply chains in large-scale construction and engineering\nprojects. These low-paid migrant workers face hazardous, and sometimes deadly,\nworking conditions, and are often bound to abusive employers through the\n_kafala_ (sponsorship) system. Passport confiscation is systematic and many\nworkers arrive with significant debts on account of extortionate recruitment\nfees, which can take several years to repay. Migrant workers are unable to\nform or join trade unions, and there is generally little or no possibility of\njudicial redress for abuse. This combination of control mechanisms can lead\nall too easily to trafficking and forced labor.  [3]\n\n##  Child Labor\n\nChild labor is still a serious problem in the global economy. Over 168 million\nchildren are involved in child labor globally, and 85 million of them are\nengaged in hazardous work that puts their health or safety at risk.  [4]  Many\nchild laborers endure physical and psychological abuse, exploitation, and\ntrafficking. In addition, many are denied educational opportunities and are\ntherefore more likely to end up trapped in poverty.  [5]  Companies may\ncontribute to and benefit from child labor in their supply chains, for example\nwhen children harvest export crops, mine precious minerals, process leather,\nand sew apparel. Under international law, the worst forms of child labor are\nprohibited, but many governments have failed to take effective steps to end\nit.\n\n[ Click to expand Image  ](/modal/28421)\n\nGhana is one of the world\u2019s top 10 gold producers. Around one-third of Ghana\u2019s\ngold is mined in artisanal and smallscale mines, which mostly operate\nillegally and use child labor. Two boys, 9 and 12 years old, demonstrate their\ndaily work of washing and sluicing gold ore in Homase, Amansie Central\ndistrict, Ashanti Region.  \u00a9 2014 Juliane Kippenberg/Human Rights Watch.\n\nMany children suffer pain, sickness, and injury, and, in some cases, even\ndeath from the dangerous jobs they do. Globally, most child laborers work in\nagriculture for local or global markets. Child labor in agriculture is\nhazardous when children handle toxic pesticides or other harmful substances,\nwork with sharp tools or heavy machinery, or are exposed to extreme heat. For\nexample, Human Rights Watch found that Palestinian children grow and harvest\ncrops in Israeli agricultural settlements in the West Bank in conditions that\nare hazardous due to pesticides, dangerous tools, and extreme heat. A\nsubstantial amount of this produce is exported abroad, including to Europe and\nthe United States.  [6]\n\nOne particularly harmful agricultural crop for children is tobacco. Children\nwho come into contact with tobacco plants risk suffering acute nicotine\npoisoning. Human Rights Watch has documented hazardous child labor in tobacco\nfarming in the United States and Indonesia, interviewing many children who\nreported symptoms consistent with acute nicotine poisoning, such as nausea,\nvomiting, headaches, and dizziness. This tobacco enters the supply chains of\nmajor cigarette manufacturers.  [7]\n\nAnother highly hazardous form of child labor is mining. An estimated one\nmillion children work globally in artisanal mines that generally rely on\nsimple machinery and a large workforce. Approximately 15 percent of the\nworld\u2019s gold originates from artisanal mines. Many children process gold with\nmercury, a highly toxic substance that causes brain damage and other lifelong\nhealth conditions. Child miners also risk their lives when working in unstable\npits that frequently collapse. Human Rights Watch has documented hazardous\nchild labor, including the deaths of children working underground, in\nartisanal gold mining in Ghana, Mali, Tanzania, and the Philippines. Much of\nthe gold produced in these settings finds its way onto the international\nmarket.  [8]\n\n##  Environmental damage and violations of the right to health\n\nThrough their global supply chains, many businesses risk contributing to the\nmore than 12 million deaths that are attributable to unhealthy environments\neach year.  [9]  International norms and many domestic legal frameworks set\nout government obligations to protect the right to environmental health, but\nthese are often ignored or inadequately enforced.\n\nFor example, in the Hazaribagh neighborhood of Bangladesh\u2019s capital Dhaka,\naround 150 tanneries\u2014many of them producing leather as raw materials for the\nproducts of big name brands\u2014 expose workers and local residents to untreated\ntannery effluent that contains chromium, sulphur, ammonium, and other\nchemicals that cause serious health problems.  [10]  Government officials,\ntannery association representatives, trade union officials, and staff of\nnongovernmental organizations all told Human Rights Watch that no Hazaribagh\ntannery has an effluent treatment plant to treat its waste. Tannery workers\ndescribed and displayed a range of health conditions including prematurely\naged, discolored, itchy, peeling, acid-burned, and rash-covered skin; fingers\ncorroded to stumps; aches, dizziness, and nausea; and disfigured or amputated\nlimbs. The output of Hazaribagh\u2019s tanneries makes up around 90 percent of\nBangladesh\u2019s total leather production, most of which is for export.  [11]\n\n[ Click to expand Image  ](/modal/28417)\n\nA 13-year-old boy digs for gold ore at a small-scale mine in Mbeya Region,\nTanzania. \u201cI was digging with my colleague,\u201d he said. \u201cI entered into a short\npit. When I was digging he told me to come out, and when I was about to come\nout, the shaft collapsed on me, reaching the level of my chest \u2026 they started\nrescuing me by digging the pit and sent me to Chunya hospital.\u201d The accident\nknocked the boy unconscious and caused internal injuries. He remained in the\nhospital for about a week and still occasionally feels pain in his waist when\nhe sits. After the accident, he was scared of returning to the pits, but he\nfelt he had no choice, explaining: \u201cWhenever my aunt travels is when I go,\nbecause I need something to sustain myself.\u201d Companies trading in gold have a\nresponsibility to ensure that they do not cause or contribute to child labor.\n\u00a9 2013 Justin Purefoy/Human Rights Watch\n\nMany mining operations have also caused ill-health and environmental damage.\nFor example, in 2011, Human Rights Watch looked at how the Porgera mine (of\nBarrick Gold, a Canadian global mining company) in Papua New Guinea was\ndumping 14,000 tons of liquid mining waste daily into a nearby river,\npotentially causing environmental damage and ill-health to downstream\ncommunities.  [12]  Similarly, Human Rights Watch found that small- and\nmedium-scale iron mines in India had destroyed or contaminated water sources\nthat residents depended on for drinking water and irrigation in two states.\nIndian legal and regulatory frameworks meant to prevent such harms were\nhobbled by weak institutional capacity and a basic lack of political will to\nimplement regulations. A large proportion of iron ore mined in India is\ndestined for the international market.  [13]  Artisanal and small-scale gold\nminers in many countries use mercury to process gold, emitting more than 700\ntons of this toxic metal annually, and causing mercury poisoning in many\nsmall-scale miners.  [14]\n\n##  Violations of the rights related to land, food, and water\n\nCommunities have suffered human rights abuses when companies acquire land for\nlarge-scale mining, agribusiness, or other commercial enterprises linked to\nglobal supply chains. The rights of whole communities can be at risk in the\ncontext of large-scale land deals, with women often facing distinctive and\nadditional risks.\n\n[ Click to expand Image  ](/modal/25126)\n\nFemale farmers resettled to Mwaladzi received land with poor access to water\nand limited productivity. The compensation package also included a new house.\n\u201cThe farming land we received is red, not black like we had before. I tried to\ngrow corn and it died. Sorghum also failed\u2026. I am not that satisfied. What I\ncan say is, what is a house without food? I cannot eat my house,\u201d said Maria\nC.  \u00a9 2012 Samer Muscati/Human Rights Watch\n\nUnder international law, the rights to water, food, and housing are protected.\nGovernments are obligated to take steps to progressively realize full access\nto these rights over time. Yet, when local communities have been resettled to\nmake way for commercial enterprises, their access to water and their ability\nto grow their own food has sometimes been impeded, with particularly severe\nimpacts on women. For example, when communities were resettled to make way for\nlarge-scale coal mining operations in Mozambique, they were pushed into\nunacceptable new living situations that led to violations of their rights to\nwater and to food.  [15]\n\nIndigenous communities are in a particularly vulnerable situation in the face\nof large commercial land acquisitions because their culture and livelihood is\ntied to their land. Under international law, governments or companies seeking\nto work on land where indigenous peoples live often have a responsibility to\nseek their free, prior, and informed consent before moving forward. But this\nright has been widely disrespected. Human Rights Watch found that mining\ncompanies in Uganda, for example, have failed to secure free, prior, and\ninformed consent from indigenous communities before they started exploration;\nsimilarly, the government of Ethiopia has cleared land for the purposes of\nexport-oriented commercial agriculture without seeking free, prior, and\ninformed consent from indigenous peoples.  [16]\n\n##  Violations of International Humanitarian Law\n\nCompanies have caused, contributed, or been directly linked to violations of\ninternational humanitarian law (also known as the laws of war) in situations\nof armed conflict or military occupation.\n\nFor example, during the height of the armed conflict in the Democratic\nRepublic of Congo, AngloGold Ashanti\u2014a leading gold mining company\u2014established\nrelations with the Nationalist and Integrationist Front, an armed group\nresponsible for serious human rights abuses including war crimes and crimes\nagainst humanity. In return for the armed group\u2019s assurances of security for\nits operations and staff, AngloGold Ashanti provided logistical and financial\nsupport to the armed group and its leaders. In this way, the company may have\ncontributed to serious human rights abuses carried out by that armed group.\n[17]\n\nAnother example is the role of businesses with operations linked to Israeli\nsettlements in the occupied West Bank. These businesses contribute to Israel\u2019s\nviolations of international humanitarian law and human rights abuses that\ndispossess and discriminate against Palestinians. In particular, they\nfacilitate the presence and growth of settlements and contribute to Israel\u2019s\nunlawful confiscation of Palestinian land and other resources. They also\nbenefit from abusive government policies that discriminate against\nPalestinians by virtually barring Palestinian economic and residential\ndevelopment in 60 percent of the West Bank.  [18]\n\n#  Why A Binding Global Standard on Human Rights Due Diligence Is Needed:\nCompanies\u2019 Lack of Adequate Rights Safeguards in Supply Chains\n\n##  Lack of state action: Governments do not regulate business enough\n\nThe primary responsibility for upholding human rights lies with governments.\nIn order to protect human rights, governments have a duty to effectively\nregulate business activity and to put in place and enforce robust labor laws,\nin line with International Labour Organization (ILO) standards. In practice,\nHuman Rights Watch research has found that loopholes in labor law, weak labor\ninspections, and poor enforcement often undermine labor rights and other human\nrights.\n\nGovernments also should oversee and regulate business human rights practices\ndomestically and abroad. While governments do generally regulate company\nbehavior at the domestic level, they do so with varying degrees of seriousness\nand effectiveness. And governments have consistently failed to oversee or\nregulate the extraterritorial human rights practices of companies domiciled on\ntheir soil. In the absence of legally binding standards, ensuring that all\ncompanies take their human rights due diligence responsibilities seriously\nbecomes extremely difficult. While some companies may take their human rights\nresponsibilities seriously and implement robust human rights due diligence,\ntheir competitors may decline to take any such steps and may suffer no adverse\nconsequence. Even companies that do voluntarily undertake human rights due\ndiligence can benefit from strong practical guidance in the form of reasonable\ngovernment regulation.  [19]  A new, international, legally binding standard\non human rights due diligence in global supply chains would be a major step\ntowards enhancing responsible businesses around the world.\n\nWhere states have imposed mandatory human rights due diligence, company\ntransparency has improved. This has been for example the case of the Dodd\nFrank Act, a United States law requiring companies to publicly report on the\nextent to which they have conducted due diligence to ensure their mineral\nsupply chains do not fuel armed conflict in the Democratic Republic of Congo.\n[20]  In 2015, the Modern Slavery Act entered into force in the United\nKingdom, obliging companies to report annually on steps taken to ensure that\nneither slavery nor human trafficking exist in any part of their business\noperations or supply chains.  [21]  While it is too early to judge the full\nimpact of the law, it has the potential to increase transparency about\ncompanies\u2019 efforts to avoid the involvement of modern slavery or trafficking\nin their supply chains. Brazil is an interesting example of a country\nproducing for the global market where legal requirements imposed on foreign\ncompanies sourcing tobacco have helped prevent child labor, coupled with other\ngovernment measures. (See text box).\n\nSTEP IN THE RIGHT DIRECTION: GOVERNMENT REGULATION OF BUSINESS  ** How\ngovernments can oblige businesses to conduct due diligence: Brazil\u2019s measures\nto eliminate child labor in tobacco farming  ** Brazil, the world\u2019s second-\nlargest tobacco producer, has taken steps to enforce a ban on child labor in\ntobacco farming and hold both farmers and businesses in the supply chain\naccountable for violations of that ban. Because of the hazardous nature of\ntobacco farming, Brazil has prohibited all work by children under 18 in the\ncrop and established penalties severe enough to dissuade farmers from allowing\nchildren to work in this sector. Penalties under Brazilian law apply not only\nto farmers, but also to companies purchasing the tobacco, creating an\nincentive for the tobacco industry to ensure that children are not working on\nfarms in their supply chains. Human Rights Watch research found that\ncompanies\u2019 contracts with farmers generally included an explicit ban on child\nlabor, and provided for financial penalties if children were found working.\nCompanies also made a point of sending \u201cinstructors\u201d to visit farmers several\ntimes during each tobacco season to remind farmers that child labor was\nprohibited.  Recognizing that bans are not enough to eliminate child labor,\nBrazil has also put in place social programs for poor families to help\nalleviate the financial desperation that drives parents to send their children\nto work. Though not a perfect system, Brazil\u2019s approach to child labor\nprovides an example of how governments can address child labor in supply\nchains. Brazil\u2019s example could inform policy decisions in other tobacco-\nproducing countries, where such steps have not been taken.  [22]  _ _  \n---  \n  \n##  The role of the ILO in setting binding standards in global supply chains\n\nThe ILO is well-placed to initiate the process for a new, international,\nlegally binding standard on human rights due diligence in supply chains. The\nILO\u2019s tripartite structure brings together workers, employers, and\ngovernments. ILO Conventions have helped advance the protection of workers\u2019\nrights globally. In recent years, the ILO has also taken up the issue of\nsupply chain due diligence. Together with the International Finance\nCooperation, the ILO has set up the Better Work program, a mechanism to\nmonitor working conditions in the apparel sector.  [23]  The 2014 ILO Forced\nLabor Protocol\u2014which is not yet in force\u2014also requires parties to \u201csupport due\ndiligence\u201d to prevent forced labor.  [24]\n\n[ Click to expand Image  ](/modal/20813)\n\nWomen in the sewing division of a factory in Phnom Penh, Cambodia\u2019s capital.\nWomen constitute about 90 percent of the workforce in Cambodia\u2019s garment\nindustry.  \u00a9 2014 Samer Muscati/ Human Rights Watch\n\nThe ILO should therefore take the lead in bringing about an international,\nbinding standard on human rights in global supply chains.\n\n##  A voluntary standard on human rights due diligence: The United Nations\nGuiding Principles on Business and Human Rights\n\nThe human rights responsibilities of businesses are spelled out in a number of\nnon-binding international standards, including the UN Guiding Principles on\nBusiness and Human Rights, the Organisation for Economic Co-operation and\nDevelopment (OECD) Guidelines for Multinational Enterprises, and several\nsector-specific OECD guidance documents.  [25]  A new international legally\nbinding standard on human rights due diligence in global supply chains should\ndraw on these widely accepted standards, building on the concept of human\nrights due diligence put forward in the UN Guiding Principles (as well as the\nOECD standards).\n\nUnder the UN Guiding Principles, businesses should ensure that they respect\nhuman rights in their own activities as well as through their business\nrelationships in supply chains.\n\nThe UN Guiding Principles define safeguards\u2014including so-called human rights\ndue diligence measures\u2014that companies should have in place to identify,\nmitigate, and respond to human rights risks throughout their supply chains.\n\nSpecifically, the UN Guiding Principles urge companies to:\n\n  * Implement a clear policy commitment to respect human rights, embedded in all relevant business functions. \n  * Develop a human rights due diligence process that should: \n    * Identify and assess actual and potential adverse human rights impacts; \n    * Prevent and mitigate adverse human rights impacts; \n    * Verify whether adverse human rights impacts are addressed; and \n    * Communicate externally how adverse human rights impacts are being addressed. \n  * Ensure adversely affected people are able to secure remediation of any adverse human rights impacts a business has caused or contributed to.  [26] \n\nWhile some businesses have made progress to put the UN Guiding Principles into\npractice, the standard\u2019s voluntary nature leaves companies free to shirk their\nresponsibilities without consequence. Even companies that have made good faith\nefforts to live up to their human rights responsibilities have often failed to\ndo so, partly because they lack the sound guidance they need in the form of\nstrong government regulation. Far more needs to be done. Below are examples of\npoor implementation of the UN Guiding Principles, in particular weak company\npolicy commitments, human rights due diligence, and remediation efforts.\n\n##  Companies\u2019 Lack of Adequate Human Rights Safeguards in Supply Chains\n\n###  Weak human rights policy commitments and action\n\n[ Click to expand Image  ](/modal/20477)\n\nDrawn by the promise of jobs, thousands of men from India, Pakistan,\nBangladesh, Sri Lanka, and Nepal are working on Saadiyat Island in the United\nArab Emirates.  \u00a9 2010 Samer Muscati/Human Rights Watch\n\nUnder the UN Guiding Principles, businesses should have a clear human rights\npolicy that spells out how the company will seek to respect human rights. But\nmany company policies either fail to do this or are not adequately\nimplemented.\n\nFor example, many of the world\u2019s construction, engineering, and project\nmanagement firms have operations in the lucrative construction sector of the\nGulf Cooperation Council states. Despite pervasive risks of serious human\nrights abuses in these operations, including the use of forced labor, few\nconstruction firms have adopted specific policies to address these risks and\nensure the basic rights of all the workers in their labor supply chain.  [27]\n\nHuman Rights Watch has also found that companies sometimes lack specific child\nlabor policies, even though child labor occurs in the countries they source\nfrom. For example, at the time of Human Rights Watch\u2019s documentation of child\nlabor in tobacco farming in the US in 2013, some tobacco companies did not\nhave any child labor policies at all, and defaulted to weak protections in US\nlabor law.  [28]\n\n###  Insufficient assessment and monitoring of risks of human rights abuses\n\nCompanies should take steps to ensure that they know what the risks of human\nrights violations in their supply chain are, and should monitor and address\nthose risks on an ongoing basis. In order to correctly assess risks in their\nsupply chain, companies need to be familiar with every link in their supply\nchain.\n\nIn practice, businesses often fail to get a clear picture of the human rights\nrisks contained in their supply chain. Some companies do not even map out all\nactors involved in their supply chain.\n\n[ Click to expand Image  ](/modal/24960)\n\nVictims of the 2013 Rana Plaza building collapse and their families\ndemonstrating at the site of the disaster demanding full compensation.  \u00a9 2014\nG.M.B. Akash/Panos\n\nFor example, several international gold refineries have bought from Ghanaian\ngold export companies that had not traced the origin of the gold they were\nselling on and did not have sufficient child labor due diligence in place. One\nof the Ghanaian export companies acknowledged to Human Rights Watch that \u201cwe\nhave no way of knowing\u2026 whether the gold is from child labor.\u201d  [29]\n\nFailure to adequately assess human rights risks can also contribute to\nviolations of international humanitarian law, or the laws of war. For example,\nan American retail chain sourced linens from a manufacturer, which was located\nin an Israeli settlement industrial zone in the occupied West Bank before\nrelocating to Israel in October 2015. Until then, the retail chain imported\nthe settlement-produced goods, thereby contributing to and benefitting from\nIsraeli settlement activity in occupied Palestinian territory, which violates\ninternational humanitarian law. The company also contributed to and benefited\nfrom human rights abuses associated with the occupation. The manufacturer\npromoted itself on its website as an exporter with a \u201chome-base in Israel\u201d and\nlabeled the linens as made in Israel, but the retailer\u2014which appears to have\nknown the true origin of the goods\u2014failed in its duty to conduct due diligence\nto ascertain the true origin of the goods and to ensure that it did not\ncontribute to violations of the international humanitarian laws applicable to\noccupation and human rights abuses.  [31]\n\nOne method to assess and monitor risks is to conduct inspections at production\nsites. However, businesses do not always conduct such visits. Companies who\nvisit production sites may also conduct very superficial inspections and give\nthe local employer advance notice. As a result, abuses may not be detected or\nmay be concealed.  [32]\n\n###  Weaknesses in preventing and mitigating human rights abuse\n\nOnce companies have identified risks to human rights, they should take steps\nto prevent or mitigate those risks. Depending on the context these may include\nputting in place regular surprise inspections, contractual obligations for\nsuppliers, whistleblower protection, and other measures.\n\n[ Click to expand Image  ](/modal/28418)\n\nA boy uses tongs to soak hides in a pit of diluted chemicals in a Hazaribagh\nleather tannery. Even though international law binding on Bangladesh and\nBangladesh\u2019s own labor law prohibit employing children under 18 in harmful or\nhazardous work, many children work in Hazaribagh\u2019s leather tanneries.  \u00a9 2012\nArantxa Cedillo/Human Rights Watch\n\nMany companies fail to write specific human rights requirements into contracts\nwith their suppliers. For example, most workers in the construction sector in\nthe Gulf States are not covered by meaningful labor protections under domestic\nlaw, and most construction firms do not address this gap by insisting their\ncontractors provide adequate rights protections. In some high profile projects\nin the Gulf States\u2014such as construction associated with the 2022 Qatar World\nCup or on Saadiyat Island in Abu Dhabi\u2014contractual codes of labor protection\nare in place to regulate the conduct of contractors and subcontractors, but\nthese are exceptions rather than the norm.  [33]\n\n###  Insufficient third-party auditing for human rights issues\n\nCompanies across many sectors engage third-party auditors to verify compliance\nwith laws, regulations, and voluntary standards, including on responsible\nsourcing and respect for human rights. They sometimes also outsource the\nassessment of human rights risks.\n\nHowever, Human Rights Watch has found that these audits frequently do not\nfocus strongly enough on human rights, are not conducted by human rights\nexperts, or are too limited in scope.\n\nFor example, in the precious minerals industry, voluntary standards for\nresponsible sourcing seek to ensure respect for human rights alongside other\ngoals, but third-party verification of company compliance with these standards\nhas sometimes neglected human rights issues. In one case, Human Rights Watch\nfound that the summary report of an audit against Dubai\u2019s responsible sourcing\nstandard for a gold refinery in the United Arab Emirates did not mention human\nrights at all, and did not include any site visits to gold mines the refinery\nwas sourcing from.  [34]\n\nIn the tobacco industry, Human Rights Watch found that in some cases auditors\ninspected tobacco farms in the US, but the inspections were deeply flawed.\nAuditors sometimes did not speak the language of the workers, did not\ninterview workers during site visits, visited at times of the day or year when\nchildren were not likely to be working, or announced visits ahead of time.\n[35]\n\nIn Bangladesh, weak third-party social audits have been identified as one of\nthe factors that contributed to the Rana Plaza collapse. According to trade\nunions, such audits often addressed worker\u2019s rights issues superficially or\nnot at all.  [36]  Since the Rana Plaza disaster, inspection of fire and\nbuilding safety has improved in the garment and footwear sector, particularly\nin Bangladesh.\n\nA large auditing company, Ernst and Young, has criticized a \u201cchecklist\napproach\u201d in auditing that is \u201cskewed towards the detection of clerical errors\nand health and safety questions with yes/no answers\u201d in current social\ncompliance auditing across a variety of sectors and countries.  [37]\n\n###  Lack of adequate external communication and public reporting\n\nAll too often, businesses keep the results of their internal and third-party\ninspections secret or publish only summary audit reports. While some\ninformation could legitimately be kept internal, companies should report\npublicly on the steps they have taken to conduct human rights due diligence.\nThe lack of adequate public reporting poses a serious problem of\naccountability. If companies do not disclose the steps they have taken to\nidentify, prevent, mitigate, or remediate human rights risks in their supply\nchain, abuses can be covered up, companies evade public scrutiny, and it is\nfar harder to remedy problems.\n\nOne example of weak public external communication is the poor reporting on\naudits conducted among gold refineries on responsible minerals supply chains.\nGold refiners have published summary compliance reports and summary reports of\naudits against several responsible sourcing standards,  [38]  but not the full\nfindings. One refinery has not even published the summary report of its audit\nagainst the \u201cResponsible Gold Guidance\u201d of the London Bullion Market\nAssociation.  [39]\n\nSome brands, however, do publicly disclose information about factories that\nproduce for them, enabling better risk assessments. (See text box).\n\n** STEP IN THE RIGHT DIRECTION: PUBLIC DISCLOSURE OF SUPPLIERS ENABLES BETTER\nRISK ASSESSMENTS  ** ** Public disclosure of suppliers in the Garment and\nFootwear Sector  ** Some leading brands including Adidas, Disney, H&M, Levis,\nNew Balance, Nike, Patagonia, and Puma regularly publish lists of the\nfactories producing their clothes and shoes on their websites.  By publishing\nthe names and locations factories producing for the company, companies bolster\ntheir ability to prevent and take timely measures to mitigate and remediate\nlabor rights violations in their supply chains.  The disclosure of information\nby some brands in the garment and footwear section is a powerful first step\ntowards greater transparency.  \n---  \n  \n###  Insufficient remediation\n\nWhere business enterprises have caused, contributed, or been directly linked\nto rights abuses, they should provide for or cooperate in the remediation of\nthese abuses. But in practice, Human Rights Watch has found a number of\ninstances where businesses have failed to take any effective steps to ensure\nremedy for human rights abuses that have occurred in their supply chains.\n[40]\n\nA positive example for remediation, if limited in scope, is the legally\nbinding Bangladesh Accord on Fire and Building Safety. (See text box).\n\n** STEP IN THE RIGHT DIRECTION: PREVENTION, MITIGATION, AND REMEDIATION  ** **\nThe legally binding Bangladesh Accord on Fire and Building Safety  ** In May\n2013, in the immediate aftermath of the Rana Plaza collapse, more than 200\napparel and footwear companies signed a five-year legally binding agreement\nwith trade unions to work towards factory building and fire safety in\nBangladesh\u2019s garment industry. This agreement paid attention to the serious\nflaws in the Bangladesh labor inspectorate regarding building safety, created\nan independent inspection system, and publicly disclosed all factories covered\nby the agreement, inspection reports, and corrective action plans. The Accord,\neven though limited to fire and building safety issues, has been a promising\ncollaborative effort to improve due diligence.  \n---  \n  \n[1]  International Labour Organization, \u201cForced labour, human trafficking and\nslavery,\u201d undated, [ http://www.ilo.org/global/topics/forced-labour/lang--\nen/index.htm  ](http://www.ilo.org/global/topics/forced-labour/lang--\nen/index.htm) (accessed April 8, 2016).\n\n[2]  Human Rights Watch, _Cambodia\u2014\u201cWork Faster or Get Out\u201d: Labor Rights\nAbuses in Cambodia\u2019s Garment Industry_ , March 2015, [\nhttps://www.hrw.org/report/2015/03/11/work-faster-or-get-out/labor-rights-\nabuses-cambodias-garment-industry\n](https://www.hrw.org/report/2015/03/11/work-faster-or-get-out/labor-rights-\nabuses-cambodias-garment-industry) ; Human Rights Watch, _Bangladesh\u2014\u201cWhoever\nRaises their Head Suffers the Most\": Workers\u2019 Rights in Bangladesh\u2019s Garment\nFactories_ , April 2015, [ https://www.hrw.org/report/2015/04/22/whoever-\nraises-their-head-suffers-most/workers-rights-bangladeshs-garment\n](https://www.hrw.org/report/2015/04/22/whoever-raises-their-head-suffers-\nmost/workers-rights-bangladeshs-garment) .\n\n[3]  Human Rights Watch, _United Arab Emirates\u2014\u201cThe Island of Happiness\":\nExploitation of Migrant Workers on Saadiyat Island, Abu Dhabi_ , May 2009, [\nhttps://www.hrw.org/sites/default/files/reports/uae0509webwcover_4.pdf\n](https://www.hrw.org/sites/default/files/reports/uae0509webwcover_4.pdf) ;\nHuman Rights Watch, _United Arab Emirates\u2014The Island of Happiness Revisited: A\nProgress Report on Institutional Commitments to Address Abuses of Migrant\nWorkers on Abu Dhabi\u2019s Saadiyat Island_ , March 2012, [\nhttps://www.hrw.org/report/2012/03/21/island-happiness-revisited/progress-\nreport-institutional-commitments-address\n](https://www.hrw.org/report/2012/03/21/island-happiness-revisited/progress-\nreport-institutional-commitments-address) ; Human Rights Watch,\n_Qatar\u2014Building a Better World Cup: Protecting Migrant Workers in Qatar Ahead\nof FIFA 2022_ , June 2012, [ https://www.hrw.org/report/2012/06/12/building-\nbetter-world-cup/protecting-migrant-workers-qatar-ahead-fifa-2022\n](https://www.hrw.org/report/2012/06/12/building-better-world-cup/protecting-\nmigrant-workers-qatar-ahead-fifa-2022) ; Human Rights Watch, _Bahrain\u2014For a\nBetter Life: Migrant Worker Abuse in Bahrain and the Government Reform Agenda_\n, September 2012, [ https://www.hrw.org/report/2012/09/30/better-life/migrant-\nworker-abuse-bahrain-and-government-reform-agenda\n](https://www.hrw.org/report/2012/09/30/better-life/migrant-worker-abuse-\nbahrain-and-government-reform-agenda) ; Human Rights Watch, _United Arab\nEmirates\u2014Migrant Workers\u2019 Rights on Saadiyat Island in the United Arab\nEmirates 2015 Progress Report_ , February 2015, [\nhttps://www.hrw.org/report/2015/02/10/migrant-workers-rights-saadiyat-island-\nunited-arab-emirates/2015-progress-report\n](https://www.hrw.org/report/2015/02/10/migrant-workers-rights-saadiyat-\nisland-united-arab-emirates/2015-progress-report) .\n\n[4]  International Labour Organization, \u201cFollowing decades of rapid increase,\nglobal supply chain jobs shrink,\" WCMS_370189, May 21, 2015, [\nhttp://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_370189/lang--\nen/index.htm ](http://www.ilo.org/global/about-the-\nilo/newsroom/news/WCMS_370189/lang--en/index.htm) (accessed April 7, 2016).\n\n[5]  Jo Becker and Margaret Wurth (Human Rights Watch), \u201c\u2018Kids want to work\u2019\nis a poor justification for laws that legalize work by 10-year-olds,\"\ncommentary, _Global Post_ , September 5, 2014, [\nhttps://www.hrw.org/news/2014/09/05/kids-want-work-poor-justification-laws-\nlegalize-work-10-year-olds ](https://www.hrw.org/news/2014/09/05/kids-want-\nwork-poor-justification-laws-legalize-work-10-year-olds) .\n\n[6]  Human Rights Watch, _Israel/Palestine\u2014Ripe for Abuse: Palestinian Child\nLabor in Israeli Agricultural Settlements in the West Bank_ , April 2015, [\nhttps://www.hrw.org/report/2015/04/13/ripe-abuse/palestinian-child-labor-\nisraeli-agricultural-settlements-west-bank\n](https://www.hrw.org/report/2015/04/13/ripe-abuse/palestinian-child-labor-\nisraeli-agricultural-settlements-west-bank) .\n\n[7]  Human Rights Watch, _United States\u2014Tobacco\u2019s Hidden Children: Hazardous\nChild Labor in United States Tobacco Farming_ , May 2014, [\nhttps://www.hrw.org/report/2014/05/13/tobaccos-hidden-children/hazardous-\nchild-labor-united-states-tobacco-farming\n](https://www.hrw.org/report/2014/05/13/tobaccos-hidden-children/hazardous-\nchild-labor-united-states-tobacco-farming) ; Human Rights Watch, _United\nStates\u2014Teens of the Tobacco Fields: Child Labor in United States Tobacco\nFarming_ , December 2015, [ https://www.hrw.org/report/2015/12/09/teens-\ntobacco-fields/child-labor-united-states-tobacco-farming\n](https://www.hrw.org/report/2015/12/09/teens-tobacco-fields/child-labor-\nunited-states-tobacco-farming) ; Human Rights Watch, Upcoming report,\n_Indonesia\u2014\u201cThe Harvest is in My Blood\u201d: Hazardous Child Labor in Tobacco\nFarming in Indonesia_ , May 2016.\n\n[8]  Human Rights Watch, _Mali\u2014A Poisonous Mix: Child Labor, Mercury, and\nArtisanal Gold Mining in Mali_ , December 2011, [\nhttps://www.hrw.org/report/2011/12/06/poisonous-mix/child-labor-mercury-and-\nartisanal-gold-mining-mali ](https://www.hrw.org/report/2011/12/06/poisonous-\nmix/child-labor-mercury-and-artisanal-gold-mining-mali) ; Human Rights Watch,\n_Tanzania\u2014Toxic Toil: Child Labor and Mercury Exposure in Tanzania\u2019s Small-\nScale Gold Mines_ , August 2013, [\nhttps://www.hrw.org/report/2013/08/28/toxic-toil/child-labor-and-mercury-\nexposure-tanzanias-small-scale-gold-mines\n](https://www.hrw.org/report/2013/08/28/toxic-toil/child-labor-and-mercury-\nexposure-tanzanias-small-scale-gold-mines) ; Human Rights Watch,\n_Ghana\u2014Precious Metal, Cheap Labor: Child Labor and Corporate Responsibility\nin Ghana\u2019s Artisanal Gold Mines_ , June 2015, [\nhttps://www.hrw.org/report/2015/06/10/precious-metal-cheap-labor/child-labor-\nand-corporate-responsibility-ghanas\n](https://www.hrw.org/report/2015/06/10/precious-metal-cheap-labor/child-\nlabor-and-corporate-responsibility-ghanas) ; Human Rights Watch, _Philippines\u2014\n\u201cWhat \u2026 if Something Went Wrong?\u201d: Hazardous Child Labor in Small-Scale Gold\nMining in the Philippines_ , September 2015, [\nhttps://www.hrw.org/report/2015/09/29/what-if-something-went-wrong/hazardous-\nchild-labor-small-scale-gold-mining\n](https://www.hrw.org/report/2015/09/29/what-if-something-went-\nwrong/hazardous-child-labor-small-scale-gold-mining) .\n\n[9]  World Health Organization, \u201cAn estimated 12.6 million deaths each year\nare attributable to unhealthy environments,\u201d March 15, 2016, [\nhttp://www.who.int/mediacentre/news/releases/2016/deaths-attributable-to-\nunhealthy-environments/en/\n](http://www.who.int/mediacentre/news/releases/2016/deaths-attributable-to-\nunhealthy-environments/en/) (accessed March 23, 2016).\n\n[10]  Human Rights Watch, _Bangladesh\u2014Toxic Tanneries: The Health\nRepercussions of Bangladesh\u2019s Hazaribagh Leather_ , October 2012, [\nhttps://www.hrw.org/report/2012/10/08/toxic-tanneries/health-repercussions-\nbangladeshs-hazaribagh-leather ](https://www.hrw.org/report/2012/10/08/toxic-\ntanneries/health-repercussions-bangladeshs-hazaribagh-leather) .\n\n[11]  Human Rights Watch, _Toxic Tanneries_ .\n\n[12]  Human Rights Watch, _Papua New Guinea\u2014Gold\u2019s Costly Dividend: Human\nRights Impacts of Papua New Guinea\u2019s Porgera Gold Mine,_ February 2011, [\nhttps://www.hrw.org/report/2011/02/01/golds-costly-dividend/human-rights-\nimpacts-papua-new-guineas-porgera-gold-mine\n](https://www.hrw.org/report/2011/02/01/golds-costly-dividend/human-rights-\nimpacts-papua-new-guineas-porgera-gold-mine) .\n\n[13]  Human Rights Watch, _India\u2014Out of Control: Mining, Regulatory Failure,\nand Human Rights in India_ , June 2012, [\nhttps://www.hrw.org/report/2012/06/14/out-control/mining-regulatory-failure-\nand-human-rights-india ](https://www.hrw.org/report/2012/06/14/out-\ncontrol/mining-regulatory-failure-and-human-rights-india) .\n\n[14]  Stephan B\u00f6se-O\u2019Reilly et al., \u201cMercury as Serious Health Hazard for\nChildren in Gold Mining Areas,\u201d _Environmental Research_ , vol. 107 (2008);\nUnited Nations Environmental Programme, \u201cMercury. Time to Act,\u201d 2013, [\nhttp://www.unep.org/PDF/PressReleases/Mercury_TimeToAct.pdf\n](http://www.unep.org/PDF/PressReleases/Mercury_TimeToAct.pdf) (accessed April\n7, 2016).\n\n[15]  Human Rights Watch, _Mozambique\u2014\u201cWhat is a House without Food?\u201d\nMozambique\u2019s Coal Mining Boom and Resettlements_ , May 2013, [\nhttps://www.hrw.org/report/2013/05/23/what-house-without-food/mozambiques-\ncoal-mining-boom-and-resettlements\n](https://www.hrw.org/report/2013/05/23/what-house-without-food/mozambiques-\ncoal-mining-boom-and-resettlements) .\n\n[16]  Human Rights Watch, _Ethiopia\u2014\u201cWhat Will Happen if Hunger Comes?\u201d Abuses\nAgainst the Indigenous Peoples of Ethiopia\u2019s Lower Omo Valley_ , June 2012, [\nhttps://www.hrw.org/report/2012/06/18/what-will-happen-if-hunger-comes/abuses-\nagainst-indigenous-peoples-ethiopias-lower\n](https://www.hrw.org/report/2012/06/18/what-will-happen-if-hunger-\ncomes/abuses-against-indigenous-peoples-ethiopias-lower) ; Human Rights Watch,\n_Uganda\u2014\u201cHow Can We Survive Here?\" The Impact of Mining on Human Rights in\nKaramoja, Uganda_ , February 2014, [\nhttps://www.hrw.org/report/2014/02/03/how-can-we-survive-here/impact-mining-\nhuman-rights-karamoja-uganda ](https://www.hrw.org/report/2014/02/03/how-can-\nwe-survive-here/impact-mining-human-rights-karamoja-uganda) .\n\n[17]  Human Rights Watch, _Democratic Republic of Congo\u2014The Curse of Gold:\nDemocratic Republic of Congo_ , June 2005, [\nhttps://www.hrw.org/report/2005/06/01/curse-gold\n](https://www.hrw.org/report/2005/06/01/curse-gold) . After Human Rights Watch\nexposed its relations with the armed group, AngloGold Ashanti committed to\nsevering all links with the group, reviewing its internal company procedures,\nand improving its understanding of the local context in which it was\noperating.\n\n[18]  Human Rights Watch, _Israel-Palestine\u2014Occupation, Inc.: How Settlement\nBusinesses Contribute to Israel\u2019s Violations of Palestinian Rights_ , January\n2016, [ https://www.hrw.org/report/2016/01/19/occupation-inc/how-settlement-\nbusinesses-contribute-israels-violations-palestinian\n](https://www.hrw.org/report/2016/01/19/occupation-inc/how-settlement-\nbusinesses-contribute-israels-violations-palestinian) .\n\n[19]  Human Rights Watch, World Report 2013 (New York: Human Rights Watch,\n2013), Without Rules: A Failed Approach to Corporate Accountability, [\nhttps://www.hrw.org/sites/default/files/related_material/business.pdf\n](https://www.hrw.org/sites/default/files/related_material/business.pdf) .\n\n[20]  Ibid.\n\n[21]  Modern Slavery Act 2015 (Chapter 30), 2015, [\nhttp://www.legislation.gov.uk/ukpga/2015/30/pdfs/ukpga_20150030_en.pdf\n](http://www.legislation.gov.uk/ukpga/2015/30/pdfs/ukpga_20150030_en.pdf)\n(accessed April 7, 2016).\n\n[22]  Margaret Wurth (Human Rights Watch), \u201cTobacco\u2019s Children. Brazil Sets An\nExample for the US,\u201d _The Progressive Magazine_ , November 3, 2015, [\nhttps://www.hrw.org/news/2015/11/03/tobaccos-children-brazil-sets-example-us\n](https://www.hrw.org/news/2015/11/03/tobaccos-children-brazil-sets-example-\nus) .\n\n[23]  International Labour Organization (ILO), \u201cBetter Work,\u201d undated, [\nhttp://www.ilo.org/global/programmes-and-projects/WCMS_084616/lang--\nen/index.htm  ](http://www.ilo.org/global/programmes-and-\nprojects/WCMS_084616/lang--en/index.htm) (accessed April 22, 2016).\n\n[24]  ILO, Protocol of 2014 to the Forced Labor Convention 1930, adopted June\n11, 2014, P029, enters into force November 9, 2016, [\nhttp://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:P029\n](http://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:P029)\n.\n\n[25]  United Nations Human Rights Office of the High Commissioner, \u201cGuiding\nPrinciples on Business and Human Rights: Implementing the United Nations\n\u2018Protect, Respect and Remedy\u2019 Framework,\" New York and Geneva, 2011, [\nhttp://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf\n](http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf)\n(accessed April 7, 2016); Organisation for Economic Co-operation and\nDevelopment (OECD), \u201cOECD Guidelines for Multinational Enterprises,\u201d 2011, [\nhttp://www.oecd.org/daf/inv/mne/48004323.pdf\n](http://www.oecd.org/daf/inv/mne/48004323.pdf) (accessed April 8, 2016);\nOECD, \u201cOECD Due Diligence Guidance for Responsible Supply Chains of Minerals\nfrom Conflict-Affected and High-Risk Areas: Second Edition,\u201d 2013, [\nhttp://www.oecd.org/daf/inv/mne/GuidanceEdition2.pdf\n](http://www.oecd.org/daf/inv/mne/GuidanceEdition2.pdf) (accessed April 8,\n2016); OECD and Food and Agriculture Organization of the United Nations (FAO),\n\u201cOECD-FAO Guidance for Responsible Agricultural Supply Chains,\u201d 2016, [\nhttps://mneguidelines.oecd.org/OECD-FAO-Guidance.pdf\n](https://mneguidelines.oecd.org/OECD-FAO-Guidance.pdf) (accessed April 8,\n2016).\n\n[26]  UN Human Rights Office of the High Commissioner, \u201cGuiding Principles on\nBusiness and Human Rights.\u201d\n\n[27]  Human Rights Watch, _Migrant Workers\u2019 Rights on Saadiyat Island: 2015\nProgress Report_ .\n\n[28]  Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ .\n\n[29]  Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[30]  Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[31]  Human Rights Watch, _Occupation, Inc._\n\n[32]  Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ ; Human Rights Watch, _Precious Metal, Cheap\nLabor_ .\n\n[33]  Human Rights Watch, \u201c _The Island of Happiness_ \"; Human Rights Watch,\n_Migrant Workers\u2019 Rights on Saadiyat Island in the United Arab Emirates 2015\nProgress Report_ .\n\n[34]  Ernst and Young, \u201cIndependent Reasonable Assurance Report on Emirates\nGold DMCC\u2019s Refiner\u2019s Compliance Report,\u201d March 26, 2015, [\nhttp://www.emiratesgold.ae/images/pdf/2014%20DMCC%20Emirates%20Gold%20Compliance%20and%20Assurance%20Reports%20EY%20final.pdf\n](http://www.emiratesgold.ae/images/pdf/2014%20DMCC%20Emirates%20Gold%20Compliance%20and%20Assurance%20Reports%20EY%20final.pdf)\n(accessed April 7, 2016). The standard against which Emirates Gold was audited\nwas the Dubai Multi Commodities Centre (DMCC) Practical Guidance for market\nparticipants in the gold and precious metals industry.\n\n[35]  Human Rights Watch, _Tobacco\u2019s Hidden Children_ ; Human Rights Watch,\n_Teens of the Tobacco Fields_ .\n\n[36]  Human Rights Watch, _\"Whoever Raises their Head Suffers the Most.\u201d_ The\ntrade unions referred to inspections in general.\n\n[37]  Ernst and Young, \u201cHuman Rights and Professional Wrongs: Rethinking\nCorporate Social Compliance in the Supply Chain,\u201d undated, [\nhttp://www.ey.com/Publication/vwLUAssets/EY_-\n_Human_rights_and_professional_wrongs/$FILE/ey-Social-compliance-and-human-\nrights-report.pdf  ](http://www.ey.com/Publication/vwLUAssets/EY_-\n_Human_rights_and_professional_wrongs/%24FILE/ey-Social-compliance-and-human-\nrights-report.pdf) (accessed March 23, 2016).\n\n[38]  These standards are the Responsible Gold Guidance of the London Bullion\nMarket Association (LBMA), the Chain-of-Custody Standard of the Responsible\nJewellery Council (RJC), and the Practical Guidance for market participants in\nthe gold and precious metals industry of the Dubai Multi-Commodities Centre\n(DMCC)  .\n\n[39]  Human Rights Watch, _Precious Metal, Cheap Labor_ .\n\n[40]  Human Rights Watch, _Migrant Workers\u2019 Rights on Saadiyat Island: 2015\nProgress Report_ ; Human Rights Watch, _Toxic Tanneries._\n\n##  Related Content\n\nMay 30, 2016  News Release\n\n###  [ Make Rules on Rights Binding for Businesses  ](/news/2016/05/30/make-\nrules-rights-binding-businesses)\n\nILO Should Create Treaty to Protect Workers\n\n[ ](/news/2016/05/30/make-rules-rights-binding-businesses)\n\nMay 10, 2016  Statement\n\n###  [ Civil society statement at the 10th Forum on Responsible Mineral Supply\nChains  ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-\nmineral-supply-chains)\n\n[ ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-mineral-\nsupply-chains)\n\nApril 12, 2016  Dispatches\n\n###  [ Dispatches: Child Labor in Dubai\u2019s Gold Supply Chain\n](/news/2016/04/12/dispatches-child-labor-dubais-gold-supply-chain)\n\nChildren in Ghana Pay the Price\n\n[ ](/news/2016/04/12/dispatches-child-labor-dubais-gold-supply-chain)\n\nMay 30, 2016  News Release\n\n###  [ Make Rules on Rights Binding for Businesses  ](/news/2016/05/30/make-\nrules-rights-binding-businesses)\n\n[ ](/news/2016/05/30/make-rules-rights-binding-businesses)\n\nMay 10, 2016  Statement\n\n###  [ Civil society statement at the 10th Forum on Responsible Mineral Supply\nChains  ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-\nmineral-supply-chains)\n\n[ ](/news/2016/05/10/civil-society-statement-10th-forum-responsible-mineral-\nsupply-chains)\n\nTopic\n\n  * [ Children's Rights ](/topic/childrens-rights)\n  * [ Child Labor ](/topic/childrens-rights/child-labor)\n  * [ Economic Justice and Rights ](/topic/economic-justice-and-rights)\n  * [ Environment and Health ](/topic/health/environment-and-health)\n\nTags\n\n  * [ Global Supply Chains ](/tag/global-supply-chains)\n  * [ kafala system ](/tag/kafala-system)\n\n### [ Protecting Rights, Saving Lives  Human Rights Watch defends the rights\nof people in close to 100 countries worldwide, spotlighting abuses and\nbringing perpetrators to justice  Donate Now\n](https://donate.hrw.org/page/107245/donate/1?ea.tracking.id=EP2022EVpgfooter&promo_id=1005)\n\n##  Connect With Us\n\n  * [ BlueSky  ](https://bsky.app/profile/hrw.org \"BlueSky\")\n  * [ X  ](https://twitter.com/hrw \"X\")\n  * [ Facebook  ](https://www.facebook.com/HumanRightsWatch \"Facebook\")\n  * [ YouTube  ](https://www.youtube.com/user/HumanRightsWatch \"YouTube\")\n  * [ Instagram  ](https://www.instagram.com/humanrightswatch/ \"Instagram\")\n  * [ LinkedIn  ](https://www.linkedin.com/company/human-rights-watch/ \"LinkedIn\")\n  * [ TikTok  ](https://www.tiktok.com/@humanrightswatch \"TikTok\")\n\n\u00a9 2025 Human Rights Watch\n\n**Human Rights Watch** | 350 Fifth Avenue, 34th Floor | New York,  NY  10118-3299  USA  | **t** 1.212.290.4700 \n\n**Human Rights Watch** is a 501(C)(3) nonprofit registered in the US under\nEIN: 13-2875808\n\n[ ](https://www.hrw.org/)\n\n",
                "url": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
            },
            "reason": "This is a report from Human Rights Watch, a reputable organization focused on human rights issues. The report is well-researched and provides a detailed analysis of human rights in supply chains. The source is reliable and authoritative.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "This is a report from Human Rights Watch, a reputable organization focused on human rights issues.",
            "url": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
        },
        {
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                    "source": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
                },
                "page_content": "Harvard Law School Forum on Corporate Governance\n\n  * [ Home ](https://corpgov.law.harvard.edu/)\n  * [ About ](https://corpgov.law.harvard.edu/about/)\n  * [ Archive ](https://corpgov.law.harvard.edu/archive/)\n  * [ Categories ](https://corpgov.law.harvard.edu/categories/)\n  * [ Hiring ](https://corpgov.law.harvard.edu/tag/hiring/)\n  * [ Blogroll ](https://corpgov.law.harvard.edu/blogroll/)\n\n#  Human Rights-Related Shareholder Proposals in the 2022 U.S. Proxy Season\n\n_\n\nPosted by Subodh Mishra, Institutional Shareholder Services, Inc. , on\n\nThursday, December 8, 2022\n\n_ Comments Off  on Human Rights-Related Shareholder Proposals in the 2022 U.S.\nProxy Season  [ Print ](javascript:window.print\\(\\)) [ E-Mail ](/cdn-\ncgi/l/email-\nprotection#c4fbb7b1a6aea1a7b0f98c8897e482abb6b1a9fee48cb1a9a5aae496ada3acb0b7e996a1a8a5b0a1a0e497aca5b6a1acaba8a0a1b6e494b6abb4abb7a5a8b7e4adaae4b0aca1e4f6f4f6f6e491ea97eae494b6abbcbde497a1a5b7abaae2a6aba0bdf9acb0b0b4b7feebeba7abb6b4a3abb2eaa8a5b3eaaca5b6b2a5b6a0eaa1a0b1ebf6f4f6f6ebf5f6ebf4fcebacb1a9a5aae9b6ada3acb0b7e9b6a1a8a5b0a1a0e9b7aca5b6a1acaba8a0a1b6e9b4b6abb4abb7a5a8b7e9adaae9b0aca1e9f6f4f6f6e9b1e9b7e9b4b6abbcbde9b7a1a5b7abaaeb)\n[ Tweet ](https://twitter.com/share)\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n,  [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) ,  [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) ,  [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) ,  [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) ,  [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/)  \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\nSubodh Mishra is Global Head of Communications at Institutional Shareholder\nServices. This post is based on an ISS Governance memorandum by Joseph Hong,\nSpecialty Research Associate. Related research from the Program on Corporate\nGovernance includes [ The Illusory Promise of Stakeholder Governance\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3544978) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2020/03/02/the-illusory-\npromise-of-stakeholder-governance/) ) and [ Will Corporations Deliver Value to\nAll Stakeholders?\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3899421) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/05/23/will-\ncorporations-deliver-value-to-all-stakeholders/) ) both by Lucian A. Bebchuk\nand Roberto Tallarita; [ Restoration: The Role Stakeholder Governance Must\nPlay in Recreating a Fair and Sustainable American Economy\u2014A Reply to\nProfessor Rock ](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3749654)\n(discussed on the Forum [ here\n](https://corpgov.law.harvard.edu/2021/01/07/restoration-the-role-stakeholder-\ngovernance-must-play-in-recreating-a-fair-and-sustainable-american-economy-a-\nreply-to-professor-rock/) ) by Leo E. Strine, Jr.; [ Stakeholder Capitalism in\nthe Time of COVID\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4026803) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/02/22/stakeholder-\ncapitalism-in-the-time-of-covid/) ) by Lucian Bebchuk, Kobi Kastiel, and\nRoberto Tallarita; and [ Corporate Purpose and Corporate Competition\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3817788) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2021/05/24/corporate-\npurpose-and-corporate-competition/) ) by Mark J. Roe.\n\nThe topic of human rights is of major concern among many stakeholder groups,\nspanning the public, private, and social sectors (e.g., companies, investors,\nconsumers, NGOs, governments, intergovernmental organizations, etc.). Human\nrights issues present material risks to not only companies, but also to\ninstitutional investors, as reputational as well as regulatory and litigation\nrisks, can impact both companies and their investors. Reputational costs\nstemming from, say, damaging viral news stories could negatively impact\nconsumer loyalty, brand perception, and ultimately share price. As many\ninstitutional investors engage with companies to increase alignment on ESG\nperformance and reporting, the \u2018S\u2019 in ESG (Environmental, Social, and\nGovernance) has come under increasing [ scrutiny\n](https://corpgov.law.harvard.edu/2020/06/28/time-to-rethink-the-s-in-esg/) in\nrecent years.\n\nAdditionally, there have been significant legal and regulatory developments\nregarding human rights-related issues, such as the recent [ enforcement\n](https://news.bloomberglaw.com/esg/china-forced-labor-law-prompts-sweeping-\nsupply-chain-reviews) of the Uyghur Forced Labor Prevention Act (UFLPA) which\ncame into effect in June 2022 and the [ EU\u2019s September 2022 proposed ban\n](https://www.whitecase.com/insight-alert/european-commission-proposes-ban-\ngoods-made-forced-labour) on goods made with forced labor \u2013 and accompanying\nsocial compliance-related reassessments of supply chain human rights due\ndiligence (mostly limited to tier 1 finished goods facilities), upstream\nmaterials traceability protocols (e.g., cotton and polysilicon), and\nassociated reporting and disclosure requirements. As such, due also in part to\nNGO engagement and consumer segment expectations, best practices have emerged\namong corporate leaders with regards to transparent and comprehensive end-to-\nend supply chain disclosures.\n\nHuman rights-related risks, however, have not correlated with significant\nmajority support for human rights-related shareholder proposals. In 2022, the\nonly human rights-related shareholder proposal to receive majority support was\nfor the firearms manufacturer Sturm, Ruger & Company, Inc. (RGR) \u2013 this might\nhave corresponded closely with the societal response to the recent torrent of\nmass shootings in America. The Ruger proposal received 69 percent support,\nwhich was an outlier in the data set.\n\nDuring the 2022 U.S. proxy season, there were 26 human rights-related\nshareholder proposals on ballot (around 9 percent of total shareholder\nproposals on ballot), which garnered an average of 25 percent of shareholder\nsupport.\n\nSource: ISS Governance Research & Voting\n\nWhile the number of human rights-related shareholder proposals on ballot have\nvaried over the years, the mean level of support for these proposals has\nremained more-or-less constant.\n\nSource: ISS Governance Research & Voting\n\nThe median level of support for human rights-related shareholder proposals on\nballot has also not varied significantly year-over-year.\n\nSource: ISS Governance Research & Voting\n\nThe numbers of human rights-related shareholder proposals by sector since 2019\nare shown above. The consumer discretionary and I/T sectors in particular have\nfaced increased scrutiny with regards to responsible sourcing standards in\nsupply chains, due in part to significant controversies driven by media\nreporting and NGO attention.\n\nMany of the human rights-related shareholder proposals over the period have\nfocused on increased disclosure regarding supply chain human rights due\ndiligence, or on whether company leadership is effectively managing forced\nlabor and child labor sourcing risks, and business operations and end-use due\ndiligence in high-risk regions. Other proposal topics have included customer\nand end-use due diligence (e.g., privacy and law enforcement), domestic labor\nrights, and other issues. See table below for a list of targeted companies,\nsector, proposal type, main filer and vote support level.\n\nThe wider picture is that the average vote of support for human rights-related\nproposals has held approximately at 26 percent per season over recent years.\nWith 26 human rights-related proposals, the 2022 proxy season had the most\nhuman rights-related proposals in recent years, up from 15 in 2021, 17 in\n2020, and 24 in 2019.\n\n**2022 U.S. Proxy Season Human Rights-Related Proposals (by AGM DATE)**\n\n**Company** |  **Sector** |  **Proposal Topic** |  **Main Filer** |  **Support Level (%)**  \n---|---|---|---|---  \nApple Inc. (AAPL)  |  I/T  |  Forced Labor ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/320193/000119312522003583/d222670ddef14a.htm#tx222670_36b) )  |  Jane M. Saks et al  |  33.70%   \nThe Walt Disney Company (DIS)  |  Communications Services  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1744489/000119312522012592/d249883ddef14a.htm#toc249883_38) )  |  National Legal and Policy Center  |  36.80%   \nLockheed Martin Corporation (LMT)  |  Industrials  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/936468/000093646822000033/lockheedmartin2022proxy.htm#i76545e592cf74d61b4b080da9d52b1f1_193) )  |  Sisters of Charity of St. Elizabeth et al  |  20.20%   \nCitigroup Inc. (C)  |  Financial Services  |  Human Rights Due Diligence \u2013 Indigenous People ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/0000831001/000120677422000697/citi3969751-def14a.htm#stockholderproposals) )  |  Sisters of St. Joseph, Brentwood  |  34.00%   \nWells Fargo & Company (WFC)  |  Financial Services  |  Human Rights Due Diligence \u2013 Indigenous People ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) )  |  American Baptist Home Mission Societies  |  25.91%   \nGeneral Dynamics Corporation (GD)  |  Industrials  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) )  |  Franciscan Sisters of Allegany, NY  |  25.24%   \n3M Company (MMM)  |  Industrials  |  Business in \u201cCommunist China\u201d ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/0000066740/000120677422000811/mmm3983801-def14a.htm#d398380a077) )  |  Steven Milloy  |  3.30%   \nFirstEnergy Corp. (FE)  |  Utilities  |  Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/1031296/000119312522082777/d156096ddef14a.htm#toc156096_5) )  |  Steven Milloy  |  2.90%   \nThe Hershey Company (HSY)  |  Consumer Discretionary  |  Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/47111/000004711122000023/a2022proxystatement.htm#icdce78989cde48a3bb746cf783685e14_1443) )  |  American Baptist Home Mission Society  |  7.81%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Customer Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  Sisters of St. Joseph, Brentwood  |  40.25%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Freedom of Association ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  SHARE  |  38.91%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 19 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  Harrington Investments  |  40.69%   \nChevron Corporation (CVX)  |  Energy  |  Human Rights Due Diligence ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/93410/000119312522098301/d292137ddef14a.htm#toc292137_65a) )  |  International Brotherhood of Teamsters  |  12.39%   \nMeta Platforms, Inc. (META)  |  Communications services  |  Human Rights Impact Assessment ( [ Item 10 ](https://www.sec.gov/Archives/edgar/data/0001326801/000132680122000043/meta2022definitiveproxysta.htm#i046933ef7c26477e9c8a108d937e294d_2748779070185) )  |  Mercy Investment Services  |  23.76%   \nLowes Companies, Inc. (LOW)  |  Consumer Discretionary  |  Independent Contractor Misclassification ( [ Item 9 ](https://www.sec.gov/Archives/edgar/data/60667/000119312522105006/d301898ddef14a.htm#toc301898_128) )  |  International Brotherhood of Teamsters  |  35.71%   \nAlphabet Inc. (GOOGL)  |  I/T  |  Human Rights Due Diligence ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062a) )  |  SumOfUs  |  16.99%   \nAlphabet Inc. (GOOGL)  |  I/T  |  Human Rights Impact Assessment ( [ Item 16 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062d) )  |  The Sustainability Group of Loring, Wolcott & Coolidge  |  23.00%   \nSturm, Ruger & Company, Inc. (RGR)  |  Consumer Discretionary  |  Human Rights Impact Assessment ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/95029/000117494722000537/rgrdef14aproxy.htm#d1e4077_anchor) )  |  CommonSpirit Health  |  68.52%   \nThe TJX Companies, Inc. (TJX)  |  Consumer Discretionary  |  Human Rights Due Diligence ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_148) )  |  NorthStar Asset Management  |  24.60%   \nThe TJX Companies, Inc. (TJX)  |  Consumer Discretionary  |  Independent Contractor Misclassification ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_1099511628903) )  |  International Brotherhood of Teamsters  |  31.80%   \nCaterpillar Inc. (CAT)  |  Industrials  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/18230/000130817922000290/lcat2022_def14a.htm#new_id-125) )  |  Wespath Benefits and Investments  |  10.60%   \nGeneral Motors Company (GM)  |  Industrials  |  Child Labor ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1467858/000119312522131642/d215687ddef14a.htm#rom215687_42) )  |  National Legal and Policy Center  |  22.36%   \nThe Kroger Co. (KR)  |  Consumer Staples  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/56873/000110465922054782/tm2212949-2_defc14a.htm) )  |  Domini Impact Investments  |  20.85%   \nTesla, Inc. (TSLA)  |  Consumer Discretionary  |  Freedom of Association ( [ Item 11 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_ELEVEN) )  |  N/A  |  33.35%   \nTesla, Inc. (TSLA)  |  Consumer Discretionary  |  Child Labor ( [ Item 12 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_TWELVE) )  |  N/A  |  10.54%   \nNIKE, Inc. (NKE)  |  Consumer Discretionary  |  Forced Labor ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/320187/000032018722000041/nike2022proxy.htm#iff9e152abc7d431e964fb92719c62bdf_97) )  |  Domini Impact Equity Fund  |  6.35%   \n  \nSource: ISS Governance Research & Voting\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n,  [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) ,  [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) ,  [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) ,  [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) ,  [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/)  \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\n  * Supported By: \n\n  *   * ###  Subscribe or Follow \n\n[ ](http://app.feedblitz.com/f/?Sub=186216&cids=1)\n\n[ ](http://www.twitter.com/HarvardCorpGov)\n\n[ ](https://corpgov.law.harvard.edu/feed/)\n\n[ ](https://www.linkedin.com/company/harvard-law-school-forum-on-corporate-\ngovernance)\n\n[ ](https://www.facebook.com/HarvardCorpGov/)\n\n  * ###  Program on Corporate Governance Advisory Board \n\n    * William Ackman \n    * [ Peter Atkins ](https://www.skadden.com/professionals/a/atkins-peter-a)\n    * [ David Bell ](https://www.fenwick.com/professionals/pages/davidbell.aspx)\n    * [ Kerry E. Berchem ](https://www.akingump.com/en/lawyers-advisors/kerry-e-berchem.html)\n    * [ Richard Brand ](https://www.whitecase.com/people/richard-brand)\n    * Daniel Burch \n    * [ Paul Choi ](https://www.sidley.com/en/people/c/choi-paul-l)\n    * [ Jesse Cohn ](https://www.elliottmgmt.com/who-we-are/jesse-cohn/#:~:text=Jesse%20Cohn%20is%20an%20Equity,the%20global%20situational%20investing%20teams)\n    * [ Arthur B. Crozier ](http://www.innisfreema.com/expert/arthur-crozier/)\n[ Christine Davine ](https://www2.deloitte.com/us/en/profiles/cdavine.html)\n\n    * [ Renata J. Ferrari ](https://www.ropesgray.com/en/biographies/f/renata-j-ferrari)\n    *     * [ John Finley ](https://www.blackstone.com/people/john-finley/)\n    *     * [ Andrew Freedman ](https://www.olshanlaw.com/people/Andrew-Freedman)\n    * [ Ray Garcia ](https://www.pwc.com/us/en/services/governance-insights-center/meet-the-team.html)\n    * [ Byron Georgiou ](https://www.georgiouenterprises.com/biography)\n    * [ Joseph Hall ](https://www.davispolk.com/professionals/joseph-hall/)\n    * [ Jason M. Halper ](https://www.velaw.com/people/jason-halper/)\n    * [ Paul Hilal ](https://www.mantleridge.com/about/#about-paul-hilal)\n    * [ Carl Icahn ](http://www.shareholderssquaretable.com/)\n[ William P. Mills ](https://www.cadwalader.com/professionals/william-mills)\n\n    * [ David Millstone ](https://www.standardindustries.com/our-team/)\n    * [ Theodore Mirvis ](https://www.wlrk.com/attorney/tnmirvis/)\n    *     * [ Philip Richter ](https://www.friedfrank.com/index.cfm?pageID=42&itemID=527)\n    * [ Elina Tetelbaum ](https://www.wlrk.com/attorney/etetelbaum/)\n    * [ Sebastian Tiller ](https://www.velaw.com/people/sebastian-tiller/)\n    * [ Marc Trevino ](https://www.sullcrom.com/Lawyers/Marc-Trevino)\n[ Jonathan Watkins ](https://www.cadwalader.com/professionals/jonathan-\nwatkins)\n\n    * [ Steven J. Williams ](https://www.paulweiss.com/professionals/partners-and-counsel/steven-j-williams)\n    * [ Daniel Wolf ](http://www.kirkland.com/sitecontent.cfm?contentID=220&itemID=9713)\n\n  * ###  HLS Faculty & Senior Fellows \n\n    * [ Lucian Bebchuk ](http://www.law.harvard.edu/faculty/bebchuk/)\n    * [ Robert Clark ](https://hls.harvard.edu/faculty/directory/10165/Clark)\n    * [ John Coates ](https://hls.harvard.edu/faculty/directory/10170/Coates)\n    * [ Alma Cohen ](http://www.law.harvard.edu/programs/corp_gov/cohen.shtml)\n    * [ Stephen M. Davis ](https://pcg.law.harvard.edu/stephen-m-davis/)\n    * [ Allen Ferrell ](http://www.law.harvard.edu/faculty/fferrell/)\n    * [ Jesse Fried ](https://hls.harvard.edu/faculty/directory/10289/Fried)\n    * [ Oliver Hart ](http://scholar.harvard.edu/hart/home)\n    * [ Howell Jackson ](https://hls.harvard.edu/faculty/howell-e-jackson/)\n    * [ Kobi Kastiel ](https://en-law.tau.ac.il/profile/kastiel)\n    * [ Reinier Kraakman ](https://hls.harvard.edu/faculty/directory/10490/Kraakman)\n    * [ Mark Ramseyer ](https://hls.harvard.edu/faculty/directory/10697/Ramseyer)\n    * [ Mark Roe ](https://hls.harvard.edu/faculty/directory/10725/Roe)\n    * [ Robert Sitkoff ](https://hls.harvard.edu/faculty/directory/10813/Sitkoff)\n    * [ Holger Spamann ](https://hls.harvard.edu/faculty/directory/10831/Spamann)\n    * [ Leo E. Strine, Jr. ](https://pcg.law.harvard.edu/leo-e-strine-jr/)\n    * [ Guhan Subramanian ](https://hls.harvard.edu/faculty/directory/10868/Subramanian)\n    * [ Roberto Tallarita ](https://hls.harvard.edu/faculty/roberto-tallarita/)\n\nHarvard Law School Forum on Corporate Governance  \nAll copyright and trademarks in content on this site are owned by their\nrespective owners. Other content \u00a9 2025 The President and Fellows of Harvard\nCollege.  \n\n[ Privacy Policy ](http://corpgov.law.harvard.edu/privacy-policy/)\n\n  *[\n         Thursday, December 8, 2022\n        ]: Thursday, December 8, 2022\n\n",
                "url": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
            },
            "reason": "This is a publication from Harvard Law School, providing analysis on human rights-related shareholder proposals. The source is credible and the information is likely accurate and well-researched.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "This is a publication from Harvard Law School, providing analysis on human rights-related shareholder proposals.",
            "url": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "b4f15703-8103-46d2-8523-49887d7249da",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://annualreport.grifols.com/sustainability-and-human-rights"
                },
                "page_content": "  * [ Contact us ](/en/contact)\n  * [ International Headquarters ](/en/international-headquarters)\n  * [ Adverse reactions - Pharmacovigilance ](/en/notification-of-adverse-reaction)\n  * [ Grifols Ethics Line __ ](http://grifols.ethicspoint.com/)\n\n  * Change Language \n  * [ Espa\u00f1ol ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=es_ES&currentLanguage=en_US)\n  * [ Deutsch ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=de_DE&currentLanguage=en_US)\n  * [ \u4e2d\u6587 ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=zh_CN&currentLanguage=en_US)\n\n  * Change Language \n  * [ Espa\u00f1ol ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=es_ES&currentLanguage=en_US)\n  * [ Deutsch 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](https://www.grifols.com/en/extending-our-innovative-reach)\n      * [ Team Up with Grifols Innovation and New Technologies  ](https://www.grifols.com/en/team-up-with-grifols-innovation-and-new-technologies)\n\n      * [ Scientific Awards and Programs  ](https://www.grifols.com/en/scientific-awards-and-programs)\n\n    * [ Connecting Knowledge - Our R&D Network  ](https://www.grifols.com/en/connecting-knowledge-our-r-d-network)\n\n  * Sustainability  __ __\n    * [ Sustainability  ](https://www.grifols.com/en/sustainability)\n    * Commitment to Donors and Patients  __ __\n      * [ Commitment to Donors and Patients  ](https://www.grifols.com/en/commitment-to-donors-and-patients)\n      * [ Supporting Donors  ](https://www.grifols.com/en/supporting-donors)\n\n      * [ Supporting Patients  ](https://www.grifols.com/en/supporting-patients)\n\n    * Impact on Society  __ __\n      * [ Impact on Society  ](https://www.grifols.com/en/impact-on-society)\n      * [ Our Foundations  ](https://www.grifols.com/en/our-foundations)\n\n    * [ Our People  ](https://www.grifols.com/en/our-people)\n\n    * [ The Environment  ](https://www.grifols.com/en/the-environment)\n\n    * [ Ethical Leadership  ](https://www.grifols.com/en/ethical-leadership)\n\n    * [ Sustainability Reports  ](https://www.grifols.com/en/sustainability-reports)\n\n  * [ Products __ ](https://products.grifols.com/)\n\n  * Investors  __ __\n    * [ Investors  ](https://www.grifols.com/en/investors)\n    * Stock Information  __ __\n      * [ Stock and share capital  ](https://www.grifols.com/en/stock-and-capital)\n\n      * [ Dividends  ](https://www.grifols.com/en/dividends)\n\n      * [ Major Holders and Treasury Stock  ](https://www.grifols.com/en/major-holders-and-treasury-stock)\n\n      * [ Agreements between Shareholders  ](https://www.grifols.com/en/agreements-between-shareholders)\n\n      * [ Analyst Coverage  ](https://www.grifols.com/en/analyst-coverage)\n\n    * Financials  __ __\n      * [ Financial Results  ](https://www.grifols.com/en/financial-results)\n\n      * [ Annual Accounts  ](https://www.grifols.com/en/annual-accounts)\n\n      * [ Fixed Income and Credit Ratings  ](https://www.grifols.com/en/fixed-income-and-credit-ratings)\n\n      * [ Average Period of Payment to Suppliers  ](https://www.grifols.com/en/average-period-of-payment-to-suppliers)\n\n      * [ Key Figures  ](https://www.grifols.com/en/key-figures)\n\n    * [ Press Releases  ](https://www.grifols.com/en/press-releases)\n\n    * [ Presentations and Events  ](https://www.grifols.com/en/presentations-and-events)\n\n    * [ Agenda  ](https://www.grifols.com/en/agenda)\n\n    * Communications with CNMV and SEC  __ __\n      * [ CNMV __ ](https://www.cnmv.es/portal/consultas/datosentidad.aspx?nif=A58389123&lang=en)\n\n      * [ SEC __ ](https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001438569&owner=exclude&count=40)\n\n      * [ Other Relevant Information  ](https://www.grifols.com/en/other-relevant-information)\n\n      * [ Inside Information  ](https://www.grifols.com/en/inside-information)\n\n      * [ Significant events until 8 February 2020  ](https://www.grifols.com/en/relevant-events)\n\n    * [ Corporate Stewardship Reports  ](https://www.grifols.com/en/corporate-stewardship-reports)\n\n    * Corporate Governance  __ __\n      * [ Board of Directors  ](https://www.grifols.com/en/board-of-directors)\n\n      * [ General Shareholders\u2019 Meeting  ](https://www.grifols.com/en/general-shareholders-meeting)\n\n      * [ Annual Corporate Governance Report  ](https://www.grifols.com/en/annual-corporate-governance-report)\n\n      * [ Directors' Remuneration Report  ](https://www.grifols.com/en/directors-remuneration-report)\n\n      * [ Articles of Association  ](https://www.grifols.com/en/articles-of-association)\n\n      * [ Corporate Policies  ](https://www.grifols.com/en/corporate-policies)\n\n    * [ Mergers  ](https://www.grifols.com/en/mergers)\n\n    * [ Biotest: Voluntary Takeover Offer | Freiwilliges \u00dcbernahmeangebot  ](https://www.grifols.com/en/biotest-voluntary-takeover-offer)\n\n    * [ Biotest: Acquisition offer (delisting) / freiwilliges Erwerbsangebot (Delisting) (2025)  ](https://www.grifols.com/en/biotest-acquisition-offer)\n\n  * Careers  __ __\n    * [ Careers  ](https://www.grifols.com/en/careers)\n    * Why Grifols  __ __\n      * [ Why Grifols  ](https://www.grifols.com/en/why-grifols)\n      * [ People & Culture  ](https://www.grifols.com/en/culture)\n\n      * [ Our teams  ](https://www.grifols.com/en/teams)\n\n    * [ Training and Development  ](https://www.grifols.com/en/training-and-development)\n\n    * [ Hiring Journey  ](https://www.grifols.com/en/hiring-journey)\n\n    * [ Early Careers  ](https://www.grifols.com/en/early-careers)\n\n  * Media  __ __\n    * [ Media  ](https://www.grifols.com/en/media)\n    * [ Newsroom  ](https://www.grifols.com/en/newsroom)\n\n    * Events  __ __\n      * [ Events  ](https://www.grifols.com/en/events)\n      * [ Full-Year 2024 Financial Results  ](https://www.grifols.com/en/media/events/full-year-2024-financial-results)\n\n    * [ Media Contacts  ](https://www.grifols.com/en/media-contacts)\n\n    * [ Media Center  ](https://www.grifols.com/en/media-center)\n\n  * Partners  __ __\n    * [ Partners  ](https://www.grifols.com/en/partners)\n    * [ Join our network of suppliers  ](https://www.grifols.com/en/grifols-supplier-network)\n\nConnect with us\n\n[ __ ](https://www.linkedin.com/company/grifols) [ __\n](https://www.youtube.com/channel/UCeivFoXvLhv4Jx2HlYc2TIg) [ __\n](https://www.instagram.com/grifols_official)\n\n#  Sustainability Reports\n\nGrifols Sustainability Reports detail all the company's initiatives aimed at\ncaring for people and the environment while creating value for multiple\nstakeholders: employees, patients, donors, healthcare professionals,\nscientists, partners and society at large.\n\nAnnual Report\n\n##  2024 Integrated and Sustainability Annual Report\n\nReview of Grifols' financial performance and initiatives related to\nenvironmental, social responsibility and corporate governance.\n\nRead more\n\n[ Read more\n](/documents/3625622/7320249/IAR_EN.pdf/51b647a9-78f6-961c-2681-9c3fcd21c0bc?t=1742200153753)\n\n##  Executive Summary of the Integrated and Sustainability Annual Report\n\nCovers our 2023 sustainability efforts.\n\n[ Read more __\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n##  Human Rights Due Diligence Report 2023\n\nOur latest report reflects our ongoing commitment to uphold and respect human\nrights across our global operations. It outlines our efforts to identify,\nprevent and mitigate human rights risks to workers, communities and\nstakeholders, ensuring that we operate not just in compliance with legal\nframeworks, but also in alignment with our core values.\n\n[ Read more __\n](/documents/6155530/6156443/280289+-+Grifols+IR%26S+-+HHRR+DD+Report+-+Feb24_v2.pdf/8dc60c7c-8c6e-fc37-add7-f5d23bea5582?t=1714031155255)\n\n##  Modern Slavery & Supply Chain Transparency Statement 2023\n\nThis statement outlines our strong commitment to preventing modern slavery and\nensuring transparency in our supply chain for the 2023 fiscal year.\n\n[ Read more\n](/documents/6155530/6156443/ModernSlaveryStatement2023_vfENG_firma.pdf/ee664bd2-bdfd-e4a4-45d8-86e5607ef5ff?t=1715334734557)\n\n##  2023 Risk and Opportunities Management Related to Climate Change\n\nThis document aims to outline the methodology and results obtained after\nanalyzing and evaluating the climate-related risks and opportunities\nassociated with Grifols' activities.\n\n[ Read more __\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\nSustainability\n\n##  Our commitment to sustainability\n\nGrifols' longstanding commitment to people and the planet entails helping\nsociety on all fronts by strengthening our positive social, economic and\nenvironmental impacts.\n\nRead more\n\n[ Read more ](/en/sustainability)\n\n##  Sustainability Reports Archive\n\n  * 2023 \n  * 2022 \n  * 2021 \n  * 2020 \n  * 2019 \n  * 2018 \n  * Previous \n\n###  2023\n\n__ [ 2023 Integrated and Sustainability Annual Report\n](https://annualreport.grifols.com/assets/documentos/2023-integrated-and-\nsustainability-annual-report.pdf)\n\n__ [ 2023 Executive Summary \u2013 Integrated & Sustainability Annual Report\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n__ [ 2023 Human Rights Due Diligence Report\n](/documents/6155530/6156443/ModernSlaveryStatement2023_vfENG_firma.pdf/ee664bd2-bdfd-e4a4-45d8-86e5607ef5ff?t=1715334734557)\n\n__ [ 2023 Risk and Opportunities Management Related to Climate Change\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\n###  2022\n\n__ [ 2022 Integrated and Sustainability Annual Report\n](/documents/3625622/5135027/Integrado_EN.pdf/a8086c19-c432-6155-4328-ad045de14b15?t=1679413861513)\n\n__ [ 2022 Sustainability Report\n](/documents/3625622/5135027/SOSTENIBILITAT+EN.pdf/8969dfb8-e9bb-\nbe9d-dc40-1d22fb75cd1f?t=1685355992082)\n\n__ [ 2022 Our SDG Contributions\n](/documents/3625622/5372276/ods_EN.pdf/f51cea88-fd65-20a6-f2c4-3d4734f27052?t=1685345194434)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/5135027/TCFD+update_2022_EN+final.pdf/e7395903-1b57-b8d4-51d5-df48c4d6de5d?t=1677523900656)\n\n###  2021\n\n__ [ 2021 Integrated and Sustainability Annual Report\n](/documents/3625622/3683813/integrated-\nreport-2021-en.pdf/b98a2f35-63b6-2e7f-91b3-94001bccfeec?t=1651487474022)\n\n__ [ Sustainability Report 2021  ](/documents/3625622/3683813/sustainability-\nreport-2021-en.pdf/9588cf72-d301-5beb-da48-ff3469851746?t=1647279808393)\n\n__ [ United Nations Global Compact: Communication on Progress 2021\n](/documents/3625622/4142391/CP-Grifols-\nUNO-2021-en.pdf/c930ae90-70ea-4181-3a57-95f250eb8a1a?t=1657527839047)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/4679401/2022-risk-opportunities-management-climate-\nchange-en.pdf/c4b5730f-16a6-fcb3-6713-32de19eb50ad?t=1666686051191)\n\n###  2020\n\n__ [ 2020 Integrated Annual Report\n](/documents/3625622/3761463/2020_Grifols_Integrated-Annual-\nReport.pdf/5f6ae050-bfe9-9147-e201-367c1364f85c?t=1646653444011)\n\n__ [ Contribution to Sustainable Development Goals 2030\n](/documents/3625622/3761463/2020_Grifols_Joining-Efforts_Grifols-\nContribution-to-the-2020-Sustainable-Development-\nGoals.pdf/1ca6ea52-c194-0e2c-cfed-d40912ea3d7b?t=1646653450488)\n\n__ [ Commitment to our donors\n](/documents/3625622/3761463/2020_Grifols_Commitment-to-our-\nDonors.pdf/433fa438-bc95-2f69-8be7-43d483d7c811?t=1646653500712)\n\n__ [ The social value generated by Grifols\n](/documents/3625622/3684501/2020_Grifols_Social-\nValue.pdf/dbadf230-6c19-4d88-b222-c1977ee292f3?t=1616509135391)\n\n__ [ Socio-economic Impact\n](/documents/3625622/3761463/2020_Grifols_Socioeconomic-\nImpact.pdf/e70e3db2-a616-483e-587d-f8b8b11f943b?t=1646653470325)\n\n__ [ Climate change  ](/documents/3625622/3761463/2020_Grifols_Risks-and-\nOpportunities-Management-related-to-Climate-\nChange.pdf/4d853099-bb57-9e85-e173-febfb9a482ed?t=1646653458014)\n\n__ [ Executive report  ](/documents/3625622/3684547/2020_Grifols_Executive-\nReport.pdf/c1a50bae-3764-4ee3-aa32-a2dc2fe7e270?t=1623856740516)\n\n###  2019\n\n__ [ 2019 Integrated Annual Report  ](/documents/3625622/3683915/grifols-\nintegrated-annual-\nreport-2019.pdf/01207312-3cd8-430c-8240-39639d84396b?t=1584448728644)\n\n__ [ Executive Report  ](/documents/3625622/3683918/grifols-executive-\nreport-2019-en.pdf/b9510fb7-7d3b-43f4-8232-fb2ebd2d79fe?t=1584606071778)\n\n__ [ Grifols' Contribution to the Sustainable Development Goals\n](/documents/3625622/3683918/grifols-\nSDG-2019-en.pdf/cf13d9ab-3e9d-4788-89ff-5be9ae300f89?t=1584606129630)\n\n__ [ 2019 Grifols' Socio-Economic Impact\n](/documents/3625622/3684096/2019-grifols-socio-economic-impact-\nen.pdf/992cc525-23b4-4613-8340-7d5f0cdf415f?t=1593620012819)\n\n###  2018\n\n__ [ 2018 corporate responsibility report\n](/documents/3625622/3684519/2018-Corporate-Responsibility-\nReport.pdf/990967d2-daa7-4045-8aac-a37680650cf5?t=1615889786329)\n\nAnnual report 2017\n\n__ [ 2017 corporate responsibility report\n](/documents/3625622/3683556/RSC_EN_2017.pdf/9454572d-a15a-4d91-8499-92b749467933?t=1541502054072)\n\nAnnual report 2016\n\n__ [ 2016 corporate responsibility report\n](/documents/3625622/3682194/2017-corporate-responsability-report-\nen.pdf/95231ffa-8de1-41f7-8778-0855b2d11550?t=1534764254127)\n\nThe information contained on the Grifols worldwide website is not applicable\nto all countries. 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                "url": "https://annualreport.grifols.com/sustainability-and-human-rights"
            },
            "reason": "This is a sustainability and human rights section from Grifols' annual report. It indicates a focus on these issues, but as part of a company's annual report, it may present a somewhat biased view. However, the inclusion of human rights suggests a commitment to social impact.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "Sustainability and human rights section from Grifols' annual report.",
            "url": "https://annualreport.grifols.com/sustainability-and-human-rights"
        },
        {
            "content": {
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                    "source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
                },
                "page_content": "Skip to Main Content\n\nEnable Accessibility\n\n[ RETURN TO NEWS & INSIGHTS  ](https://www.seyfarth.com/news-\ninsights/index.html)\n\nLegal Update\n\nJun 3, 2024\n\n#  EU Corporate Sustainability Due Diligence Directive: Raising the Stakes on\nESG Regulations\n\n[ Click for PDF  ](/print/content/113418/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.pdf)\n\nGame changing Environmental, Social, and Governance (\u201cESG\u201d) regulations via\nthe Corporate Sustainability Due Diligence Directive (\u201cCS3D\u201d)  [1]  will\nrequire non-EU and EU companies to identify and prevent adverse environmental\nand human rights impacts within their business, and the supply chain\noperations carried out by their business partners. On May 24, 2024, the\nEuropean Council adopted the CS3D proposal. EU Member states have two years\nfrom the date the CS3D is published in the European Union Official Journal\n(expected in June 2024) to transpose the CS3D into national law. The CS3D will\nbe phased-in over three years, with the largest companies expected to achieve\ncompliance by 2027.\n\nThe CS3D marks a historic shift in the ESG regulatory landscape. By\nestablishing a corporate due diligence duty, the CS3D makes in-scope\ncompanies, including those based outside the EU, responsible for the negative\nenvironmental and adverse human rights impacts arising from their operations\nand their business partners. Adverse human rights are widely defined by\ninternational principles to include, among other rights, the right to a fair\nwage, just and favorable working conditions and an obligation to engage with\ntrade unions and stakeholders at all stages of the due diligence process. CS3D\nalso requires in-scope companies to adopt a climate transition plan in line\nwith the Paris Agreement. Non-compliance can result in significant penalties,\ncivil lawsuits, disbarment from public procurement contracts and reputational\ndamage.\n\nThe European Commission estimates that approximately 6,000 large EU limited\nliability companies and partnerships with more than 1,000 employees and\ngreater than \u20ac450 million net turnover worldwide will be impacted and\napproximately 900 large non-EU companies with more than \u20ac450 million net\nturnover in the EU will be directly impacted.  [2]  While small and medium\nenterprises and other non-EU companies are not covered, the ambit of the CS3D\nwill have indirect implications for value chain business partners that will\nneed to be cognizant of the CS3D obligations.\n\nGiven the complexity and challenges of these new obligations, companies\naffected by these changes should start planning now to assess and adapt their\nprocesses accordingly.\n\nWhile adopting a compliance mindset is a natural approach to a mandatory due\ndiligence scheme, the European Commission has highlighted trust in business as\none of the key aims and expected benefits of the CS3D. Other expected benefits\ninclude better risk management, resilience, increased attractiveness for\ntalent and investment, and better protection of human rights and the\nenvironment.\n\n####  **_What companies are subject to the CS3D?_ **\n\nThe CS3D applies to both EU and non-EU companies with activities in the EU\nthat meet certain revenue turnover and, if applicable, employee thresholds\n***** . The thresholds can apply to EU and non-EU companies on either a\nstandalone or consolidated basis.\n\n**EU Companies** |  **Non-EU Companies** |  **EU Companies with EU franchising or licensing agreements** |  **Non-EU Companies with EU franchising or licensing agreements**  \n---|---|---|---  \n  \n  * > 1,000 employees on average; and \n  * net worldwide turnover > \u20ac450 million \n\n|  Net turnover > \u20ac450 million in the EU  |  Net worldwide turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)  |  Net EU turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)   \n  \n*For companies to be in scope they must meet the applicable criteria for two consecutive financial years before the EU CS3D applies to the organization. \n\n####  **_How does CS3D impact companies?_ **\n\nThe CS3D adopts the core standards found within the OECD Guidelines for\nMultinational Enterprises (\u201cOECD Guidelines\u201d) and the United Nations Guiding\nPrinciples on Business and Human Rights (the \u201cUNGPs\u201d). At a high-level, the\nCS3D requires in-scope EU and non-EU companies to:\n\n  * Conduct due diligence to identify and assess adverse environmental and human rights impacts that arise from their business operations and across their \u201cchain of activities,\u201d which includes suppliers, subcontractors, and business partners;  [3] \n  * Once identified and assessed, implement \u201cappropriate measures\u201d to prevent, mitigate and remediate the identified adverse impacts; and \n  * Implement, on a best efforts basis, a climate transition plan for their operations which is designed to limit global warming to net zero by 2050, aligned with the Paris Agreement and achieving climate neutrality under the European Climate Law. \n\nAdverse environmental impacts and human rights violations include, among\nothers, biodiversity loss, air and water pollution, labor exploitation\nincluding the right to just and favorable conditions of work including a fair\nwage and natural heritage destruction.  [4]\n\n####  _Which business partners do companies need to consider?_\n\nCompanies will need to address both direct and indirect activities in their\ndue diligence obligations, which means understanding their chain of activity\nand engaging with their business partners. The CS3D refers to the company\u2019s\n\u201cchain of activities,\u201d which includes upstream and downstream business\npartners.  [5]\n\n**Business Partner [6]  ** | \n\n  * Direct entity with which the company has a commercial agreement relating to the company's operations, products or services, or to which the company provides services, or \n  * Indirect entity which is not a direct business partner but conducts business operations relating to the company's operations, products or services \n\n  \n---|---  \n**Upstream Business Partners** |  Those related to the production of goods or the provision of services by the company (design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or parts of the products and development of the product or the service)   \n**Downstream Business Partners** |  Those related to the distribution, transport and storage of the product, where the business partners carry out those activities for or on behalf of the company (with exclusions for certain security risks and the export control relating to war materials and B2B or B2C customers)   \n  \n####  _**What due diligence will companies need to perform?** _\n\nThe CS3D risk based due diligence process mirrors the six steps outlined in\nthe OECD Due Diligence Guidance for Responsible Business Conduct.  [7]\nCompanies must implement \u201cappropriate measures\u201d to address the adverse impacts\nidentified in their own operations and where related to their chain of\nactivities, those of their business partners.  [8]  Those steps are:\n\n**Integrate Responsible Business Conduct into Policies and Management Systems** |  Adopting responsible business conduct policies based on the OECD Guidelines for Multinational Enterprises and embedding them into management systems  [9]   \n---|---  \n**Identify and Assess Impacts** |  Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities  [10]  , which may require in-depth scoping to understand and prioritize the most significant risks and responses  [11]   \n**Design and Implement Strategies to Address Impacts** |  Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves: \n\n  * integrating responsible business conduct into their policies, employee trainings, and business relationships; \n  * bringing adverse impacts to an end; \n  * remediating such impacts; and \n  * engaging in meaningful stakeholder engagement  [12]. \n\n  \n**Track Implementation and Results** |  Monitoring the implementation and effectiveness of strategies, conducting regular evaluations and updating strategies accordingly  [13]   \n**Communication** |  Appropriately publishing information and engaging with relevant stakeholders to promote collaboration and transparency  [14]   \n**Providing Remediation** |  Establishing grievance mechanisms such as a roadmap for remediation, standard timelines, and sufficient resources to resolve complaints  [15]   \n  \n####  **_What is a climate transition plan?_ **\n\nIn-scope companies will be required to adopt an action plan which outlines how\nthe organization will pivot, through best efforts, its existing assets and\noperations to be in alignment with the Paris Agreement\u2019s goal of limiting\nglobal warming to 1.5\u00b0C. Companies may fulfill the obligation of creating a\ntransition plan when complying with the CS3D, but will need to actually\nimplement the plan and complete annual updates in order to fully comply with\nthe CS3D.  [16]\n\n####  **_What are the practical implications for companies impacted by CS3D?_\n**\n\nAlthough some EU states already have in force a soft version of this directive\n(Duty of Vigilance Act in France, Supply Chain Due Diligence Act in Germany),\nthe CS3D is stricter. Further, the CS3D sets minimum standards allowing EU\nmember states to implement more stringent provisions if they choose. The\npotential for differing CS3D standards across the EU will require companies to\nconduct legal risk assessments across the EU members states to ensure they are\nworking to the highest standard.\n\nCompanies will have to undertake a \u201croot and branch\u201d review of their\noperations. This will require mapping, tracking and understanding their chain\nof activities to identify their business partners and suppliers through a more\nstringent lens and implement management systems for compliance. With all\nthings ESG, we suggest approaching the CS3D with both a top-down and bottom-up\nperspective that is grounded in the company\u2019s corporate purpose and values.\n\nIn the human rights arena, many multinational enterprises have developed human\nrights programs aligned with the UNGPs\u2019 pillar for businesses to respect human\nrights. These companies can use those programs as a baseline to assess the\nwork needed for compliance with the CS3D by conducting a gap analysis of those\nprograms against the CS3D. The UNGPs contain a similarly comprehensive scope\nof human rights, which like the CS3D, look to the ILO core conventions,\nincluding the ILO Declaration on Fundamental Principles and Rights at Work.\n\nWe expect companies to refresh their contractual provisions with their\nrelevant business partners to assess their ability to obtain, assess and\nmonitor their business partners operational impact on the environment and\nhuman rights. Employing a consultative process with Member States and\nstakeholders, the European Commission will adopt model contractual clauses. It\nwill be interesting to watch the nature of the clauses and whether it will\nsignify a shift in the contracting approach from a transactional, liability\nshifting approach to one that reflects a shared responsibility. Observing the\nshift in the regulatory landscape, this is the approach the ABA has taken with\nrespect to its model language for the protection of human rights in\ninternational supply chain contracts.  [17]\n\nAs part of the impact identification process, we also expect that such\nagreements will be re-evaluated to assess whether the terms of those\nagreements as reflected in business practices could lead to any identified\nadverse impacts. For example, if a company engages with a supplier for the\nproduction of goods, a company should evaluate whether the production costs\nand schedule are structured in such a way that it could lead to fostering\nconditions that contribute to adverse human rights impacts (e.g., excessive\nworking hours, wages below a living wage).\n\nCompanies will more than likely need to invest in new resources and update\ngovernance and management reporting. As a corollary, business partners will\nfind they are required to provide more detailed disclosure questionnaires.\nWhile the CS3D favors working with business partners towards compliance\ninstead of terminating contracts, termination could be a real possibility for\nbusiness partners who fail to upgrade their working practices to mirror those\nof the entity directly captured by the CS3D. In this regard, capacity building\namong business partners will be needed and required, particularly for a\nbusiness partner that is a small and medium enterprise.\n\n####  **_How does this relate with other European directives and regulations?_\n**\n\nThe CS3D will also operate alongside other recent directives and regulations.\nThese include the EU Corporate Sustainability Reporting Directive (\u201cCSRD\u201d) and\nthe EU Sustainable Finance Disclosure Regulation (\u201cSFDR\u201d).\n\n  * The CSRD requires companies to disclose their human rights and environmental impacts using a double materiality standard. This standard requires companies to assess the material impacts of their business on the environment and human rights (the impact lens) as well as the material impacts of these matters on the business (the financial lens). \n  * The SFDR impacts investors on how they market and report on green and human rights friendly investments. \n\nTogether these laws complement each other and aim to advance the EU\u2019s goals of\ntransitioning the EU economy to a \u201csustainable and just future\u201d. It also has\nsynergies with the EU Deforestation Regulation, EU legislation to ban\ngreenwashing as well as upcoming legislation including EU Forced Labor\nRegulation and EU Packaging and Packaging Waste Regulation.\n\n####  _**When will the CS3D be implemented?** _\n\nAssuming the CS3D is published in the European Union Official Journal in 2024,\nthe CS3D will be phased in over a three year period based on certain\nthresholds:\n\n**** |  **2027** |  **2028** |  **2029**  \n---|---|---|---  \n**EU Companies** | \n\n  * Companies with > 5,000 employees; and \n  * Net worldwide turnover > \u20ac1.5 billion \n\n|\n\n  * Companies with > 3,000 employees; and \n  * Net worldwide turnover > \u20ac900 million \n\n|\n\n  * Companies with > 1,000 employees; and \n  * Net worldwide turnover > \u20ac450 million \n\n  \n**Non-EU Companies** |  Net EU turnover > \u20ac1.5 billion  |  Net EU turnover > \u20ac900 million  |  Net EU turnover > \u20ac450 million   \n**Companies with EU franchising or licensing agreements** |  N/A  |  N/A  |  Applicable net turnover > \u20ac80 million (with at least \u20ac22.5 million generated by royalties)   \n  \n####  _**What are the consequences for non-compliance?** _\n\nThe CS3D defers to the Member States to establish or assign a regulatory body,\nsupported by the European Network of Supervisory Authorities, that will be\nresponsible for investigating and enforcing penalties. Breaches of the CS3D\ncould result in fines, civil liability and reputational harm.\n\n**Fines** | \n\n  * A maximum fine, established by a Member State, of up to 5% of the company\u2019s net worldwide turnover in the financial year preceding the fining decision  [18] \n  * Companies with appropriate due diligence measures and controls can avoid enforcement action if they have implemented \u201cappropriate measures\u201d to address the relevant adverse impacts \n\n  \n---|---  \n**Civil Liability** | \n\n  * Civil liability for damages the company \u201cintentionally or negligently\u201d failed to comply with their CS3D obligations and, as a result of the failure, caused damage to a natural or legal person\u2019s legal interest protected under national law  [19] \n  * The CS3D creates a private right of action for those adversely affected and allows trade unions and NGOs to act on their behalf in bringing such actions \n  * _Note:_ Companies are not liable for actions caused _solely_ by business partners in its chain of activities \n\n  \n**Reputational Harm** |  Penalties will be made publicly available for at least 5 years and sent to the European Network of Supervisory Authorities  [20]   \n  \n####  _**Looking Ahead** _\n\nIn our past ESG alerts, our team has described ESG as reflecting the business\nparadigm shifting from transactional to relational. Cutting through the noise\nthat surrounds the use of the term ESG, we offer that ESG is a framework for\nassessing an organization\u2019s practices and governance on relevant ESG matters\nthat span the human rights and environmental arenas against stakeholder-\ncentric factors in furtherance of a sustainable and resilient business. ESG\nmatters influence \u201chow\u201d an organization conducts business and the practices it\nengages in to be profitable.\n\nThe CS3D fully embodies and reflects this shift.\n\nBecause organizations \u2013 both private and public \u2013 are assessing compliance\nwith a broad swath of ESG regulations that are already in effect or will be\nwithin the next few years, we offer organizations to approach this labyrinth\nof ESG regulations by:\n\n  1. Understanding your organization\u2019s current ESG strategy, goals and efforts; \n  2. Learning who in the organization are the key drivers of the strategy and their vision; \n  3. Becoming familiar with current reports and which reporting frameworks, if any, your organization may use; \n  4. Assessing whether the company is directly or indirectly subject to a given regulation which may cover similar topics; \n  5. Centralizing ESG data through the use of software systems that can give a single source of authority for assessing credibility of data; \n  6. Understanding the materiality standards, if any, and any materiality assessments that have been conducted and for what purpose; \n  7. Working with counsel to consider applying privilege protocols and oversight of materiality assessments conducted pursuant to regulatory requirements; \n  8. Working with procurement and the ESG teams to learn the business partners who may be directly subject to a regulation whereby your company may be asked to change practices or provide information; and \n  9. Assessing the company\u2019s human rights and environmental practices and programs against the highest or most comprehensive standard. \n\nIf you have questions, please reach out to the authors and the Seyfarth Impact\n& Sustainability team for assistance.\n\n* * *\n\n[1]  [ _European Parliament legislative resolution of 24 April 2024 on the\nproposal for a_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [\n_directive of the European Parliament and of the Council on Corporate\nSustainability_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) [ _Due\nDiligence and amending Directive (EU) 2019/1937 (COM(2022)0071 \u2013 C9-0050/2022\n\u2013 2022/0051(COD))_\n](https://www.europarl.europa.eu/doceo/document/TA-9-2024-0329_EN.pdf) (the\n\u201cCS3D\u201d). The Directive is also commonly referred to as \u201cEU CSDDD.\u201d\n\n[2]  European Commission website: _\u201c_ [ _Corporate Sustainability Due\nDiligence_ ](https://commission.europa.eu/business-economy-euro/doing-\nbusiness-eu/corporate-sustainability-due-diligence_en#which-companies-will-\nthe-new-eu-rules-apply-to) _\u201d_\n\n[3]  The Commission in consultation with the EU will issue due diligence\nguidance and climate transition plans by 2027.\n\n[4]  European Parliament, Press Release, April 24, 2024, \u201c  [ _Due diligence:\nMEPs adopt rules for firms on human rights and environment_ \u201d\n](https://www.europarl.europa.eu/news/en/press-room/20240419IPR20585/due-\ndiligence-meps-adopt-rules-for-firms-on-human-rights-and-\nenvironment#:~:text=The%20European%20Parliament%20approved%20with,on%20human%20rights%20and%20the)\n\n[5]  CS3D Article 3(1)(g)\n\n[6]  CS3D Article 3(1)(f)\n\n[7]  CS3D (20) and Article 5\n\n[8]  CS3D Article 5\n\n[9]  CS3D Article 7\n\n[10]  CS3D Article 8\n\n[11]  CS3D Article 9\n\n[12]  CS3D Articles 10-13\n\n[13]  CS3D Article 15\n\n[14]  __ CS3D Article 16\n\n[15]  CS3D Article 14\n\n[16]  CS3D Article 22\n\n[17]  _See, e.g.,_ Model Contract Clauses to Protect Workers in International\nSupply Chains, Version 2.0 by the Working Group to Draft Model Contract\nClauses to Protect Human Rights in International Supply Chains, ABA Business\nLaw Section.\n\n[18]  CS3D Article 27(4)\n\n[19]  CS3D Article 29; this liability is subject to a five-year limitation\nperiod and excludes damage caused solely by a company\u2019s business partners\n\n[20]  CS3D Article 27(5)\n\n######  Follow us on :\n\n  * [ Facebook  ](https://www.facebook.com/official.seyfarthshaw/)\n  * [ Instagram  ](https://instagram.com/seyfarthshawllp)\n  * [ LinkedIn  ](https://www.linkedin.com/company/seyfarth-shaw/)\n  * [ Twitter  ](https://twitter.com/seyfarthshawLLP)\n  * [ Youtube  ](https://www.youtube.com/channel/UCvTfPxLa7dwMXCNTKgdRvuw)\n\n  * [ Accessibility Statement ](/policies/accessibility.html)\n\n  * [ Attorney Advertising ](/policies/attorney-advertising.html)\n\n  * [ Award Information ](/award-information.html)\n\n  * [ Continuing Legal Education ](/cle.html)\n\n  * [ COVID-19 Update ](/covid-19-update.html)\n\n  * [ Press Page ](/press-page.html)\n\n  * [ Privacy Policy ](/policies/privacy-policy.html)\n\n  * [ RSS Feeds ](/rss.html)\n\n  * [ Seyfarth Blogs ](/blogs/index.html)\n\n  * [ Seyfarth Link ](https://seyfarthlink.com)\n\n  * [ Subscribe ](https://connect.seyfarth.com/9/7/landing-pages/subscription.asp)\n\n  * [ Terms of Use ](/policies/terms-of-use.html)\n\n  * [ Atlanta  ](https://www.seyfarth.com/locations/atlanta.html)\n  * [ Boston  ](https://www.seyfarth.com/locations/boston.html)\n  * [ Charlotte  ](https://www.seyfarth.com/locations/charlotte.html)\n  * [ Chicago  ](https://www.seyfarth.com/locations/chicago.html)\n  * [ Dallas  ](https://www.seyfarth.com/locations/dallas.html)\n  * [ Hong Kong  ](https://www.seyfarth.com/locations/hong-kong.html)\n  * [ Houston  ](https://www.seyfarth.com/locations/houston.html)\n  * [ London  ](https://www.seyfarth.com/locations/london.html)\n  * [ Los Angeles - Century City  ](https://www.seyfarth.com/locations/los-angeles-century-city.html)\n  * [ Los Angeles - Downtown  ](https://www.seyfarth.com/locations/los-angeles-downtown.html)\n  * [ Melbourne  ](https://www.seyfarth.com/locations/melbourne.html)\n  * [ New York  ](https://www.seyfarth.com/locations/new-york.html)\n  * [ Sacramento  ](https://www.seyfarth.com/locations/sacramento.html)\n  * [ San Francisco  ](https://www.seyfarth.com/locations/san-francisco.html)\n  * [ Seattle  ](https://www.seyfarth.com/locations/seattle.html)\n  * [ Shanghai  ](https://www.seyfarth.com/locations/shanghai.html)\n  * [ Sydney  ](https://www.seyfarth.com/locations/sydney.html)\n  * [ Washington, DC  ](https://www.seyfarth.com/locations/washington-dc.html)\n\nCopyright \u00a9 2025 Seyfarth Shaw LLP. All Rights Reserved.\n\n",
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            "description": "Focuses on integrating ESG factors into raw material sourcing, supplier selection, and contract negotiation to minimize environmental and social risks within the supply chain.",
            "name": "Sustainable Sourcing",
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                    "document": "Sustainable supply chain  __",
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                    "document": "(1) List of priority raw materials; for each priority raw material: (2) environmental or social factor(s) most likely to threaten sourcing, (3) discussion on business risks or opportunities associated with environmental or social factors and (4) management strategy for addressing business risks and opportunities  Discussion and Analysis  N/A  CG-AA-440a.3  Not applicable",
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                        "source": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
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                    "document": "###  Insufficient assessment and monitoring of risks of human rights abuses  Companies should take steps to ensure that they know what the risks of human rights violations in their supply chain are, and should monitor and address those risks on an ongoing basis. In order to correctly assess risks in their supply chain, companies need to be familiar with every link in their supply chain.",
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                {
                    "document": "* The types of products it sources    * The raw materials or commodities used in its supply chains    * Tier one (direct) suppliers    * Tier two suppliers    * The use of forced labour    * The use of child labour",
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                        "source": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
                    }
                },
                {
                    "document": "* **(STO1) Controversial sourcing** : What is the dependence on and purchasing volume of materials and services from conflict areas? Are there due diligence processes in place to assess and manage the risk of slavery and human trafficking?    * **(STO2) Supply chain transparency** : Are there any efforts to improve supply chain traceability and certification around ESG principles?",
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                        "source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
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                },
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                    "document": "In our globalized economy, businesses across all sectors increasingly source all manners of goods and services from complex chains of suppliers that often span multiple countries with radically different legal, regulatory, and human rights practices. According to the International Labour Organization (ILO), more than 450 million people work in supply chain-related jobs. While complex",
                    "metadata": {
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                    "document": "global supply chains can offer important opportunities for economic and social development, they often present serious human rights risks that many companies have failed to mitigate and respond to effectively.",
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                    "document": "Individual companies\u2019 global supply chains often involve large numbers of suppliers or subcontractors, including some who are part of the informal sector. The people most affected by human rights abuses in a company\u2019s supply chain often belong to groups who have no realistic opportunities to call attention to these problems themselves, or secure a remedy, such as women",
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                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                }
            ],
            "type": "Procurement"
        },
        {
            "description": "Oversees the flow of goods and services from suppliers to the company, emphasizing transparency, traceability, and ethical labor practices throughout the supply chain network.",
            "name": "Supply Chain Management",
            "sources": [
                {
                    "document": "international supply chain contracts.  [17]",
                    "metadata": {
                        "ext_id": "89cda491-2556-40c6-84a9-59acd4363870",
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                {
                    "document": "international supply chain contracts.  [17]",
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                {
                    "document": "In our globalized economy, businesses across all sectors increasingly source all manners of goods and services from complex chains of suppliers that often span multiple countries with radically different legal, regulatory, and human rights practices. According to the International Labour Organization (ILO), more than 450 million people work in supply chain-related jobs. While complex",
                    "metadata": {
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                },
                {
                    "document": "###  Insufficient assessment and monitoring of risks of human rights abuses  Companies should take steps to ensure that they know what the risks of human rights violations in their supply chain are, and should monitor and address those risks on an ongoing basis. In order to correctly assess risks in their supply chain, companies need to be familiar with every link in their supply chain.",
                    "metadata": {
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                },
                {
                    "document": "[4]  International Labour Organization, \u201cFollowing decades of rapid increase, global supply chain jobs shrink,\" WCMS_370189, May 21, 2015, [ http://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_370189/lang-- en/index.htm ](http://www.ilo.org/global/about-the- ilo/newsroom/news/WCMS_370189/lang--en/index.htm) (accessed April 7, 2016).",
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                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                },
                {
                    "document": "* The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service).",
                    "metadata": {
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                        "resource_type": "webpage",
                        "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
                    }
                },
                {
                    "document": "* The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company.",
                    "metadata": {
                        "ext_id": "0140e18f-779b-44a1-ac1a-27086d8bcd4c",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
                    }
                },
                {
                    "document": "global supply chains can offer important opportunities for economic and social development, they often present serious human rights risks that many companies have failed to mitigate and respond to effectively.",
                    "metadata": {
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                        "origin": "public",
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                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                }
            ],
            "type": "Inbound Logistics"
        },
        {
            "description": "Implements processes to identify, assess, prevent, and mitigate human rights risks throughout the value chain, including forced labor, child labor, and worker exploitation.",
            "name": "Human Rights Due Diligence",
            "sources": [
                {
                    "document": "###  Insufficient assessment and monitoring of risks of human rights abuses  Companies should take steps to ensure that they know what the risks of human rights violations in their supply chain are, and should monitor and address those risks on an ongoing basis. In order to correctly assess risks in their supply chain, companies need to be familiar with every link in their supply chain.",
                    "metadata": {
                        "ext_id": "9615165d-db37-4956-9497-9d5e78db75c9",
                        "origin": "public",
                        "resource_location": "web",
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                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
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                },
                {
                    "document": "ensure the basic rights of all the workers in their labor supply chain.  [27]",
                    "metadata": {
                        "ext_id": "9615165d-db37-4956-9497-9d5e78db75c9",
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                    }
                },
                {
                    "document": "Would you like to read this page in another language?  [ Yes ](/)  Would you like to see a version of this page that loads faster by showing text only?  [ Yes ](//text.hrw.org/report/2016/05/30/human-rights-supply-chains/call- binding-global-standard-due-diligence)  #  Introduction",
                    "metadata": {
                        "ext_id": "9615165d-db37-4956-9497-9d5e78db75c9",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                },
                {
                    "document": "global supply chains can offer important opportunities for economic and social development, they often present serious human rights risks that many companies have failed to mitigate and respond to effectively.",
                    "metadata": {
                        "ext_id": "9615165d-db37-4956-9497-9d5e78db75c9",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                },
                {
                    "document": "Individual companies\u2019 global supply chains often involve large numbers of suppliers or subcontractors, including some who are part of the informal sector. The people most affected by human rights abuses in a company\u2019s supply chain often belong to groups who have no realistic opportunities to call attention to these problems themselves, or secure a remedy, such as women",
                    "metadata": {
                        "ext_id": "9615165d-db37-4956-9497-9d5e78db75c9",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.hrw.org/report/2016/05/30/human-rights-supply-chains/call-binding-global-standard-due-diligence"
                    }
                },
                {
                    "document": "* The types of products it sources    * The raw materials or commodities used in its supply chains    * Tier one (direct) suppliers    * Tier two suppliers    * The use of forced labour    * The use of child labour",
                    "metadata": {
                        "ext_id": "58415565-8541-4bfa-83bf-84e88e6d0d72",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
                    }
                },
                {
                    "document": "* **(STO1) Controversial sourcing** : What is the dependence on and purchasing volume of materials and services from conflict areas? Are there due diligence processes in place to assess and manage the risk of slavery and human trafficking?    * **(STO2) Supply chain transparency** : Are there any efforts to improve supply chain traceability and certification around ESG principles?",
                    "metadata": {
                        "ext_id": "c30476aa-d85d-482f-ba8c-f08390f304ec",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
                    }
                },
                {
                    "document": "[ More information on the topic of human rights. ](/2023/social/responsibility-in-society-and-the-supply-chain)   [ More information on the topic of compliance, including anti-corruption and fair competition. ](/2023/governance/business-integrity)  ###  Economic activity assessment",
                    "metadata": {
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                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
                    }
                }
            ],
            "type": "Firm Infrastructure"
        },
        {
            "description": "Manages relationships with local communities impacted by company operations, addressing social and economic development concerns and promoting positive stakeholder engagement.",
            "name": "Community Engagement",
            "sources": [
                {
                    "document": "Protection and development of local communities  |  Social  |  Impacts on the social and economic growth of the local areas and communities  |  201: Economic Performance (2016)  |  |    Sustainable supply chain  |  Social  |  Transparency and involvement of the supply chain in sustainable practices through monitoring and training programmes  |  204: Procurement Practices (2016)  |  |",
                    "metadata": {
                        "ext_id": "ce92576f-fbfe-4add-a45b-6a70ea6a45fb",
                        "origin": "public",
                        "resource_location": "web",
                        "resource_type": "webpage",
                        "source": "https://www.brembogroup.com/en/sustainability/materiality"
                    }
                },
                {
                    "document": "|  |  |  308: Supplier Environmental Assessment (2016)  |  |    |  |  |  414: Supplier Social Assessment (2016)  |  |    Protection of human rights  |  Social  |  Human rights violations  |  202: Market Presence (2016)  |  |    Product safety  |  Social  |  Damage to consumers due to the absence of product quality and safety checks  |  416: Customer Health and Safety (2016)  |  Customers  |",
                    "metadata": {
                        "ext_id": "ce92576f-fbfe-4add-a45b-6a70ea6a45fb",
                        "origin": "public",
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                        "resource_type": "webpage",
                        "source": "https://www.brembogroup.com/en/sustainability/materiality"
                    }
                },
                {
                    "document": "Individual companies\u2019 global supply chains often involve large numbers of suppliers or subcontractors, including some who are part of the informal sector. The people most affected by human rights abuses in a company\u2019s supply chain often belong to groups who have no realistic opportunities to call attention to these problems themselves, or secure a remedy, such as women",
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                    "document": "* **Impact of Global Operations** : Consider the impact of firms' global operations on their classification. This includes how cross-border activities might influence their risk profile and compliance requirements.    7. **Stakeholder Engagement** :",
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                        "source": "https://www.eba.europa.eu/eba-response/77481?destination=/publications-and-media/events/discussion-potential-review-investment-firms-prudential-framework"
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                {
                    "document": "the value chain. Practice ethical leadership and weed out systems that protect wrongdoers and harm workers. Engage in public-private collaboration aimed at building a peaceful, inclusive society. ESG social topics: HC1, HC2, HC4, PL5, STO all, SO all  SDG 16: [ Business indicators ](https://sdgcompass.org/business-indicators/?filter_sdg_goal=16.) and [ assessment tools",
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                    "document": "ESRS Annex II defines value chain, in part, as \u201cthe full range of activities, resources and relationships related to the undertaking\u2019s business model and the external environment in which it operates.\u201d For further information, see the EFRAG publication [ IG 2: Value Chain Implementation Guidance",
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                        "source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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                    "document": "entity\u2019s activities that may be related to a sustainability topic (including activities of the entity\u2019s value chain partners), the entity may consider the following factors:",
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            "description": "Ensures product safety and quality through rigorous testing, compliance with relevant standards, and customer feedback mechanisms, minimizing risks to consumer health and safety.",
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                    "document": "|  |  |  308: Supplier Environmental Assessment (2016)  |  |    |  |  |  414: Supplier Social Assessment (2016)  |  |    Protection of human rights  |  Social  |  Human rights violations  |  202: Market Presence (2016)  |  |    Product safety  |  Social  |  Damage to consumers due to the absence of product quality and safety checks  |  416: Customer Health and Safety (2016)  |  Customers  |",
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                    "document": "Discussion of processes to assess and manage risks and/or hazards associated with chemicals in products  Discussion and Analysis  N/A  CG-AA-250a.2  Not applicable  [ Substance Restrictions ](https://corporate.abercrombie.com/sustainability/environmental- impact/abercrombie-fitch-substance-restrictions-2022/)  Environmental Impacts in the Supply Chain",
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                    "document": "* The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service).",
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                        "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
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                {
                    "document": "* The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company.",
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                    "document": "* The types of products it sources    * The raw materials or commodities used in its supply chains    * Tier one (direct) suppliers    * Tier two suppliers    * The use of forced labour    * The use of child labour",
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                    "document": "[ SDG 12 ](https://sdgcompass.org/sdgs/sdg-12/) : Responsible Consumption  |  Unsustainable production and consumption patterns are rapidly exceeding the ecological limits of the planet. Business demand for materials will outpace natural resource constraints, increasing risk.  |  Identify hot spots in the value chain where interventions have the highest potential impact. Implement sustainable",
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}