ESG Impact, Risk & opportunities public analysis
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Company ID
N/A
Services
0
Partners
0
Team
0
Socials
Public sources
90
Impacts, Risks & Opportunities
Positive impacts
2
Own workforce -
Employee Health and Safety
Ensuring the health and safety of employees is a crucial social responsibility. Implementing robust safety protocols, providing adequate training, and fostering a culture of safety can minimize workplace accidents and injuries, enhance employee well-being, and protect the company from reputational and financial risks.
Sources
Workers in the value chain -
Labor Practices in the Value Chain
Ensuring fair labor practices throughout the supply chain is essential for upholding ethical standards and protecting the company's reputation. Monitoring supplier compliance with labor laws, addressing human rights concerns, and promoting fair wages and working conditions can mitigate reputational and legal risks.
Sources
Negative impacts
2
Affected communities -
Adverse Impacts on Affected Communities
The company's operations can have adverse impacts on local communities, such as pollution, displacement, or resource depletion. Engaging with affected stakeholders, addressing their concerns, and implementing mitigation measures are crucial for maintaining positive community relations and minimizing negative social impacts.
Sources
Biodiversity and ecosystems -
Biodiversity Loss
The company's operations can contribute to biodiversity loss through habitat destruction, pollution, and climate change impacts. Implementing biodiversity conservation measures, such as protecting natural habitats and reducing environmental footprint, can mitigate this negative impact and enhance the company's sustainability profile.
Sources
Opportunities
5
Consumers and end-users -
Changing Customer Behavior
Shifting customer preferences towards sustainable products and services present both a risk and an opportunity for the company. Failure to adapt to these changing demands can lead to decreased market share and revenue loss. However, by proactively developing and offering sustainable solutions, the company can attract environmentally conscious customers and gain a competitive advantage.
Sources
Circular Economy -
Transition to Low-Emission Technologies
The transition to a low-carbon economy presents both a risk and an opportunity. Companies that fail to invest in low-emission technologies risk becoming uncompetitive and facing stranded assets. However, by embracing sustainable innovations, the company can reduce its environmental impact, enhance its reputation, and potentially unlock new revenue streams.
Sources
Business conduct -
Operational Risk Management
Effective operational risk management is crucial for mitigating potential disruptions and ensuring business continuity. This includes identifying and assessing potential risks, implementing appropriate controls, and developing contingency plans. Robust risk management practices can enhance resilience, protect against financial losses, and maintain stakeholder confidence.
Sources
Circular Economy -
Increased Energy Efficiency
Improving energy efficiency in operations and throughout the value chain presents both a cost-saving opportunity and a way to reduce environmental impact. By implementing energy-efficient technologies and practices, the company can lower energy consumption, reduce operating expenses, and enhance its sustainability profile.
Sources
Business conduct -
Access to Capital and Financing
Access to capital and financing can be influenced by ESG performance. Investors are increasingly incorporating ESG factors into their investment decisions, and companies with strong ESG profiles may have better access to favorable financing terms. Improving ESG performance can enhance investor confidence and unlock access to sustainable finance opportunities.
Sources
Risks
13
Climate Change -
Increased Frequency of Extreme Weather Events
The increasing frequency and severity of extreme weather events, such as floods, wildfires, and storms, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact business continuity, leading to financial losses and operational setbacks. The company needs to assess its vulnerability to these events and implement mitigation measures to enhance resilience.
Sources
Water and marine resources -
Water Scarcity and Drought
Water scarcity and drought pose a substantial risk to the company's operations, particularly in water-stressed regions. Reduced water availability can disrupt production processes, increase operational costs, and lead to regulatory challenges. The company needs to implement water conservation measures and explore alternative water sources to mitigate this risk.
Sources
Climate Change -
Emerging Regulations and Carbon Pricing
The introduction of stricter environmental regulations and carbon pricing mechanisms poses a financial risk to companies that rely on carbon-intensive operations. Increased compliance costs and potential penalties for exceeding emission limits can impact profitability. The company needs to proactively adapt to these regulations by investing in cleaner technologies and reducing its carbon footprint.
Sources
Climate Change -
Impact of Wildfires
Wildfires pose a significant risk to company assets, operations, and supply chains, particularly in fire-prone areas. These events can cause direct damage to facilities, disrupt transportation routes, and impact the health and safety of employees and communities. Implementing fire prevention measures and developing robust emergency response plans are crucial for mitigating this risk.
Sources
Water and marine resources -
Changes in Precipitation Patterns
Changes in precipitation patterns, including increased rainfall, droughts, and altered snowfall, can significantly impact the company's operations. These changes can affect water availability, disrupt agricultural supply chains, and increase the risk of flooding and landslides. The company needs to assess its vulnerability to these changes and implement adaptation measures to ensure business continuity.
Sources
Water and marine resources -
Rising Sea Levels
Rising sea levels pose a long-term risk to coastal operations and infrastructure. Increased flooding, erosion, and saltwater intrusion can damage facilities, disrupt supply chains, and displace communities. The company needs to assess its exposure to rising sea levels and develop adaptation strategies to minimize potential impacts.
Sources
Business conduct -
Policy Changes
Changes in government policies related to environmental regulations, carbon pricing, and renewable energy can significantly impact the company's operations and financial performance. Staying informed about policy developments and engaging in advocacy efforts can help mitigate risks and capitalize on opportunities arising from policy changes.
Sources
Consumers and end-users -
Decreased Demand for Products/Services
Changes in consumer preferences, technological advancements, or economic downturns can lead to decreased demand for the company's products or services. This can negatively impact revenue and profitability. The company needs to diversify its offerings, adapt to market trends, and explore new business opportunities to mitigate this risk.
Sources
Business conduct -
Reputational Risks related to ESG Performance
Negative publicity or controversies related to environmental or social performance can damage the company's reputation and erode stakeholder trust. This can lead to decreased customer loyalty, investor divestment, and difficulty attracting and retaining talent. Prioritizing ESG performance and transparent communication can help mitigate reputational risks.
Sources
Pollution -
Supply Chain Disruptions
Natural disasters, geopolitical instability, or pandemics can disrupt the company's supply chain, leading to delays, shortages, and increased costs. Diversifying sourcing, building strong supplier relationships, and implementing robust supply chain management practices can enhance resilience and mitigate these risks.
Sources
Circular Economy -
Increased Capital Expenditures for Sustainability Initiatives
Investing in sustainable technologies, infrastructure upgrades, and environmental remediation can require significant capital expenditures. While these investments can lead to long-term cost savings and enhanced reputation, they can also strain short-term finances. Careful planning and prioritization are essential for managing these expenditures effectively.
Sources
Business conduct -
Data Security and Privacy
Protecting sensitive data and ensuring customer privacy are crucial for maintaining trust and complying with regulations. Implementing robust data security measures, complying with data privacy laws, and transparently communicating data practices can mitigate the risk of data breaches and reputational damage.
Sources
Consumers and end-users -
Product Safety and Liability
Product safety and liability are crucial for protecting consumers and mitigating legal and reputational risks. Implementing rigorous quality control measures, complying with product safety regulations, and addressing customer complaints effectively can minimize product defects, reduce liability claims, and maintain consumer trust.
Sources
Climate Change
3
Financial
-
Risk
financial
-
Increased Frequency of Extreme Weather Events
The increasing frequency and severity of extreme weather events, such as floods, wildfires, and storms, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact business continuity, leading to financial losses and operational setbacks. The company needs to assess its vulnerability to these events and implement mitigation measures to enhance resilience.
Sources
Financial
-
Risk
financial
-
Emerging Regulations and Carbon Pricing
The introduction of stricter environmental regulations and carbon pricing mechanisms poses a financial risk to companies that rely on carbon-intensive operations. Increased compliance costs and potential penalties for exceeding emission limits can impact profitability. The company needs to proactively adapt to these regulations by investing in cleaner technologies and reducing its carbon footprint.
Sources
Financial
-
Risk
financial
-
Impact of Wildfires
Wildfires pose a significant risk to company assets, operations, and supply chains, particularly in fire-prone areas. These events can cause direct damage to facilities, disrupt transportation routes, and impact the health and safety of employees and communities. Implementing fire prevention measures and developing robust emergency response plans are crucial for mitigating this risk.
Sources
Pollution
1
Financial
-
Risk
financial
-
Supply Chain Disruptions
Natural disasters, geopolitical instability, or pandemics can disrupt the company's supply chain, leading to delays, shortages, and increased costs. Diversifying sourcing, building strong supplier relationships, and implementing robust supply chain management practices can enhance resilience and mitigate these risks.
Sources
Water and marine resources
3
Financial
-
Risk
financial
-
Water Scarcity and Drought
Water scarcity and drought pose a substantial risk to the company's operations, particularly in water-stressed regions. Reduced water availability can disrupt production processes, increase operational costs, and lead to regulatory challenges. The company needs to implement water conservation measures and explore alternative water sources to mitigate this risk.
Sources
Financial
-
Risk
financial
-
Changes in Precipitation Patterns
Changes in precipitation patterns, including increased rainfall, droughts, and altered snowfall, can significantly impact the company's operations. These changes can affect water availability, disrupt agricultural supply chains, and increase the risk of flooding and landslides. The company needs to assess its vulnerability to these changes and implement adaptation measures to ensure business continuity.
Sources
Financial
-
Risk
financial
-
Rising Sea Levels
Rising sea levels pose a long-term risk to coastal operations and infrastructure. Increased flooding, erosion, and saltwater intrusion can damage facilities, disrupt supply chains, and displace communities. The company needs to assess its exposure to rising sea levels and develop adaptation strategies to minimize potential impacts.
Sources
Biodiversity and ecosystems
1
Material
-
Negative
material
-
Biodiversity Loss
The company's operations can contribute to biodiversity loss through habitat destruction, pollution, and climate change impacts. Implementing biodiversity conservation measures, such as protecting natural habitats and reducing environmental footprint, can mitigate this negative impact and enhance the company's sustainability profile.
Sources
Circular Economy
3
Financial
-
Opportunity
financial
-
Transition to Low-Emission Technologies
The transition to a low-carbon economy presents both a risk and an opportunity. Companies that fail to invest in low-emission technologies risk becoming uncompetitive and facing stranded assets. However, by embracing sustainable innovations, the company can reduce its environmental impact, enhance its reputation, and potentially unlock new revenue streams.
Sources
Financial
-
Opportunity
financial
-
Increased Energy Efficiency
Improving energy efficiency in operations and throughout the value chain presents both a cost-saving opportunity and a way to reduce environmental impact. By implementing energy-efficient technologies and practices, the company can lower energy consumption, reduce operating expenses, and enhance its sustainability profile.
Sources
Financial
-
Risk
financial
-
Increased Capital Expenditures for Sustainability Initiatives
Investing in sustainable technologies, infrastructure upgrades, and environmental remediation can require significant capital expenditures. While these investments can lead to long-term cost savings and enhanced reputation, they can also strain short-term finances. Careful planning and prioritization are essential for managing these expenditures effectively.
Sources
Own workforce
1
Material
-
Positive
material
-
Employee Health and Safety
Ensuring the health and safety of employees is a crucial social responsibility. Implementing robust safety protocols, providing adequate training, and fostering a culture of safety can minimize workplace accidents and injuries, enhance employee well-being, and protect the company from reputational and financial risks.
Sources
Workers in the value chain
1
Material
-
Positive
material
-
Labor Practices in the Value Chain
Ensuring fair labor practices throughout the supply chain is essential for upholding ethical standards and protecting the company's reputation. Monitoring supplier compliance with labor laws, addressing human rights concerns, and promoting fair wages and working conditions can mitigate reputational and legal risks.
Sources
Affected communities
1
Material
-
Negative
material
-
Adverse Impacts on Affected Communities
The company's operations can have adverse impacts on local communities, such as pollution, displacement, or resource depletion. Engaging with affected stakeholders, addressing their concerns, and implementing mitigation measures are crucial for maintaining positive community relations and minimizing negative social impacts.
Sources
Consumers and end-users
3
Financial
-
Opportunity
financial
-
Changing Customer Behavior
Shifting customer preferences towards sustainable products and services present both a risk and an opportunity for the company. Failure to adapt to these changing demands can lead to decreased market share and revenue loss. However, by proactively developing and offering sustainable solutions, the company can attract environmentally conscious customers and gain a competitive advantage.
Sources
Financial
-
Risk
financial
-
Decreased Demand for Products/Services
Changes in consumer preferences, technological advancements, or economic downturns can lead to decreased demand for the company's products or services. This can negatively impact revenue and profitability. The company needs to diversify its offerings, adapt to market trends, and explore new business opportunities to mitigate this risk.
Sources
Financial
-
Risk
financial
-
Product Safety and Liability
Product safety and liability are crucial for protecting consumers and mitigating legal and reputational risks. Implementing rigorous quality control measures, complying with product safety regulations, and addressing customer complaints effectively can minimize product defects, reduce liability claims, and maintain consumer trust.
Sources
Business conduct
5
Financial
-
Opportunity
financial
-
Operational Risk Management
Effective operational risk management is crucial for mitigating potential disruptions and ensuring business continuity. This includes identifying and assessing potential risks, implementing appropriate controls, and developing contingency plans. Robust risk management practices can enhance resilience, protect against financial losses, and maintain stakeholder confidence.
Sources
Financial
-
Risk
financial
-
Policy Changes
Changes in government policies related to environmental regulations, carbon pricing, and renewable energy can significantly impact the company's operations and financial performance. Staying informed about policy developments and engaging in advocacy efforts can help mitigate risks and capitalize on opportunities arising from policy changes.
Sources
Financial
-
Risk
financial
-
Reputational Risks related to ESG Performance
Negative publicity or controversies related to environmental or social performance can damage the company's reputation and erode stakeholder trust. This can lead to decreased customer loyalty, investor divestment, and difficulty attracting and retaining talent. Prioritizing ESG performance and transparent communication can help mitigate reputational risks.
Sources
Financial
-
Risk
financial
-
Data Security and Privacy
Protecting sensitive data and ensuring customer privacy are crucial for maintaining trust and complying with regulations. Implementing robust data security measures, complying with data privacy laws, and transparently communicating data practices can mitigate the risk of data breaches and reputational damage.
Sources
Financial
-
Opportunity
financial
-
Access to Capital and Financing
Access to capital and financing can be influenced by ESG performance. Investors are increasingly incorporating ESG factors into their investment decisions, and companies with strong ESG profiles may have better access to favorable financing terms. Improving ESG performance can enhance investor confidence and unlock access to sustainable finance opportunities.
Sources
Raw data
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"iros": [
{
"description": "The increasing frequency and severity of extreme weather events, such as floods, wildfires, and storms, pose a significant risk to the company's operations and infrastructure. These events can disrupt supply chains, damage facilities, and impact business continuity, leading to financial losses and operational setbacks. The company needs to assess its vulnerability to these events and implement mitigation measures to enhance resilience.",
"financial_type": "risk",
"matter_id": "0",
"name": "Increased Frequency of Extreme Weather Events",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year Changes in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years Other risks | | |",
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{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
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"origin": "public",
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"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Flood risk mitigation | $2.2 million - $111 million | $250 million | 20-30 years Changes in precipitation and extreme variability in weather patterns | N/A | $65,000 | 10-20 years Severe weather impact on network resilience | N/A | $0 | 20-30 years",
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"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year Floods/cyclones | $0 - $125 million | $205 million | 10-25 years Changes in precipitation | N/A | $151.2 million | 10-25 years",
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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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"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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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"origin": "public",
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"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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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"origin": "public",
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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": "**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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"time_horizon": "short",
"value_chain_item_ids": "1,2"
},
{
"description": "Water scarcity and drought pose a substantial risk to the company's operations, particularly in water-stressed regions. Reduced water availability can disrupt production processes, increase operational costs, and lead to regulatory challenges. The company needs to implement water conservation measures and explore alternative water sources to mitigate this risk.",
"financial_type": "risk",
"matter_id": "2",
"name": "Water Scarcity and Drought",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
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},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | $11 billion | $11.6 billion | 0-5 years Water scarcity, drought | $14.6 million | $3.1 billion | 5-11 years Other risks | | | CO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years",
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"origin": "public",
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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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},
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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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
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"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
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"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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": "* 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)).",
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}
},
{
"document": "* 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)).",
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}
}
],
"time_horizon": "medium",
"value_chain_item_ids": "0,1"
},
{
"description": "Shifting customer preferences towards sustainable products and services present both a risk and an opportunity for the company. Failure to adapt to these changing demands can lead to decreased market share and revenue loss. However, by proactively developing and offering sustainable solutions, the company can attract environmentally conscious customers and gain a competitive advantage.",
"financial_type": "opportunity",
"matter_id": "8",
"name": "Changing Customer Behavior",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
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},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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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"origin": "public",
"resource_location": "web",
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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": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"time_horizon": "long",
"value_chain_item_ids": "2,3"
},
{
"description": "The introduction of stricter environmental regulations and carbon pricing mechanisms poses a financial risk to companies that rely on carbon-intensive operations. Increased compliance costs and potential penalties for exceeding emission limits can impact profitability. The company needs to proactively adapt to these regulations by investing in cleaner technologies and reducing its carbon footprint.",
"financial_type": "risk",
"matter_id": "0",
"name": "Emerging Regulations and Carbon Pricing",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year Other risks | | | Emerging regulations/carbon pricing | $200,000 | $0 | 0-1 year Changing customer behavior | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | $11 billion | $11.6 billion | 0-5 years Water scarcity, drought | $14.6 million | $3.1 billion | 5-11 years Other risks | | | CO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | N/A | $450 million | 0-3 years Rising sea levels | N/A | N/A | 0-3 years Changes in precipitation patterns | N/A | N/A | 0-3 years Other risks | | | Carbon pricing mechanisms | N/A | N/A | 10-30 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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.",
"metadata": {
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"origin": "public",
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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": "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",
"metadata": {
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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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}
],
"time_horizon": "medium",
"value_chain_item_ids": "0,1"
},
{
"description": "The transition to a low-carbon economy presents both a risk and an opportunity. Companies that fail to invest in low-emission technologies risk becoming uncompetitive and facing stranded assets. However, by embracing sustainable innovations, the company can reduce its environmental impact, enhance its reputation, and potentially unlock new revenue streams.",
"financial_type": "opportunity",
"matter_id": "4",
"name": "Transition to Low-Emission Technologies",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Flooding/precipitation changes | $3.2 billion | $3.2 billion | 0-5 years Other risks | | | Loss from decreased load | $740 million | $740 million | 5-10 years Transitioning to low-emissions technology | $1.2 billion | $1.2 billion | 0-5 years",
"metadata": {
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"origin": "public",
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
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"origin": "public",
"resource_location": "web",
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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": "* 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.",
"metadata": {
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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
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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]",
"metadata": {
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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"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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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "long",
"value_chain_item_ids": "0,1"
},
{
"description": "Effective operational risk management is crucial for mitigating potential disruptions and ensuring business continuity. This includes identifying and assessing potential risks, implementing appropriate controls, and developing contingency plans. Robust risk management practices can enhance resilience, protect against financial losses, and maintain stakeholder confidence.",
"financial_type": "opportunity",
"matter_id": "9",
"name": "Operational Risk Management",
"nature": "financial",
"sources": [
{
"document": "to ensure firms are prepared for potential operational risk scenarios.",
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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"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": "risk events, which can help in better assessing the actual risk levels and adjusting capital requirements accordingly.",
"metadata": {
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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"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": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
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},
{
"document": "### Join our risk assessments experts as we discuss best practices, program templates, and how provide an assessment that provides the best value for your organization. #### October 25, 2023 [ Learn more __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/) Webinar #### Ethics Program Management ### Ethics Exchange: Investigations ###",
"metadata": {
"ext_id": "47c6cad1-4392-4ac8-ad9a-210e52a4ebf4",
"origin": "public",
"resource_location": "web",
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"source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
}
},
{
"document": "### Ethics Exchange: Risk assessments ### Join our risk assessments experts as we discuss best practices, program templates, and how provide an assessment that provides the best value for your organization. #### October 25, 2023 [ Learn more __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/) Webinar #### Ethics Program Management ### Ethics Exchange: Investigations ###",
"metadata": {
"ext_id": "f704a0fb-0bdd-47bd-ab59-72743a10b495",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "1,4"
},
{
"description": "Wildfires pose a significant risk to company assets, operations, and supply chains, particularly in fire-prone areas. These events can cause direct damage to facilities, disrupt transportation routes, and impact the health and safety of employees and communities. Implementing fire prevention measures and developing robust emergency response plans are crucial for mitigating this risk.",
"financial_type": "risk",
"matter_id": "0",
"name": "Impact of Wildfires",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Wildfires | $350 million | $93.78 million | 20-30 years Rising mean temperatures | $390,000* - $1 million | $0 | 20-30 years Other risks | | | Changing customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Change in precipitation | $16.8 million | $64 million | 1-5 years Wildfires | $5.12 million | $7.2 million | 0-1 year Other risks | | | Current regulation | $28.45 million | $1.5 million | 0-1 year Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Rising sea levels | N/A | N/A | 6-10 years Wildfire risk | N/A | $2 billion | 0-1 year Wildfire risk (decreased access to capital) | N/A | N/A | 0-1 year Other risks | | |",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Water scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years Wildfires | $1 million - $2 million | $17 million | 0-1 year Other risks | | | Emerging regulations | $1.2 billion | $500,000 | 1-5 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased likelihood and severity of wildfires | N/A | $0 | 0-1 year Increased severity, frequency of extreme weather events | N/A | $0 | 1-5 years Other risks | | | Decreased revenues due to reduced production capacity | N/A | $0 | 1-5 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "1,2"
},
{
"description": "Changes in precipitation patterns, including increased rainfall, droughts, and altered snowfall, can significantly impact the company's operations. These changes can affect water availability, disrupt agricultural supply chains, and increase the risk of flooding and landslides. The company needs to assess its vulnerability to these changes and implement adaptation measures to ensure business continuity.",
"financial_type": "risk",
"matter_id": "2",
"name": "Changes in Precipitation Patterns",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year Floods/cyclones | $0 - $125 million | $205 million | 10-25 years Changes in precipitation | N/A | $151.2 million | 10-25 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | N/A | $450 million | 0-3 years Rising sea levels | N/A | N/A | 0-3 years Changes in precipitation patterns | N/A | N/A | 0-3 years Other risks | | | Carbon pricing mechanisms | N/A | N/A | 10-30 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Increased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year Changes in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years Other risks | | |",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Flood risk mitigation | $2.2 million - $111 million | $250 million | 20-30 years Changes in precipitation and extreme variability in weather patterns | N/A | $65,000 | 10-20 years Severe weather impact on network resilience | N/A | $0 | 20-30 years",
"metadata": {
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"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Change in precipitation | $16.8 million | $64 million | 1-5 years Wildfires | $5.12 million | $7.2 million | 0-1 year Other risks | | | Current regulation | $28.45 million | $1.5 million | 0-1 year Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "medium",
"value_chain_item_ids": "0,1"
},
{
"description": "Rising sea levels pose a long-term risk to coastal operations and infrastructure. Increased flooding, erosion, and saltwater intrusion can damage facilities, disrupt supply chains, and displace communities. The company needs to assess its exposure to rising sea levels and develop adaptation strategies to minimize potential impacts.",
"financial_type": "risk",
"matter_id": "2",
"name": "Rising Sea Levels",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Rising sea levels | N/A | N/A | 6-10 years Wildfire risk | N/A | $2 billion | 0-1 year Wildfire risk (decreased access to capital) | N/A | N/A | 0-1 year Other risks | | |",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | N/A | $450 million | 0-3 years Rising sea levels | N/A | N/A | 0-3 years Changes in precipitation patterns | N/A | N/A | 0-3 years Other risks | | | Carbon pricing mechanisms | N/A | N/A | 10-30 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "long",
"value_chain_item_ids": "1,2"
},
{
"description": "Changes in government policies related to environmental regulations, carbon pricing, and renewable energy can significantly impact the company's operations and financial performance. Staying informed about policy developments and engaging in advocacy efforts can help mitigate risks and capitalize on opportunities arising from policy changes.",
"financial_type": "risk",
"matter_id": "9",
"name": "Policy Changes",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Changes in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years Floods/cyclones | $1.46 billion | $1.42 billion | 15-25 years Other risks | | | Policy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "medium",
"value_chain_item_ids": "0,1"
},
{
"description": "Changes in consumer preferences, technological advancements, or economic downturns can lead to decreased demand for the company's products or services. This can negatively impact revenue and profitability. The company needs to diversify its offerings, adapt to market trends, and explore new business opportunities to mitigate this risk.",
"financial_type": "risk",
"matter_id": "8",
"name": "Decreased Demand for Products/Services",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Flooding/precipitation changes | $3.2 billion | $3.2 billion | 0-5 years Other risks | | | Loss from decreased load | $740 million | $740 million | 5-10 years Transitioning to low-emissions technology | $1.2 billion | $1.2 billion | 0-5 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | N/A | $0 | 1-3 years Other risks | | | Varying weather reducing demand for heating/cooling services | N/A | $0 | 1-3 years Less demand for equipment due to increased energy efficiency | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Cyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown Changes in precipitation | $0 - $5.5 million | $16.2 million | Unknown Other risks | | | Loss from decreased load | $0 - $90 million | $5 million | Current",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"time_horizon": "long",
"value_chain_item_ids": "2,3"
},
{
"description": "Improving energy efficiency in operations and throughout the value chain presents both a cost-saving opportunity and a way to reduce environmental impact. By implementing energy-efficient technologies and practices, the company can lower energy consumption, reduce operating expenses, and enhance its sustainability profile.",
"financial_type": "opportunity",
"matter_id": "4",
"name": "Increased Energy Efficiency",
"nature": "financial",
"sources": [
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Floods/cyclones | N/A | $0 | 1-3 years Other risks | | | Varying weather reducing demand for heating/cooling services | N/A | $0 | 1-3 years Less demand for equipment due to increased energy efficiency | N/A | $0 | 1-3 years",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Carbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years Customers shift to distributed resources | $366 million | $425 million | 10-30 years Customers prioritize energy efficiency | $4 billion | $6 million | 2-10 years Source: [ 2020 CDP filings",
"metadata": {
"ext_id": "d638fd91-85b8-4e2d-913a-0d3ba285c95a",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "medium",
"value_chain_item_ids": "0,1"
},
{
"description": "Negative publicity or controversies related to environmental or social performance can damage the company's reputation and erode stakeholder trust. This can lead to decreased customer loyalty, investor divestment, and difficulty attracting and retaining talent. Prioritizing ESG performance and transparent communication can help mitigate reputational risks.",
"financial_type": "risk",
"matter_id": "9",
"name": "Reputational Risks related to ESG Performance",
"nature": "financial",
"sources": [
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "If you have questions, please reach out to the authors and the Seyfarth Impact & Sustainability team for assistance. * * *",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "long",
"value_chain_item_ids": "3,4"
},
{
"description": "The company's operations can have adverse impacts on local communities, such as pollution, displacement, or resource depletion. Engaging with affected stakeholders, addressing their concerns, and implementing mitigation measures are crucial for maintaining positive community relations and minimizing negative social impacts.",
"material_scope": "current",
"material_type": "negative",
"material_value_chain": "local",
"matter_id": "7",
"name": "Adverse Impacts on Affected Communities",
"nature": "material",
"sources": [
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "identify general areas in which the risk of adverse impacts is most significant. [243]",
"metadata": {
"ext_id": "42ef79b7-a5b3-4ba0-8d45-1009ff743896",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"value_chain_item_ids": "0,1"
},
{
"description": "Natural disasters, geopolitical instability, or pandemics can disrupt the company's supply chain, leading to delays, shortages, and increased costs. Diversifying sourcing, building strong supplier relationships, and implementing robust supply chain management practices can enhance resilience and mitigate these risks.",
"financial_type": "risk",
"matter_id": "1",
"name": "Supply Chain Disruptions",
"nature": "financial",
"sources": [
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "As part of the impact identification process, we also expect that such agreements will be re-evaluated to assess whether the terms of those agreements as reflected in business practices could lead to any identified adverse impacts. For example, if a company engages with a supplier for the production of goods, a company should evaluate whether the production costs",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "0,1"
},
{
"description": "Investing in sustainable technologies, infrastructure upgrades, and environmental remediation can require significant capital expenditures. While these investments can lead to long-term cost savings and enhanced reputation, they can also strain short-term finances. Careful planning and prioritization are essential for managing these expenditures effectively.",
"financial_type": "risk",
"matter_id": "4",
"name": "Increased Capital Expenditures for Sustainability Initiatives",
"nature": "financial",
"sources": [
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"time_horizon": "short",
"value_chain_item_ids": "0,1"
},
{
"description": "Ensuring the health and safety of employees is a crucial social responsibility. Implementing robust safety protocols, providing adequate training, and fostering a culture of safety can minimize workplace accidents and injuries, enhance employee well-being, and protect the company from reputational and financial risks.",
"material_scope": "current",
"material_type": "positive",
"material_value_chain": "local",
"matter_id": "5",
"name": "Employee Health and Safety",
"nature": "material",
"sources": [
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"document": "identify general areas in which the risk of adverse impacts is most significant. [243]",
"metadata": {
"ext_id": "42ef79b7-a5b3-4ba0-8d45-1009ff743896",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
}
}
],
"value_chain_item_ids": "0,1"
},
{
"description": "Ensuring fair labor practices throughout the supply chain is essential for upholding ethical standards and protecting the company's reputation. Monitoring supplier compliance with labor laws, addressing human rights concerns, and promoting fair wages and working conditions can mitigate reputational and legal risks.",
"material_scope": "potential",
"material_type": "positive",
"material_value_chain": "upstream",
"matter_id": "6",
"name": "Labor Practices in the Value Chain",
"nature": "material",
"sources": [
{
"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.",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "As part of the impact identification process, we also expect that such agreements will be re-evaluated to assess whether the terms of those agreements as reflected in business practices could lead to any identified adverse impacts. For example, if a company engages with a supplier for the production of goods, a company should evaluate whether the production costs",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "* 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)).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
},
{
"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).",
"metadata": {
"ext_id": "cf32f356-02ba-4580-a569-13ecd1d362cf",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://dart.deloitte.com/USDART/home/publications/deloitte/heads-up/2024/csrd-esrs-double-materiality-assessment"
}
}
],
"value_chain_item_ids": "0,1"
},
{
"description": "Protecting sensitive data and ensuring customer privacy are crucial for maintaining trust and complying with regulations. Implementing robust data security measures, complying with data privacy laws, and transparently communicating data practices can mitigate the risk of data breaches and reputational damage.",
"financial_type": "risk",
"matter_id": "9",
"name": "Data Security and Privacy",
"nature": "financial",
"sources": [
{
"document": "### Ethics Exchange: Risk assessments ### Join our risk assessments experts as we discuss best practices, program templates, and how provide an assessment that provides the best value for your organization. #### October 25, 2023 [ Learn more __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/) Webinar #### Ethics Program Management ### Ethics Exchange: Investigations ###",
"metadata": {
"ext_id": "f704a0fb-0bdd-47bd-ab59-72743a10b495",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
}
},
{
"document": "### Join our risk assessments experts as we discuss best practices, program templates, and how provide an assessment that provides the best value for your organization. #### October 25, 2023 [ Learn more __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/) Webinar #### Ethics Program Management ### Ethics Exchange: Investigations ###",
"metadata": {
"ext_id": "47c6cad1-4392-4ac8-ad9a-210e52a4ebf4",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
}
},
{
"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]",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "**Design and Implement Strategies to Address Impacts** | Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves:",
"metadata": {
"ext_id": "f0c1d349-896c-454d-9fb0-dd7ebe8350e9",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"source": "https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html"
}
},
{
"document": "* 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)).",
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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": "* 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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"description": "Access to capital and financing can be influenced by ESG performance. Investors are increasingly incorporating ESG factors into their investment decisions, and companies with strong ESG profiles may have better access to favorable financing terms. Improving ESG performance can enhance investor confidence and unlock access to sustainable finance opportunities.",
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"document": "Risk calculated | Cost of impact | Cost of mitigation | Time frame ---|---|---|--- Physical risks | | | Rising sea levels | N/A | N/A | 6-10 years Wildfire risk | N/A | $2 billion | 0-1 year Wildfire risk (decreased access to capital) | N/A | N/A | 0-1 year Other risks | | |",
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{
"document": "(1) assess sector and individual firm resilience to severe but plausible events; (2) strengthen market understanding and discipline through individual firm publication; and, (3) improve insight into risk management vulnerabilities.In 2025, the PRA will publish individual firm results. This will help inform the PRA, as well as other stakeholders, about sector and individual firm resilience, and",
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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": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
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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": "---|--- **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": "An entity may consider the following factors when identifying risks and opportunities related to each sustainability impact:",
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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": "* 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)).",
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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": "* 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": "* 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)).",
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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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"document": "identify general areas in which the risk of adverse impacts is most significant. [243]",
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"page_content": "[ Accessibility Statement ](https://www.cision.com/about/accessibility/) Skip\nNavigation\n\nTORONTO , May 9, 2024 /PRNewswire/ - Tucows Inc. (NASDAQ: TCX ) (TSX:\nTC), a global internet services leader, today reported its financial results\nfor the first quarter ended March 31, 2024 . All figures are in U.S.\ndollars.\n\n\"We finished the first quarter of 2024 with strong year-over-year growth of\nrevenue, gross margin and adjusted EBITDA, driven by Wavelo's performance on a\nfully-migrated Boost subscriber base, robust subscriber growth at Ting, and a\nsolid quarter from Tucows Domains,\" said Elliot Noss , Tucows President and\nCEO. \"We continue to balance investment in building the Ting and Wavelo\nbusinesses with managing our debt. In Q1, we continued to deleverage the\nbusiness with payments on the syndicated debt using cash flow from Wavelo and\nTucows Domains.\" \n \n\n**Financial Results**\n\nConsolidated net revenue for the first quarter of 2024 increased 8.7% to\n$87.5 million from $80.4 million for the first quarter of 2023. Revenue in\nall business segments increased, with strong dollar gains year over year from\nDomains, Ting and Wavelo.\n\nGross profit for the first quarter of 2024 increased 30.3% to $18.3 million\nfrom $14.1 million from the first quarter of 2023. The increase in gross\nprofit was driven primarily by gross profit gains from Wavelo, as well as\ngross profit increases for Ting and Domains. The increase was partially offset\nby increased network depreciation and network expenses as the Ting network\nfootprint expands.\n\nNet loss for the first quarter of 2024 was $26.5 million , or a loss of\n$2.42 per share, compared with net loss of $19.1 million , or $1.77 per\nshare, for the first quarter of 2023. The increased loss is primarily the\nresult of higher taxes and interest expenses, higher network depreciation, and\na slightly higher operating loss as part of the planned investment in Ting.\n\nAdjusted EBITDA 1 for the first quarter of 2024 increased 38.7% to $4.2\nmillion from $3.0 million for the first quarter of 2023. The increase in\nadjusted EBITDA 1 was primarily driven by strong growth and cost management\nof the Wavelo business. Cash equivalents, restricted cash and restricted cash\nequivalents at the end of the first quarter of 2024 were $79.4 million\ncompared with $105.0 million at the end of the fourth quarter of 2023 and\n$11.8 million at the end of the first quarter of 2023.\n\n**Summary Financial Results \n** **(In Thousands of US Dollars, Except Per Share Data)**\n\n \n| **3 Months ended March 31** \n---|--- \n**2024** **(unaudited)** | **2023** **(unaudited)** | **% Change** \n**Net Revenues** | 87,457 | 80,430 | 9 % \n**Gross Profit** | 18,316 | 14,061 | 30 % \n**Income Earned on Sale of Transferred Assets, net** | 3,621 | 4,370 | (17) % \n**Net Income (Loss)** | (26,484) | (19,083) | (39) % \n**Basic earnings (Loss) per common share** | (2.42) | (1.77) | (37) % \n**Adjusted EBITDA\u00b9** | 4,202 | 3,030 | 39 % \n**Net cash by (used in) operating activities** | (5,678) | (5,251) | (8) % \n \n1\\. | This Non-GAAP financial measure is described below and reconciled to GAAP net income in the accompanying table. \n---|--- \n \n**Summary of Revenues, Gross Profit and Adjusted EBITDA \n** **(In Thousands of US Dollars)**\n\n \n| **Revenue** | **Gross Margin** | **Adj. EBITDA\u00b9** \n---|---|---|--- \n**3 Months ended March 31** | **3 Months ended March 31** | **3 Months ended March 31** \n**2024 \n(unaudited) ** | **2023 \n(unaudited) ** | **2024 \n(unaudited) ** | **2023 \n(unaudited) ** | **2024 \n(unaudited) ** | **2023 \n(unaudited) ** \n**Ting Internet Services:** \nFiber Internet Services | 14,102 | 11,853 | 8,742 | 7,868 | (9,537) | (9,273) \n \n| \n| \n| \n| \n| \n| \n \n**Wavelo Platform Services:** \nPlatform Services | 9,365 | 6,498 | 9,033 | 6,164 | \n| \n \nOther Professional Services | 25 | 802 | 6 | 110 | \n| \n \nTotal Wavelo Platform Services | 9,390 | 7,300 | 9,039 | 6,274 | 2,787 | 335 \n \n| \n| \n| \n| \n| \n| \n \n**Tucows Domain Services:** \nWholesale | \n| \n| \n| \n| \n| \n \nDomain Services | 48,151 | 46,293 | 9,488 | 9,291 | \n| \n \nValue Added Services | 4,703 | 4,531 | 4,156 | 3,925 | \n| \n \nTotal Wholesale | 52,854 | 50,824 | 13,644 | 13,216 | \n| \n \n \n| \n| \n| \n| \n| \n| \n \nRetail | 9,028 | 8,418 | 4,892 | 4,305 | \n| \n \nTotal Tucows Domain Services | 61,882 | 59,242 | 18,536 | 17,521 | 10,011 | 10,338 \n \n| \n| \n| \n| \n| \n| \n \n**Corporate:** \nMobile Services and Eliminations | 2,083 | 2,035 | (654) | (523) | 941 | 1,630 \n \n| \n| \n| \n| \n| \n| \n \n**Network Expenses:** \nNetwork, other costs | n/a | n/a | (7,064) | (6,323) | n/a | n/a \nNetwork, depreciation of property and equipment | n/a | n/a | (9,865) | (8,436) | n/a | n/a \nNetwork, amortization of intangible assets | n/a | n/a | (365) | (378) | n/a | n/a \nNetwork, impairment | n/a | n/a | (53) | (1,942) | n/a | n/a \nTotal Network Expenses | n/a | n/a | (17,347) | (17,079) | n/a | n/a \n \n| \n| \n| \n| \n| \n| \n \n**Total** | **87,457** | **80,430** | **18,316** | **14,061** | **4,202** | **3,030** \n \n1 | This Non-GAAP financial measure is described below and reconciled to GAAP net income in the accompanying table. \n---|--- \n \n**Notes:**\n\n1\\. Adjusted EBITDA\n\nTucows reports all financial information required in accordance with United\nStates generally accepted accounting principles (GAAP). Along with this\ninformation, to assist financial statement users in an assessment of our\nhistorical performance, the Company typically discloses and discusses a non-\nGAAP financial measure, adjusted EBITDA, in press releases and on investor\nconference calls and related events that exclude certain non-cash and other\ncharges as the Company believes that the non-GAAP information enhances\ninvestors' overall understanding of our financial performance.\n\nThe Company believes that the provision of this supplemental non-GAAP measure\nallows investors to evaluate the operational and financial performance of the\nCompany's core business using similar evaluation measures to those used by\nmanagement. The Company uses adjusted EBITDA to measure its performance and\nprepare its budgets. Since adjusted EBITDA is a non-GAAP financial performance\nmeasure, the Company's calculation of adjusted EBITDA may not be comparable to\nother similarly titled measures of other companies; and should not be\nconsidered in isolation, as a substitute for, or superior to measures of\nfinancial performance prepared in accordance with GAAP. Because adjusted\nEBITDA is calculated before certain recurring cash charges, including interest\nexpense and taxes, and is not adjusted for capital expenditures or other\nrecurring cash requirements of the business, it should not be considered as a\nliquidity measure. Non-GAAP financial measures do not reflect a comprehensive\nsystem of accounting and may differ from non-GAAP financial measures with the\nsame or similar captions that are used by other companies and/or analysts and\nmay differ from period to period. The Company endeavors to compensate for\nthese limitations by providing the relevant disclosure of the items excluded\nin the calculation of adjusted EBITDA to net income based on U.S. GAAP, which\nshould be considered when evaluating the Company's results. Tucows strongly\nencourages investors to review its financial information in its entirety and\nnot to rely on a single financial measure.\n\nThe Company's adjusted EBITDA definition excludes depreciation, impairment and\nloss on disposition of property and equipment, amortization of intangible\nassets, income tax provision, interest expense (net), accretion of contingent\nconsideration, stock-based compensation, asset impairment, gains and losses\nfrom unrealized foreign currency transactions, loss on debt extinguishment and\ncosts that are not indicative of on-going performance (profitability),\nincluding acquisition and transition costs. Gains and losses from unrealized\nforeign currency transactions removes the unrealized effect of the change in\nthe mark-to-market values on outstanding unhedged foreign currency contracts,\nas well as the unrealized effect from the translation of monetary accounts\ndenominated in non-U.S. dollars to U.S. dollars.\n\nThe following table reconciles income before provision for income taxes to\nAdjusted EBITDA (dollars in thousands):\n\n \n| **3 Months ended March 31** \n---|--- \n**2024 (unaudited)** | **2023 (unaudited)** \n**Net income (Loss) for the period** | **(26,484)** | **(19,083)** \nLess: | \n| \n \nProvision (recovery) for income taxes | 1,774 | (1,710) \nDepreciation of property and equipment | 9,987 | 8,588 \nImpairment of property and equipment | 53 | 1,942 \nAmortization of intangible assets | 1,679 | 2,872 \nInterest expense, net | 11,879 | 7,880 \nStock-based compensation | 1,873 | 2,246 \nUnrealized loss (gain) on foreign exchange revaluation of foreign denominated monetary assets and liabilities | 390 | 40 \nAcquisition and transition costs* | 3,051 | 255 \n \n| \n| \n \n**Adjusted EBITDA** | **4,202** | **3,030** \n \n* Acquisition and other costs represent transaction-related expenses and transitional expenses. Expenses include severance or transitional costs associated with department, operational or overall company restructuring efforts, including geographic alignments. \n--- \n \n**Management Commentary**\n\nConcurrent with the dissemination of its quarterly financial results news\nrelease at 5:05 p.m. ET on Thursday , May 9, 2024, management's pre-recorded\naudio commentary (and transcript), discussing the quarter and outlook for the\nCompany will be posted to the Tucows website at [\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=2922638729&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=%C2%A0)\n[ http://www.tucows.com/investors/financials\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=3248307631&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials&a=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials)\n.\n\nFollowing management's prepared commentary, for the subsequent seven days,\nuntil Thursday, May, 16, 2024, shareholders, analysts and prospective\ninvestors can submit questions to Tucows' management at [ [email protected]\n](/cdn-cgi/l/email-protection#d2bba092a6a7b1bda5a1fcb1bdbf) . Management will\npost responses to questions in an audio recording and transcript to the\nCompany's website at [\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=2922638729&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=%C2%A0)\n[ http://www.tucows.com/investors/financials\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=3391494037&u=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials%2F&a=http%3A%2F%2Fwww.tucows.com%2Finvestors%2Ffinancials)\n, on Tuesday, May 28, 2024 , at approximately 4 p.m. ET . All questions\nwill receive a response, however, questions of a more specific nature may be\nresponded to directly.\n\n**About Tucows**\n\nTucows helps connect more people to the benefit of internet access through\ncommunications service technology, domain services, and fiber-optic internet\ninfrastructure. Ting ( [ https://ting.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=455120772&u=https%3A%2F%2Fting.com%2Finternet&a=https%3A%2F%2Fting.com)\n) delivers fixed fiber Internet access with outstanding customer support.\nWavelo ( [ https://wavelo.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=191134776&u=http%3A%2F%2Fwavelo.com%2F&a=https%3A%2F%2Fwavelo.com)\n) is a telecommunications software suite for service providers that simplifies\nthe management of mobile and internet network access; provisioning, billing\nand subscription; developer tools; and more. Tucows Domains ( [\nhttps://tucowsdomains.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=1307994444&u=https%3A%2F%2Ftucowsdomains.com%2F&a=https%3A%2F%2Ftucowsdomains.com)\n) manages approximately 25 million domain names and millions of value-added\nservices through a global reseller network of over 35,000 web hosts and ISPs.\nHover ( [ https://hover.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=1695521035&u=https%3A%2F%2Fhover.com%2F&a=https%3A%2F%2Fhover.com)\n) makes it easy for individuals and small businesses to manage their domain\nnames and email addresses. More information can be found on Tucows' corporate\nwebsite ( [ https://tucows.com\n](https://c212.net/c/link/?t=0&l=en&o=4163199-1&h=449630915&u=https%3A%2F%2Ftucows.com%2F&a=https%3A%2F%2Ftucows.com)\n).\n\nTucows, Ting, Wavelo, and Hover are registered trademarks of Tucows Inc. or\nits subsidiaries.\n\n_This release includes forward-looking statements as that term is defined in\nthe U.S. Private Securities Litigation Reform Act of 1995, including\nstatements regarding our expectations regarding our future financial results\nand, including, without limitation, our expectations regarding our ability to\nrealize synergies from the Enom acquisition and our expectation for growth of\nTing Internet. These statements are based on management's current expectations\nand are subject to a number of uncertainties and risks that could cause actual\nresults to differ materially from those described in the forward-looking\nstatements. Information about other potential factors that could affect\nTucows' business, results of operations and financial condition is included in\nthe Risk Factors sections of Tucows' filings with the Securities and Exchange\nCommission. All forward-looking statements should be evaluated with the\nunderstanding of their inherent uncertainty. All forward-looking statements\nare based on information available to Tucows as of the date they are made.\nTucows assumes no obligation to update any_ _forward-looking statements,\nexcept as may be required by law._\n\nSOURCE Tucows Inc.\n\n## WANT YOUR COMPANY'S NEWS FEATURED ON PRNEWSWIRE.COM?\n\n440k+ \nNewsrooms & \nInfluencers\n\n9k+ \nDigital Media \nOutlets\n\n270k+ \nJournalists \nOpted In\n\n[ GET STARTED ](https://www.prnewswire.com/account/online-membership-\nform/?site_refer=press-release-widget)\n\n### Modal title\n\n## Also from this source\n\n[ ](tucows-issues-amendment-to-q4-2024-earnings-302401549.html)\n\n### [ Tucows issues amendment to Q4 2024 earnings TORONTO, March 13, 2025\n/PRNewswire/ - Tucows Inc. (NASDAQ:TCX) (TSX:TC), a global internet services\nleader, today reported an amendment to its... ](tucows-issues-amendment-\nto-q4-2024-earnings-302401549.html)\n\n[ ](tucows-delivers-on-2024-adjusted-ebitda-guidance-and-fourth-consecutive-\nyear-of-revenue-growth-302376538.html)\n\n### [ Tucows delivers on 2024 Adjusted EBITDA guidance and fourth consecutive\nyear of revenue growth TORONTO, Feb. 13, 2025 /PRNewswire/ - Tucows Inc.\n(NASDAQ: TCX) (TSX: TC), a global internet services leader, today reported its\nunaudited financial... ](tucows-delivers-on-2024-adjusted-ebitda-guidance-\nand-fourth-consecutive-year-of-revenue-growth-302376538.html)\n\n[ More Releases From This Source ](/news/tucows-inc./)\n\n## Explore\n\n[ [ Telecommunications Industry ](/news-releases/telecommunications-latest-\nnews/telecommunications-industry-list/) ](/news-releases/telecommunications-\nlatest-news/telecommunications-industry-list/)\n\n[ [ Internet Technology ](/news-releases/business-technology-latest-\nnews/internet-technology-list/) ](/news-releases/business-technology-latest-\nnews/internet-technology-list/)\n\n[ [ Multimedia & Internet ](/news-releases/consumer-technology-latest-\nnews/multimedia-internet-list/) ](/news-releases/consumer-technology-latest-\nnews/multimedia-internet-list/)\n\n[ [ Computer & Electronics ](/news-releases/business-technology-latest-\nnews/computer-electronics-list/) ](/news-releases/business-technology-latest-\nnews/computer-electronics-list/)\n\n[ News Releases in Similar Topics ](/news-releases/)\n\n## Contact PR Newswire\n\n * [ Call PR Newswire at 888-776-0942 ](tel:Call%20PR%20Newswire%20at%20888-776-0942) from 8 AM - 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"source": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
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"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. Before engaging, please read and adhere to our established\ncommunity guidelines for each channel.\n\n[ View our social media channel guidelines \u00bb ](https://www.abbvie.com/social-\nmedia-community-guidelines.html)\n\n[ AbbVie.com ](http://www.abbvie.com/) | [ Site Map ](http://www.abbvie.com/site-map.html) | [ Terms of Use ](http://www.abbvie.com/termsofuse.html) | [ Privacy Notice ](http://www.abbvie.com/privacy.html) | [ Consumer Health Data Privacy Notice ](https://abbv.ie/PrivacyConsumerHealth) | [ Cookie Settings ](javascript:void\\(0\\);) | [ Your Privacy Choices ](https://abbviemetadata.my.site.com/AbbvieDSRM) [ ](https://abbviemetadata.my.site.com/AbbvieDSRM)\n\nCopyright \u00a9 2025 AbbVie Inc. North Chicago, Illinois, U.S.A.\n\nUnless otherwise specified, all product names appearing in this Internet site\nare trademarks owned by or licensed to AbbVie Inc., its subsidiaries or\naffiliates. 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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"summary": "Official press release from AbbVie detailing their fourth-quarter and full-year 2013 financial results.",
"url": "https://news.abbvie.com/2014-01-31-AbbVie-Reports-Fourth-Quarter-and-Full-Year-2013-Financial-Results"
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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",
"url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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"reason": "This is the official Barclays investor relations page providing information about shareholder dividends. It is a reliable source for information about the company's financial performance and related stakeholder information.",
"reliability_score": 1.0,
"search_query": "company 'N/A' customers stakeholders",
"summary": "Official Barclays investor relations page about shareholder dividends.",
"url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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"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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"summary": "Official Wallenius Wilhelmsen website, investor relations section.",
"url": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
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"source": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
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"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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"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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"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 * ## 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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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"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://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
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"page_content": " * Skip to main content \n * Skip to FDA Search \n * Skip to in this section menu \n * Skip to footer links \n\nIn this section : FDA In Brief\n\n 1. [ Home ](/)\n 2. [ News & Events ](/news-events)\n 3. [ FDA Newsroom ](/news-events/fda-newsroom)\n 4. FDA In Brief: FDA takes new steps to improve drug supply chain integrity and patient safety by announcing its intention to begin deactivating outdated drug listing records in its database \n\n 1. [ Section N/A ]( \"Section N/A\")\n\nAugust 13, 2019\n\n**Media Inquiries**\n\n[ Jeremy Kahn ](mailto:jeremy.kahn@fda.hhs.gov) \n301-796-8671\n\n> \u201cFDA regulations require all drug manufacturers to register their\n> manufacturing facilities and provide a list of all drugs they are actively\n> manufacturing for commercial distribution in the U.S. as one of the\n> safeguards protecting our drug supply chain. It is vital that the FDA\n> database accurately describes drugs currently available to patients in the\n> U.S. so the FDA can more quickly respond to and assess drug quality issues,\n> adverse event reports, inspections, recalls, shortages and other supply\n> chain security issues,\u201d said FDA Acting Commissioner Ned Sharpless, M.D.\n> \u201cWhile most companies are compliant, we have observed that some drug\n> listings contain obsolete or inaccurate information. While there hasn\u2019t been\n> any public health consequence yet of these outdated listings, inaccurate\n> information has the potential to compromise the integrity of the FDA\u2019s\n> database and the FDA\u2019s ability to make accurate and timely decisions to\n> protect public health. To ensure we\u2019re working with the most updated and\n> complete information, the agency is putting companies on notice that these\n> outdated records will be inactivated. Products with inactivated listings may\n> not be legally marketed in the U.S. until the company brings their records\n> up to date. We\u2019ll continue to enforce drug establishment registration and\n> listing requirements, and we\u2019ll work closely with manufacturers to ensure\n> that registration or listing deficiencies do not affect the availability and\n> quality of medicines for patients or result in drug shortages.\u201d\n\nToday, the U.S. Food and Drug Administration announced that it will [\ninactivate listing records ](https://s3.amazonaws.com/public-\ninspection.federalregister.gov/2019-17436.pdf) in its database that have not\nbeen recently updated or certified, as required by regulation, or that include\nan establishment with an expired registration. The agency has found that tens\nof thousands of drug listing records have not been updated or certified in the\npast year, and are therefore not in compliance with federal regulations, which\ncan slow down surveillance operations for certain FDA programs. Many of these\nlistings are for products that are no longer being marketed in the United\nStates, but for which the manufacturer never updated the listing. Such\noutdated listings nonetheless compromise the integrity of the FDA\u2019s database\nand the FDA\u2019s ability to make accurate and timely decisions to protect public\nhealth. Listing records that are up to date are publicly available in the\nFDA\u2019s [ National Drug Code Directory\n](https://www.accessdata.fda.gov/scripts/cder/ndc/index.cfm) . Drugs with\ninactivated listing records may not be legally marketed or imported in the\nU.S.\n\nDomestic and foreign establishments that manufacture, repack or re-label drugs\nin the U.S. are required to register with the FDA. Domestic and foreign drug\nmanufacturers, repackers or re-labelers are also required to list all of their\ndrug products manufactured for commercial distribution in the U.S. This\ninformation helps the FDA maintain a catalog of all drugs in commercial\ndistribution in the U.S. Drug manufacturers must provide registration and\nlisting information or updates regarding any drug listing data changes twice\neach year, in June and December, or must certify that there have been no\nchanges to previously submitted drug listing data by December 31 each year.\nThe FDA has been actively working to alert companies of their issues, and this\napproach will help the agency ensure the integrity and accuracy of the FDA\u2019s\npublic databases. The agency urges companies to update inaccurate active drug\nlisting submissions as soon as possible, as inactive listings as of September\n12, 2019 will be removed from the database. Additional updating requirements\nand deadlines are available in the federal register notice below.\n\n#### Related Information\n\n * [ Federal Register Notice: Drugs Intended for Human Use That Are Improperly Listed Due to Lack of Annual Certification or Identification of a Manufacturing Establishment Not Duly Registered with the Food and Drug Administration ](https://s3.amazonaws.com/public-inspection.federalregister.gov/2019-17436.pdf)\n\n###\n\nThe FDA, an agency within the U.S. Department of Health and Human Services,\nprotects the public health by assuring the safety, effectiveness, and security\nof human and veterinary drugs, vaccines and other biological products for\nhuman use, and medical devices. The agency also is responsible for the safety\nand security of our nation\u2019s food supply, cosmetics, dietary supplements,\nproducts that give off electronic radiation, and for regulating tobacco\nproducts.\n\n[ Contact FDA ](/about-fda/contact-fda) [ Follow FDA on Facebook\n](https://www.facebook.com/FDA \"Follow FDA on Facebook\") [ Follow FDA on X\n](https://x.com/US_FDA \"Follow FDA on X\") [ Follow FDA on Instagram\n](https://instagram.com/FDA \"Follow FDA on Instagram\") \n[ Follow FDA on LinkedIn ](https://www.linkedin.com/company/fda/ \"Follow FDA\non LinkedIn\") [ View FDA videos on YouTube ](https://youtube.com/@US_FDA\n\"View FDA videos on YouTube\") [ Subscribe to FDA RSS feeds ](/about-\nfda/contact-fda/subscribe-podcasts-and-news-feeds \"Subscribe to FDA RSS\nfeeds\")\n\n[ ](/ \"FDA Homepage\")\n\nContact Number 1-888-INFO-FDA (1-888-463-6332)\n\n[ Back to Top ]()\n\n",
"url": "https://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
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"summary": "This is an official FDA brief about improving drug supply chain integrity and patient safety.",
"url": "https://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
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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"
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"reason": "This is part of Schaeffler's sustainability report, focusing on EU taxonomy reporting. Sustainability reports from established companies are generally reliable sources of information about their environmental and social impact.",
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"summary": "This is part of Schaeffler's sustainability report, focusing on EU taxonomy reporting.",
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"page_content": "## Why Duke Health?\n\nWe're proud to bring together passionate, caring individuals who reflect the\ncommunity they serve while bringing positive and far-reaching advancement to\nhealthcare. So, wherever your talents may lie, discover how we can advance\nhealth together.\n\n[ Learn more ](javascript:void\\(0\\))\n\n[ Transcript ](javascript:void\\(0\\))\n\nlorem ipsum\n\n### Lorem ipsum\n\nLorem, ipsum dolor sit amet consectetur adipisicing elit. Nemo asperiores\neveniet aut? Quo commodi sunt, quam fugiat consectetur nesciunt ea consequatur\nofficiis, ullam dolore possimus. Dolore tempore ea molestiae possimus.\n\n[ Learn more ](javascript:void\\(0\\))\n\nA sense of mutual respect and mindfulness permeates our culture-in fact, it\u2019s\nthe key to our success.\n\n[ Learn more ](javascript:void\\(0\\))\n\n## We're sorry\u2026 the job you are trying to apply for has been filled.\n\nMaybe you would like to consider the Categories below :\n\n## Lorem ipsum\n\nLorem Ipsum\n\n[ button ](javascript:void\\(0\\))\n\n[ skip this widget ](javascript:void\\(0\\))\n\n[ Personal Information\n](https://careers.dukehealth.org/us/en/emailpersonalinfo)\n\n[ Career Site Cookie Settings\n](https://careers.dukehealth.org/us/en/cookiesettings)\n\n[ ](https://careers.dukehealth.org/us/en/find-your-place-here)\n\n**1-800-232-6877 \n \nMission: ** Advancing Health Together \n \n**Values:** Excellence, Integrity, Teamwork, Respect, and Innovation \n \n**Follow #YouAtDukeHealth**\n\n##\n\n * [ ](https://m.facebook.com/dukehealth?_rdr)\n * [ ](https://www.linkedin.com/company/duke-university-health-system/)\n * [ ](https://twitter.com/DukeHealth)\n * [ ](https://www.glassdoor.com/Overview/Working-at-Duke-University-Health-System-EI_IE18988.11,40.htm)\n * [ ](https://www.instagram.com/dukehealth)\n\nCopyright \u00a9 2024 Duke Health\n\n",
"url": "https://careers.dukehealth.org/us/en/job/254075/Supply-Chain-Manager"
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"reason": "This is a job posting from Duke Health, a reputable organization. The content is factual and directly related to supply chain management, but it's specific to a job opening rather than a broad analysis of a company's value chain activities.",
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"summary": "This is a job posting from Duke Health for a Supply Chain Manager.",
"url": "https://careers.dukehealth.org/us/en/job/254075/Supply-Chain-Manager"
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"source": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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"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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"reason": "This is the official Kia Motors website, specifically the investor relations section providing information about shareholders. It is a reliable source for information about the company's investors and stakeholders.",
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"search_query": "company 'N/A' customers stakeholders",
"summary": "Official Kia Motors website, investor relations section.",
"url": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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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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"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. Due to the\ngeneral nature of its content, it should not be regarded as legal advice.\n\n\u00a9 2024 White & Case LLP\n\n### Contacts\n\n[ ](/people/clare-connellan \"Clare Connellan\")\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\")\n\nPartner | London \n\nServices\n\n[ International Arbitration ](/law/practices/international-arbitration) , [\nBusiness & Human Rights ](/law/practices/business-human-rights) , [\nSustainability & Responsible Business ](/law/practices/sustainability-\nresponsible-business) , [ Financial Institutions ](/law/industries/financial-\ninstitutions) , [ Energy ](/law/industries/energy)\n\n[ ](/people/genevra-forwood \"Genevra Forwood\")\n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\")\n\nPartner | Brussels | London \n\nServices\n\n[ Antitrust/Competition ](/law/practices/antitrust-competition) , [\nInternational Trade ](/law/practices/international-trade) , [ Regulatory &\nCompliance ](/law/practices/regulatory-compliance) , [ Environment & Climate\nChange ](/law/practices/environment-climate-change) , [ Economic Sanctions &\nExport Controls ](/law/practices/international-trade/economic-sanctions-and-\nexport-controls) , [ Sustainability & Responsible Business\n](/law/practices/sustainability-responsible-business)\n\n[ ](/people/sara-nordin \"Sara Nordin\")\n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\")\n\nPartner | Brussels | Stockholm \n\nServices\n\n[ Antitrust/Competition ](/law/practices/antitrust-competition) , [\nCommercial Litigation ](/law/practices/commercial-litigation) , [\nInternational Trade ](/law/practices/international-trade) , [ Environment &\nClimate Change ](/law/practices/environment-climate-change) , [ Technology\n](/law/industries/technology) , [ Energy ](/law/industries/energy)\n\n[ ](/people/william-de-catelle \"William De Catelle\")\n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\")\n\nAssociate | Brussels \n\nServices\n\n[ 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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. For more information on data protection and security, see the [ AT&T Privacy Center ](https://about.att.com/privacy.html) and our [ Privacy ](/priority-topics/privacy) issue brief. \n \n## Network & Data Security\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network & Data Security ](/priority-topics/network-data-security) issue brief. \nN/A | Network & data security | See our [ Network & Data Security ](/priority-topics/network-data-security) and [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue briefs as well as the [ AT&T Business: Cybersecurity website ](https://www.business.att.com/learn/topic.html?tag=insights-topics:cybersecurity) . \n \n## Technological Innovation\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue brief. \nN/A | Technology innovation | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) issue brief. \n \n## Disaster Response & Relief\n\nStandard Disclosure | Disclosure Title | Location \n---|---|--- \nGRI 3-3 | Management of material topics | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs. \nN/A | Disaster response & relief | See our [ Network Quality & Reliability ](/priority-topics/network-quality-reliability) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs. \n \nLast Updated 3/17/2024\n\n[ Corporate Responsibility ](/)\n\nJoin the conversation using **#ATTimpact**\n\n[ ](https://twitter.com/attimpact) [ ](https://www.instagram.com/attimpact/)\n\n[ Privacy Notice ](http://about.att.com/sites/web_policy) [ Terms of Use\n](https://www.att.com/legal/terms.attWebsiteTermsOfUse.html) [ Accessibility\n](https://www.att.com/accessibility) [ Contact Us\n](https://www.att.com/support/contact-\nus/?source=EPcc000000000000U&wtExtndSource=Footer_Newsroom_DGen) [ Subscribe\nto AT&T News ](https://about.att.com/pages/subscribe-att-news) [\n](https://about.att.com/csr/home/privacy/rights_choices.html)\n\n\u00a9 2025 AT&T Intellectual Property. All rights reserved.\n\n",
"url": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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"summary": "This is from AT&T's sustainability website, detailing their use of the GRI framework.",
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"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 from Blackbaud's CSR (Corporate Social Responsibility) website, focusing on ESG (Environmental, Social, and Governance) metrics and reports. It's a reliable source for understanding Blackbaud's ESG performance.",
"reliability_score": 0.8,
"search_query": "company 'N/A' activities value chain",
"summary": "This is from Blackbaud's CSR website, focusing on ESG metrics and reports.",
"url": "https://csr.blackbaud.com/esg-metrics-and-reports/2023-esg-metrics/"
},
{
"content": {
"metadata": {
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"source": "https://www.subaru.co.jp/en/csr/iso26000.html"
},
"page_content": " * [ HOME ](/en)\n * [ Sustainability ](/en/csr/index.html)\n * GRI Content Index \n\nIn reference to the reporting requirements set forth by the GRI Sustainability\nReporting Standards, the content index indicates where you can find the\nrelevant information in the Sustainability Website, annual securities report,\nCorporate Governance Report, and others.\n\n* Not applicable (NA): Item that is irrelevant or has no cases in which we are involved on a material level. \n\n* \u2013: Item we do not disclose. \n\n## Universal Standards\n\nItem Number | Disclosure | Corresponding Sections \n---|---|--- \nGRI 1: Foundation \nStatement of use | The SUBARU Group reported in accordance with the GRI Standards for the period from April 1, 2023, to March 31, 2024. \nGRI 1 used | GRI 1: Foundation 2021 \nApplicable GRI Sector Standard(s) | SUBARU will continue to comply with applicable sector standards as soon as they are released. \nGRI 2: General Disclosures 2021 \n1\\. The organization and its reporting practices \n2-1 | Organizational details | \n\n * [ Overview ](https://www.subaru.co.jp/en/outline/profile.html)\n\n \n2-2 | Entities included in the organization\u2019s sustainability reporting | \n\n * [ Editorial Policy ](/en/csr/editionalpolicy.html)\n\n \n2-3 | Reporting period, frequency and contact point | \n\n * [ Editorial Policy ](/en/csr/editionalpolicy.html)\n\n \n2-4 | Restatements of information | \n\n * [ Editorial Policy ](/en/csr/editionalpolicy.html)\n\n \n2-5 | External assurance | \\- \n2\\. Activities and workers \n2-6 | Activities, value chain and other business relationships | \n\n * [ SUBARU at a glance ](https://www.subaru.co.jp/en/outline/about/)\n * [ CSR Procurement ](/en/csr/social/procurement.html)\n * [ Global Network ](/en/csr/outline/network.html)\n\n \n2-7 | Employees | \n\n * [ Employee Data ](/en/csr/social/resources/data.html)\n\n \n2-8 | Workers who are not employees | \n\n * [ Employee Data ](/en/csr/social/resources/data.html)\n\n \n3\\. Governance \n2-9 | Governance structure and composition | \n\n * [ Corporate Governance > Management System ](/en/csr/governance/corporate/?id=a02)\n * [ Directors of the Board / Executive Officers ](https://www.subaru.co.jp/en/outline/profile.html?id=officer)\n * [ Environmental Risk Management System ](/en/csr/environment/management.html?id=a0202)\n\n \n2-10 | Nomination and selection of the highest governance body | \n\n * [ Corporate Governance > Board of Directors ](/en/csr/governance/corporate/?id=a04)\n\n \n2-11 | Chair of the highest governance body | \n\n * [ Corporate Governance > Board of Directors ](/en/csr/governance/corporate/?id=a04)\n\n \n2-12 | Role of the highest governance body in overseeing the management of impacts | \n\n * [ Corporate Governance > Management System ](/en/csr/governance/corporate/?id=a02)\n\n \n2-13 | Delegation of responsibility for managing impacts | \n\n * [ Sustainability Promotion System ](/en/csr/subaru_csr/organization.html)\n\n \n2-14 | Role of the highest governance body in sustainability reporting | \\- \n2-15 | Conflicts of interest | \n\n * [ Preventing Conflicts of Interest ](/en/csr/governance/corporate/?id=a10)\n\n \n2-16 | Communication of critical concerns | \n\n * [ Sustainability Promotion System ](/en/csr/subaru_csr/organization.html)\n * [ Respect for Human Rights > Stakeholder Engagement ](/en/csr/social/human_rights.html?id=a04)\n\n \n2-17 | Collective knowledge of the highest governance body | \n\n * [ Executive Officer Training ](/en/csr/governance/corporate/?id=a07)\n * [ Initiatives to Embed Sustainability ](/en/csr/subaru_csr/organization.html?id=a0201?id=a01)\n\n \n2-18 | Evaluation of the performance of the highest governance body | \n\n * [ Effectiveness of the Board of Directors: Evaluation Results ](/en/csr/governance/corporate/?id=a05)\n\n \n2-19 | Remuneration policies | \n\n * [ Compensation for Directors ](/en/csr/governance/corporate/?id=a09)\n\n \n2-20 | Process to determine remuneration | \n\n * [ Compensation for Directors ](/en/csr/governance/corporate/?id=a09)\n\n \n2-21 | Annual total compensation ratio | \\- \n4\\. Strategy, policies and practices \n2-22 | Statement on sustainable development strategy | \n\n * [ Message on Sustainability from the CEO ](/en/csr/message/)\n * [ SUBARU New Management Policy ](https://www.subaru.co.jp/en/outline/about/policy/)\n * [ Mitigating Climate Change > Strategy ](/en/csr/environment/climaticvariation.html?id=a07)\n\n \n2-23 | Policy commitments | \n\n * [ SUBARU Global Sustainability Policy ](/en/csr/subaru_csr/philosophy.html?id=a01)\n * [ Human Rights Policy ](/en/csr/social/human_rights.html?id=a0101)\n\n \n2-24 | Embedding policy commitments | \n\n * [ Sustainability Promotion System ](/en/csr/subaru_csr/organization.html)\n * [ Initiatives to Embed Sustainability ](/en/csr/subaru_csr/organization.html?id=a01)\n\n \n2-25 | Processes to remediate negative impacts | \n\n * [ Compliance ](/en/csr/governance/compliance.html)\n * [ Respect for Human Rights > Human Rights Due Diligence ](/en/csr/social/human_rights.html?id=a05)\n\n \n2-26 | Mechanisms for seeking advice and raising concerns | \n\n * [ Respect for Human Rights > Contact for opinions and consultation services ](/en/csr/social/human_rights.html?id=a06)\n * [ CSR Procurement > Consultation Service for Non-Japanese Workers ](/en/csr/social/procurement.html?id=a04)\n * [ Compliance > Compliance Hotline ](/en/csr/governance/compliance.html?id=a0201)\n\n \n2-27 | Compliance with laws and regulations | \n\n * [ Prevention of Pollution > Environmental Compliance at SUBARU Sites ](/en/csr/environment/prevention.html?id=a04)\n * [ Bribery Prevention ](/en/csr/governance/compliance.html?id=a0303)\n\n \n2-28 | Membership associations | \n\n * [ Stakeholder Engagement ](/en/csr/subaru_csr/stakeholder/)\n * [ Mitigating Climate Change > External Partnerships ](/en/csr/environment/climaticvariation.html?id=a0610)\n\n \n5\\. Stakeholder engagement \n2-29 | Approach to stakeholder engagement | \n\n * [ Stakeholder Engagement ](/en/csr/subaru_csr/stakeholder/)\n\n \n2-30 | Collective bargaining agreements | \n\n * [ Labor-Management Communication ](/en/csr/social/resources/communication.html)\n\n \nGRI 3: Material Topics 2021 \n3-1 | Process to determine material topics | \n\n * [ Identification Process for the Six Priority Areas for Sustainability ](/en/csr/subaru_csr/sixpriority/index.html?id=a0001)\n\n \n3-2 | List of material topics | \n\n * [ Six Priority Areas for Sustainability ](/en/csr/subaru_csr/sixpriority/)\n * [ Activities in the Six Priority Areas for Sustainability in Relation to the SDGs ](/en/csr/subaru_csr/sixpriority/index.html?id=a01)\n\n \n3-3 | Management of material topics | \n\n * [ Sustainability Promotion System ](/en/csr/subaru_csr/organization.html)\n * [ Six Priority Areas for Sustainability ](/en/csr/subaru_csr/sixpriority/)\n * [ Activities in the Six Priority Areas for Sustainability in Relation to the SDGs ](/en/csr/subaru_csr/sixpriority/index.html?id=a01)\n\n \n \n## Topic-specific Standards\n\nItem Number | Disclosure | Corresponding Sections \n---|---|--- \nGRI 200: Economic \n201: Economic Performance 2016 \n201-1 | Direct economic value generated and distributed | \n\n * [ Annual Securities Report and Internal Controls Report for the 93rd Period P.76-82 [Consolidated Financial Statements] (Japanese version only) ](//www.subaru.co.jp/ir/library/pdf/ms/ms_93.pdf)\n * [ Annual Securities Report and Internal Controls Report for the 93rd Period P.30 [Analysis of Financial Position, Business Performance, and Cash Flows by Top Management] (Japanese version only) ](//www.subaru.co.jp/ir/library/pdf/ms/ms_93.pdf)\n\n \n201-2 | Financial implications and other risks and opportunities due to climate change | \n\n * [ Mitigating Climate Change ](/en/csr/environment/climaticvariation.html)\n\n \n201-3 | Defined benefit plan obligations and other retirement plans | \n\n * [ Annual Securities Report and Internal Controls Report for the 93rd Period P.89 [Notes to Consolidated Financial Statements] (Japanese version only) ](https://www.subaru.co.jp/ir/library/pdf/ms/ms_93.pdf)\n\n \n201-4 | Financial assistance received from government | \n\n * [ Annual Securities Report and Internal Controls Report for the 93rd Period P.41 [Corporate Information] (Japanese version only) ](https://www.subaru.co.jp/ir/library/pdf/ms/ms_93.pdf)\n * [ Annual Securities Report and Internal Controls Report for the 93rd Period P.76-82 [Consolidated Financial Statements] (Japanese version only) ](https://www.subaru.co.jp/ir/library/pdf/ms/ms_93.pdf)\n\n \n202: Market Presence 2016 \n202-1 | Ratios of standard entry level wage by gender compared to local minimum wage | \n\n * [ Human Rights Policy Appendix ](/en/csr/social/human_rights.html?id=a0102)\n\n \n202-2 | Proportion of senior management hired from the local community | \\- \n203: Indirect Economic Impacts 2016 \n203-1 | Infrastructure investments and services supported | \\- \n203-2 | Significant indirect economic impacts | \\- \n204: Procurement Practices 2016 \n204-1 | Proportion of spending on local suppliers | \\- \n205: Anti-corruption 2016 \n205-1 | Operations assessed for risks related to corruption | \n\n * [ Bribery Prevention ](/en/csr/governance/compliance.html?id=a0303)\n\n \n205-2 | Communication and training about anti-corruption policies and procedures | \n\n * [ SUBARU Supplier CSR Guidelines ](/en/csr/social/procurement.html?id=a0302)\n * [ Compliance > Initiatives > Training ](/en/csr/governance/compliance.html?id=a03)\n\n \n205-3 | Confirmed incidents of corruption and actions taken | N/A \n206: Anti-compretitive Behavior 2016 \n206-1 | Legal actions for anti-competitive behavior, antitrust, and monopoly practices | N/A \n207: Tax 2019 \n207-1 | Approach to tax | [ Tax Policy ](/en/csr/governance/compliance.html?id=a0304) \n207-2 | Tax governance, control, and risk management | [ Tax Policy ](/en/csr/governance/compliance.html?id=a0304) \n207-3 | Stakeholder engagement and management of concerns related to tax | [ Tax Policy ](/en/csr/governance/compliance.html?id=a0304) \n207-4 | Country-by-country reporting | \\- \nGRI 300: Environmental \n301: Materials 2016 \n301-1 | Materials used by weight or volume | \n\n * [ SUBARU Group Material Flow ](/en/csr/environment/management.html?id=a06)\n\n \n301-2 | Recycled input materials used | \n\n * [ Achieving a Circular Economy ](/en/csr/environment/recyclingsociety.html)\n\n \n301-3 | Reclaimed products and their packaging materials | \n\n * [ Achieving a Circular Economy > Site Initiatives, Sales Initiatives, Logistics Initiatives ](/en/csr/environment/recyclingsociety.html?id=a05)\n\n \n302: Energy 2016 \n302-1 | Energy consumption within the organization | \n\n * [ SUBARU Group Material Flow ](/en/csr/environment/management.html?id=a06)\n\n \n302-2 | Energy consumption outside of the organization | \\- \n302-3 | Energy intensity | \\- \n302-4 | Reduction of energy consumption | \n\n * [ Mitigating Climate Change ](/en/csr/environment/climaticvariation.html)\n\n \n302-5 | Reductions in energy requirements of products and services | \n\n * [ Mitigating Climate Change ](/en/csr/environment/climaticvariation.html)\n\n \n303: Water and Effluents 2018 \n303-1 | Interactions with water as a shared resource | \n\n * [ Water Resources ](/en/csr/environment/waterresources.html)\n\n \n303-2 | Management of water discharge-related impacts | \n\n * [ Water Resources > Management System > Risk Management ](/en/csr/environment/waterresources.html?id=a0201)\n\n \n303-3 | Water withdrawal | \n\n * [ Water Consumption by Source ](/en/csr/environment/waterresources.html?id=a0302)\n\n \n303-4 | Water discharge | \\- \n303-5 | Water consumption | \n\n * [ Water Consumption ](/en/csr/environment/waterresources.html?id=a0301)\n\n \n304: Biodiversity 2016 \n304-1 | Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | N/A \n304-2 | Significant impacts of activities, products, and services on biodiversity | \\- \n304-3 | Habitats protected or restored | \n\n * [ Coexistence with Nature > Initiatives > Overseas ](/en/csr/environment/biodiversity.html?id=a0302)\n\n \n304-4 | IUCN Red List species and national conservation list species with habitats in areas affected by operations | \\- \n305: Emissions 2016 \n305-1 | Direct (Scope 1) GHG emissions | \n\n * [ Mitigating Climate Change > Initiatives, Site Initiatives ](/en/csr/environment/climaticvariation.html?id=a0502)\n\n \n305-2 | Energy indirect (Scope 2) GHG emissions | \n\n * [ Mitigating Climate Change > Initiatives, Site Initiatives ](/en/csr/environment/climaticvariation.html?id=a0502)\n\n \n305-3 | Other indirect (Scope 3) GHG emissions | \n\n * [ Mitigating Climate Change > Initiatives ](/en/csr/environment/climaticvariation.html?id=a0502)\n\n \n305-4 | GHG emissions intensity | \\- \n305-5 | Reduction of GHG emissions | \n\n * [ Mitigating Climate Change ](/en/csr/environment/climaticvariation.html)\n\n \n305-6 | Emissions of ozone-depleting substances (ODS) | \\- \n305-7 | Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | \n\n * [ Prevention of Pollution > Initiatives > NOx and SOx Emissions ](/en/csr/environment/prevention.html?id=a02005)\n\n \n306: Waste 2020 \n306-1 | Waste generation and significant waste-related impacts | \n\n * [ Achieving a Circular Economy ](/en/csr/environment/recyclingsociety.html)\n\n \n306-2 | Management of significant wasterelated impacts | \n\n * [ Achieving a Circular Economy ](/en/csr/environment/recyclingsociety.html)\n\n \n306-3 | Waste generated | \n\n * [ Waste Generation ](/en/csr/environment/recyclingsociety.html?id=a0501)\n\n \n306-4 | Waste diverted from disposal | \n\n * [ Amount of Waste Generated and Processed ](/en/csr/environment/recyclingsociety.html?id=a0502)\n * [ Procurement Initiatives ](/en/csr/environment/recyclingsociety.html?id=a08)\n\n \n306-5 | Waste directed to disposal | \n\n * [ Amount of Waste Generated and Processed ](/en/csr/environment/recyclingsociety.html?id=a0502)\n\n \n308: Supplier Environmental Assessment 2016 \n308-1 | New suppliers that were screened using environmental criteria | \n\n * [ Environmental Policy Initiatives for Business Partners ](/en/csr/social/procurement.html?id=a0304)\n * [ SUBARU Green Procurement Guideline ](/en/csr/social/procurement.html?id=a0305)\n\n \n308-2 | Negative environmental impacts in the supply chain and actions taken | \n\n * [ Business Partner CSR Briefing and CSR Survey > Climate Change Initiatives ](/en/csr/social/procurement.html?id=a0307)\n * [ Management and Reduction of Environmentally Hazardous Substances Contained in Parts ](/en/csr/social/procurement.html?id=a0306)\n * [ Procurement with Consideration for Biodiversity ](/en/csr/social/procurement.html?id=a0308)\n\n \nGRI 400: Social \n401: Employment 2016 \n401-1 | New employee hires and employee turnover | \n\n * [ Employee Data ](/en/csr/social/resources/data.html)\n\n \n401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | \\- \n401-3 | Parental leave | \n\n * [ Systems and Initiatives for Childcare Leave ](/en/csr/social/resources/balance.html?id=a020701)\n\n \n402: Labor / Management Relations 2016 \n402-1 | Minimum notice periods regarding operational changes | \\- \n403: Occupational Health and Safety 2018 \n403-1 | Occupational health and safety management system | \n\n * [ Occupational Health and Safety > Our Approach/Management System ](/en/csr/social/resources/safety.html?id=a01)\n\n \n403-2 | Hazard identification, risk assessment, and incident investigation | \n\n * [ Occupational Health and Safety > Initiatives > Prevention of Industrial Accidents ](/en/csr/social/resources/safety.html?id=a0301)\n\n \n403-3 | Occupational health services | \n\n * [ Occupational Health and Safety > Initiatives ](/en/csr/social/resources/safety.html?id=a03)\n\n \n403-4 | Worker participation, consultation, and communication on occupational health and safety | \n\n * [ Labor-Management Communication ](/en/csr/social/resources/communication.html)\n * [ Occupational Health and Safety > Management System ](/en/csr/social/resources/safety.html?id=a02)\n\n \n403-5 | Worker training on occupational health and safety | \n\n * [ Occupational Health and Safety > Initiatives > Prevention of Industrial Accidents ](/en/csr/social/resources/safety.html?id=a0301)\n\n \n403-6 | Promotion of worker health | \n\n * [ Health Management ](/en/csr/social/resources/health.html)\n\n \n403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | \n\n * [ Occupational Health and Safety > Initiatives > Prevention of Industrial Accidents > Unifying Initiatives at the Group Level ](/en/csr/social/resources/safety.html?id=a030101)\n\n \n403-8 | Workers covered by an occupational health and safety management system | \n\n * [ Occupational Health and Safety > Management System ](/en/csr/social/resources/safety.html?id=a02)\n\n \n403-9 | Work-related injuries | \n\n * [ Occurrence of Work Related Accidents and Accident Frequency Rate ](/en/csr/social/resources/safety.html?id=a030402)\n\n \n403-10 | Work-related ill health | \\- \n404: Training and Education 2016 \n404-1 | Average hours of training per year per employee | \n\n * [ Human Resource Development > Career Development > Training Results ](/en/csr/social/resources/?id=a0302)\n\n \n404-2 | Programs for upgrading employee skills and transition assistance programs | \n\n * [ Human Resource Development > Career Development ](/en/csr/social/resources/?id=a0301)\n\n \n404-3 | Percentage of employees receiving regular performance and career development reviews | \n\n * [ Human Resource Development > Career Development > Career Development Support ](/en/csr/social/resources/?id=a0303)\n\n \n405: Diversity and Equal Opportunity 2016 \n405-1 | Diversity of governance bodies and employees | \n\n * [ Directors of the Board / Executive Officers ](https://www.subaru.co.jp/en/outline/profile.html?id=officer)\n * [ Employee Data ](/en/csr/social/resources/data.html)\n\n \n405-2 | Ratio of basic salary and remuneration of women to men | \n\n * [ Comparison of Fixed Wages between Male and Female Employees ](/en/csr/social/resources/data.html?id=a01-6)\n\n \n406: Non-discrimination 2016 \n406-1 | Incidents of discrimination and corrective actions taken | \\- \n407: Freedom of Association and Collective Bargaining 2016 \n407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | \\- \n408: Child Labor 2016 \n408-1 | Operations and suppliers at significant risk for incidents of child labor | N/A \n409: Forced or Compulsory Labor 2016 \n409-1 | Operations and suppliers at significant risk for incidents of forced or compulsory labor | N/A \n410: Security Practices 2016 \n410-1 | Security personnel trained in human rights policies or procedures | \\- \n411: Rights of Indigenous Peoples 2016 \n411-1 | Incidents of violations involving rights of indigenous peoples | N/A \n413: Local Communities 2016 \n413-1 | Operations with local community engagement, impact assessments, and development programs | [ Community Engagement ](/en/csr/social/contribution/) \n413-2 | Operations with significant actual and potential negative impacts on local communities | \\- \n414: Supplier Social Assessment 2016 \n414-1 | New suppliers that were screened using social criteria | \n\n * [ SUBARU Supplier CSR Guidelines ](/en/csr/social/procurement.html?id=a0302)\n\n \n414-2 | Negative social impacts in the supply chain and actions taken | \n\n * [ Business Partner CSR Briefing and CSR Survey ](/en/csr/social/procurement.html?id=a0303)\n * [ Responsible Mineral Procurement ](/en/csr/social/procurement.html?id=a05)\n\n \n415: Public Policy 2016 \n415-1 | Political contributions | \n\n * [ Compliance > Political Donations ](/en/csr/governance/compliance.html?id=a0305)\n\n \n416: Customer Health and Safety 2016 \n416-1 | Assessment of the health and safety impacts of product and service categories | \n\n * [ Making Safe Vehicles > Initiatives ](/en/csr/social/car_making/?id=a03)\n\n \n416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services | N/A \n417: Marketing and Labeling 2016 \n417-1 | Requirements for product and service information and labeling | \\- \n417-2 | Incidents of non-compliance concerning product and service information and labeling | \n\n * [ Quality: Automotive Business ](/en/csr/social/quality_automobile.html)\n * [ Quality: Aerospace Business ](/en/csr/social/quality_aerospace.html)\n\n \n417-3 | Incidents of non-compliance concerning marketing communications | N/A \n418: Customer Privacy 2016 \n418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | N/A \n \n * [ Privacy Policy ](/en/privacy.html)\n * [ Cookie Policy ](/en/assistance.html)\n * [ Media ](/en/media/)\n\nPAGE TOP\n\nPAGE TOP\n\n[ \u00a9SUBARU CORPORATION ](/en/copyright/)\n\n",
"url": "https://www.subaru.co.jp/en/csr/iso26000.html"
},
"reason": "This is from the official Subaru website, detailing their CSR (Corporate Social Responsibility) initiatives and alignment with ISO 26000. It's a reliable source for understanding Subaru's approach to social responsibility.",
"reliability_score": 0.9,
"search_query": "company 'N/A' activities value chain",
"summary": "This is from the official Subaru website, detailing their CSR initiatives and alignment with ISO 26000.",
"url": "https://www.subaru.co.jp/en/csr/iso26000.html"
},
{
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"page_content": "Sustainability\n\n# GRI Content Index\n\nStatement of use | H.U. Group Holdings, Inc. has reported in accordance with the GRI Standards for the period April 2023 - March 2024. \n---|--- \nGRI 1 used | GRI 1: Foundation 2021 \n \nWeb Website\n\nIR [ Integrated Report 2024 [PDF:8,005KB]\n](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf)\n\nGR [ Corporate Governance Report ](/en/company/governance.html)\n\n## Universal Standards\n\n### GRI 2\uff1a General Disclosures 2021\n\n### 1\\. The organization and its reporting practices\n\nDescription | Reference page title \n---|--- \n2-1 | Organizational details | Web [ Corporate Profile ](/en/company/profile.html) IR [ Main Group Companies and Bases (p.57-58) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-2 | Entities included in the organization\u2019s sustainability reporting | Web [ Group Companies ](/en/company/group.html) IR [ Editorial Policy (p.1) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Main Group Companies and Bases (p.58) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-3 | Reporting period, frequency and contact point | Web [ Contact Us ](/en/form/contact/index.html) IR [ Editorial Policy (p.1) \nReporting cycle: Once a year \nDate of most recent report: October 30th, 2024\n](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-4 | Restatements of information | N/A \n2-5 | External assurance | \\- \n \n### 2\\. Activities and workers\n\nDescription | Reference page title \n---|--- \n2-6 | Activities, value chain, and other business relationships | Web [ H.U. Group Business Overview ](/en/business/) IR [ The H.U. Group\u2019s Businesses (p.4) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-7 | Employees | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n2-8 | Workers who are not employees | \\- \n \n### 3\\. Governance\n\nDescription | Reference page title \n---|--- \n2-9 | Governance structure and composition | WEB [ Corporate Governance ](/en/company/governance.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Corporate Governance > Directors and Officers (p.46) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Corporate Governance > Corporate Governance Structure (p.49) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ Corporate Governance Structure(p.21) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight (p.7-16) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-10 | Nomination and selection of the highest governance body | IR [ Corporate Governance > Corporate Governance Structure (p.49-50) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight (p.8-11) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-11 | Chair of the highest governance body | GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight(p.8) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-12 | Role of the highest governance body in overseeing the management of impacts | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Risk Management > Basic Approach and Management Structure (p.36) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-13 | Delegation of responsibility for managing impacts | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-14 | Role of the highest governance body in sustainability reporting | WEB [ Sustainability at the H.U. Group > Promotion Structure for Sustainability ](/en/sustainable/policy.html) IR [ Sustainability Management > Sustainability Promotion System (p.38) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-15 | Conflicts of interest | GR [ II. Business Management Organization and Other Corporate Governance Systems regarding Decision-making, Execution of Business, and Oversight(p.9-11) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-16 | Communication of critical concerns | WEB [ ESG Performance Data > Compliance ](/en/sustainable/esg.html) IR [ Compliance > Whistleblowing System (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ I. Basic Views on Corporate Governance, Capital Structure, Corporate Attributes and Other Basic Information(p.6) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-17 | Collective knowledge of the highest governance body | WEB [ H.U. Group Corporate Governance Policy > 7\\. Director training ](/resources/file/pdf/en/20240329_CG_Policy_E.pdf) \n2-18 | Evaluation of the performance of the highest governance body | IR [ Corporate Governance > Evaluating the Effectiveness of the Board of Directors (p.50) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) GR [ [Supplementary Principle 4.11.3 Assessment of the Effectiveness of the Board of Directors] (p.4-5) ](/resources/file/pdf/en/20241129_CorporateGovernanceReport_e_HU4544_AA.pdf) \n2-19 | Remuneration policies | IR [ Compensation for Directors and Executive Officers, etc. (p.51-53) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-20 | Process to determine remuneration | IR [ Compensation for Directors and Executive Officers, etc. (p.51) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-21 | Annual total compensation ratio | \\- \n \n### 4\\. Strategy, policies and practices\n\nDescription | Reference page title \n---|--- \n2-22 | Statement on sustainable development strategy | IR [ Message from the CEO (p.5-7) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Top Message ](/en/sustainable/message/hugp.html) \n2-23 | Policy commitments | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n2-24 | Embedding policy commitments | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) IR [ Compliance > Promotion of Compliance Awareness (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-25 | Processes to remediate negative impacts | WEB [ Contact Us ](/en/form/contact/index.html) \n2-26 | Mechanisms for seeking advice and raising concerns | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) IR [ Compliance > Whistleblowing System (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n2-27 | Compliance with laws and regulations | No relevant cases were reported. WEB [ ESG Performance Data > Management ](/en/sustainable/esg.html) \n2-28 | Membership associations | \\- \n \n### 5\\. Stakeholder engagement\n\nDescription | Reference page title \n---|--- \n2-29 | Approach to stakeholder engagement | WEB [ Communication with Stakeholders > Initiatives ](/en/sustainable/communication.html) \n2-30 | Collective bargaining agreements | WEB [ Human Capital Site > Policy > Labor Practices ](/en/humancapital/#stance01) \n \n### GRI 3\uff1aMaterial Topics 2021\n\nDescription | Reference page title \n---|--- \n3-1 | Process to determine material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n3-2 | List of material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n3-3 | Management of material topics | WEB [ Materiality ](/en/sustainable/materiality.html) IR [ Sustainability Management > Basic Approach (p.37) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Environment and Energy > Strategy and Progress (p.40) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Supply Chain Management > Strategy and Progress (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Human Capital > Strategy and Progress (p.42-44) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n## Topic Standards (Economic)\n\n### GRI 201\uff1aEconomic Performance 2016\n\nDescription | Reference page title \n---|--- \n201-1 | Direct economic value generated and distributed | WEB [ Financial Highlights ](/en/ir/highlights/) \n201-2 | Financial implications and other risks and opportunities due to climate change | WEB [ Environment and Energy > Information Disclosure in line with TCFD Recommendations > Response to risks / opportunities ](/en/sustainable/environment.html) \n201-3 | Defined benefit plan obligations and other retirement plans | \\- \n201-4 | Financial assistance received from government | N/A \n \n### GRI 202\uff1a Market Presence 2016\n\nDescription | Reference page title \n---|--- \n202-1 | Ratios of standard entry level wage by gender compared to local minimum wage | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n202-2 | Proportion of senior management hired from the local community | \\- \n \n### GRI 203\uff1a Indirect Economic Impacts 2016\n\nDescription | Reference page title \n---|--- \n203-1 | Infrastructure investments and services supported | WEB [ Philanthropy > Investing in community activities ](/en/sustainable/philanthropy.html) \n203-2 | Significant indirect economic impacts | \\- \n \n### GRI 205\uff1a Anti-corruption 2016\n\nDescription | Reference page title \n---|--- \n205-1 | Operations assessed for risks related to corruption | WEB [ H.U. Group Code of Conduct ](/en/company/codeofconduct.html) \n205-2 | Communication and training about anti-corruption policies and procedures | IR [ Compliance (p.54) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Capital Site > Human Resource Development ](/en/humancapital/materiality/hrd.html) \n205-3 | Confirmed incidents of corruption and actions taken | No relevant cases were reported. WEB [ ESG Performance Data > Compliance ](/en/sustainable/esg.html) \n \n### GRI 206\uff1a Anti-competitive Behavior 2016\n\nDescription | Reference page title \n---|--- \n206-1 | Legal actions for anti-competitive behavior, anti-trust, and monopoly practices | N/A \n \n## Topic Standards (Environmental)\n\n### GRI 302\uff1a Energy 2016\n\nDescription | Reference page title \n---|--- \n302-1 | Energy consumption within the organization | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-2 | Energy consumption outside of the organization | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-3 | Energy intensity | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-4 | Reduction of energy consumption | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n302-5 | Reductions in energy requirements of products and services | \\- \n \n### GRI 303\uff1a Water and Effluents 2018\n\nDescription | Reference page title \n---|--- \n303-1 | Interactions with water as a shared resource | \\- \n303-2 | Management of water discharge-related impacts | \\- \n303-3 | Water withdrawal | WEB [ ESG Performance Data > Water ](/en/sustainable/esg.html) \n303-4 | Water discharge | WEB [ ESG Performance Data > Water ](/en/sustainable/esg.html) \n303-5 | Water consumption | \\- \n \n### GRI 304\uff1a Biodiversity 2016\n\nDescription | Reference page title \n---|--- \n304-1 | Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | WEB [ Environment and Energy > Our Approach to Biodiversity ](/en/sustainable/environment.html) \n304-2 | Significant impacts of activities, products, and services on biodiversity | WEB [ Environment and Energy > Our Approach to Biodiversity ](/en/sustainable/environment.html) \n304-3 | Habitats protected or restored | N/A \n304-4 | IUCN Red List species and national conservation list species with habitats in areas affected by operations | N/A \n \n### GRI 305\uff1a Emissions 2016\n\nDescription | Reference page title \n---|--- \n305-1 | Direct (Scope1) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-2 | Energy indirect (Scope 2) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-3 | Other indirect (Scope3) GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-4 | GHG emissions intensity | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) \n305-5 | Reduction of GHG emissions | WEB [ ESG Performance Data > Climate change ](/en/sustainable/esg.html) WEB [ Environment and Energy > Targets and Results ](/en/sustainable/environment.html) \n305-6 | Emissions of ozone-depleting substances (ODS) | N/A \n305-7 | Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions | N/A \n \n### GRI 306\uff1a Waste 2020\n\nDescription | Reference page title \n---|--- \n306-1 | Waste generation and significant waste-related impacts | \\- \n306-2 | Management of significant waste-related impacts | IR [ Environment and Energy > Strategy and Progress (p.40) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n306-3 | Waste generated | WEB [ ESG Performance Data > Waste ](/en/sustainable/esg.html) \n306-4 | Waste diverted from disposal | \\- \n306-5 | Waste directed to disposal | \\- \n \n### GRI 308\uff1a Supplier Environmental Assessment 2016\n\nDescription | Reference page title \n---|--- \n308-1 | New suppliers that were screened using environmental criteria | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n308-2 | Negative environmental impacts in the supply chain and actions taken | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n## Topic Standards (Social)\n\n### GRI 401\uff1a Employment 2016\n\nDescription | Reference page title \n---|--- \n401-1 | New employee hires and employee turnover | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | \\- \n401-3 | Parental leave | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n \n### GRI 403\uff1a Occupational Health and Safety 2018\n\nDescription | Reference page title \n---|--- \n403-1 | Occupational health and safety management system | WEB [ Human Capital Site > Policy > Occupational Health and Safety Policy ](/en/humancapital/#stance01) WEB [ Human Capital Site > Management ](/en/humancapital/#stance02) \n403-2 | Hazard identification, risk assessment, and incident investigation | \\- \n403-3 | Occupational health services | \\- \n403-4 | Worker participation, consultation, and communication on occupational health and safety | WEB [ Human Capital Site > Management ](/en/humancapital/#stance02) \n403-5 | Worker training on occupational health and safety | \\- \n403-6 | Promotion of worker health | WEB [ Human Capital Site > Health Improvement ](/en/humancapital/materiality/health.html) \n403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | \\- \n403-8 | Workers covered by an occupational health and safety management system | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n403-9 | Work-related injuries | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n403-10 | Work-related ill health | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n \n### GRI 404\uff1a Training and Education 2016\n\nDescription | Reference page title \n---|--- \n404-1 | Average hours of training per year per employee | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n404-2 | Programs for upgrading employee skills and transition assistance programs | IR [ Human Capital > Human Resource Development (p.43) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Resource Development > Training System and Employees Career Development ](/en/humancapital/materiality/hrd.html) \n404-3 | Percentage of employees receiving regular performance and career development reviews | IR [ Human Capital > Human Resource Development (p.43) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) WEB [ Human Capital Site > Human Resource Development > Training System and Employees Career Development ](/en/humancapital/materiality/hrd.html) \n \n### GRI 405\uff1a Diversity and Equal Opportunity 2016\n\nDescription | Reference page title \n---|--- \n405-1 | Diversity of governance bodies and employees | WEB [ ESG Performance Data > Employees ](/en/sustainable/esg.html) \n405-2 | Ratio of basic salary and remuneration of women to men | \\- \n \n### GRI 406\uff1a Non-discrimination 2016\n\nDescription | Reference page title \n---|--- \n406-1 | Incidents of discrimination and corrective actions taken | N/A \n \n### GRI 407\uff1a Freedom of Association and Collective Bargaining 2016\n\nDescription | Reference page title \n---|--- \n407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | No relevant cases were reported. WEB [ Supply Chain Management > Assessment of human rights items ](/en/sustainable/procurement.html) \n \n### GRI 408\uff1a Child Labor 2016\n\nDescription | Reference page title \n---|--- \n408-1 | Operations and suppliers at significant risk for incidents of child labor | No relevant cases were reported. WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) \n \n### GRI 409\uff1a Forced or Compulsory Labor 2016\n\nDescription | Reference page title \n---|--- \n409-1 | Operations and suppliers at significant risk for incidents of forced or compulsory labor | No relevant cases were reported. WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) \n \n### GRI 411\uff1a Rights of Indigenous Peoples 2016\n\nDescription | Reference page title \n---|--- \n411-1 | Incidents of violations involving rights of indigenous peoples | N/A \n \n### GRI 413\uff1a Local Communities 2016\n\nDescription | Reference page title \n---|--- \n413-1 | Operations with local community engagement, impact assessments, and development programs | WEB [ Philanthropy > Initiatives ](/en/sustainable/philanthropy.html) \n413-2 | Operations with significant actual and potential negative impacts on local communities | N/A \n \n### GRI 414\uff1a Supplier Social Assessment 2016\n\nDescription | Reference page title \n---|--- \n414-1 | New suppliers that were screened using social criteria | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n414-2 | Negative social impacts in the supply chain and actions taken | WEB [ Supply Chain Management ](/en/sustainable/procurement.html) WEB [ ESG Performance Data > Business partners ](/en/sustainable/esg.html) IR [ Supply Chain Management (p.41) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n \n### GRI 416\uff1a Customer Health and Safety 2016\n\nDescription | Reference page title \n---|--- \n416-1 | Assessment of the health and safety impacts of product and service categories | WEB [ R&D (Research & Development) ](/en/business/r_and_d/) IR [ Group Integration Strategy > Corporate R&D (p.31-32) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) IR [ Risk Management> Basic Approach and Management Structure (p.36) ](/resources/file/pdf/en/hugp_report_2024_e_HP.pdf) \n416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services | N/A \n \n### GRI 417\uff1a Marketing and Labeling 2016\n\nDescription | Reference page title \n---|--- \n417-1 | Requirements for product and service information and labeling | WEB [ Philanthropy > Initiatives to Improve Access to Pharmaceuticals and Medical Care ](/en/sustainable/philanthropy.html) \n417-2 | Incidents of non-compliance concerning product and service information and labeling | N/A \n417-3 | Incidents of non-compliance concerning marketing communications | N/A \n \n### GRI 418\uff1a Customer Privacy 2016\n\nDescription | Reference page title \n---|--- \n418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | N/A \n \n * [ Top Message ](/en/sustainable/message/hugp.html)\n\n * [ Sustainability at the H.U. Group ](/en/sustainable/policy.html)\n\n * [ Materiality ](/en/sustainable/materiality.html)\n\n * [ Communication with Stakeholders ](/en/sustainable/communication.html)\n\n * [ United Nations Global Compact ](/en/sustainable/globalcompact.html)\n\n * Sustainability Subcommittee \n\n * [ Environment and Energy ](/en/sustainable/environment.html)\n * [ Human Capital ](/en/sustainable/humanrights.html)\n * [ Supply Chain Management ](/en/sustainable/procurement.html)\n * [ Philanthropy ](/en/sustainable/philanthropy.html)\n * [ BCP ](/en/sustainable/bcp.html)\n\n * [ Reports Archive ](/en/sustainable/report.html)\n\n * [ GRI Standards Content Index ](/en/sustainable/gri.html)\n\n * [ ESG Performance Data ](/en/sustainable/esg.html)\n\n * [ External Ratings ](/en/sustainable/external_ratings.html)\n\n * [ Site Map ](/en/sitemap/)\n * [ Personal Information Protection Policy ](/en/privacy/)\n * [ Terms of Use ](/en/terms/)\n * [ Contact Us ](/en/form/contact/index.html)\n\n * [ JP JAPANESE ]()\n * [ EN ENGLISH ]()\n\nCopyright \u00a9 2022 H.U. Group Holdings, Inc. All rights reserved.\n\n",
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"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 from Bimbo Canada's website, discussing forced labor in Canadian supply chains. It's a reliable source for understanding Bimbo Canada's perspective on this issue.",
"reliability_score": 0.8,
"search_query": "company 'N/A' activities value chain",
"summary": "This is from Bimbo Canada's website, discussing forced labor in Canadian supply chains.",
"url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
},
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"ext_id": "afec60b7-e8e9-4279-81cd-aa47e1413006",
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"source": "https://accountancyeurope.eu/publications/csrd-csddd-key-provisions-and-concepts/"
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"page_content": " * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=CAA57C2917B2ACE2FF631FAB34BB15F93240A03BCC091AE5%2D91FA1BCEE07D60054FAE4BBB173EF778778E13838FBAB47F25589CC4F982519F&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=1ac583a0%2D7083%2D5000%2Dba2b%2Dd636792700eb)\n * [ Newsletter ](https://www.accountancyeurope.eu/)\n * [ Contact ](https://accountancyeurope.eu/contact/)\n\n * [ ](https://www.linkedin.com/company/accountancyeurope)\n\n[ ](https://accountancyeurope.eu)\n\n[ Search ](https://accountancyeurope.eu/search/)\n\n * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=CAA57C2917B2ACE2FF631FAB34BB15F93240A03BCC091AE5%2D91FA1BCEE07D60054FAE4BBB173EF778778E13838FBAB47F25589CC4F982519F&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=1ac583a0%2D7083%2D5000%2Dba2b%2Dd636792700eb)\n * [ Newsletter ](https://www.accountancyeurope.eu/)\n * [ Contact ](https://accountancyeurope.eu/contact/)\n\n * [ ](https://www.linkedin.com/company/accountancyeurope)\n\n[ Back ](https://accountancyeurope.eu/publications/)\n\n4 February 2025 \u2014 [ Publication ](https://accountancyeurope.eu/publications/)\n\n# CSRD & CSDDD: key provisions and concepts\n\n * [ Corporate governance ](https://accountancyeurope.eu/topic/corporate-governance/)\n * [ Reporting ](https://accountancyeurope.eu/topic/reporting/)\n * [ Sustainability ](https://accountancyeurope.eu/topic/sustainability/)\n\nThe [ Corporate Sustainability Reporting Directive (CSRD)\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Feur-\nlex.europa.eu%2Flegal-\ncontent%2FEN%2FTXT%2F%3Furi%3DCELEX%253A32022L2464&data=05%7C02%7Cvita%40accountancyeurope.eu%7C5c1440e4d25542ef346f08dd348eadf6%7C9038634d0bb84ae18a37c078a7fe9929%7C0%7C0%7C638724509582406188%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=iQyg%2F8jlq5I4aNAwKX8QUNSfPFLCdSRgta4aP%2FZW%2Fck%3D&reserved=0)\nand the [ Corporate Sustainability Due Diligence Directive (CSDDD)\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Feur-\nlex.europa.eu%2Feli%2Fdir%2F2024%2F1760%2Foj&data=05%7C02%7Cvita%40accountancyeurope.eu%7C5c1440e4d25542ef346f08dd348eadf6%7C9038634d0bb84ae18a37c078a7fe9929%7C0%7C0%7C638724509582432380%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=bCkAQpCGAKEspXQ7l0JVlytjLg8nKuy0bVnYZdvpkzI%3D&reserved=0)\nare two pivotal pieces of the EU\u2019s sustainability framework. While the CSRD\nmandates companies to report sustainability information, the CSDDD requires\ncompanies to trigger change in corporate behavior. Together, these directives\nform a complementary structure that ensures transparency, accountability, and\nmeaningful progress towards sustainable corporate practices.\n\nAccountancy Europe created a table that outlines key aspects of both\ndirectives to illustrate their complementary objectives. The table provides a\nsummary of those key aspects aiming to provide stakeholders with an overview\nof the interplay between CSRD and CSDDD.\n\nFor more details on each directive, check our _[ F\n](https://accountancyeurope.eu/publications/faqs-on-corporate-sustainability-\nreporting-directive/) [ AQs: all you need to know about the Corporate\nSustainability Reporting Directive\n](https://accountancyeurope.eu/publications/faqs-on-corporate-sustainability-\nreporting-directive/) _ and factsheet _[ Corporate Sustainability Due\nDiligence Directive \u2013 what the accountancy profession should know\n](https://accountancyeurope.eu/publications/corporate-sustainability-due-\ndiligence-directive-what-the-accountancy-profession-should-know/) _\n\n## Objective\n\n### CSRD\n\nThe CSRD is **a reporting framework** aiming to enhance **transparency,\nconsistency and reliability of sustainability reporting** by undertakings.\n**It requires** to disclose high-quality, standardised, comparable and\nreliable information for sustainable decision making. It helps undertakings\nidentify and manage their own sustainability risks, and opportunities as well\nas investors and civil society actors access the information to evaluate EU\ncompanies\u2019 performance, development, position, and impact on sustainability\nmatters.\n\n### CSDDD\n\nThe CSDDD establishes a sustainable **corporate behavioural framework** to\nensure that companies\u2019 activities are aligned with the EU\u2019s sustainability\nobjectives. It mandates companies to identify and address adverse human rights\nand environmental impacts throughout their \u201cchains of activities\u201d (see below).\nCompanies will also need to develop transition plans to ensure that their\nbusiness model and strategy are aligned with the transition to a sustainable\neconomy.\n\n## Scope (phased-in approach)\n\n#### CSRD \u2013 2025\n\n_Reporting on the 2024 data_\n\n * large undertakings and parent undertakings of a large group that are Public Interest Entities (PIEs)* exceeding: \n * average number of 500 employees **and**\n * balance sheet total: \u20ac 25 million **and/or**\n * net turnover: \u20ac 50 million \n\n_*PIEs as defined per Accounting Directive:_\n\n * _companies listed on an EU regulated market_\n * _credit institutions_\n * _insurance undertakings_\n * _undertaking designated as a PIE by a Member State (MS)_\n\n#### CSDDD \u2013 2025\n\nN/A\n\n#### CSRD \u2013 2026\n\n_Reporting on the 2025 data_\n\n * large undertakings exceeding at least two of these three criteria: \n * balance sheet total: \u20ac 25 million \n * net turnover: \u20ac 50 million \n * average number of employees: 250 \n\n * parent companies of a large group that exceed the above-mentioned criteria on consolidated basis during the financial year \n\n#### CSDDD \u2013 2026\n\nN/A\n\n#### CSRD \u2013 2027\n\n_Reporting on the 2026 data_\n\n * listed small and medium enterprises (SMEs)* that __do not_ _ exceed two of these three criteria: \n * balance sheet total \u20ac 25 million \n * net turnover \u20ac 50 million \n * employees 250 per financial year \n * small and non-complex financial institutions (that are large or listed SMEs) \n * captive insurance and reinsurance undertakings (that are large or listed SMEs) \n\n_N.b. micro-enterprises are excluded from the scope_\n\n_*Possibility to opt-out for the first two years if the SME provides a\nstatement explaining why their management does not capture sustainability\ninformation_\n\n#### CSDDD \u2013 2027\n\nCompanies with the following features\n\n * > 5000 employees on average and a global net turnover of > \u20ac 1.5 billion in the last financial year for which annual financial statements (should) have been adopted \n * not reaching the thresholds mentioned above but is the ultimate parent company of a group that does \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated in the EU is counted_\n\n#### CSRD \u2013 2028\n\nN/A\n\n#### CSDDD \u2013 2028\n\nCompanies with the following features\n\n * 3000 employees on average and a global net turnover of > \u20ac 900 million in the last financial year for which annual financial statements (should) have been adopted \n * not reaching the thresholds mentioned above but being the ultimate parent company of a group that does \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated in the EU is counted_\n\n#### CSRD \u2013 2029\n\n_Reporting on the 2028 data_\n\n * non-EU company generating a net turnover > \u20ac 150 million in the EU for each of the last two consecutive financial years and having either: \n * an EU subsidiary fulfilling the criteria of a large company or a listed SME (except micro) \n * an EU branch generating > \u20ac 40 million net turnover \n\n_N.b. these companies are expected to report on their impacts_\n\n#### CSDDD \u2013 2029\n\nCompanies meeting the following features\n\n * 1000 employees on average and a global net turnover of > \u20ac 450 million in the last financial year for which annual financial statements (should) have been adopted (the CSDDD phases the number of employees and the net turnover in. See the section \u2018application\u2019 for more information) \n * not reaching the thresholds mentioned above but being the ultimate parent company of a group that does \n * entered into franchising or licensing agreements in the EU with independent third-party companies where: \n * the agreements ensure common identity \n * there is a common business concept and method \n * royalties > \u20ac22,5 million \n * the company itself or as head of a belonging group that generated a global net turnover > \u20ac80 million \n\n_N.b. non-EU companies operating in the EU fall within the same scope, but\nwith two exceptions:_\n\n * _no specified number of employees limit_\n * _only the net turnover generated and royalties in the EU is counted_\n\n## Value chain vs chain of activities definitions\n\n### CSRD\n\n#### **Value chain** **definition**\n\nValue chain encompasses the full range of activities, resources and\nrelationships an undertaking uses and relies on to create its product/service,\nfrom the conception to delivery, consumption and end-of life. It includes\nthose that related to its business model and external environment where it\noperates **(as per ESRS)** .\n\nRelevant activities, resources and relationships include those in:\n\n * the undertaking\u2019s own operations such as human resources \n * the undertaking\u2019s supply, marketing and distribution channels such as materials and service sourcing and product and service sale and delivery \n * financing, geographical, geopolitical and regulatory environments where the undertaking operates \n\nValue chain **includes both** :\n\n * **upstream actors** , e.g. suppliers, provide products or services that the undertaking uses in the developments of its products or services \n * **downstream actors** , e.g. distributors, customers, receive products or services from the undertaking \n\n### CSDDD\n\n#### **Chain of activities definition**\n\nChain of activities: activities of a company\u2019s direct and indirect, upstream\nand downstream business partners which are defined as follows:\n\n * **direct business** **partners** have a commercial agreement with the company relating to the operations, products or services of the company \n * **indirect business** **partners** are not direct business partners but perform business operations related to the operations, products, and services of the company \n * **upstream business partners\u2019 activities** relate to the production of goods and the provision of services. \n * **downstream business partners\u2019 activities** relate instead to the distribution, transport and storage of a product \n\n_N.b._as per CSDDD, regulated financial undertakings are only subject to due\ndiligence obligations for the upstream part of their chains of activities_ _\n\n## Assurance/verification provisions\n\n#### CSRD \u2013 Assurance\n\nThe CSRD **requires** limited assurance over sustainability reporting as from\n2025. The CSRD foresees a possibility of moving to reasonable assurance in\n2028 subject to the EC\u2019s positive assessment whether the transition is\nfeasible for undertakings and assurance practitioners.\n\n#### CSDDD \u2013 Verification on provisions\n\nThe CSDDD **allows** for voluntary independent third-party verification:\n\n * companies may use independent third-party verification on and from companies in their chains of activities \n * companies shall bear the cost of the third-party verification to verify compliance of an SME. If the SME requests to pay part of the verification costs, it can then in turn share the results of such verification with other companies \n\n#### CSRD \u2013 Engagement scope\n\nThe limited assurance opinion should cover:\n\n * the compliance with the CSRD, including: \n * the sustainability reporting rules with the European Sustainability Reporting Standards (ESRS) \n * the process to identify the information to be reported pursuant ESRS \n * the sustainability mark-up requirement \n * the compliance with the EU Taxonomy Article 8 reporting requirements \n\n#### CSDDD \u2013 Engagement scope\n\n * support the due diligence obligations implementation \n * compliance with the company\u2019s code of conduct \n * compliance with a preventive and corrective action plan \n\n#### CSRD \u2013 Service providers\n\n * Statutory auditors \n * MSs might mandate: \n * statutory auditors other than the financial statements auditors \n * Independent Assurance Service Provider (IASP) \n\n_N.b. Shareholders with > 5% voting rights or 5% capital of the undertaking\nhave the right to ask to involve an accredited third party to prepare a report\non some elements of sustainability reporting. This accredited third party\ncannot belong to the same firm or network as the auditor carrying out the\nstatutory audit. _\n\nThe CSRD requires statutory auditors to obtain knowledge on specific subjects\nto be allowed to carry out assurance engagements of sustainability reporting:\n\n * legal requirements and reporting standards relating to the preparation of annual and consolidated sustainability reporting \n * sustainability analysis \n * sustainability due diligence processes \n * legal requirements and assurance standards for sustainability reporting \n\nStatutory auditors should also complete practical training to carry out\nassurance engagements of sustainability reporting. The CSRD includes\ntransitional arrangements for statutory auditors who have been qualified\nbefore 1 January 2026.\n\nThe [ Audit Directive 2006/43/EC ](https://eur-lex.europa.eu/legal-\ncontent/EN/TXT/?uri=celex%3A32006L0043) ) requires statutory auditors to\ncomply with the rules on professional ethics, independence, objectivity,\nconfidentiality and professional secrecy. These rules also are extended to\nstatutory auditors carrying out sustainability reporting assurance.\n\nMSs, that have authorised IASPs to carry out sustainability assurance should\nensure that IASPs are subject to equivalent requirements to those set out in\nthe [ Audit Directive 2006/43/EC ](https://eur-lex.europa.eu/legal-\ncontent/EN/TXT/?uri=celex%3A32006L0043) concerning assurance of sustainability\nreporting, incl. ethics, independence, objectivity, confidentiality and\nprofessional secrecy, training and examination, continued education.\n\n#### CSDDD \u2013 Services providers\n\n * Independent third-party verification providers such as other companies or industry or multi-stakeholder initiatives \n\n * Verifiers must have: \n * objectivity and complete independence from the company, be free from any conflicts of interest and external influence, whether direct or indirect, and shall refrain from any action incompatible with their independence \n * experience and competence in environmental or human rights matters and shall be accountable for the quality and reliability of the verification they carry out. \n\n#### CSRD \u2013 Assurance standard\n\nThe EC shall adopt, via delegated acts, an EU limited assurance standard by 1\nOctober 2026.\n\nMSs may apply national assurance standards, procedures or requirements as long\nas the EC has not adopted an assurance standard covering the same subject\nmatter.\n\nThe Committee of European Auditing Oversight Bodies (CEAOB) adopted [ non-\nbinding guidelines\n](https://finance.ec.europa.eu/document/download/8ac2df18-2ae1-4bc7-9d87-a4a740e48f5e_en?filename=240930-ceaob-\nguidelines-limited-assurance-sustainability-reporting_en.pdf) for limited\nassurance engagements to facilitate the harmonisation of sustainability\nassurance across EU MSs in the transitional period.\n\nBy 1 October 2028, the EC shall adopt an assurance standard for reasonable\nassurance, following an assessment to determine if the transition is feasible\nfor undertakings and assurance practitioners. The delegated act should specify\nwhen reasonable assurance requirement would start applying.\n\n#### CSDDD \u2013 Verification guidance\n\nThe EC will issue guidance setting out fitness criteria and a methodology for\ncompanies to assess the fitness of third-party verifiers, and guidance for\nmonitoring the accuracy, effectiveness and integrity of third-party\nverification.\n\n## Transition plans\n\n### CSRD\n\nThe CSRD mandates companies to disclose their transition plan to ensure that\ntheir business model and strategy align with the transition to a sustainable\neconomy and the objectives of limiting global warming to 1,5 \u00b0C as well as the\nobjective of achieving climate neutrality by 2050.\n\nAs per the ESRS delegated act, disclosure requirement _E1-1 \u2013 Transition plan\nfor climate change mitigation_ , companies shall disclose their transition\nplan for climate change mitigation, including climate change mitigation\nactions. In case the undertaking does not have a transition plan in place, it\nshall indicate whether and, if so, when it will adopt a transition plan.\n\nWhile the CSRD requires companies to disclose information related to their\ntransition plans, it does not mandate them to set one up.\n\n### CSDDD\n\nThe CSDDD mandates that undertakings establish a transition plan, update it\nevery 12 months and include a report that describes their progress toward\nmeeting the targets. This report should:\n\n * set time-bound climate change targets for 2030 and in five-years steps up to 2050 based on conclusive scientific evidence \n * outline identified decarbonisation levers and key actions planned to reach the targets listed above \n * explain and quantify the investments and funding supporting the implementation of the transition plan \n * describe the administrative, management and supervisory bodies\u2019 role in executing the transition plan \n\nCompanies within CSRD\u2019s scope that report a transition plan, or those covered\nby their parent company\u2019s transition plan, are deemed to be compliant with the\nobligation to adopt a transition plan under CSDDD Article 22. For such\ncompanies, CSDDD\u2019s additional obligations include expectations to put the plan\ninto effect and to update it every 12 months.\n\n## Requirements for non-EU companies\n\n### CSRD\n\nThe CSRD extends the scope of reporting requirements to non-EU companies\ngenerating a net turnover > \u20ac 150 million in the EU with a subsidiary that is\na large company or a listed SME or a branch exceeding 40million meeting\nspecific criterion (under Article 40a) (see scope section above).\n\nThose companies are required to report on their impacts on social and\nenvironmental matters; no obligation to include the EU Taxonomy Regulation\nArticle 8 disclosures.\n\nNon-EU companies can report sustainability information using:\n\n * standards for [ third-country companies ](https://www.efrag.org/en/projects/noneu-groups-standard-setting/research-phase) ( _in development_ ) \n * a full set of ESRS \n * standards deemed equivalent to ESRS by the European Commission (EC) \n * _note: depending on the choice, different scenarios apply_\n\nMSs shall require an EU subsidiary, or an EU branch of the non-EU company to\npublish and make accessible the sustainability report on behalf of its parent\ncompany;\n\n * alternatively, an EU subsidiary or EU branch may prepare, publish and make accessible the report \n * if the necessary information to prepare the report is not available, the subsidiary or branch shall prepare and publish a sustainability report with all the information possessed and issue a statement indicating that the non-EU parent company did not make the necessary information available \n\nThe non-EU company shall also obtain assurance over its sustainability report\nby an authorised entity in that third country. If the company does not obtain\nany assurance opinion, its EU subsidiary or EU branch must issue a statement\nindicating that their non-EU parent company did not provide it.\n\nNon-EU parent company can choose to publish a consolidated sustainability\nstatement using a full set of ESRS available to date.\n\nSubsidiary exemption should apply when the non EU parent company established\nin a third country reports sustainability information in accordance with ESRS\nor equivalent sustainability reporting standards. As equivalence assessment of\nsustainability reporting standards will take place at a later stage,\ntransitional provisions have been put in place until 2030 so that MSs shall\npermit EU subsidiaries to report under the European standards. The CSRD also\napplies to non-EU companies listed on an EU regulated market (see scope\nsection).\n\n * if a non-EU company is a subsidiary which is listed on an EU regulated market and meets a large company threshold, it cannot be exempted and has to publish its own sustainability statement using the ESRS \n\n### CSDDD\n\nAs per CSDDD, third country companies within CSDDD\u2019s scope (see above) are\nsubject to the same requirements as EU companies. In addition to this:\n\n * such companies must assign an authorised representative (natural or legal person). This representative or the company itself must then inform a supervisory authority in the EU that their company fulfils the scope requirements, as well as provide other specified information \n * the supervisory authority responsible for the liaison depends on one of the two criteria: \n * the authority of the MS where this third-country company\u2019s authorised representative is domiciled or established \n * and where these differ, the authority in the MS in which the company generated most of its net turnover in the EU \n\nThe EC will establish a secured system for the exchange of information\nregarding the net turnover generated in the EU by third country companies\nwithout an EU branch or with branches in multiple MSs. MSs shall communicate\nregularly through this secured system the information they have regarding the\nnet turnover generated by such companies. The EC will then analyse the data\nand notify the MS where the third country company generated most of its net\nturnover in the EU, indicating that the company falls under CSDDD\u2019s scope and\nthe oversight of that MS\u2019 national supervisor.\n\n## Enforcement and supervision\n\n### CSRD\n\nThe CSRD does not introduce any changes to the existing EU supervisory regime.\nMSs are required to have penalties in place that are effective, proportionate\nand dissuasive for the cases of non-compliance and to establish a national\nsupervisory authority with powers to supervise compliance by listed companies.\n\nThis means that National Competent Authorities (NCAs) are responsible for\nsupervision of sustainability reporting by listed companies on a regulated\nmarket in the European Economic Area (EEA).\n\nThe European Supervisory and Markets Authority (ESMA) coordinates NCAs\u2019\nsupervision of sustainability reporting. As per the CSRD, ESMA issued [\nguidelines\n](https://www.esma.europa.eu/sites/default/files/2024-07/ESMA32-992851010-1600_Final_Report_on_Guidelines_on_Enforcement_of_Sustainability_Information_GLESI.pdf)\non the supervision of sustainability reporting by NCAs to promote supervisory\nconvergence. MSs can decide whether to extend supervision of non-listed\ncompanies to NCAs or opt for another competent body.\n\n### CSDDD\n\nMSs must assign one or more national authorities to be their national\nsupervisory authority for CSDDD\u2019s purposes:\n\n * for EU undertakings, the authority is in the MS where they have their registered office \n * for non-EU undertakings this is in the MS in which they have a branch. If the company has no branch in any MS or has branches in several MSs, then the authority is the one of the MS where they generate most of their net turnover in the EU \n\nSupervisory authorities must posses at least the following powers:\n\n * **issue orders to companies** : \n * to cease infringements of CSDDD by taking relevant action \n * to abstain from repeating the relevant conduct \n * to provide remediation that is proportionate to the infringement and necessary to bring it to an end \n * **impose penalties** on companies that fail to comply \n\n * **adopt interim measures** in situations where there is an imminent risk of severe and irreparable harm \n\n## SMEs support measures\n\n### CSRD\n\nSMEs do not fall under the CSRD scope (see _scope),_ but they are likely to be\nimpacted indirectly. Their larger counterparts might request information to\ncomply with their own CSRD reporting requirements.\n\nThe CSRD mandates the EC to adopt proportionate standards for listed SMEs\n(LSME). It stipulates that LSME standard should establish a \u2018value chain cap\u2019\n\u2013 include a reference to the level of information that companies within the\nCSRD scope can ask SMEs within their value chains to comply with their own\nrequirements.\n\nEFRAG has also developed [ a voluntary standard for non-listed SMEs (VSME)\n](https://www.efrag.org/en/projects/voluntary-reporting-standard-for-smes-\nvsme/concluded) as tasked by the EC. VSME aims at addressing growing demands\nfor sustainability data from business partners and lowering entry market\nbarriers for non-listed SMEs to sustainability reporting. MSs should consider\nintroducing measures to support small and medium-sized undertakings in\napplying the sustainability reporting standards.\n\n### CSDDD\n\nAlthough SMEs are not in CSDDD\u2019s scope, they are indirectly affected by the\nDirective. CSDDD mandates some measures to mitigate the impact on SMEs, for\nexample:\n\n * requiring large companies to provide targeted and proportionate support to their SME business partners, including financial support, capacity-building, training, upgrading management systems etc. \n * ensuring that contractual assurances obtained from and contracts with SMEs uphold non-discriminatory, fair and reasonable terms \n * allowing MSs to provide financial support to SMEs, in line with EU state aid rules \n\n## Related tags\n\n * [ Assurance ](https://accountancyeurope.eu/post-tag/assurance/)\n * [ ESRS ](https://accountancyeurope.eu/post-tag/esrs/)\n * [ Future audit & assurance ](https://accountancyeurope.eu/post-tag/future-audit-assurance/)\n * [ Future corporate reporting ](https://accountancyeurope.eu/post-tag/future-corporate-reporting/)\n * [ non-financial assurance ](https://accountancyeurope.eu/post-tag/non-financial-assurance/)\n * [ non-financial reporting ](https://accountancyeurope.eu/post-tag/non-financial-reporting/)\n\n## Related content\n\n * [ 3 April 2025 Building trust in sustainability assurance: statement from the European and global accountancy profession ](https://accountancyeurope.eu/news/building-trust-in-sustainability-assurance-statement-from-the-european-and-global-accountancy-profession/)\n * [ 17 March 2025 Omnibus explained: key changes to CBAM ](https://accountancyeurope.eu/publications/omnibus-explained-key-changes-to-cbam/)\n * [ 4 March 2025 Omnibus explained: key changes to CSDDD ](https://accountancyeurope.eu/publications/omnibus-explained-key-changes-to-csddd/)\n * [ 4 March 2025 Omnibus explained: key changes to sustainability reporting standards ](https://accountancyeurope.eu/publications/omnibus-explained-key-changes-to-sustainability-reporting-standards/)\n\n * [ Av. d'Auderghem 22/28 8, 1040 Bruxelles, Belgium ](https://www.google.com/maps?q=50.8413048,4.3847429)\n\n * [ Linkedin ](https://www.linkedin.com/company/accountancyeurope)\n\nContact\n\n * [ +32 (0)2 893 33 60 ](tel:+32 \\(0\\)2 893 33 60)\n\n * [ [email protected] ](/cdn-cgi/l/email-protection#caa3a4aca58aaba9a9a5bfa4beaba4a9b3afbfb8a5baafe4afbf)\n\n * [ Contact us ](https://accountancyeurope.eu/contact/)\n\nQuick links\n\n * [ Privacy and cookie policy ](https://accountancyeurope.eu/privacy-and-cookie-policy/)\n\n * [ Disclaimer ](https://accountancyeurope.eu/disclaimer/)\n\n * [ Members login ](https://login.microsoftonline.com/9038634d-0bb8-4ae1-8a37-c078a7fe9929/oauth2/authorize?client%5Fid=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&response%5Fmode=form%5Fpost&response%5Ftype=code%20id%5Ftoken&resource=00000003%2D0000%2D0ff1%2Dce00%2D000000000000&scope=openid&nonce=010115C2FE0C706450CB54EBC8CF452913EB67B5D195B441%2DDB5486A3FB7890E5BAEB20EAD835F82725ED569913B2C4A582EE276D9963F6A4&redirect%5Furi=https%3A%2F%2Faccountancyeurope%2Esharepoint%2Ecom%2F%5Fforms%2Fdefault%2Easpx&state=OD0w&claims=%7B%22id%5Ftoken%22%3A%7B%22xms%5Fcc%22%3A%7B%22values%22%3A%5B%22CP1%22%5D%7D%7D%7D&wsucxt=1&cobrandid=11bd8083%2D87e0%2D41b5%2Dbb78%2D0bc43c8a8e8a&client%2Drequest%2Did=2353bea0%2D3004%2D6000%2Db3b2%2Dfdab9893b4a1)\n\nNewsletter\n\n\u00a9 Accountancy Europe \u2014 2025\n\nPowered by [ MV Studio ](https://www.mvstudio.be)\n\n",
"url": "https://accountancyeurope.eu/publications/csrd-csddd-key-provisions-and-concepts/"
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"reason": "This is a publication from Accountancy Europe, a reputable organization for the accountancy profession. It provides information on the CSRD (Corporate Sustainability Reporting Directive) and CSDDD (Corporate Sustainability Due Diligence Directive), which are relevant to supply chain activities.",
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"summary": "This is a publication from Accountancy Europe on the CSRD and CSDDD.",
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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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"reason": "This is from Fujifilm's sustainability website, specifically related to GRI (Global Reporting Initiative) standards. It's a reliable source for understanding Fujifilm's sustainability reporting practices.",
"reliability_score": 0.9,
"search_query": "company 'N/A' activities value chain",
"summary": "This is from Fujifilm's sustainability website, related to GRI standards.",
"url": "https://holdings.fujifilm.com/en/sustainability/search/gri-01"
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"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## Third-Party Due Diligence\n\n# Assess your third parties to preserve your company values\n\nAutomate third-party screening, risk management, and monitoring to elevate\nyour compliance program.\n\n * Trigger risk management workflows with data source integrations \n\n * Use due diligence screening to auto-calculate risks and observe mitigation recommendations \n\n * Get real-time, contextual alerts and report on risk trends over time \n\n[ __ Request demo __ ](/forms/third-party-risk-management-demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n[ Watch demo __ ](/resources/onetrust-third-party-management-demo-video/)\n\n* * *\n\n## Reduce third-party and reputational risk\n\n###\n\nGain deeper visibility into third parties through our compliance screening\nprovider integration. 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\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\nOn-demand webinar coming soon...\n\n# Use data & AI, responsibly\n\nOur platform empowers you to collect, govern, and use data with complete\nvisibility and control. We help you streamline risk management, enforce\ncompliance, and optimize data strategies for innovation \u2014 all while meeting\nregulatory and customer demands.\n\n* * *\n\n[ __ Request demo __ ](/forms/demo/)\n\nSee OneTrust in action: On-demand demo\n\nExplore how OneTrust can help you use data and AI responsibly with our\nplatform demo videos.\n\n[ __ Watch now __ ](/resources/onetrust-demos/)\n\n14,000+ customers, large and small, rely on OneTrust\n\n## Responsibly collect, govern, and use data\n\n# Transparently collect data\n\nEmpower your teams to collect data with purposeful consent, ensuring\ncompliance and alignment with your first-party data strategy.\n\n#### Manage risk holistically\n\nSafeguard your data from risks, including privacy concerns, IT\nvulnerabilities, and third-party data sharing, ensuring robust protection\nacross all areas.\n\n#### Enforce policies and controls\n\nMaximize the value of your data and AI by ensuring responsible use that aligns\nwith your organization's policies and regulatory standards.\n\n[ __ Explore the platform __ ](/platform/)\n\n## Explore the solutions that make it all possible\n\nOneTrust offers a unified platform that fosters innovation while providing\nend-to-end data management. See how we can help your team solve today\u2019s\nbiggest challenges.\n\nConsent & Preferences\n\nStreamline consent and preference management for consumer transparency.\n\n[ __ Learn more __ ](/solutions/consent-and-preferences/)\n\nPrivacy Automation\n\nSimplify compliance, improve operational efficiency, and enable risk-informed\ndecisions.\n\n[ __ Learn more __ ](/solutions/privacy-automation/)\n\nThird-Party Management\n\nAutomate third-party management from intake to risk assessment, mitigation,\nongoing monitoring, and reporting.\n\n[ __ Learn more __ ](/solutions/third-party-management/)\n\nTech Risk & Compliance\n\nScale your resources and optimize your risk and compliance lifecycle.\n\n[ __ Learn more __ ](/solutions/tech-risk-and-compliance/)\n\nData & AI Governance\n\nGovern your data and AI effectively while accelerating innovation and reducing\ndata risk.\n\n[ __ Learn more __ ](/solutions/data-and-ai-governance/)\n\n# Integrations\n\nOneTrust offers the industry\u2019s broadest and deepest set of integrations,\nmaking it easy to add data management to your existing application workflows.\n\n* * *\n\n* * *\n\n[ __ Explore our integrations __ ](/integrations/)\n\n# See what the experts have to say\n\nOneTrust named a Leader in The Forrester Wave\u2122: Privacy Management Software,\nQ4 2023\n\n[ __ Read more __ ](/resources/the-forrester-wave-privacy-management-\nsoftware-q4-2023-report/)\n\n2024 Forrester Consulting Total Economic Impact\u2122 study\n\n[ __ Read more __ ](/resources/discover-the-economic-benefits-of-onetrust-\nreport/)\n\nGetting Ready for the EU AI Act, Phase 1: Discover & Catalog, The Gartner\u00ae\nReport\u200b\n\n[ __ Read more __ ](/resources/getting-ready-for-the-eu-ai-act-\nphase-1-discover-and-catalog-the-gartner-report/)\n\n14,000+\n\nActive Customers\n\n75\n\nOf The Fortune 100\n\n2,000+\n\nEmployees\n\n300+ \n\nPatents\n\n# In the spotlight\n\nUnderstanding DORA: Implications for Third-Party Risk Management\n\nLearn more about the Act in this guide and how OneTrust can help.\n\n[ __ Download eBook __ ](/resources/understanding-dora-implications-of-the-\ndigital-operational-resilience-act-for-third-party-risk-management-ebook/)\n\nOneTrust data privacy maturity self-assessment\n\nGauge the maturity of your privacy program and identify areas of improvement\nto further mature your privacy operations.\n\n[ __ Access assessment __ ](/resources/onetrust-data-privacy-maturity-self-\nassessment/)\n\n6 steps to effective third-party risk management\n\nSee the path to managing third-party risk effectively with a checklist that\noutlines the six steps for a sound TPRM program.\n\n[ __ Download checklist __ ](/resources/6-steps-to-effective-third-party-\nrisk-management-checklist/)\n\nThe basics of consent and preferences\n\nLet your website users know what they're consenting to and collect their\npreferences to optimize your communications.\n\n[ __ Download eBook __ ](/resources/the-basics-of-consent-and-preferences-\nebook/)\n\n## Ready to get started?\n\n### Request a free demo today to see how OneTrust can help you unlock the\npower of responsible data use.\n\n[ __ Request demo __ ](/forms/demo/)\n\n[ __ Contact sales __ ](/forms/get-started/)\n\n### Be the first to know\n\nSign up to receive the latest information about our organization, platform\ncapabilities, and events.\n\nOn-demand webinar coming soon...\n\n### Get in touch\n\nBe the first to know about our solutions, products and new features.\n\nCall **+1 (404) 390-4157** \nGet help **[ Create a support case\n](https://my.onetrust.com/s/contactsupport?language=en_US) ** \nVisit **[ myOneTrust ](https://my.onetrust.com/) **\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. 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"page_content": "Health February 27, 2023\n\n# How CMS-HCC Version 28 will impact risk adjustment factor (RAF) scores\n\nBy: [ Michael Stearns, MD, CPC, CRC, CFPC ](/en/experts/michael-stearns\n\"michael-stearns\") [ Melissa James, CPC, CPMA, CRC ](/en/experts/melissa-james\n\"melissa-james\") [ Kimberly Rykaczewski, RN, BSN, CPC, CRC\n](/en/experts/kimberly-rykaczewski \"kimberly-rykaczewski\")\n\nThe proposed Medicare Advantage 2024 Advance Notice makes significant changes\nto HCC codes, disease mappings and disease coefficient values, which will\nimpact RAF scores for Medical Advantage Organizations. \n\nRecently, we took a [ first look at the Medicare Advantage 2024 Advance Notice\n](/en/expert-insights/a-first-look-at-the-2024-cms-advance-notice) , released\nby the Centers for Medicare and Medicaid Services (CMS). These proposed\nchanges, which are slated for implementation in 2024, will have a significant\nimpact on risk adjustment factor (RAF) scores for Medicare Advantage\nbeneficiaries. Before we jump into an analysis of that impact, let\u2019s review\nRAF scores.\n\n## What is a RAF score?\n\nRisk Adjustment Factor (RAF) scores are part of the model used by CMS to\nestimate the associated cost of Medicare Advantage beneficiaries. The RAF\nscore determines the amount paid by CMS to the health plan per beneficiary\nduring the corresponding payment year. Medicare Advantage Organizations (MAOs)\nare paid at a higher rate for patients that have multiple conditions and\nconditions with greater levels of severity, as their anticipated costs of care\nwill be higher.\n\n### How RAF scores are calculated\n\nThe RAF score is based on both the demographics and the disease risk scores\nfor the beneficiary. The demographic score includes age, sex, residence\n(whether in the community, skilled nursing facility, or other institution),\nand disability status. The disease risk score is based on the reported\ndiagnoses from patient encounters and their corresponding [ Hierarchical\nCondition Category (HCC) codes ](/en/expert-insights/a-first-look-at-\nthe-2024-cms-advance-notice) .\n\nGenerally, a higher RAF score indicates sicker patients and lower RAF scores\nindicate healthier patients. However, a low RAF score could also be an\nindicator of inaccurate coding due to lack of information on the patient\nrecord or a gap in care.\n\n## How RAF scores may be impacted by CMS-HCC Version 28\n\nCMS made significant changes to the structure of the HCC model in Version 28\n(V28), which will impact RAF scores for a large percentage of Medicare\nAdvantage beneficiaries. These changes include:\n\n * How the V28 HCC codes are named and numbered \n * An expanded number of HCCs \n * Changes to [ ICD-10-CM ](/en/solutions/health-language/resource-center/icd-10) code to HCC mappings \n * Changes to the HCC coefficient values \n * Removal of 2,294 diagnosis codes that no longer map to a payment HCC \n * Addition of 268 diagnosis codes that did not map to a payment CMS-HCC in V24 \n\n### Reflecting fee-for-service updates\n\nCMS used updated fee-for-service data years (including 2018 diagnoses and 2019\nexpenditures) to calibrate the V28 model. They stated the proposed model\n\u201cresults in more appropriate relative weights for the HCCs in the model\nbecause they reflect more recent utilization, coding and expenditure patterns\nin FFS Medicare.\u201d CMS decided not to include HCCs (and diagnoses) in the V28\nmodel if:\n\n * The conditions did not accurately predict costs \n * Coefficients were small \n * The conditions they represent are uncommon \n * Conditions that did not have \u201cwell-specified\u201d diagnostic coding criteria \n\n### Fewer ICD-10-CM to HCC mappings\n\nCMS has released a file titled \u201c [ PY 2024 Proposed Clinical Revision Part C\nModel ICD-10-CM Mappings ](https://www.cms.gov/Medicare/Health-\nPlans/MedicareAdvtgSpecRateStats/Risk-Adjustors-Items/RiskOtherModel-Related)\n\u201d, which provides detailed insight at the level of specific ICD-10-CM codes\nand HCC codes. It includes the proposed ICD-10-CM mappings to V28 HCC codes as\nwell as current ICD-10-CM mappings to V24 HCC codes. Based on this file 2,294\nICD-10-CM codes that mapped to a payment HCC in V24 no longer map to a payment\nHCC in V28. Selected groups of related conditions impacted by the proposed\nchanges are shown in [ our full analysis\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n.\n\nA relatively small number of diagnosis codes that did not previously map to a\npayment HCC will map to a payment HCC in V28 as proposed. Notable examples are\navailable in [ tables included in our full analysis\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n. Of the 268 \u201cnew\u201d ICD-10-CM diagnosis codes that map to a CMS-HCC in V28,\nover 40% represent conditions not encountered in the majority of patients in\nthe Medicare Advantage population.\n\n### Constraining will likely lower RAF scores\n\nCMS acknowledged that the changes in the proposed rule could change\nbeneficiary risk scores with or without a change in the patient\u2019s health\nstatus. They stated the proposed model \u201cresults in more appropriate relative\nweights for the HCCs in the model because they reflect more recent\nutilization, coding and expenditure patterns in FFS Medicare.\u201d\n\nCMS used a process referred to as constraining, where related HCCs are given\nthe same coefficients. A significant example of constraining in the V28 model\naffects the Diabetes diagnosis category. The contribution to the RAF score\nfrom diabetic disorders will not change regardless of whether the patient has\nuncomplicated diabetes or diabetes with complications. However, type 2\ndiabetes mellitus without complications (E11.9), for example, will receive a\nslightly higher coefficient in V28 than it currently does in V24 (i.e., from\n0.105 to 0.166). Overall, this will result in a significant reduction in the\nRAF score for patients with acute or chronic complications from diabetes. The\nfinancial impact on MAOs and other stakeholders will depend on case mix.\n\nThe overall impact of the proposed changes on beneficiary RAF scores will\ndepend on several factors, however RAF score in general will likely decline.\nCMS projects that the CY 2024 impact on MA risk scores of the proposed Part C\nCMS-HCC model is projected to be -3.12%. This projects to $11.0 billion in net\nsavings to the Medicare Trust fund in 2024. Actual PMPM payment amounts are\nbased on multiple addition factors.\n\n## Examples of the proposed changes on RAF scores\n\nThe following examples demonstrate the potential impact of the proposed\nchanges on RAF scores (based on disease coefficients only) in 2023 vs. 2024.\n\nIn our first example, there is a significant negative impact on risk score\nbased on disease coefficients in a Community, NonDual, Aged 73-year-old female\nbeneficiary with multiple conditions. Only the disease coefficients for V24\nand V28 are shown in the tables below.\n\n## Disease coefficients risk score using V24\n\n[ Learn More\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n\n** V24 HCC Coefficients ** | | \n---|---|--- \nCommunity, Non Dual, Aged Beneficiary | Age 70-74 years | \n \nHCC21 | Protein Calorie Malnutrition | 0.455 \nHCC96 | Atrial Fibrillation | 0.268 \nHCC18/HCC108 | Diabetes with PVD | 0.302 + 0.288 \nHCC85 | Chronic Systolic CHF | 0.331 \nHCC189 | Toe Amputation \n| 0.519 \n| Dx interaction DM + CHF \n| 0.121 \n| Dx interaction CHF+ AFIB \n| 0.085 \n| 6 HCCS (Condition Count Factor) \n| 0.077 \n| \n| **Total V24 Disease Coefficient Risk Score: 2.446** \n \n## Disease coefficients risk score using V28\n\n[ Learn More\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n\n**V28 HC Coefficients** | | \n---|---|--- \nCommunity, NonDual, Aged Beneficiary | Age 70-74 years | \n| Protein Calorie Malnutrition | n/a \nHCC238 | Atrial Fibrillation | 0.299 \nHCC37 | Diabetes with PVD | 0.166 \nHCC226 | Chronic Systolic CHF | 0.36 \n| Toe Amputation | n/a \n| Dx interaction DM + CHF | 0.112 \n| Dx interaction CHF+ AFIB | 0.077 \n| 4 HCCs (Condition Count Factor) | n/a \n| | **Total V28 Disease Coefficient Risk Score: 1.014** \n \nIn our second example, although this patient\u2019s record also includes a\ndiagnosis that \u201cnewly\u201d maps to a payment CMS-HCC in V28, the disease component\nof the risk store is still lowered for the same multiple chronic conditions.\n\n## Disease coefficients risk score using V24\n\n[ Learn More\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n\n** V24 HCC Coefficients ** | | \n---|---|--- \nCommunity, NonDual, Aged Beneficiary | Age 70-74 years | \n \nNo HCC | Alcoholic hepatitis without ascites (K70.10) | N/A \nHCC48 | Other nonthrombocytopenic purpura (D69.2) | 0.192 \nHCC59 | Major depressive disorder, single episode, in full remission (F32.5) | 0.309 \nHCC88 | Refractory angina pectoris (I20.2) | 0.135 \n| 3 HCCs (Condition Count Factor) | 0 \n| | ** Total V24 Disease Coefficient Risk Score: 0.636 ** \n \n## Disease coefficients risk score using V28\n\n[ Learn More\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf)\n\n** V28 HCC Coefficients ** | | \n---|---|--- \nCommunity, NonDual Aged Beneficiary | Age 70-74 years | \n \nHCC65 | Alcoholic hepatitis without ascites (K70.10) | 0.185 \nN/A | Other nonthrombocytopenic purpura (D69.2) | N/A \nN/A | Major depressive disorder, single episode, in full remission (F32.5) | N/A \nN/A | Refractory angina pectoris (I20.2) | N/A \n| 1 HCC (Condition Count Factor) | 0 \n| | ** Total V28 Disease Coefficient Risk Score: 0.185 ** \n \nIn summary, a large number of relatively common conditions will not map to a\npayment HCC in V28, indicating that RAF scores will decrease for many\nbeneficiaries. CMS\u2019s use of constraining, where related HCCs like those for\ndiabetes have the same coefficients are also likely to impact RAF scores for a\nlarge percentage of patients. Once the changes are finalized, stakeholders\nwill need to determine the overall impact based on their case mix, including\nchanges that positively and negatively impact RAF scores.\n\n## Improving the accuracy and efficiency of risk adjustment through expert\nsolutions\n\n[ Medicare Advantage 2024 Advance Notice ](/en/expert-insights/a-first-look-\nat-the-2024-cms-advance-notice) and the recently published [ RADV final rule\n](/en/expert-insights/understanding-the-radv-final-rule-from-a-medical-coder)\nare likely to create additional challenges for MAOs and other stakeholders.\nThere needs to be continued benchmarking of current member health statuses and\nanalysis of how these changes will impact their organization.\n\nInvesting in technologies that allow for the accurate and efficient coding of\nlarge volumes of clinical documents will be key in how MAO\u2019s and other\nstakeholders can effectively manage their risk adjustment program. Is your\norganization prepared for the changes? [ Contact us ](/en/solutions/health-\nlanguage/contact-us) to talk about improving the accuracy and efficiency of\nyour [ risk adjustment coding ](/en/solutions/health-language/resource-\ncenter/improving-risk-adjustment) .\n\n[ Download Our Full Analysis\n](https://info.healthlanguage.com/hubfs/PDFs/CMS%20Proposes%20Major%20Changes%20to%20Medicare%20Advantage%20HCC%20Codes%20in%202024.pdf\n\"Download Our Full Analysis\")\n\nDownload Our Full Analysis\n\n[ https://www.wolterskluwer.com/en/solutions/health-language/risk-adjustment\n](https://www.wolterskluwer.com/en/solutions/health-language/risk-adjustment)\n\nLearn More About Health Language Risk Adjustment\n\n#### Explore related topics\n\n[ Data analytics ](/en/search-results/topic/data-analytics) [ Population\nhealth ](/en/search-results/topic/population-health) [ Analytics ](/en/search-\nresults/topic/analytics) [ Clinical Data and Analytics ](/en/search-\nresults/topic/clinical-data-and-analytics) [ Clinical Natural Language\nProcessing ](/en/search-results/topic/clinical-natural-language-processing) [\nData Quality ](/en/search-results/topic/data-quality) [ Natural Language\nProcessing (NLP) ](/en/search-results/topic/natural-language-processing-nlp)\n\nHealth Language\n\n#### Risk Adjustment\n\nEnable accurate and efficient HCC risk coding for Medicare Advantage plans\nwith an intuitive workbench that leverages AI and clinical NLP to support\nclinical validation.\n\n[ Learn More ](/en/solutions/health-language/risk-adjustment \"Learn More\")\n\n#### Related insights\n\n[ Improving care management data analytics for whole-person health\n](/en/expert-insights/improving-care-management-data-analytics-for-whole-\nperson-health \"Improving care management data analytics for whole-person\nhealth\") [ Speed decisioning through automation and machine learning\n](/en/expert-insights/speed-decisioning-through-automation-and-machine-\nlearning \"Speed decisioning through automation and machine learning\") [\nFuture-proofing internal audit: Tackling emerging technological disruptions\n](/en/expert-insights/future-proofing-internal-audit-tackling-emerging-\ntechnological-disruptions \"Future-proofing internal audit: Tackling emerging\ntechnological disruptions\")\n\n## Related Insights\n\n * Article \n\nHealth\n\nApril 07, 2025\n\n### The competitive edge: Utilizing data-driven strategies in the life\nsciences industry to outpace rivals\n\nUncover the impact of data alignment in life sciences. 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"url": "https://www.wolterskluwer.com/en/expert-insights/how-cms-hcc-version-28-will-impact-risk-adjustment-factor-raf-scores"
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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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"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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"page_content": "Skip to main content Skip to search box\n\n 1. [ Home ](/)\n 2. [ Publications ](/publications)\n 3. [ Regulatory Initiatives Grid ](/publications/corporate-documents/regulatory-initiatives-grid)\n 4. Regulatory Initiatives Grid - Interim update \n\n# Regulatory Initiatives Grid - Interim update\n\nFirst published: 15/10/2024 Last updated: 15/10/2024\n\n[ Print Page ](/publications/corporate-documents/regulatory-initiatives-\ngrid/interim-update/printable/print \"Print Page\")\n\n[ Linkedin ](https://www.linkedin.com/sharing/share-\noffsite?mini=true&url=https%3A//www.fca.org.uk/publications/corporate-\ndocuments/regulatory-initiatives-grid/interim-\nupdate&title=Regulatory%20Initiatives%20Grid%20-%20Interim%20update&summary=&source=FCA\n\"Publish this post to LinkedIn\")\n\n[ Twitter\n](https://twitter.com/share?url=https%3A//www.fca.org.uk/publications/corporate-\ndocuments/regulatory-initiatives-grid/interim-\nupdate&text=Regulatory%20Initiatives%20Grid%20-%20Interim%20update&summary=&source=FCA\n\"Share this on Twitter\")\n\n[ ](/cdn-cgi/l/email-\nprotection#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\n\"Share with Email\")\n\nShare page\n\nPublication of the eighth edition of the Grid was postponed due to the general\nelection. Due to the replanning required because of the change of government,\nthe Financial Services Regulatory Initiatives Forum (the Forum) will not be\nable to provide a complete grid this year.\n\nHowever, the Forum recognises that the Grid is a valuable tool for industry\nand stakeholders and is therefore providing an interim update.\n\nThis update covers known regulatory initiatives impacting firms from October\n2024 to March 2025. It is intended to support impacted firms and stakeholders\nin their planning.\n\nPlease note that not all items from the previous Grid are included in this\ninterim update. This is either due to uncertainty about timing or because they\nfall outside the covered period. Although we have included the most accurate\ninformation available, timings are subject to change.\n\nThe Forum is made up of representatives of: Bank of England (BoE), Competition\nand Markets Authority (CMA), Financial Conduct Authority (FCA), Financial\nReporting Council (FRC), HM Treasury (HMT) (Observer member), Information\nCommissioner\u2019s Office (ICO), Payment Systems Regulator (PSR), Prudential\nRegulation Authority (PRA), and The Pensions Regulator (TPR).\n\n[ Download Regulatory Initiatives Grid - Interim update (XLSX)\n](/publication/corporate/regulatory-initiatives-grid-interim-update.xlsx\n\"regulatory-initiatives-grid-interim-update.xlsx\")\n\nAll initiatives Quarter 4 2024 Quarter 1 2025\n\n**Please note:**\n\nThis view allows users to see known regulatory initiatives impacting firms for\nthe whole period between October 2024 and March 2025. To focus on a specific\nperiod, choose these from the selection above.\n\nTo search key words (by sector, authority or quarter) use the search bar above\nthe table.\n\nExpand the number of individual entries visible by using the available drop-\ndown options next to \u2018Show\u2019.\n\nInitiatives that impact on a number of sectors within financial services have\nbeen captured under \u2018Multi-sector\u2019.\n\nInitiatives that have more than one publication planned within a given period\nwill be identified by an asterisk (*). For example, \u2018Q4 2024*\u2019 indicates there\nwill be separate publications in multiple months of the fourth quarter of\n2024.\n\nThere are instances where more than one publication is planned for a single\ninitiative across the two quarters covered in this update. Where this applies,\naffected initiatives will be labelled as \u2018Q4 2024 and Q1 2025\u2019 under the\nrelevant publication quarter.\n\n\ufeffSector | Sub-category | Lead Authority | Initiative or Publication name | Description of initiative | Publication Quarter | Was this initiative included in the previous Grid published in November 2023? | Has the timing of this initiative changed since the previous Grid published in November 2023? \n---|---|---|---|---|---|---|--- \nMulti-sector | Cross-cutting / Omnibus | BoE/FCA/PRA | Transforming data collection (TDC) | Building on the learning from the joint transformation programme, the Bank and FCA are now planning several projects over the next 18 months to improve data collections. They contribute to five outcomes: (1) data collections meet and are proportionate to regulators\u2019 needs; (2) effective and efficient internal processes for creating data collections; (3) efficient processes and support for meeting regulatory obligations; (4) clear and consistent data definitions; and (5) modern systems to underpin data collections.The Bank and FCA are undertaking a range of specific workstreams to achieve these outcomes. The workstreams have been motivated by the recommendations from industry on how to improve data reporting.The new capabilities and insights will, in general, be applied to new data collections and during the introduction of new collection processes, or future reviews of existing collections. This will allow us to deploy the new capabilities built through TDC iteratively.The Bank will be publishing an Incident, Outsourcing and Third-Party Reporting (IOREP) consultation in Q4 2024. | Q4 2024 | Yes | No \nMulti-sector | Environmental Social and Governance (ESG) | PRA/FCA | Diversity & Inclusion in Financial Services | Following the joint Discussion Paper (DP21/1) published in July 2021, the regulators (PRA, FCA) published their separate Consultation Papers on 25 September 2023, with policy proposals that aim to support progress on improving diversity and inclusion across the financial sector and, through the FCA\u2019s consultation, tackle non-financial misconduct (NFM). The FCA intends to publish a Policy Statement on 'Tackling Non-Financial Misconduct in the Financial Sector' around year-end 2024, to be followed by FCA and PRA Policy Statements on the remaining D&I proposals in 2025. | Q4 2024 | Yes | Yes \nMulti-sector | Environmental Social and Governance (ESG) | HMT/FCA | ESG ratings regulation | Industry participants are increasingly reliant on third-party ESG ratings, as they integrate ESG considerations into their activities. With an aim of ensuring these products are delivered in a fair, effective, and transparent way. Treasury consulted in 2023 on bringing ESG ratings providers into the FCA\u2019s regulatory perimeter, and confirmed this year they would be looking to introduce legislation to that effect in 2025. Treasury will publish their consultation response by the end of 2024. As set out in our Feedback Statement (FS22/4), the FCA supports regulatory oversight of these providers and an approach informed by IOSCO's recommendations on ESG data and ratings. The FCA has also initiated an industry-led voluntary Code of Conduct to support good outcomes for both ESG ratings and data products. | Q4 2024 | Yes | Yes \nMulti-sector | Operational Resilience | PRA/BoE/FCA | Oversight of Critical Third Parties (CTPs).Final Rules for CTPs, Two Supervisory Statements, Policy Statement and the approach to oversight of CTP publication. | The Bank, PRA and FCA published a joint Consultation Paper (CP) in December 2023. The CP set out the regulatory proposals relating to Critical Third Parties using the powers granted to the supervisory authorities' in FSMA 2023. The CP set out proposals of how regulators could assess and strengthen the resilience of services provided by CTPs to firms and FMIs (Financial Markets infrastructure), thereby reducing the risk of systemic disruption. Following responses to the CP, the regulators will publish: \n\n 1. The regulators' final rules for critical third parties (CTPs), which are set out in the following rule instruments: Bank of England Rulebook: Critical Third Parties Instrument 2024; Bank of England Rulebook: Critical Third Parties Emergency Provisions Instrument 2024; PRA Rulebook: Critical Third Parties Instrument 2024; and FCA Handbook: Critical Third Parties Instrument 2024. \n 2. FCA Statutory Instrument related to Critical Third Parties enforcement, which was consulted on separately in \u201cQuarterly Consultation Paper (QCP) on Critical Third Parties \u2013 Statement of Policy relating to Disciplinary Measures\u201d. \n 3. Supervisory Statement (SS): Operational resilience: Critical third parties to the UK financial sector (CTP SS). \n 4. Supervisory Statement (SS) : Reports by skilled persons: Critical Third Parties\u2019 (CTP s166 SS). \n 5. Policy Statement (PS) Operational resilience: Critical third parties to the UK financial sector. \n 6. The Regulators\u2019 approach to the oversight of Critical Third Parties setting out how the regulators intend to use the oversight powers granted to us by legislation \n\n| Q4 2024* | Yes | No \nMulti-sector | Conduct | ICO | Employment guidance | New guidance about how to comply with data protection law when keeping records about your workers and to promote good practice. | Q4 2024 | Yes | No \nMulti-sector | Cross-cutting/omnibus | FCA | Review of firms' treatment of customers in vulnerable circumstances | We are assessing firms\u2019 approaches to the treatment of customers in vulnerable circumstances. We want to explore how firms are meeting expectations of our 2021 Guidance for firms on the fair treatment of vulnerable customers and understand how this maps to the Consumer Duty outcomes and requirements. | Q1 2025 | Yes | Yes \nMulti-sector | Environmental Social and Governance (ESG) | FRC | Stewardship review and Code consultation:Consultation: UK Stewardship CodeRevised UK Stewardship Code | FRC will review the UK Stewardship Code and engage with other relevant regulators with responsibility for the regulatory framework for stewardship. | Q4 2024 & Q1 2025 | Yes | No \nMulti-sector | Financial Resilience | BoE | System-Wide Exploratory Scenario Exercise (SWES): Final report | The System-Wide Exploratory Scenario exercise will investigate the behaviours of banks and non-bank financial institutions in stress, and how these can amplify shocks in markets and potentially bring about risks to UK financial stability. The Bank is working closely with the FCA and TPR on this. | Q4 2024 | Yes | Yes \nMulti-sector | Conduct | FCA | External Redress Guidance | Review of rules and guidance to firms when identifying harm and conducting firm led redress exercises. We are planning to publish a CP on proposed rules and guidance relating to expectations of firms identifying and conducting firm led redress exercises. This will cover the idenitfication and reporting of harm, guidance on rectifying harm and proactive redress exercises. | Q1 2025 | No | No \nMulti-sector | Conduct | ICO | Guidance on Cloud Computing | This guidance will provide an update to our 2012 guidance on cloud computing. We expect this guidance update to also influence privacy best practice in light of other domestic and international regulatory activity on the cloud domain and to be of interest to financial services firms. | Q1 2025 | No | No \nMulti-sector | Cross-cutting/omnibus | BoE/PRA | (1) The Bank of England\u2019s approach to enforcement \u2013 Policy Statement(2) The Bank of England\u2019s approach to enforcement: statements of policy and procedure November 2024 | The Bank and the PRA consulted earlier in 2024 (28 March to 28 June 2024) on the approaches to using its enforcement powers in relation to critical third parties, securitisation, wholesale cash distribution and digital settlement assets. Each proposes using its existing approach to enforcement, insofar as possible, in relation to relevant areas. The Bank will publish a Policy Statement, setting out its feedback on the responses to the consultation, and an updated version of its approach to enforcement policy and procedure. | Q4 2024* | No | No \nMulti-sector | Financial Resilience | FRC | Technical Actuarial StandardsConsultation: Revision of TAS 300 (funding code) | The FRC regularly review the Technical Actuarial Standards (TAS) and other actuarial standards to ensure they continue to support the delivery of high-quality technical actuarial work and satisfy the Reliability Objective.Revised TAS 100 and TAS 400 have now been published and are effective from July 2023. Revised TAS 300 and TAS 310 (Pensions) have now been published and are effective from April 2024 and Sept 2024 respectively. The consultation on TAS 200 closed in May 2024. | Q1 2025 | Yes | No \nMulti-sector | Operational resilience | PRA/BoE/FCA | Incident and Outsourcing and Third Party Reporting: Consultation Paper | The purpose of this policy would be to introduce clarity regarding the information firms should submit when operational incidents occur. It will also collect certain information on firms\u2019 outsourcing and third party arrangements in order to manage the risks they may present to the PRA/FCA\u2019s objectives, including resilience, concentration and competition risks. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Periodic Review of Financial Reporting Standards 102 | UK and Ireland accounting standards are subject to periodic reviews, at least every five years, to ensure they remain up-to-date and continue to require high-quality and cost effective financial reporting from entities within their scope. The second periodic review commenced in March 2021. A Financial Reporting Exposure Draft (FRED) was published in Dec 2022 and the final amendments to the Standard was published in March 2024 with an effective date of 1 January 2026 for most provisions. Staff Factsheets (additional guidance to help understanding around the changes to FRS 102). | Q4 2024 | Yes | No \nMulti-sector | Conduct | ICO | Data Protection Assurance Toolkit | This toolkit will help financial services firms to assess their own compliance with some of the key requirements under data protection law. It covers a range of areas that we look at when we assess an organisation\u2019s data protection compliance using our audit toolkits to conduct both consensual and compulsory audits. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Annual Review of Financial Reporting Standards 101 | Financial Reporting Standards (FRS) 101, the reduced disclosure framework, is reviewed annually to ensure it remains up-to-date and appropriately considers updates to IFRS accounting standards. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Guidance on the Going Concern Basis of Accounting and Related Reporting | The FRC will review the existing Guidance on the Going Concern Basis of Accounting and Reporting on Solvency and Liquidity Risk (2016). The consultation on the exposure draft (\"Guidance on the Going Concern Basis of Accounting and Related Reporting\") was published in August and will close in October 2024. | Q1 2025 | No | No \nMulti-sector | Financial Resilience | FRC | Revision of ISA (UK) 250 | ISA (UK) 250 deals with the auditor\u2019s responsibilities in respect of law and regulation. The proposals consulted on will help to strengthen auditor requirements to detect and report material misstatements from non-compliance with laws and regulations, and to clarify instances where auditors should report such breaches, and other significant matters, to the relevant regulators.This will enhance the useability and informativeness of the audit and provide greater assurance to users of financial statements that potential material misstatements have been properly assessed by the auditor. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Revision of ISA (UK) 700 series: Consultation | The ISA (UK) 700 series relate to the auditor reporting standards. Further stakeholder outreach is being carried out on proposed changes to the standards, which are designed to better meet investor and other stakeholder information needs, as well as de-cluttering and simplifying requirements. | Q1 2025 | No | No \nMulti-sector | Financial Resilience | FRC | FRC XBRL Taxonomy Suite | The XBRL Taxonomy Suite is reviewed annually to ensure it remains up-to-date with reporting standards and fit for purpose for preparers and developers.2025 XBRL Taxonomy Suite and feedback statement. | Q4 2024 | No | No \nMulti-sector | Cross-cutting/omnibus | PRA | Updating Supervisory Statement 3/19 on the management of climate-related risks - Consultation Paper | Updating 3/19 to consolidate public feedback since 2019 on the management of climate related risks and to bring the expectations into closer alignment with international standards. | Q1 2025 | No | No \nMulti-sector | Cross-cutting/omnibus | FCA | Review of FCA requirements following the introduction of the Consumer DutyFeedback Statement | We have published a Call for Input seeking views on whether, where, and how, under the Consumer Duty, we can simplify our requirements on firms while ensuring we continue to support and protect consumers. We want to facilitate innovation and flexibility, reducing costs for firms, driving effective competition and supporting our Secondary International Competitiveness and Growth Objective. | Q1 2025 | No | No \nBanking, credit and lending | Conduct | FCA | Review of Debt Advice Rules (CONC 8) Consultation Paper | Review our debt advice rules to ensure they set the right framework for good quality debt advice. | Q1 2025 | Yes | Yes \nBanking, credit and lending | Banking, credit and lending | PRA | Leverage Ratio: Review of thethresholds for application of the requirement - Consultation Paper | The Leverage Ratio \u2013 Capital Requirements and Buffers Part requires firms with more than \u00a350bn retail deposits or \u00a310bn non-UK assets to meet a minimum leverage ratio of 3.25% plus buffers at all times. As announced on 10 September, the PRA is reviewing these thresholds. If this review identifies a need for changes, the PRA expects to publish a consultation paper in Q1 2025. | Q1 2025 | No | No \nBanking, credit and lending | Conduct | FCA | Evaluation of the persistent debt intervention | An impact evaluation of the effect of the persistent debt intervention that followed the Credit Card Market Study. This came into effect in September 2018. | Q1 2025 | Yes | Yes \nBanking, credit and lending | Financial Resilience | PRA/HMT | Final reporting taxonomy for Basel 3.1 (implementation of the remaining Basel 3 banking standards) | Final version of the reporting taxonomy for the technical implementation of Basel 3.1. | Q1 2025 | No | No \nBanking, credit and lending | Banking, credit and lending | PRA | A strong and simple prudential framework for non-systemic banks and building societies - Capital requirements for Small Domestic Deposit Takers (previously 'Simpler-regime Firms')Policy Statement | Developing policy to simplify prudential regulation for non-systemic and domestic banks and building societies in the UK, while maintaining resilience. Includes working with the FCA on corresponding changes to their Handbook where needed. As part of this work, the PRA will review these rules to assess if they are operating effectively and delivering their intended impact. Final policy on arrangements for the Interim Capital Regime will be published in Q4 2024 and along with the Basel 3.1 Final Policy Statement in Q1 2025. | Q4 2024 & Q1 2025 | Yes | Yes \nBanking, credit and lending | Competition, innovation and other | PRA | Review of the FSCS deposit protection limit | The PRA is required to complete a review of the Financial Services Compensation Scheme deposit protection limit by December 2025. The PRA expects to publish a consultation paper in connection with this review in Q1 2025. | Q1 2025 | No | No \nBanking, credit and lending | Financial Resilience | BoE | 2024 desk-based stress testFinancial Stability Report | To support the FPC\u2019s and PRA's monitoring and assessment of the resilience of the UK banking system to potential downside risks, the Bank will run a desk-based stress test exercise in 2024. The outcome of the desk-based test will be used to inform the FPC\u2019s judgements about the ability of the banking system to support the economy through stress and support the PRA\u2019s ongoing supervisory work. The aggregate results will be communicated publicly. The Bank will not publish results at the level of individual banks. | Q4 2024 | No | No \nBanking, credit and lending | Cross-cutting/omnibus | BoE | Remuneration Review CP | Following the removal of the bonus cap (October 2023), and amendments that enhance proportionality for small firms (December 2023), the PRA (jointly with the FCA) is continuing to review the remuneration regime which is a combination of EU and domestic policies. In line with their primary and secondary objectives, the PRA and FCA will look to amend elements of the regime to make them more effective and proportionate. The potential adjustments will maintain the regime\u2019s overall structure and objectives which is based on the internationally-agreed Financial Stability Board Principles. As part of this work, the PRA and FCA will review these rules to assess if they are operating effectively and delivering their intended impact. | Q4 2024 | No | No \nBanking, credit and lending | Financial Resilience | PRA | Streamlining the Pillar 2A capital framework and the capital communications process - Policy Statement | Further to the Consultation Paper (CP9/24) published in Sep 2024, the PRA will issue a policy statement on streamlining firm-specific capital communications in Q1 2025, followed by a policy statement on retiring the refined methodology to Pillar 2A and a policy statement on retiring the refined methodology to Pillar 2A in Q2 2025. | Q1 2025 | No | N/A \nBanking, credit and lending | Financial Resilience | PRA | Bank Resolution (Recapitalisation) Bill ImplementationConsultation Paper | PRA depositor protection rule changes to implement legislative changes made under the Bank Resolution (Recapitalisation) Bill. We expect the Bill to introduce a new resolution tool utilising FSCS funding which will require consequential changes to the depositor protection rulebook to facilitate this. | Q1 2025 | No | No \nBanking, credit and lending | Banking, credit and lending | PRA | Banking Disclosure / Implementation of disclosure templates | PRA Implementation of Basel disclosure templates. | Q1 2025 | No | No \nBanking, credit and lending | Financial Resilience | BoE/HMT/PRA | Basel 3.1 final policy statement (implementation of the remaining Basel 3 banking standards) | Final rules for UK implementation of the final Basel III banking standards (also known as Basel 3.1). This initiative follows the publication of two near-final policy statements in December 2023 and September 2024 as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q1 2025 | Yes | No \nBanking, credit and lending | Financial Resilience | BoE/HMT/PRA | Final reporting taxonomy for Basel 3.1 (implementation of the remaining Basel 3 banking standards) | Final version of the reporting taxonomy for the technical implementation of Basel 3.1. | Q1 2025 | No | No \nPensions and Retirement Income | N/A | FCA | Regulatory framework for pensions dashboards operators - tied to the introduction of a new regulated activity by TreasuryPolicy Statement | In March 2024, Treasury introduced a new regulated activity to bring Pensions Dashboard Service operators within the FCA perimeter, and subject to FCA rules. | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | TPR | DB scheme funding | TPR consultation on regulatory framework for DB scheme funding and associated approach. Regulations have been laid, so that schemes with effective dates from September will need to submit a statement of strategy to TPR. TPR laid Code in Parliament on 29 July 2024 and is expected to come into force in November 2024. Q4 2024 Covenant guidance published and full response to statement of strategy consultation (interim response and templates published in September 2024). | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | FCA/HMT | Advice Guidance Boundary Review | The FCA and Treasury are jointly carrying out a holistic review of the boundary between financial advice and guidance. As part of this, the FCA is exploring what support needs to be provided to consumers in relation to their pension.We are aiming for an FCA consultation paper (without rules) on targeted support in pensions in Winter 2024. We will also be exploring wider changes to the existing pensions regime. | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | FRC | Actuarial Standard Technical Memorandum 1Consultation: Revision of AS TM1Feedback statement: Revision of AS TM1 | Actuarial Standard Technical Memorandum 1 (AS TM1) specifies the assumptions and methods to be used in illustrations of money purchase/defined contribution pensions. AS TM1 and the appropriateness of the assumptions set out within are reviewed annually to ensure they remain fit for purpose. | Q4 2024 & Q1 2025 | No | No \nInsurance and reinsurance | N/A | FCA | Regulation of the commercial insurance marketConsultation Paper | Consulting on rules and guidance focused on ensuring an appropriate balance between consumer protection and competitiveness in light of certain characteristics of the commercial insurance market, including the London market. | Q1 2025 | No | No \nInsurance and reinsurance | N/A | PRA | Life Insurance StressTest 2025: Scenario Calibrations, finalised instructions, guidelines and templates for firms. This publication will launch the exercise. | Major life insurers participate in regular stress testing prescribed by the PRA and the next test will be in 2025. The objectives of the life insurance stress test are to: (1) assess sector and individual firm resilience to severe but plausible events; (2) strengthen market understanding and discipline through individual firm publication; and, (3) improve insight into risk management vulnerabilities.In 2025, the PRA will publish individual firm results. This will help inform the PRA, as well as other stakeholders, about sector and individual firm resilience, and the vulnerabilities to which firms are exposed in the scenarios we set out.The PRA has been engaging with the industry and disclosure users over the past 18 months on both scenario design and disclosure for the 2025 exercise. The PRA published an \u201cApproach to LIST 2025\u201d alongside methodological guidance for the firms on 10 July 2024. | Q1 2025 | No | No \nInsurance and reinsurance | N/A | PRA | Dynamic General Insurance Stress Test 2025 \u2013 Industry Workshop | The PRA intends to run a dynamic general insurance stress test (DyGIST) in 2025. The objectives of the exercise will be to: (1) assess the industry\u2019s solvency and liquidity resilience to a specific adverse scenario; (2) assess the effectiveness of insurers\u2019 risk management and management actions following an adverse scenario; and (3) inform the Prudential Regulation Authority's (PRA) supervisory response following a market-wide adverse scenario.The dynamic nature of the 2025 exercise represents a significant change from previous exercises and will involve simulating a sequential set of adverse events over a short period of time. Consequently, the PRA has engaged with the industry including trade bodies. We provided more details of this exercise (including participation, design, and timelines) in a statement published on 15 July 2024.Results of this exercise will be disclosed at an aggregate industry level. | Q4 2024 | No | No \nInsurance and reinsurance | N/A | PRA | Review of Solvency II: Reporting and disclosure Phase 3 - Liquidity reporting requirementsConsultation Paper | The PRA is improving its regulation and supervision of insurers\u2019 liquidity risks. Its current initiative is developing proposals to introduce new reporting requirements for insurance firms with the most material exposures to liquidity risk. This will enable us to more effectively supervise insurers\u2019 liquidity risk by providing timely, consistent and accurate information. | Q4 2024 | No | No \nInsurance and reinsurance | N/A | FCA | Pure Protection Market Study | The FCA intends to launch a market study into how pure protection insurance products are distributed following concerns that competition is not working well in the market. The study will be launched later in 2024/25. | Q1 2025 | No | NA \nInsurance and reinsurance | N/A | BoE/PRA | Increasing ease of exit: Solvent exit planning for insurers - Policy Statement | Greater preparedness by insurers for solvent exit supports an orderly cessation of PRA-regulated activities and reduces the risk of market disruption from disorderly or protracted exits. A solvent exit results in improved outcomes for policyholders and supports effective competition by allowing new entrants in and non-viable firms out. | Q4 2024 | Yes | Yes \nInsurance and reinsurance | | PRA | FSCS General Insurance Limit Review - Discussion Paper | Discussion Paper on changing the level of FSCS protection for general insurance products and amending the definition of small business. The PRA is considering the responses and its next steps. As part of this work, the PRA will review these rules to assess if they are operating effectively and delivering their intended impact. | Q1 2025 | No | No \nWholesale Financial Markets | N/A | PRA/FCA | PRA/FCA consultation on margin requirements for non-centrally cleared OTC derivatives (equity options) | In Policy Statements PS18/23 and PS23/19, the PRA and FCA extended the temporary exemption for single-stock equity options and index options from the UK bilateral margin requirements until 4 January 2026. The PRA and FCA also set out their intention to assess the best permanent framework for the UK. The PRA and FCA intend to consult and provide the final framework before the current temporary exemption ends. | Q1 2025 | No | No \nWholesale Financial Markets | Cross-cutting/omnibus | BoE | Consultation on Fundamental rules for FMIs | Consultation on rules and a supervisory statement, establishing Fundamental Rules for FMIs (CCPs, CSDs, recognised payments systems operators and specified service providers). These are a set of high level requirements on FMIs covering the full range of the regulatory framework, comparable to those already in place for PRA firms. They are designed to help make our regulatory approach as transparent as possible and to set out to the industry the fundamental principles that underpin the rulebook and what we require of firms. They will underpin the existing regulatory framework for FMIs and so help firms anticipate how we will assess their compliance with more specific rules. | Q4 2024 | No | No \nInvestment Management | N/A | FCA | Payment optionality for investment research for pooled vehiclesConsultation Paper | Allowing funds to take advantage of the new payment option for investment research that applies to MiFID managers for segregated accounts. | Q4 2024 | No | No \nRetail Investments | N/A | FCA | Capital deduction for redress: personal investment firmsPolicy Statement | The FCA has consulted on policy proposals to require personal investment firms to set aside capital for potential redress liabilities at an early stage. | Q4 2024 | No | No \nRetail Investments | N/A | FCA | Review of the prudential regime for Personal Investment FirmsConsultation Paper | Reviewing the appropriateness of the prudential requirements for personal investment firms - potentially leading to including capital and liquidity thresholds and risk management requirements. | Q1 2025 | No | No \nRetail Investments | N/A | FCA | Review of the definition of regulatory capital used in MIFIDPRUConsultation Paper | MIFIDPRU, the prudential sourcebook for solo-regulated investment firms, defines regulatory capital through a number of cross-references to a 'frozen in time' version of the UK Capital Requirements Regulation. We intend to remove these references, bringing the definition into MIFIDPRU while amending it where necessary to be more applicable to investment firms. | Q1 2025 | Yes | Yes \nRetail Investments | N/A | FCA | Investment Advice Assessment Tool | External publication of a tool currently used internally to assess investment advice, other than defined benefit or Retirement Income. | Q4 2024 | No | No \nPayments and cryptoassets | | BoE | Supervisory approach to wholesale cash (published)Enforcement Policy Statement | The Bank outlines how it will use new powers to ensure wholesale cash distribution remains effective, resilient and sustainable into the future. | Q4 2024 | Yes | No \nPayments and cryptoassets | N/A | FCA | Consultation on FCA guidance changes reflecting Treasury's legislation on risk based approach to paymentsConsultation and Finalised Guidance | The FCA will revise the guidance and consult on proposed changes further to Treasury's amendment of the PSRs 2017 allowing firms to delay payments if suspicion of fraud or dishonesty. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | BoE | CCP Resolution - The Bank of England\u2019s approach to determining what commercially reasonable payments would be made in the event of the Bank exercising tear-up powers in the resolution of a central counterparty (CCP)Summary of consultation responses and final Statement of Policy | Schedule 11 to the Financial Services and Markets Act 2023 gives The Bank the power to make tear-up instruments in the resolution of a CCP. Schedule 11 requires the Bank to publish by end 2024 a statement of policy as to how it would determine what commercially reasonable payments would be made should the Bank use its tear up power in the resolution of a CCP. The Bank has published a consultation on how it would determine a commercially reasonable payment for a torn-up contract.The Bank may also consult on further proposed CCP resolution policy in due course. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | BoE | CCP Resolution \u2013 The Bank of England\u2019s power to direct a CCP to address impediments to resolvabilitySummary of consultation responses and final Statement of Policy | Schedule 11 to the Financial Services and Markets Act 2023 gives The Bank power to direct a CCP to take measures to address impediments to the effective exercise of the stabilisation powers.The Bank has published a consultation on the process it would follow to direct a CCP to address impediments to resolvability and intends to publish a final Statement of Policy in December 2024. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | PSR | Market review of card scheme and processing fees | The aim of the market review is to understand if the supply of scheme and processing services are working well, having regard to our competition, innovation and protection of service-users objectives. | Q1 2025 | Yes | Yes \nPayments and cryptoassets | N/A | PSR | Market review of cross-border interchange fees | A market review to understand the rationale for the five-fold increase in cross-border interchange fees (that affects certain card transactions between the UK and the EEA, where the cardholder is not present) since the UK left the EU and whether they are an indication that the market is not working well. | Q4 2024 | Yes | Yes \nWholesale Financial Markets | N/A | HMT/FCA/PRA | Wholesale Markets ReviewPublication of the Policy Statement and final rules on the consultation CP23/32 on \"Improving transparency for bond and derivatives markets\" | The Financial Services and Markets Act 2023 (FSMA 2023) received Royal Assent on 29 June 2023. FSMA 2023 is a key milestone in delivering the commitments set out in March 2022 in the consultation response to the Wholesale Markets Review (WMR), the review of wholesale markets Treasury and the FCA conducted in 2021.The FCA published the policy statement on improving equity markets (PS 23/4) in May 2023, and the guidance on the trading venue perimeter (PS23/11) in July 2023. The FCA published the framework for a UK consolidated tape, including on payment to data providers, in December 2023 and April 2024 (CP 23/33 and Handbook Notice 117). The FCA published consultations on changes to the commodity derivatives regime (CP23/27) and the transparency regime for bonds and derivatives (CP23/32) in December 2023. | Q4 2024* | No | No \nWholesale Financial Markets | N/A | HMT/FCA | Prospectus Regime ReformTwo CPs on further Public Offers and Admissions to Trading Regulation (POATR) rules including consequential changes relating to public offer platforms and additional proposals for admissions to regulated markets, including for non-equity securities, following CP24/12 and CP24/13 published on 26 July 2024. | The Government consulted in 2021 and laid a SI in Q1 2024 on reforms to make the UK\u2019s prospectus regime simpler, more agile, and more effective; this was a recommendation of the Lord Hill's UK Listings Review. These reforms will be delivered through a statutory instrument (SI) which sets the framework for a new Prospectus Regime, replacing the Prospectus Regulation inherited from the EU. The FCA will write detailed rules to accompany the framework set out by this SI, which will also address certain recommendations from the Secondary Capital Raising Review. | Q1 2025* | Yes | Yes \nInsurance and reinsurance | N/A | PRA | Solvency II remainderPolicy Statement | This is the final PRA publication needed to implement the conclusions of the Solvency II Review, as set out in CP5/24 (and originally in CP12/23), and to finalise PRA rules and other policy materials that will replace Solvency II assimilated law which forms part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023.This Policy Statement proposes the restatement into PRA policy material of those parts of the Solvency II regime which have not already been subject to consultation as part of the Solvency II Review. It sets out how the PRA proposes to restate these Solvency II requirements from assimilated law into the PRA Rulebook and other policy material such as Supervisory Statements (SSs) or Statements of Policy (SoPs) ('PRA policy material'). | Q4 2024 | Yes | Yes \nRetail Investments | N/A | HMT/FCA | The Packaged Retail and Insurance-Based Investment Products (PRIIPs) Regulation / Consumer Composite Investments (CCIs)Consultation Paper | Repeal and replace assimilated law, The Packaged Retail and Insurance-Based Investment Products (PRIIPS) Regulation, with a new UK retail disclosure regime, the Consumer Composite Investments (CCIs) regime, that works effectively with the UK\u2019s dynamic capital markets and fosters informed retail investor participation in those markets. | Q4 2024 | Yes | No \nBanking, credit and lending | Financial Resilience | HMT/PRA | Repeal and replace in the PRA Rulebook the remainder of the Capital Requirements Regulation (CRR) - Remainder | Transferring the remaining firm-facing Capital Requirements Regulation (CRR) requirements into the PRA Rulebook and other policy materials, as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q4 2024 | Yes | No \nBanking, credit and lending | Financial Resilience | HMT/BoE/PRA | UK Capital Requirements Regulation (CRR) Total loss-absorbing capacity (TLAC) transfer | Transfer of TLAC provisions from UK CRR under FSMA 2023 and revision of BoE\u2019s MREL Statement of Policy (SoP). This initiative forms part of the programme to replace assimilated law under the Smarter Regulatory Framework (SRF). Revocation of TLAC provisions in UK CRR using FSMA 2023 powers and restatement (with modifications) and other changes in a revised and expanded version of BoE\u2019s MREL Statement of Policy (SoP), as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q4 2024 | Yes | No \nWholesale Financial Markets | N/A | HMT/FCA | MiFIR related to Transaction Reporting - Discussion Paper | The repeal and replacement, where appropriate, of assimilated law related to transaction reporting to the FCA. The FCA intends to publish a Discussion Paper on the UK's transaction reporting regime in Q4 2024. | Q4 2024 | No | No \nWholesale Financial Markets | Cross-cutting/omnibus | BoE | Publication of the Bank's approach to financial market infrastructure supervision | Publication of supervisory approach document that sets out how the Bank carries out its role in respect of supervision of Financial Market Infrastructure. This document will aid accountability by describing what we seek to achieve and how we intend to achieve it. It will also communicate to regulated FMIs what we expect of them, and what they can expect from us in the course of supervision. It sits alongside our requirements and expectations as published in our policy publications as well as the rules, standards and codes of practice that FMIs are subject to. | Q4 2024 | No | No \nMulti-sector | Cross-cutting/omnibus | FCA | Proposed Revised Enforcement Guide | The FCA has consulted on a revised Enforcement Guide. As we set out in September 2024, we will publish further information in Q4 2024, including case studies, as we continue to engage stakeholders on these proposals. We aim to reach a decision, in light of that further engagement, on these proposals in Q1 2025. | Q4 2024 | No | No \nWholesale Financial Markets | N/A | FCA | \u200b\u200bA revision of our market cleanliness statistic methodology \u200b | Since 2008, the FCA (then FSA) includes the Market Cleanliness Statistic (MCS) in its annual report as an indicator of the level of information leakages and potential insider trading in UK equity markets. Our review proposes a new Market Comparison test and introduces intraday data to the calculation of the statistic. | Q4 2024 | No | No \nRetail Investments | N/A | FCA/HMT | Advice Guidance Boundary Review | The FCA and Treasury are jointly carrying out a holistic review of the boundary between financial advice and guidance. As part of this, the FCA is exploring what support needs to be provided to retail consumers in relation to their savings and investments.We will publish an Update with a timeline this Quarter. | Q4 2024 | Yes | Yes \n \n**Please note:**\n\nThis view allows users to see known regulatory initiatives impacting firms\nbetween October 2024 and December 2024 only. To focus on any other period,\nchoose these from the selection above.\n\nTo search key words (by sector, authority or quarter) use the search bar above\nthe table.\n\nExpand the number of individual entries visible by using the available drop-\ndown options next to \u2018Show\u2019.\n\nInitiatives that impact on a number of sectors within financial services have\nbeen captured under \u2018Multi-sector\u2019.\n\nInitiatives that have more than one publication planned within a given period\nwill be identified by an asterisk (*). For example, \u2018Q4 2024*\u2019 indicates there\nwill be separate publications in multiple months of the fourth quarter of\n2024.\n\nThere are instances where more than one publication is planned for a single\ninitiative across the two quarters covered in this update. Where this applies,\naffected initiatives will be labelled as \u2018Q4 2024 and Q1 2025\u2019 under the\nrelevant publication quarter.\n\n\ufeffSector | Sub-category | Lead Authority | Initiative or Publication name | Description of initiative | Publication Quarter | Was this initiative included in the previous Grid published in November 2023? | Has the timing of this initiative changed since the previous Grid published in November 2023? \n---|---|---|---|---|---|---|--- \nMulti-sector | Cross-cutting / Omnibus | BoE/FCA/PRA | Transforming data collection (TDC) | Building on the learning from the joint transformation programme, the Bank and FCA are now planning several projects over the next 18 months to improve data collections. They contribute to five outcomes: (1) data collections meet and are proportionate to regulators\u2019 needs; (2) effective and efficient internal processes for creating data collections; (3) efficient processes and support for meeting regulatory obligations; (4) clear and consistent data definitions; and (5) modern systems to underpin data collections.The Bank and FCA are undertaking a range of specific workstreams to achieve these outcomes. The workstreams have been motivated by the recommendations from industry on how to improve data reporting.The new capabilities and insights will, in general, be applied to new data collections and during the introduction of new collection processes, or future reviews of existing collections. This will allow us to deploy the new capabilities built through TDC iteratively.The Bank will be publishing an Incident, Outsourcing and Third-Party Reporting (IOREP) consultation in Q4 2024. | Q4 2024 | Yes | No \nMulti-sector | Environmental Social and Governance (ESG) | PRA/FCA | Diversity & Inclusion in Financial Services | Following the joint Discussion Paper (DP21/1) published in July 2021, the regulators (PRA, FCA) published their separate Consultation Papers on 25 September 2023, with policy proposals that aim to support progress on improving diversity and inclusion across the financial sector and, through the FCA\u2019s consultation, tackle non-financial misconduct (NFM). The FCA intends to publish a Policy Statement on 'Tackling Non-Financial Misconduct in the Financial Sector' around year-end 2024, to be followed by FCA and PRA Policy Statements on the remaining D&I proposals in 2025. | Q4 2024 | Yes | Yes \nMulti-sector | Environmental Social and Governance (ESG) | HMT/FCA | ESG ratings regulation | Industry participants are increasingly reliant on third-party ESG ratings, as they integrate ESG considerations into their activities. With an aim of ensuring these products are delivered in a fair, effective, and transparent way. Treasury consulted in 2023 on bringing ESG ratings providers into the FCA\u2019s regulatory perimeter, and confirmed this year they would be looking to introduce legislation to that effect in 2025. Treasury will publish their consultation response by the end of 2024. As set out in our Feedback Statement (FS22/4), the FCA supports regulatory oversight of these providers and an approach informed by IOSCO's recommendations on ESG data and ratings. The FCA has also initiated an industry-led voluntary Code of Conduct to support good outcomes for both ESG ratings and data products. | Q4 2024 | Yes | Yes \nMulti-sector | Operational Resilience | PRA/BoE/FCA | Oversight of Critical Third Parties (CTPs).Final Rules for CTPs, Two Supervisory Statements, Policy Statement and the approach to oversight of CTP publication. | The Bank, PRA and FCA published a joint Consultation Paper (CP) in December 2023. The CP set out the regulatory proposals relating to Critical Third Parties using the powers granted to the supervisory authorities' in FSMA 2023. The CP set out proposals of how regulators could assess and strengthen the resilience of services provided by CTPs to firms and FMIs (Financial Markets infrastructure), thereby reducing the risk of systemic disruption. Following responses to the CP, the regulators will publish: \n\n 1. The regulators' final rules for critical third parties (CTPs), which are set out in the following rule instruments: Bank of England Rulebook: Critical Third Parties Instrument 2024; Bank of England Rulebook: Critical Third Parties Emergency Provisions Instrument 2024; PRA Rulebook: Critical Third Parties Instrument 2024; and FCA Handbook: Critical Third Parties Instrument 2024. \n 2. FCA Statutory Instrument related to Critical Third Parties enforcement, which was consulted on separately in \u201cQuarterly Consultation Paper (QCP) on Critical Third Parties \u2013 Statement of Policy relating to Disciplinary Measures\u201d. \n 3. Supervisory Statement (SS): Operational resilience: Critical third parties to the UK financial sector (CTP SS). \n 4. Supervisory Statement (SS) : Reports by skilled persons: Critical Third Parties\u2019 (CTP s166 SS). \n 5. Policy Statement (PS) Operational resilience: Critical third parties to the UK financial sector. \n 6. The Regulators\u2019 approach to the oversight of Critical Third Parties setting out how the regulators intend to use the oversight powers granted to us by legislation \n\n| Q4 2024* | Yes | No \nMulti-sector | Conduct | ICO | Employment guidance | New guidance about how to comply with data protection law when keeping records about your workers and to promote good practice. | Q4 2024 | Yes | No \nMulti-sector | Environmental Social and Governance (ESG) | FRC | Stewardship review and Code consultation:Consultation: UK Stewardship CodeRevised UK Stewardship Code | FRC will review the UK Stewardship Code and engage with other relevant regulators with responsibility for the regulatory framework for stewardship. | Q4 2024 & Q1 2025 | Yes | No \nMulti-sector | Financial Resilience | BoE | System-Wide Exploratory Scenario Exercise (SWES): Final report | The System-Wide Exploratory Scenario exercise will investigate the behaviours of banks and non-bank financial institutions in stress, and how these can amplify shocks in markets and potentially bring about risks to UK financial stability. The Bank is working closely with the FCA and TPR on this. | Q4 2024 | Yes | Yes \nMulti-sector | Cross-cutting/omnibus | BoE/PRA | (1) The Bank of England\u2019s approach to enforcement \u2013 Policy Statement(2) The Bank of England\u2019s approach to enforcement: statements of policy and procedure November 2024 | The Bank and the PRA consulted earlier in 2024 (28 March to 28 June 2024) on the approaches to using its enforcement powers in relation to critical third parties, securitisation, wholesale cash distribution and digital settlement assets. Each proposes using its existing approach to enforcement, insofar as possible, in relation to relevant areas. The Bank will publish a Policy Statement, setting out its feedback on the responses to the consultation, and an updated version of its approach to enforcement policy and procedure. | Q4 2024* | No | No \nMulti-sector | Operational resilience | PRA/BoE/FCA | Incident and Outsourcing and Third Party Reporting: Consultation Paper | The purpose of this policy would be to introduce clarity regarding the information firms should submit when operational incidents occur. It will also collect certain information on firms\u2019 outsourcing and third party arrangements in order to manage the risks they may present to the PRA/FCA\u2019s objectives, including resilience, concentration and competition risks. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Periodic Review of Financial Reporting Standards 102 | UK and Ireland accounting standards are subject to periodic reviews, at least every five years, to ensure they remain up-to-date and continue to require high-quality and cost effective financial reporting from entities within their scope. The second periodic review commenced in March 2021. A Financial Reporting Exposure Draft (FRED) was published in Dec 2022 and the final amendments to the Standard was published in March 2024 with an effective date of 1 January 2026 for most provisions. Staff Factsheets (additional guidance to help understanding around the changes to FRS 102). | Q4 2024 | Yes | No \nMulti-sector | Conduct | ICO | Data Protection Assurance Toolkit | This toolkit will help financial services firms to assess their own compliance with some of the key requirements under data protection law. It covers a range of areas that we look at when we assess an organisation\u2019s data protection compliance using our audit toolkits to conduct both consensual and compulsory audits. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Annual Review of Financial Reporting Standards 101 | Financial Reporting Standards (FRS) 101, the reduced disclosure framework, is reviewed annually to ensure it remains up-to-date and appropriately considers updates to IFRS accounting standards. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | Revision of ISA (UK) 250 | ISA (UK) 250 deals with the auditor\u2019s responsibilities in respect of law and regulation. The proposals consulted on will help to strengthen auditor requirements to detect and report material misstatements from non-compliance with laws and regulations, and to clarify instances where auditors should report such breaches, and other significant matters, to the relevant regulators.This will enhance the useability and informativeness of the audit and provide greater assurance to users of financial statements that potential material misstatements have been properly assessed by the auditor. | Q4 2024 | No | No \nMulti-sector | Financial Resilience | FRC | FRC XBRL Taxonomy Suite | The XBRL Taxonomy Suite is reviewed annually to ensure it remains up-to-date with reporting standards and fit for purpose for preparers and developers.2025 XBRL Taxonomy Suite and feedback statement. | Q4 2024 | No | No \nBanking, credit and lending | Banking, credit and lending | PRA | A strong and simple prudential framework for non-systemic banks and building societies - Capital requirements for Small Domestic Deposit Takers (previously 'Simpler-regime Firms')Policy Statement | Developing policy to simplify prudential regulation for non-systemic and domestic banks and building societies in the UK, while maintaining resilience. Includes working with the FCA on corresponding changes to their Handbook where needed. As part of this work, the PRA will review these rules to assess if they are operating effectively and delivering their intended impact. Final policy on arrangements for the Interim Capital Regime will be published in Q4 2024 and along with the Basel 3.1 Final Policy Statement in Q1 2025. | Q4 2024 & Q1 2025 | Yes | Yes \nBanking, credit and lending | Financial Resilience | BoE | 2024 desk-based stress testFinancial Stability Report | To support the FPC\u2019s and PRA's monitoring and assessment of the resilience of the UK banking system to potential downside risks, the Bank will run a desk-based stress test exercise in 2024. The outcome of the desk-based test will be used to inform the FPC\u2019s judgements about the ability of the banking system to support the economy through stress and support the PRA\u2019s ongoing supervisory work. The aggregate results will be communicated publicly. The Bank will not publish results at the level of individual banks. | Q4 2024 | No | No \nBanking, credit and lending | Cross-cutting/omnibus | BoE | Remuneration Review CP | Following the removal of the bonus cap (October 2023), and amendments that enhance proportionality for small firms (December 2023), the PRA (jointly with the FCA) is continuing to review the remuneration regime which is a combination of EU and domestic policies. In line with their primary and secondary objectives, the PRA and FCA will look to amend elements of the regime to make them more effective and proportionate. The potential adjustments will maintain the regime\u2019s overall structure and objectives which is based on the internationally-agreed Financial Stability Board Principles. As part of this work, the PRA and FCA will review these rules to assess if they are operating effectively and delivering their intended impact. | Q4 2024 | No | No \nPensions and Retirement Income | N/A | FCA | Regulatory framework for pensions dashboards operators - tied to the introduction of a new regulated activity by TreasuryPolicy Statement | In March 2024, Treasury introduced a new regulated activity to bring Pensions Dashboard Service operators within the FCA perimeter, and subject to FCA rules. | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | TPR | DB scheme funding | TPR consultation on regulatory framework for DB scheme funding and associated approach. Regulations have been laid, so that schemes with effective dates from September will need to submit a statement of strategy to TPR. TPR laid Code in Parliament on 29 July 2024 and is expected to come into force in November 2024. Q4 2024 Covenant guidance published and full response to statement of strategy consultation (interim response and templates published in September 2024). | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | FCA/HMT | Advice Guidance Boundary Review | The FCA and Treasury are jointly carrying out a holistic review of the boundary between financial advice and guidance. As part of this, the FCA is exploring what support needs to be provided to consumers in relation to their pension.We are aiming for an FCA consultation paper (without rules) on targeted support in pensions in Winter 2024. We will also be exploring wider changes to the existing pensions regime. | Q4 2024 | Yes | Yes \nPensions and Retirement Income | N/A | FRC | Actuarial Standard Technical Memorandum 1Consultation: Revision of AS TM1Feedback statement: Revision of AS TM1 | Actuarial Standard Technical Memorandum 1 (AS TM1) specifies the assumptions and methods to be used in illustrations of money purchase/defined contribution pensions. AS TM1 and the appropriateness of the assumptions set out within are reviewed annually to ensure they remain fit for purpose. | Q4 2024 & Q1 2025 | No | No \nInsurance and reinsurance | N/A | PRA | Dynamic General Insurance Stress Test 2025 \u2013 Industry Workshop | The PRA intends to run a dynamic general insurance stress test (DyGIST) in 2025. The objectives of the exercise will be to: (1) assess the industry\u2019s solvency and liquidity resilience to a specific adverse scenario; (2) assess the effectiveness of insurers\u2019 risk management and management actions following an adverse scenario; and (3) inform the Prudential Regulation Authority's (PRA) supervisory response following a market-wide adverse scenario.The dynamic nature of the 2025 exercise represents a significant change from previous exercises and will involve simulating a sequential set of adverse events over a short period of time. Consequently, the PRA has engaged with the industry including trade bodies. We provided more details of this exercise (including participation, design, and timelines) in a statement published on 15 July 2024.Results of this exercise will be disclosed at an aggregate industry level. | Q4 2024 | No | No \nInsurance and reinsurance | N/A | PRA | Review of Solvency II: Reporting and disclosure Phase 3 - Liquidity reporting requirementsConsultation Paper | The PRA is improving its regulation and supervision of insurers\u2019 liquidity risks. Its current initiative is developing proposals to introduce new reporting requirements for insurance firms with the most material exposures to liquidity risk. This will enable us to more effectively supervise insurers\u2019 liquidity risk by providing timely, consistent and accurate information. | Q4 2024 | No | No \nInsurance and reinsurance | N/A | BoE/PRA | Increasing ease of exit: Solvent exit planning for insurers - Policy Statement | Greater preparedness by insurers for solvent exit supports an orderly cessation of PRA-regulated activities and reduces the risk of market disruption from disorderly or protracted exits. A solvent exit results in improved outcomes for policyholders and supports effective competition by allowing new entrants in and non-viable firms out. | Q4 2024 | Yes | Yes \nWholesale Financial Markets | Cross-cutting/omnibus | BoE | Consultation on Fundamental rules for FMIs | Consultation on rules and a supervisory statement, establishing Fundamental Rules for FMIs (CCPs, CSDs, recognised payments systems operators and specified service providers). These are a set of high level requirements on FMIs covering the full range of the regulatory framework, comparable to those already in place for PRA firms. They are designed to help make our regulatory approach as transparent as possible and to set out to the industry the fundamental principles that underpin the rulebook and what we require of firms. They will underpin the existing regulatory framework for FMIs and so help firms anticipate how we will assess their compliance with more specific rules. | Q4 2024 | No | No \nInvestment Management | N/A | FCA | Payment optionality for investment research for pooled vehiclesConsultation Paper | Allowing funds to take advantage of the new payment option for investment research that applies to MiFID managers for segregated accounts. | Q4 2024 | No | No \nRetail Investments | N/A | FCA | Capital deduction for redress: personal investment firmsPolicy Statement | The FCA has consulted on policy proposals to require personal investment firms to set aside capital for potential redress liabilities at an early stage. | Q4 2024 | No | No \nRetail Investments | N/A | FCA | Investment Advice Assessment Tool | External publication of a tool currently used internally to assess investment advice, other than defined benefit or Retirement Income. | Q4 2024 | No | No \nPayments and cryptoassets | | BoE | Supervisory approach to wholesale cash (published)Enforcement Policy Statement | The Bank outlines how it will use new powers to ensure wholesale cash distribution remains effective, resilient and sustainable into the future. | Q4 2024 | Yes | No \nPayments and cryptoassets | N/A | FCA | Consultation on FCA guidance changes reflecting Treasury's legislation on risk based approach to paymentsConsultation and Finalised Guidance | The FCA will revise the guidance and consult on proposed changes further to Treasury's amendment of the PSRs 2017 allowing firms to delay payments if suspicion of fraud or dishonesty. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | BoE | CCP Resolution - The Bank of England\u2019s approach to determining what commercially reasonable payments would be made in the event of the Bank exercising tear-up powers in the resolution of a central counterparty (CCP)Summary of consultation responses and final Statement of Policy | Schedule 11 to the Financial Services and Markets Act 2023 gives The Bank the power to make tear-up instruments in the resolution of a CCP. Schedule 11 requires the Bank to publish by end 2024 a statement of policy as to how it would determine what commercially reasonable payments would be made should the Bank use its tear up power in the resolution of a CCP. The Bank has published a consultation on how it would determine a commercially reasonable payment for a torn-up contract.The Bank may also consult on further proposed CCP resolution policy in due course. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | BoE | CCP Resolution \u2013 The Bank of England\u2019s power to direct a CCP to address impediments to resolvabilitySummary of consultation responses and final Statement of Policy | Schedule 11 to the Financial Services and Markets Act 2023 gives The Bank power to direct a CCP to take measures to address impediments to the effective exercise of the stabilisation powers.The Bank has published a consultation on the process it would follow to direct a CCP to address impediments to resolvability and intends to publish a final Statement of Policy in December 2024. | Q4 2024* | No | No \nPayments and cryptoassets | N/A | PSR | Market review of cross-border interchange fees | A market review to understand the rationale for the five-fold increase in cross-border interchange fees (that affects certain card transactions between the UK and the EEA, where the cardholder is not present) since the UK left the EU and whether they are an indication that the market is not working well. | Q4 2024 | Yes | Yes \nWholesale Financial Markets | N/A | HMT/FCA/PRA | Wholesale Markets ReviewPublication of the Policy Statement and final rules on the consultation CP23/32 on \"Improving transparency for bond and derivatives markets\" | The Financial Services and Markets Act 2023 (FSMA 2023) received Royal Assent on 29 June 2023. FSMA 2023 is a key milestone in delivering the commitments set out in March 2022 in the consultation response to the Wholesale Markets Review (WMR), the review of wholesale markets Treasury and the FCA conducted in 2021.The FCA published the policy statement on improving equity markets (PS 23/4) in May 2023, and the guidance on the trading venue perimeter (PS23/11) in July 2023. The FCA published the framework for a UK consolidated tape, including on payment to data providers, in December 2023 and April 2024 (CP 23/33 and Handbook Notice 117). The FCA published consultations on changes to the commodity derivatives regime (CP23/27) and the transparency regime for bonds and derivatives (CP23/32) in December 2023. | Q4 2024* | No | No \nInsurance and reinsurance | N/A | PRA | Solvency II remainderPolicy Statement | This is the final PRA publication needed to implement the conclusions of the Solvency II Review, as set out in CP5/24 (and originally in CP12/23), and to finalise PRA rules and other policy materials that will replace Solvency II assimilated law which forms part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023.This Policy Statement proposes the restatement into PRA policy material of those parts of the Solvency II regime which have not already been subject to consultation as part of the Solvency II Review. It sets out how the PRA proposes to restate these Solvency II requirements from assimilated law into the PRA Rulebook and other policy material such as Supervisory Statements (SSs) or Statements of Policy (SoPs) ('PRA policy material'). | Q4 2024 | Yes | Yes \nRetail Investments | N/A | HMT/FCA | The Packaged Retail and Insurance-Based Investment Products (PRIIPs) Regulation / Consumer Composite Investments (CCIs)Consultation Paper | Repeal and replace assimilated law, The Packaged Retail and Insurance-Based Investment Products (PRIIPS) Regulation, with a new UK retail disclosure regime, the Consumer Composite Investments (CCIs) regime, that works effectively with the UK\u2019s dynamic capital markets and fosters informed retail investor participation in those markets. | Q4 2024 | Yes | No \nBanking, credit and lending | Financial Resilience | HMT/PRA | Repeal and replace in the PRA Rulebook the remainder of the Capital Requirements Regulation (CRR) - Remainder | Transferring the remaining firm-facing Capital Requirements Regulation (CRR) requirements into the PRA Rulebook and other policy materials, as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q4 2024 | Yes | No \nBanking, credit and lending | Financial Resilience | HMT/BoE/PRA | UK Capital Requirements Regulation (CRR) Total loss-absorbing capacity (TLAC) transfer | Transfer of TLAC provisions from UK CRR under FSMA 2023 and revision of BoE\u2019s MREL Statement of Policy (SoP). This initiative forms part of the programme to replace assimilated law under the Smarter Regulatory Framework (SRF). Revocation of TLAC provisions in UK CRR using FSMA 2023 powers and restatement (with modifications) and other changes in a revised and expanded version of BoE\u2019s MREL Statement of Policy (SoP), as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q4 2024 | Yes | No \nWholesale Financial Markets | N/A | HMT/FCA | MiFIR related to Transaction Reporting - Discussion Paper | The repeal and replacement, where appropriate, of assimilated law related to transaction reporting to the FCA. The FCA intends to publish a Discussion Paper on the UK's transaction reporting regime in Q4 2024. | Q4 2024 | No | No \nWholesale Financial Markets | Cross-cutting/omnibus | BoE | Publication of the Bank's approach to financial market infrastructure supervision | Publication of supervisory approach document that sets out how the Bank carries out its role in respect of supervision of Financial Market Infrastructure. This document will aid accountability by describing what we seek to achieve and how we intend to achieve it. It will also communicate to regulated FMIs what we expect of them, and what they can expect from us in the course of supervision. It sits alongside our requirements and expectations as published in our policy publications as well as the rules, standards and codes of practice that FMIs are subject to. | Q4 2024 | No | No \nMulti-sector | Cross-cutting/omnibus | FCA | Proposed Revised Enforcement Guide | The FCA has consulted on a revised Enforcement Guide. As we set out in September 2024, we will publish further information in Q4 2024, including case studies, as we continue to engage stakeholders on these proposals. We aim to reach a decision, in light of that further engagement, on these proposals in Q1 2025. | Q4 2024 | No | No \nWholesale Financial Markets | N/A | FCA | \u200b\u200bA revision of our market cleanliness statistic methodology \u200b | Since 2008, the FCA (then FSA) includes the Market Cleanliness Statistic (MCS) in its annual report as an indicator of the level of information leakages and potential insider trading in UK equity markets. Our review proposes a new Market Comparison test and introduces intraday data to the calculation of the statistic. | Q4 2024 | No | No \nRetail Investments | N/A | FCA/HMT | Advice Guidance Boundary Review | The FCA and Treasury are jointly carrying out a holistic review of the boundary between financial advice and guidance. As part of this, the FCA is exploring what support needs to be provided to retail consumers in relation to their savings and investments.We will publish an Update with a timeline this Quarter. | Q4 2024 | Yes | Yes \n \n**Please note:**\n\nThis view allows users to see known regulatory initiatives impacting firms\nbetween January 2025 and March 2025 only. To focus on any other period, choose\nthese from the selection above.\n\nTo search key words (by sector, authority or quarter) use the search bar above\nthe table.\n\nExpand the number of individual entries visible by using the available drop-\ndown options next to \u2018Show\u2019.\n\nInitiatives that impact on a number of sectors within financial services have\nbeen captured under \u2018Multi-sector\u2019.\n\nInitiatives that have more than one publication planned within a given period\nwill be identified by an asterisk (*). For example, \u2018Q1 2025*\u2019 indicates there\nwill be separate publications in multiple months of the fourth quarter of\n2024.\n\nThere are instances where more than one publication is planned for a single\ninitiative across the two quarters covered in this update. Where this applies,\naffected initiatives will be labelled as \u2018Q4 2024 and Q1 2025\u2019 under the\nrelevant publication quarter.\n\n\ufeffSector | Sub-category | Lead Authority | Initiative or Publication name | Description of initiative | Publication Quarter | Was this initiative included in the previous Grid published in November 2023? | Has the timing of this initiative changed since the previous Grid published in November 2023? \n---|---|---|---|---|---|---|--- \nMulti-sector | Cross-cutting/omnibus | FCA | Review of firms' treatment of customers in vulnerable circumstances | We are assessing firms\u2019 approaches to the treatment of customers in vulnerable circumstances. We want to explore how firms are meeting expectations of our 2021 Guidance for firms on the fair treatment of vulnerable customers and understand how this maps to the Consumer Duty outcomes and requirements. | Q1 2025 | Yes | Yes \nMulti-sector | Environmental Social and Governance (ESG) | FRC | Stewardship review and Code consultation:Consultation: UK Stewardship CodeRevised UK Stewardship Code | FRC will review the UK Stewardship Code and engage with other relevant regulators with responsibility for the regulatory framework for stewardship. | Q4 2024 & Q1 2025 | Yes | No \nMulti-sector | Conduct | FCA | External Redress Guidance | Review of rules and guidance to firms when identifying harm and conducting firm led redress exercises. We are planning to publish a CP on proposed rules and guidance relating to expectations of firms identifying and conducting firm led redress exercises. This will cover the idenitfication and reporting of harm, guidance on rectifying harm and proactive redress exercises. | Q1 2025 | No | No \nMulti-sector | Conduct | ICO | Guidance on Cloud Computing | This guidance will provide an update to our 2012 guidance on cloud computing. We expect this guidance update to also influence privacy best practice in light of other domestic and international regulatory activity on the cloud domain and to be of interest to financial services firms. | Q1 2025 | No | No \nMulti-sector | Financial Resilience | FRC | Technical Actuarial StandardsConsultation: Revision of TAS 300 (funding code) | The FRC regularly review the Technical Actuarial Standards (TAS) and other actuarial standards to ensure they continue to support the delivery of high-quality technical actuarial work and satisfy the Reliability Objective.Revised TAS 100 and TAS 400 have now been published and are effective from July 2023. Revised TAS 300 and TAS 310 (Pensions) have now been published and are effective from April 2024 and Sept 2024 respectively. The consultation on TAS 200 closed in May 2024. | Q1 2025 | Yes | No \nMulti-sector | Financial Resilience | FRC | Guidance on the Going Concern Basis of Accounting and Related Reporting | The FRC will review the existing Guidance on the Going Concern Basis of Accounting and Reporting on Solvency and Liquidity Risk (2016). The consultation on the exposure draft (\"Guidance on the Going Concern Basis of Accounting and Related Reporting\") was published in August and will close in October 2024. | Q1 2025 | No | No \nMulti-sector | Financial Resilience | FRC | Revision of ISA (UK) 700 series: Consultation | The ISA (UK) 700 series relate to the auditor reporting standards. Further stakeholder outreach is being carried out on proposed changes to the standards, which are designed to better meet investor and other stakeholder information needs, as well as de-cluttering and simplifying requirements. | Q1 2025 | No | No \nMulti-sector | Cross-cutting/omnibus | PRA | Updating Supervisory Statement 3/19 on the management of climate-related risks - Consultation Paper | Updating 3/19 to consolidate public feedback since 2019 on the management of climate related risks and to bring the expectations into closer alignment with international standards. | Q1 2025 | No | No \nMulti-sector | Cross-cutting/omnibus | FCA | Review of FCA requirements following the introduction of the Consumer DutyFeedback Statement | We have published a Call for Input seeking views on whether, where, and how, under the Consumer Duty, we can simplify our requirements on firms while ensuring we continue to support and protect consumers. We want to facilitate innovation and flexibility, reducing costs for firms, driving effective competition and supporting our Secondary International Competitiveness and Growth Objective. | Q1 2025 | No | No \nBanking, credit and lending | Conduct | FCA | Review of Debt Advice Rules (CONC 8) Consultation Paper | Review our debt advice rules to ensure they set the right framework for good quality debt advice. | Q1 2025 | Yes | Yes \nBanking, credit and lending | Banking, credit and lending | PRA | Leverage Ratio: Review of thethresholds for application of the requirement - Consultation Paper | The Leverage Ratio \u2013 Capital Requirements and Buffers Part requires firms with more than \u00a350bn retail deposits or \u00a310bn non-UK assets to meet a minimum leverage ratio of 3.25% plus buffers at all times. As announced on 10 September, the PRA is reviewing these thresholds. If this review identifies a need for changes, the PRA expects to publish a consultation paper in Q1 2025. | Q1 2025 | No | No \nBanking, credit and lending | Conduct | FCA | Evaluation of the persistent debt intervention | An impact evaluation of the effect of the persistent debt intervention that followed the Credit Card Market Study. This came into effect in September 2018. | Q1 2025 | Yes | Yes \nBanking, credit and lending | Financial Resilience | PRA/HMT | Final reporting taxonomy for Basel 3.1 (implementation of the remaining Basel 3 banking standards) | Final version of the reporting taxonomy for the technical implementation of Basel 3.1. | Q1 2025 | No | No \nBanking, credit and lending | Banking, credit and lending | PRA | A strong and simple prudential framework for non-systemic banks and building societies - Capital requirements for Small Domestic Deposit Takers (previously 'Simpler-regime Firms')Policy Statement | Developing policy to simplify prudential regulation for non-systemic and domestic banks and building societies in the UK, while maintaining resilience. Includes working with the FCA on corresponding changes to their Handbook where needed. As part of this work, the PRA will review these rules to assess if they are operating effectively and delivering their intended impact. Final policy on arrangements for the Interim Capital Regime will be published in Q4 2024 and along with the Basel 3.1 Final Policy Statement in Q1 2025. | Q4 2024 & Q1 2025 | Yes | Yes \nBanking, credit and lending | Competition, innovation and other | PRA | Review of the FSCS deposit protection limit | The PRA is required to complete a review of the Financial Services Compensation Scheme deposit protection limit by December 2025. The PRA expects to publish a consultation paper in connection with this review in Q1 2025. | Q1 2025 | No | No \nBanking, credit and lending | Financial Resilience | PRA | Streamlining the Pillar 2A capital framework and the capital communications process - Policy Statement | Further to the Consultation Paper (CP9/24) published in Sep 2024, the PRA will issue a policy statement on streamlining firm-specific capital communications in Q1 2025, followed by a policy statement on retiring the refined methodology to Pillar 2A and a policy statement on retiring the refined methodology to Pillar 2A in Q2 2025. | Q1 2025 | No | N/A \nBanking, credit and lending | Financial Resilience | PRA | Bank Resolution (Recapitalisation) Bill ImplementationConsultation Paper | PRA depositor protection rule changes to implement legislative changes made under the Bank Resolution (Recapitalisation) Bill. We expect the Bill to introduce a new resolution tool utilising FSCS funding which will require consequential changes to the depositor protection rulebook to facilitate this. | Q1 2025 | No | No \nBanking, credit and lending | Banking, credit and lending | PRA | Banking Disclosure / Implementation of disclosure templates | PRA Implementation of Basel disclosure templates. | Q1 2025 | No | No \nBanking, credit and lending | Financial Resilience | BoE/HMT/PRA | Basel 3.1 final policy statement (implementation of the remaining Basel 3 banking standards) | Final rules for UK implementation of the final Basel III banking standards (also known as Basel 3.1). This initiative follows the publication of two near-final policy statements in December 2023 and September 2024 as part of the Treasury\u2019s repeal and replacement of assimilated law under FSMA 2023. | Q1 2025 | Yes | No \nBanking, credit and lending | Financial Resilience | BoE/HMT/PRA | Final reporting taxonomy for Basel 3.1 (implementation of the remaining Basel 3 banking standards) | Final version of the reporting taxonomy for the technical implementation of Basel 3.1. | Q1 2025 | No | No \nPensions and Retirement Income | N/A | FRC | Actuarial Standard Technical Memorandum 1Consultation: Revision of AS TM1Feedback statement: Revision of AS TM1 | Actuarial Standard Technical Memorandum 1 (AS TM1) specifies the assumptions and methods to be used in illustrations of money purchase/defined contribution pensions. AS TM1 and the appropriateness of the assumptions set out within are reviewed annually to ensure they remain fit for purpose. | Q4 2024 & Q1 2025 | No | No \nInsurance and reinsurance | N/A | FCA | Regulation of the commercial insurance marketConsultation Paper | Consulting on rules and guidance focused on ensuring an appropriate balance between consumer protection and competitiveness in light of certain characteristics of the commercial insurance market, including the London market. | Q1 2025 | No | No \nInsurance and reinsurance | N/A | PRA | Life Insurance StressTest 2025: Scenario Calibrations, finalised instructions, guidelines and templates for firms. This publication will launch the exercise. | Major life insurers participate in regular stress testing prescribed by the PRA and the next test will be in 2025. The objectives of the life insurance stress test are to: (1) assess sector and individual firm resilience to severe but plausible events; (2) strengthen market understanding and discipline through individual firm publication; and, (3) improve insight into risk management vulnerabilities.In 2025, the PRA will publish individual firm results. This will help inform the PRA, as well as other stakeholders, about sector and individual firm resilience, and the vulnerabilities to which firms are exposed in the scenarios we set out.The PRA has been engaging with the industry and disclosure users over the past 18 months on both scenario design and disclosure for the 2025 exercise. The PRA published an \u201cApproach to LIST 2025\u201d alongside methodological guidance for the firms on 10 July 2024. | Q1 2025 | No | No \nInsurance and reinsurance | N/A | FCA | Pure Protection Market Study | The FCA intends to launch a market study into how pure protection insurance products are distributed following concerns that competition is not working well in the market. The study will be launched later in 2024/25. | Q1 2025 | No | NA \nInsurance and reinsurance | | PRA | FSCS General Insurance Limit Review - Discussion Paper | Discussion Paper on changing the level of FSCS protection for general insurance products and amending the definition of small business. The PRA is considering the responses and its next steps. As part of this work, the PRA will review these rules to assess if they are operating effectively and delivering their intended impact. | Q1 2025 | No | No \nWholesale Financial Markets | N/A | PRA/FCA | PRA/FCA consultation on margin requirements for non-centrally cleared OTC derivatives (equity options) | In Policy Statements PS18/23 and PS23/19, the PRA and FCA extended the temporary exemption for single-stock equity options and index options from the UK bilateral margin requirements until 4 January 2026. The PRA and FCA also set out their intention to assess the best permanent framework for the UK. The PRA and FCA intend to consult and provide the final framework before the current temporary exemption ends. | Q1 2025 | No | No \nRetail Investments | N/A | FCA | Review of the prudential regime for Personal Investment FirmsConsultation Paper | Reviewing the appropriateness of the prudential requirements for personal investment firms - potentially leading to including capital and liquidity thresholds and risk management requirements. | Q1 2025 | No | No \nRetail Investments | N/A | FCA | Review of the definition of regulatory capital used in MIFIDPRUConsultation Paper | MIFIDPRU, the prudential sourcebook for solo-regulated investment firms, defines regulatory capital through a number of cross-references to a 'frozen in time' version of the UK Capital Requirements Regulation. We intend to remove these references, bringing the definition into MIFIDPRU while amending it where necessary to be more applicable to investment firms. | Q1 2025 | Yes | Yes \nPayments and cryptoassets | N/A | PSR | Market review of card scheme and processing fees | The aim of the market review is to understand if the supply of scheme and processing services are working well, having regard to our competition, innovation and protection of service-users objectives. | Q1 2025 | Yes | Yes \nWholesale Financial Markets | N/A | HMT/FCA | Prospectus Regime ReformTwo CPs on further Public Offers and Admissions to Trading Regulation (POATR) rules including consequential changes relating to public offer platforms and additional proposals for admissions to regulated markets, including for non-equity securities, following CP24/12 and CP24/13 published on 26 July 2024. | The Government consulted in 2021 and laid a SI in Q1 2024 on reforms to make the UK\u2019s prospectus regime simpler, more agile, and more effective; this was a recommendation of the Lord Hill's UK Listings Review. These reforms will be delivered through a statutory instrument (SI) which sets the framework for a new Prospectus Regime, replacing the Prospectus Regulation inherited from the EU. The FCA will write detailed rules to accompany the framework set out by this SI, which will also address certain recommendations from the Secondary Capital Raising Review. | Q1 2025* | Yes | Yes \n \n * [ Accessibility ](/accessibility)\n * [ Complain about us ](/about/how-we-operate/complain-about-regulators)\n * [ Copyright notice ](/legal)\n * [ Corporate responsibility ](/about/how-we-operate/corporate-responsibility)\n * [ Cymraeg ](/about/cymraeg)\n * [ Freedom of information ](/freedom-information)\n * [ Modern Slavery and Human Trafficking Statement ](/about/how-we-operate/corporate-responsibility#section-modern-slavery-and-human-trafficking-statement)\n * [ Privacy ](/privacy)\n * [ Sitemap ](/sitemap)\n * [ Translated languages ](/translated-pages)\n\n## Social\n\n * [ LinkedIn ](https://www.linkedin.com/company/financial-conduct-authority \"Publish this post to LinkedIn\")\n * [ RSS Feed ](/news/rss.xml \"Subscribe to our RSS feed\")\n * [ Twitter ](https://twitter.com/thefca \"Share this on Twitter\")\n\n## Registers and Systems Registers and Systems\n\n * [ My FCA ](/firms/my-fca)\n * [ Financial Services Register ](/firms/financial-services-register)\n * [ FCA Handbook ](/about/how-we-regulate/handbook)\n * [ Connect ](/firms/connect)\n * [ RegData ](/firms/regdata)\n * [ Online Invoicing System ](/firms/fees/online-invoices)\n\n## Careers Careers\n\n * [ Careers home ](/careers)\n * [ Early careers ](/careers/early-careers)\n * [ Experienced professionals ](/careers/experienced-professionals)\n\n## Contact Contact\n\nFCA Head Office\n\n12 Endeavour Square\n\nLondon E20 1JN\n\n[ Contact us ](/contact)\n\n[ Plain Language Commission Gold Award ](https://www.clearest.co.uk/gold-\nstandard \"Plain Language Commission. Clear English Gold Standard Award logo\")\n\nCopyright \u00a9 2025 FCA. All rights reserved.\n\nBack to top\n\nCompany no. 01920623\n\n",
"url": "https://www.fca.org.uk/publications/corporate-documents/regulatory-initiatives-grid/interim-update"
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"url": "https://www.fca.org.uk/publications/corporate-documents/regulatory-initiatives-grid/interim-update"
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](https://performancemanager8.successfactors.com/doc/custom/NYLPRD/California_Employment_Privacy_Notice%202024%20Clean.pdf) | [ Disability Accommodations ](https://performancemanager8.successfactors.com/doc/custom/NYLPRD/Disability%2BAccommodations_8_28_2023.pdf) | \n\n[ New York Life is an Equal Opportunity Employer -\nM/F/Veteran/Disability/Sexual Orientation/Gender Identity\n](https://performancemanager8.successfactors.com/NYLPRD/Equal+Employment+Opportunity.pdf)\n\n \n[ __ ](https://x.com/newyorklife) [ __\n](https://www.linkedin.com/company/newyorklife/) [ __\n](https://www.youtube.com/user/newyorklife/custom) [ __\n](https://www.facebook.com/newyorklife) [ __\n](https://www.instagram.com/newyorklife/) \n \n\n\u00a9 2024 New York Life Insurance Company, New York, NY. 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"url": "https://careers.newyorklife.com/careers/job/27725957-corporate-vice-president-head-of-third-party-risk-management-new-york-united-states?domain=newyorklife.comµsite=newyorklife.com"
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"summary": "This is a job posting for a Corporate Vice President, Head of Third Party Risk Management at New York Life.",
"url": "https://careers.newyorklife.com/careers/job/27725957-corporate-vice-president-head-of-third-party-risk-management-new-york-united-states?domain=newyorklife.comµsite=newyorklife.com"
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"source": "https://ncua.gov/regulation-supervision/manuals-guides/federal-consumer-financial-protection-guide/compliance-management/compliance-management-systems-and-compliance-risk"
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"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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"summary": "This is a government source from NCUA, which is reliable and provides accurate information about 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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"url": "https://academic.oup.com/jas/article/90/10/3527/4717884"
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"source": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
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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# 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"
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"summary": "This is a government source from EPA, which is reliable and provides accurate information about national primary drinking water regulations.",
"url": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
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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",
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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've safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n[ ](/ \"Home\")\n\n * [ Advanced Search ](https://www.ncbi.nlm.nih.gov/pmc/advanced/)\n * [ Journal List ](/journals/)\n * [ User Guide ](/about/userguide/)\n\n * * [ ](https://doi.org/10.1186/s41747-024-00424-6 \"View on publisher site\")\n * [ ](pdf/41747_2024_Article_424.pdf \"Download PDF\")\n * * * ## PERMALINK \n\nAs a library, NLM provides access to scientific literature. Inclusion in an\nNLM database does not imply endorsement of, or agreement with, the contents by\nNLM or the National Institutes of Health. \nLearn more: [ PMC Disclaimer ](/about/disclaimer/) | [ PMC Copyright Notice ](/about/copyright/)\n\n. 2024 Feb 29;8:35. doi: [ 10.1186/s41747-024-00424-6\n](https://doi.org/10.1186/s41747-024-00424-6)\n\n# The environmental impact of energy consumption and carbon emissions in\nradiology departments: a systematic review\n\n[ Andrea Roletto\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Roletto%20A%22%5BAuthor%5D)\n\n### Andrea Roletto\n\n1 Department of Mechanical and Industrial Engineering, Universit\u00e0 degli Studi\ndi Brescia, Via Branze 38, 25123 Brescia, Italy\n\nFind articles by [ Andrea Roletto\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Roletto%20A%22%5BAuthor%5D)\n\n1, \u2709 , [ Moreno Zanardo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Zanardo%20M%22%5BAuthor%5D)\n\n### Moreno Zanardo\n\n2 Radiology Unit, IRCCS Policlinico San Donato, Via Morandi 30, 20097 San\nDonato Milanese, Italy\n\nFind articles by [ Moreno Zanardo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Zanardo%20M%22%5BAuthor%5D)\n\n2 , [ Giuseppe Roberto Bonfitto\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bonfitto%20GR%22%5BAuthor%5D)\n\n### Giuseppe Roberto Bonfitto\n\n3 Department of Information Engineering, Universit\u00e0 degli Studi di Brescia,\nVia Branze 38, 25123 Brescia, Italy\n\nFind articles by [ Giuseppe Roberto Bonfitto\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bonfitto%20GR%22%5BAuthor%5D)\n\n3 , [ Diego Catania\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Catania%20D%22%5BAuthor%5D)\n\n### Diego Catania\n\n4 Health Professions Leadership and Management Unit, IRCCS Ospedale San\nRaffaele, Via Olgettina 60, 20132 Milan, Italy\n\nFind articles by [ Diego Catania\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Catania%20D%22%5BAuthor%5D)\n\n4 , [ Francesco Sardanelli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Sardanelli%20F%22%5BAuthor%5D)\n\n### Francesco Sardanelli\n\n2 Radiology Unit, IRCCS Policlinico San Donato, Via Morandi 30, 20097 San\nDonato Milanese, Italy\n\n5 Department of Biomedical Sciences for Health, Universit\u00e0 degli Studi di\nMilano, Via Mangiagalli 31, 20133 Milan, Italy\n\nFind articles by [ Francesco Sardanelli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Sardanelli%20F%22%5BAuthor%5D)\n\n2, 5 , [ Simone Zanoni\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Zanoni%20S%22%5BAuthor%5D)\n\n### Simone Zanoni\n\n6 Department of Civil, Environmental, Architectural Engineering and\nMathematics, Universit\u00e0 degli Studi di Brescia, Via Branze 43, 25123 Brescia,\nItaly\n\nFind articles by [ Simone Zanoni\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Zanoni%20S%22%5BAuthor%5D)\n\n6\n\n * * * \n\n1 Department of Mechanical and Industrial Engineering, Universit\u00e0 degli Studi\ndi Brescia, Via Branze 38, 25123 Brescia, Italy\n\n2 Radiology Unit, IRCCS Policlinico San Donato, Via Morandi 30, 20097 San\nDonato Milanese, Italy\n\n3 Department of Information Engineering, Universit\u00e0 degli Studi di Brescia,\nVia Branze 38, 25123 Brescia, Italy\n\n4 Health Professions Leadership and Management Unit, IRCCS Ospedale San\nRaffaele, Via Olgettina 60, 20132 Milan, Italy\n\n5 Department of Biomedical Sciences for Health, Universit\u00e0 degli Studi di\nMilano, Via Mangiagalli 31, 20133 Milan, Italy\n\n6 Department of Civil, Environmental, Architectural Engineering and\nMathematics, Universit\u00e0 degli Studi di Brescia, Via Branze 43, 25123 Brescia,\nItaly\n\n\u2709\n\nCorresponding author.\n\nReceived 2023 Oct 25; Accepted 2023 Dec 18; Collection date 2024 Dec.\n\n\u00a9 The Author(s) 2024\n\n**Open Access** This article is licensed under a Creative Commons Attribution\n4.0 International License, which permits use, sharing, adaptation,\ndistribution and reproduction in any medium or format, as long as you give\nappropriate credit to the original author(s) and the source, provide a link to\nthe Creative Commons licence, and indicate if changes were made. The images or\nother third party material in this article are included in the article's\nCreative Commons licence, unless indicated otherwise in a credit line to the\nmaterial. If material is not included in the article's Creative Commons\nlicence and your intended use is not permitted by statutory regulation or\nexceeds the permitted use, you will need to obtain permission directly from\nthe copyright holder. To view a copy of this licence, visit [\nhttp://creativecommons.org/licenses/by/4.0/\n](https://creativecommons.org/licenses/by/4.0/) .\n\n[ PMC Copyright notice ](/about/copyright/)\n\nPMCID: PMC10902235 PMID: [ 38418763\n](https://pubmed.ncbi.nlm.nih.gov/38418763/)\n\n## Abstract\n\n### Objectives\n\nEnergy consumption and carbon emissions from medical equipment like CT/MRI\nscanners and workstations contribute to the environmental impact of healthcare\nfacilities. The aim of this systematic review was to identify all strategies\nto reduce energy use and carbon emissions in radiology.\n\n### Methods\n\nIn June 2023, a systematic review (Medline/Embase/Web of Science) was\nperformed to search original articles on environmental sustainability in\nradiology. The extracted data include environmental sustainability topics (\n_e.g._ , energy consumption, carbon footprint) and radiological devices\ninvolved. Sustainable actions and environmental impact in radiology settings\nwere analyzed. Study quality was assessed using the QualSyst tool.\n\n### Results\n\nFrom 918 retrieved articles, 16 met the inclusion criteria. Among them, main\ntopics were energy consumption (10/16, 62.5%), life-cycle assessment (4/16,\n25.0%), and carbon footprint (2/16, 12.5%). Eleven studies reported that\n40\u201391% of the energy consumed by radiological devices can be defined as\n\u201cnonproductive\u201d (devices \u201con\u201d but not working). Turning-off devices during\nidle periods 9/16 (56.2%) and implementing workflow informatic tools (2/16,\n12.5%) were the sustainable actions identified. Energy-saving strategies were\nreported in 8/16 articles (50%), estimating annual savings of thousand\nkilowatt-hours (14,180\u2013171,000 kWh). Cost-savings were identified in 7/16\n(43.7%) articles, ranging from US $9,225 to 14,328 per device. Study quality\nwas over or equal the 80% of high-quality level in 14/16 (87.5%) articles.\n\n### Conclusion\n\nEnergy consumption and environmental sustainability in radiology received\nattention in literature. Sustainable actions include turning-off radiological\ndevices during idle periods, favoring the most energy-efficient imaging\ndevices, and educating radiological staff on energy-saving practices, without\ncompromising service quality.\n\n### Relevance statement\n\nA non-negligible number of articles \u2014 mainly coming from North America and\nEurope \u2014 highlighted the need for energy-saving strategies, attention to\nequipment life-cycle assessment, and carbon footprint reduction in radiology,\nwith a potential for cost-saving outcome.\n\n### Key points\n\n\u2022 Energy consumption and environmental sustainability in radiology received\nattention in the literature (16 articles published from 2010 to 2023).\n\n\u2022 A substantial portion (40\u201391%) of the energy consumed by radiological\ndevices was classified as \u201cnon-productive\u201d (devices \u201con\u201d but not working).\n\n\u2022 Sustainable action such as shutting down devices during idle periods was\nidentified, with potential annual energy savings ranging from 14,180 to\n171,000 kWh.\n\n### Graphical Abstract\n\n[\n](https://www.ncbi.nlm.nih.gov/core/lw/2.0/html/tileshop_pmc/tileshop_pmc_inline.html?title=Click%20on%20image%20to%20zoom&p=PMC3&id=10902235_41747_2024_424_Figa_HTML.jpg)\n\n### Supplementary Information\n\nThe online version contains supplementary material available at\n10.1186/s41747-024-00424-6.\n\n**Keywords:** Carbon emissions, Electricity, Energy savings, Environmental\nsustainability, Radiology\n\n## Introduction\n\nIn recent years, there has been a growing recognition of the urgent need for\nenvironmental sustainability across various sectors of society. As a result,\nindividuals, organizations, and industries are taking proactive steps to\nminimize their ecological footprint, to ensure not only environmental benefits\nbut also substantial economic savings [ 1 ]. Climate change is causing a\nrange of impacts on communities such as more frequent extreme weather, air\npollution, changing distribution of infectious diseases, mental health\nimpacts, and others [ 2 ].\n\nWithin the healthcare sector, environmental sustainability has emerged as a\ncritical concern [ 3 \u2013 5 ]. Healthcare facilities, including radiology\ndepartments, have traditionally been associated with high-energy consumption,\ncarbon emissions, waste generation, and the use of potentially harmful\nsubstances. However, the realization of the healthcare sector\u2019s substantial\ncontribution to environmental degradation has spurred a transformative shift\ntoward sustainability [ 6 , 7 ].\n\nIn this context, the Greenhouse Gas (GHG) Protocol Corporate Standard [ 8 ]\nestablishes standards and guidance for organizations in preparing GHG\nemissions inventories, outlined by the Kyoto Protocol. Its objectives include\nensuring a true and fair representation of emissions, simplifying inventory\ncompilation, providing data for strategic emissions management, facilitating\nparticipation in GHG programs, and enhancing consistency and transparency in\naccounting and reporting across companies and programs.\n\nIn addition, considering the categorization of the GHG Protocol Corporate\nStandard [ 8 ] for carbon emissions associated with companies (Scope 1 for\n\u201cdirect GHG emissions\u201d; Scope 2 for \u201celectricity indirect GHG emissions\u201d; and\nScope 3 for \u201cother indirect GHG emissions\u201d), health care facilities play a\nrole in all three of these categories.\n\nRadiology departments, crucial in the diagnosis and treatment of various\nmedical conditions, have a particular responsibility to align their practices\nwith environmental sustainability principles. Studies show that diagnostic\ndepartments account for about 9% of the carbon emission footprint in medicine\n[ 9 , 10 ]. The health sector is responsible for a part of the global\ngreenhouse gas emissions of about 4\u201310% [ 10 \u2013 12 ]. Other studies have\nshown that computed tomography (CT) and magnetic resonance imaging (MRI)\nequipment account for a large portion of the hospital\u2019s total energy\nconsumption and carbon emissions (Scope 2) [ 10 , 13 \u2013 17 ]. In\nradiology departments, the main contributor to climate change is high\nelectricity consumption caused by using energy-intensive medical devices such\nas CT scanners, MRI systems, and workstations [ 16 , 17 ]. Additionally, a\nsignificant portion of medical equipment remains on and nonproductive for\nnearly one-third of the day [ 14 ]. Furthermore, the cooling processes of\nradiology equipment and the energy consumption generated by the enterprise\npicture archiving and communication system (PACS) contribute significantly to\nthe energy consumption and carbon emission (Scope 1 and Scope 2) for\nhospitals, especially when these systems are left on overnight, as commonly\npracticed in radiology departments [ 16 ].\n\nIn an intermediate-size or large radiology department, a considerable number\nof workstations always remain in operation, regardless of their actual use.\nThis prevalent practice is particularly evident in hospital facilities, where\nhundreds of workstations contribute significantly to unnecessary energy\nconsumption. As a result, excessive energy waste exacerbates the environmental\nfootprint associated with radiology [ 18 ]. For those reasons, hospital\nradiology departments have great potential in reducing energy consumption,\nwhich is accessible by developing workflow optimization processes, using\ncontrol systems, and improving and optimizing the utilization of used\nequipment of imaging departments.\n\nTo our knowledge, the only systematic reviews published so far in the\nradiological area have focused on interventional radiology [ 19 ] and\nradiation oncology [ 20 ]. Therefore, the purpose of this systematic review\nwas to identify all strategies and approaches to minimize energy use and\ncarbon emissions in radiology departments.\n\n## Materials and methods\n\nNo ethics committee approval was needed to perform this systematic review, and\nit was reported according to the Preferred Reporting Items for Systematic\nReviews and Meta-Analyses (PRISMA) statement [ 21 ].\n\n### Systematic search\n\nIn June 2023, a systematic search was conducted on MEDLINE (PubMed), Embase\n(Elsevier), and Web of Science to find original articles on environmental\nsustainability in radiology department. The search was limited to original\nstudies written in English, published on peer-reviewed journals, with an\navailable abstract. The search strings were built using the following\nstrategy, based on the Population, Intervention, Comparison, and Outcome\n(PICO) model and adjusted for each database considering their own unique\nindexing systems, terminology, and search algorithms:\n\n * 'Environmental sustainability'/exp + synonyms \n\n * 'Radiology'/exp + synonyms OR 'radiology department'/exp \n\n * 'Energy consumption'/exp + synonyms OR 'carbon emission'/exp OR 'recycling'/exp OR 'waste'/exp\u201d \n\nThe full search strings were reported in Supplementary file 1 .\n\nThree researchers (A.R., G.R.B., and M.Z., with 1 to 7 years of experience in\ndiagnostic imaging research) performed in consensus an initial screening of\nthe retrieved articles, excluding reviews, case reports, and studies that only\ncomprised automatic computer analyses. The full text was downloaded for all\nstudies included at this first selection, and a second screening was\nperformed. Finally, references of included articles and reviews were manually\nsearched to check for further eligible studies.\n\nWe included a study if it was as follows: (1) focused on environmental\nsustainability strategies and (2) had sustainability endpoint in diagnostic\nradiology departments, radiology imaging services, or in diagnostic radiology\nmedical school. We excluded the following: (1) studies focused on hospitals in\ngeneral or in setting different from diagnostic radiology department; (2)\nreviews, editorials, and viewpoints; and (3) abstracts or conference\nproceedings.\n\n### Data extraction\n\nFor all articles included at the final selection, the same researchers who\nselected articles performed independently data extraction. In case of\ndisagreement among readers, arbitration was performed in consensus. For each\nstudy, the extracted data (when present) were as follows: year of publication;\ncontinent and country of publication; study design (prospective or\nretrospective); environmental sustainability topic (energy consumption, carbon\nfootprint, life-cycle assessment); type of carbon emission or energy\nconsumption (direct carbon emission/energy consumption, for diagnostic\nradiology activity delivery, or indirect carbon emission/energy consumption,\nfrom sources such as patients, students and workers travel, and resource life\ncycle); types of radiological devices involved; unit of measurements system;\ndata collection method; and sustainable actions described. Findings from the\nincluded studies that reported on environmental sustainability in the\nradiology setting are presented through a formal narrative synthesis.\n\n### Study quality appraisal\n\nOne researcher (A.R.) with 1 year of experience in diagnostic imaging research\nreviewed the quality of the included articles, using the QualSyst tool [ 22\n], using the checklist for qualitative studies.\n\n## Results\n\n### Study selection and methodological quality assessment\n\nStarting from 400 records identified through search query on MEDLINE, 823 on\nEmbase, and 474 on Web of Science and 8 identified through other sources such\nas references from included works, 918 were identified after duplicates\nremoved. A total of 858 articles were excluded from title and abstract, while\nthe remaining 60 were downloaded for individual assessment.\n\nFinally, a total of 16 articles which matched the inclusion criteria were\neligible for narrative synthesis. A flowchart of study selection is shown in\nFig. 1 .\n\n#### Fig. 1.\n\n[\n](https://www.ncbi.nlm.nih.gov/core/lw/2.0/html/tileshop_pmc/tileshop_pmc_inline.html?title=Click%20on%20image%20to%20zoom&p=PMC3&id=10902235_41747_2024_424_Fig1_HTML.jpg)\n\n[ Open in a new tab ](figure/Fig1/)\n\nFlowchart depicting the study selection process, according to the Preferred\nReporting Item for Systematic Reviews and Meta-Analyses (PRISMA)\n\n### Characteristics of the included publications\n\nBaseline characteristics of articles are summarized in Table 1 . Full\ndatabase is published in Zenodo repository for data sharing\n(10.5281/zenodo.10473106). Two descriptive surveys were among the included\npublications [ 23 , 24 ]. The remaining articles reported the results of\nstudies on carbon footprint, consumption, and energy savings in diagnostic\nradiology departments using various quantitative descriptive methods. Seven\narticles originated from the USA, three from Switzerland, and two from the UK\nand also included contributions from Ireland, Canada, Australia, and Germany.\n\n#### Table 1.\n\nThis table provides a brief overview of the included studies, their\nsustainable actions, and principal results\n\nStudy | Country | Topic | GHG Protocol Corporate Standard scopes | Setting | Devices | Aim/objective | Sustainable actions | Principal results \n---|---|---|---|---|---|---|---|--- \nWoolen (2023) [ 25 ] | USA | Energy consumption | Scope 2 | Radiology imaging service | MRI scanners | Consumption and potential energy saving | Turning off MRI scanners during idle periods | Projected annual energy consumption per scanner: 82,700\u2013171,100 kWh Nonproductive energy: 72\u201391% of total consumption \nGendy (2022) [ 24 ] | UK | Carbon footprint | Scope 1, Scope 2 | Radiology imaging service | N/a | Current attitudes to environmental sustainably in radiology | Reducing travel, energy-saving measures | 92% of survey participants showed high concern about climate crisis \nBrown (2022) [ 26 ] | Canada | Energy consumption | Scope 2 | Radiology imaging service | CT scanners | Consumption and potential energy saving | Turn off CT scanners in nonoperational hours | Potential energy saving for 1 CT scanner: 14,180 kWh per year Nonproductive energy: 40\u201380% of total consumption \nMcAlister (2022) [ 27 ] | Australia | Life-cycle assessment | Scope 2, Scope 3 | Radiology imaging service | Ultrasound, x-ray, CT and MRI scanners | Greenhouse gas emissions and direct and indirect energy consumption | Reducing unnecessary imaging, choose lower energy imaging exams, turning off devices during idle periods | CO 2 emissions were 17.5 kg/scan for MRI, 9.2 kg/scan for CT, 0.8 kg/scan for x-ray, and 0.5 kg/scan for US \nPeters (2021) [ 23 ] | UK | Carbon footprint | Scope 1 | Radiology training | N/a | Environmental impact of radiology trainees travel | Reducing travel, teleconferencing, and distance learning | Total emissions by radiology trainees: 122.5 tonnes of CO 2 \nB\u00fcttner (2021) [ 18 ] | Germany | Energy consumption | Scope 2 | Radiology imaging service | Monitors and workstations in radiology department | Consumption and potential energy saving | Energy-saving plan with automated shutdown/restart of workstations during idle periods | Potential energy consumption saving: 35,970 kWh (22.2 tons of CO 2 and 14,388.28 USD/year) \nHainc (2020) [ 13 ] | Switzerland | Energy consumption | Scope 2 | Radiology imaging service | Monitors and workstations in Radiology department | Consumption and potential energy saving | Turning off devices during idle periods | 23,692 kWh potential energy saving per year, 45% of the initial energy consumption \nHeye (2020) [ 14 ] | Switzerland | Energy consumption | Scope 2 | Radiology imaging service | CT and MRI Scanners | Consumption and potential energy saving | Energy and cost-saving during idle and system-off states can be converted to more energy-efficient operating modes | Energy consumption imaging 614,825 kWh per year CT idle period: 78% (42 867 kWh) MRI idle period: 5.5\u201313.4% (8,177\u201316 038 kWh) \nAlshqaqeeq (2020) [ 28 ] | USA | Energy consumption | Scope 2 | Radiology imaging service | Ultrasound, x-ray, CT and MRI Scanners | Appropriateness of imaging exams related with energy consumption | Choose lower energy imaging exams | Potential US healthcare improvement: 24\u2013240 million kWh per year (US $2.5\u2013$25 million dollars per year) \nBrodbeck (2019) [ 29 ] | Switzerland | Energy consumption | Scope 2 | Radiology imaging service | N/a | Energy consumption | Development of informatic tools | Inform energy reduction strategies and improve scan protocols \nEsmaeili (2018) [ 30 ] | USA | Life-cycle assessment | Scope 2, Scope 3 | Radiology imaging service | MRI imaging services (MRI scanners and MRI room devices) | Greenhouse gas emissions and direct and indirect energy consumption | N/a | MRI scanner life-cycle energy: 104 kWh per patient 28% inhospital energy consumption (direct) 72% out-hospital energy consumption (indirect) \nMartin (2018) [ 31 ] | USA | Life-cycle assessment | Scope 2, Scope 3 | Radiology imaging service | Ultrasound, CT, and MRI scanners | Greenhouse gas emissions and direct and indirect energy consumption | N/a | Ultrasound has the least environmental impact compared to CT and MRI \nEsmaeili (2015) [ 32 ] | USA | Life-cycle assessment | Scope 2, Scope 3 | Radiology imaging service | CT imaging services (CT scanners and CT room devices) | Carbon footprint of CT scans by quantifying inhospital and out-of-hospital energy use | Expanding radiologists\u2019 knowledge of unseen energy impacts of CT scans | CT scan life-cycle energy: 24\u201334 kWh per scan 25% inhospital energy consumption (direct) 75% out-hospital energy consumption (indirect) \nMcCarthy (2014) [ 33 ] | Ireland | Energy consumption | Scope 2 | Radiology imaging service | Monitors and workstations in radiology department | Consumption and potential energy saving | Turning off computers, air-conditioning units, enabling sleep mode | 116.304 kWh potential energy saving per year US $11,629 potential cost-saving per year 15 metric tons of CO 2 emissions per year \nEsmaeili (2011) [ 34 ] | USA | Energy consumption | Scope 2 | Radiology imaging service | CT imaging services (CT scanners and CT room devices) | Energy consumed per month by CT machine in different states | Energy savings during CT idle period | Potential energy savings: 2,065 KWh per month (88% of the total) \nPrasanna (2011) [ 35 ] | USA | Energy consumption | Scope 2 | Radiology imaging service | Monitors and workstations in radiology department | Consumption and potential energy saving | Turn off devices at the end of workday and on weekends | Potential energy and cost savings: 76.31% (83,866.6 kWh and US $9,225.33, respectively) \n \n[ Open in a new tab ](table/Tab1/)\n\n### Topics, settings and devices\n\nThe main topics of articles related to environmental sustainability are as\nfollows:\n\n * Energy consumption and nonproductive periods of radiology devices (10/16, 62.5%) \n\n * Life-cycle assessment (4/16, 25.0%) \n\n * Carbon footprint and environmental impact (2/16, 12.5%) \n\nIn the field of diagnostic radiology, inhospital services are the main\ninvestigation\u2019s setting (14/16, 87.5%), followed by radiology training areas\n(2/16, 12.5%). Diagnostic radiology devices were considered in 13 studies [\n13 , 14 , 18 , 25 \u2013 28 , 30 \u2013 35 ]. In particular, the devices\nwhose energy consumption or environmental impact has been most studied are CT\nscanners (7/16, 43.7%), followed by MRI scanners (6/16, 37.5%), monitors and\nworkstations (4/16, 25.0%), and ultrasound scanners (3/16, 18.7%).\n\nIn summary, as shown in Fig. 2 , the main issues on which studies in the\nliterature have focused mainly concern the electricity consumption of\ndiagnostic radiology equipment during the period of operation. Only a small\nproportion of them evaluate the entire life cycle of the equipment.\n\n#### Fig. 2.\n\n[\n](https://www.ncbi.nlm.nih.gov/core/lw/2.0/html/tileshop_pmc/tileshop_pmc_inline.html?title=Click%20on%20image%20to%20zoom&p=PMC3&id=10902235_41747_2024_424_Fig2_HTML.jpg)\n\n[ Open in a new tab ](figure/Fig2/)\n\nNumber of articles grouped by topic of environmental impact\n\n### Energy consumption and potential energy saving\n\nA total of 11 studies [ 13 , 14 , 18 , 25 \u2013 29 , 33 \u2013 35 ]\nfocused on energy consumption in radiology departments and identified\npotential areas for improvement. In 8 of these 11 studies [ 13 , 14 , 18\n, 25 , 26 , 33 \u2013 35 ], the authors used real-time meters\nelectricity/power consumption, as a tool of measuring the electricity\nconsumed. Alshqaqeeq et al. [ 28 ] evaluated the appropriateness of imaging\nexaminations in relation to energy consumption described for each type of\nimaging exam. Moreover, the unit of measurement adopted to describe\nelectricity consumed is kilowatt-hour (kWh) in 9 out of 11 articles [ 13 ,\n14 , 18 , 25 , 26 , 28 , 33 \u2013 35 ]. In addition to electrical\nenergy expressed in kWh, some authors use carbon dioxide equivalent (CO 2\n-eq), as scope 2 emissions, to describe environmental impact (3/11) [ 18 ,\n25 , 27 , 33 ] and cost (US dollars) to describe economic impact of\nradiology service\u2019s activity (7/11) [ 14 , 18 , 25 , 28 , 29 , 33\n, 35 ].\n\nIn all studies about energy consumption, it was observed that the energy\nconsumption of diagnostic radiology devices, such as MRI scanners and CT\nscanners, constituted a significant portion of the overall energy usage.\nTurning off devices during idle periods was highlighted as a sustainable\naction. Studies reported that a considerable percentage (ranging from 40 to\n91%) [ 13 , 14 , 25 \u2013 27 , 34 , 35 ] of the energy consumption by\nthese devices was defined as non-productive, emphasizing the need for\noptimizing device usage and reducing idle times.\n\nSustainable actions aimed at energy saving and cost reduction were explored in\nthe literature [ 13 , 14 , 18 , 25 \u2013 29 , 33 \u2013 35 ]. Turning off\ndevices during idle period strategies were reported in 9/16 (56.2%) articles [\n13 , 14 , 18 , 25 \u2013 27 , 33 \u2013 35 ], and implementing informatic\ntools for workflow in 2/16 (12.2%) articles [ 14 , 29 ] and optimizing\noperating modes in 2/16 (12.2%) articles [ 27 , 28 ] were effective\napproaches. Significant potential energy savings were reported in 8/16 (50%)\narticles, with studies estimating annual savings ranging from thousands to\ntens of thousands of kWh (ranging from 14,180 to 171,000 kWh) [ 13 , 14 ,\n18 , 25 , 26 , 33 \u2013 35 ]. Cost savings were also identified in 7/16\n(43.7%) articles [ 14 , 18 , 25 , 28 , 29 , 33 , 35 ],\nemphasizing the economic benefits of energy-efficient practices applied to the\nanalyzed radiology devices.\n\n### Life-cycle assessment\n\nFour studies [ 27 , 30 \u2013 32 ] conducted life-cycle assessments to\nevaluate the overall energy consumption and environmental impact associated\nwith radiology services. These assessments considered both direct energy\nconsumption within the hospital setting and indirect energy consumption\nassociated with the manufacturing, transportation, and disposal of imaging\ndevices. In these four studies, a transparent and detailed life-cycle\nassessments approach not only is used to assess the direct and indirect energy\nimpact of radiological devices but also frequently includes the evaluation of\npublic health implications. Among medical imaging modalities, ultrasounds are\nfound to have the least environmental impact, significantly different from\nother modalities. For MRI, the carbon footprint associated with the entire\nindividual service has been measured up to a maximum of 22.4 kg of CO 2 -eq,\nas Scope 2 and Scope 3 emissions. This value includes both inhospital process\nenergy (29 kWh per patient) and off-hospital energy (about 75 kWh per\npatient), required not only for electricity generation during its medical use\nbut also for the manufacturing of the MRI scanner itself and disposable and\nreusable products used during diagnostic activities. Only approximately 28% of\nthe total MRI life-cycle energy is used for image acquisition, suggesting\npotential improvements to reduce the environmental impact [ 27 , 30 ].\nHowever, there is relatively less attention given to the deactivation and\ndisposal of radiological equipment. These analyses provide a basis for\ncomparing environmental impacts across different imaging modalities throughout\ntheir entire life cycle, with implications for cost-effectiveness analyses and\nthe development of sustainable policies in the medical field.\n\n### Attitudes and perception\n\nTwo studies [ 23 , 24 ] provided insights into the attitudes and\nperceptions of radiology staff toward environmental sustainability. In both\nstudies, the survey method was used. In the first study [ 23 ], the\nenvironmental impact of radiology students\u2019 travel during their internship was\nassessed. Based on the responses, the environmental impact of the students\u2019\ntravel was calculated (the total emissions released by all radiology trainees\nwould be 122.5 tons of CO 2 , equating to 73.8 return flights from London to\nNew York), and suggestions were made to improve their environmental\nsustainability. For example, trainers and trainees were happy to use e-mail or\nvideo links, rather than face to face during the training, to reduce their\nenvironmental impact. In the second study [ 24 ], an online survey was\nconducted among radiology staff to assess their attitudes towards the climate\nemergency. The results showed a high level of concern regarding this issue.\nActive commuting represents only a small percentage of the travel related to\nradiology services. Energy-saving measures are commonly implemented in\nradiology departments, but they constitute only a fraction of the overall\nenergy usage.\n\nThese two studies have shown that there is a common sensitivity among\nradiology staff regarding the environmental impact topic. Further surveys,\nincluding international ones, would be desirable to gain a broader\nunderstanding of the perception of the theme of energy sustainability.\nHowever, there is already significant potential to reduce the carbon footprint\nof radiology services by minimizing travel, both for work and training in\nradiology.\n\n### Quality appraisal\n\nQualSyst total score ranged from 50.0 [ 29 ] to 100.0% [ 14 , 25 \u2013 27\n] (median 90%, interquartile range 80\u201395%) with 14/16 (87.5%) articles [ 13\n, 14 , 18 , 23 \u2013 28 , 30 , 32 \u2013 35 ] over or equal to the 80% of\nhigh-quality level. The included studies performed poorly on the quality of\ndata collection and analysis and on the use of verification measures in\nsufficient detail. Table 2 represents the full results of QualSyst quality\nassessment of included publications.\n\n#### Table 2.\n\nThis table provides full results of QualSyst quality assessment of included\npublications\n\n| | Study \n---|---|--- \nCriteria | Prasanna (2011) [ 35 ] | Esmaeili (2011) [ 34 ] | McCarthy (2014) [ 33 ] | Esmaeili (2015) [ 32 ] | Martin (2018) [ 31 ] | Esmaeili (2018) [ 30 ] | Brodbeck (2019) [ 29 ] | Alshqaqeeq (2020) [ 28 ] | Heye (2020) [ 14 ] | Hainc (2020) [ 13 ] | B\u00fcttner (2021) [ 18 ] | Peters (2021) [ 23 ] | McAlister (2022) [ 27 ] | Brown (2022) [ 26 ] | Gendy (2022) [ 24 ] | Woolen (2023) [ 25 ] \nQuestion/objective sufficiently described? | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nStudy design evident and appropriate? | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 2 | 2 \nContext for the study clear? | 2 | 2 | 2 | 2 | 1 | 2 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nConnection to a theoretical framework/wider body of knowledge? | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nSampling strategy described, relevant, and justified? | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 1 | 2 | 2 | 2 | 2 | 2 \nData collection methods clearly described and systematic? | 2 | 1 | 1 | 1 | 1 | 1 | 0 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nData analysis clearly described and systematic? | 2 | 1 | 1 | 1 | 1 | 1 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nUse of verification procedure(s) to establish credibility? | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 2 | 1 | 1 | 1 | 2 | 2 | 1 | 2 \nConclusions supported by the results? | 1 | 1 | 2 | 2 | 1 | 2 | 1 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 \nReflexivity of the account? | 2 | 2 | 2 | 1 | 1 | 1 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 1 | 2 \n**Total (0\u201320)** | **18 (90%)** | **16 (80%)** | **17 (85%)** | **16 (80%)** | **14 (70%)** | **16 (80%)** | **10 (50%)** | **18 (90%)** | **20 (100%)** | **19 (95%)** | **17 (85%)** | **19 (95%)** | **20 (100%)** | **20 (100%)** | **18 (90%)** | **20 (100%)** \n \n[ Open in a new tab ](table/Tab2/)\n\n## Discussion\n\nThis systematic review provides a comprehensive overview of various studies\nthat explore crucial aspects such as energy consumption patterns, carbon\nfootprint, and sustainable initiatives implemented within radiology\ndepartments in diverse countries. The key outcomes from these studies\ncollectively illuminate the current state of environmental practices in\nradiology departments and may contribute valuable insights to explore and\npromote eco-friendly approaches in the field.\n\nOne prominent finding was the high-energy consumption associated with medical\ndevices installed in radiology departments. The studies highlighted the need\nfor optimizing device usage and reducing idle periods to address the\nnonproductive energy consumption, which accounted for a substantial portion of\nthe overall energy usage. This nonproductive energy consumption accounted for\na valuable proportion of the overall energy usage, ranging from 40 to 91% in\nthe studies [ 13 , 14 , 25 \u2013 27 , 34 , 35 ]. Studies taking into\nconsideration shutting down MRI and CT units during idle periods [ 14 , 25\n\u2013 27 , 30 \u2013 32 , 34 ] have shown that it is possible to make radiology\ndepartments more energy efficient, showing significant benefits in terms of\nenvironmental sustainability, with energy savings ranging from 14,180 to\n171,000 kWh per year and annual cost savings ranging from US $9,225 to 14,328\nper device. The energy consumption of the reporting workstations is also not\nnegligible and can be achieved through simple changes in device configuration,\nenabling for example automatic shutdown after long periods of inactivity [ 13\n, 18 , 33 , 35 ]. Other aspects reported by Woolen et al. [ 36 ]\ninclude strategies for reducing consumables, waste, heating and cooling\nequipment, and emissions from equipment disposal and replacement.\n\nAdditionally, four studies highlighted the importance of considering the\noverall life-cycle energy consumption of diagnostic units [ 27 , 30 \u2013 32\n]. This includes not only the energy consumed during their operational phases\nbut also the energy expended during the manufacturing, transportation, and\ndisposal stages, providing insights into potential areas for improvement. An\nunexplored topic in environmental impact in the life cycle of radiological\nequipment concerns their obsolescence and renewal [ 37 , 38 ], in which\nthe need for planned equipment renewal is stated to avoid failures and delays\nin diagnosis and patient care. Radiology devices are composed of plastics,\nmetals, and rare-earth elements that, if not properly disposed of, can cause\nenvironmental pollution [ 37 ].\n\nAnother result was the growing concern among radiology staff regarding the\nclimate change. Survey-based studies revealed a high level of awareness and a\nwillingness to engage in sustainable practices. The findings highlighted the\nimportance of promoting environmentally conscious behaviors, such as reducing\ntravel, implementing energy-saving measures, and embracing teleconferencing\nand distance learning options [ 23 , 24 ]. These actions not only\ncontribute to carbon footprint reduction but also align with the broader\nsustainability goals of healthcare systems. For the future, there is a need to\nfoster and promote the environmental culture even more in radiological staff\nhealthcare workers.\n\nThe dissemination of training courses, learning groups, teleconferencing, and\nremote consultations must be promoted and implemented within radiology\nservices. The goal must be to reduce the ~ 1.85 tons of CO 2 , calculated by\nPeters et al. [ 23 ], caused by the travel of radiology staff for work and\ntraining. While online participation in health conferences or training courses\nmay present challenges related to the perceived quality of education by\nlearners and potential disparities in user experience due to factors such as\nInternet bandwidth and real-time or synchronous delivery, a thorough\nevaluation of the pros and cons is imperative for both environmental\nsustainability and the quality of ongoing education. However, findings by\nVaona et al. [ 39 ] suggest that, when compared to traditional learning,\ne-learning may have little or no impact on patient outcomes or health\nprofessionals\u2019 behaviors, skills, or knowledge. While e-learning could be more\neffective in specific medical education settings, overarching claims of its\ninherent superiority over traditional learning may be misleading.\n\nTwo studies [ 14 , 29 ] highlighted the importance of informatics tools\nfor analyzing workflow and energy consumption. These tools offer valuable data\nto inform energy reduction strategies and optimize scan protocols, leading to\nmore energy-efficient practices in radiology departments. In addition, these\ntools allow to reduce energy consumption considering an organizational\napproach ( _e.g._ , turning off equipment when there is no work activity)\nwithout evaluating an engineering approach, which has been used in other\npublished work in the healthcare field [ 4 , 5 ].\n\nOn the topic of carbon emissions, there is limited analysis of the total data.\nNo specific article identifies the type of carbon emission according to the\nGHG Protocol Corporate Standard [ 8 ]. When discussing space heating or\ncooling, vehicle travel by healthcare professionals is considered within the\nScope 1 category of direct GHG emissions. On the other hand, emissions from\nenergy consumption or the production of equipment fall under Scope 2 and Scope\n3, representing electricity or other indirect GHG emissions.\n\nProper classification of emissions in the radiology area is important because\nin some cases a diagnostic activity does not always necessarily correspond to\na carbon emission. For example, if the energy used to operate CT and MRI\nscanners was derived from production through photovoltaic panels, the carbon\nemissions would be close to zero.\n\nThe other side of the coin on the topic of sustainability in radiology\nconcerns the effective management of waste generated during clinical\nactivities [ 17 ]. These wastes can result in significant carbon emissions\nand financial burdens for radiology departments [ 40 ]. For example,\nresidual and unwanted effects of iodinated and gadolinium-based contrast\nagents are often disposed of in wastewater systems or clinical waste streams,\ncontributing to increased environmental pollution. However, there are virtuous\nexamples where these contrast agents are collected and recovered, as\ndemonstrated by initiatives such as the GREENWATER study [ 41 ] and other\nexperiences [ 40 , 42 ]. This study aims to assess the actual amounts of\niodinated and gadolinium-based contrast agents recoverable from patient urine\ncollected after CT and MRI examinations.\n\nDifferent reviews on the topic of energy conservation in diagnostic radiology\ncan be found in the literature, but none of them presents a systematic\napproach [ 10 , 36 , 43 ]. In the field of interventional radiology [\n19 , 44 ], where studies related to environmental sustainability in the\noperating room were also considered, the same issues of equipment energy\nconsumption, carbon footprint associated with medical activities, and staff\nawareness in environmental sustainability were identified. Waste generation\nand recycling of material used during interventional procedures were also\nadded to these topics. Both, although not identified in the selected articles\nin our literature review, could also be associated with diagnostic radiology\nactivities. Shum et al. [ 19 ] concluded that there is a need to discuss\nenvironmental awareness in their day-to-day conversation and actively\ncontribute to the global green movement by delivering practical actions to\nclinical practice. In the literature review related to environmental\nsustainability in radiation oncology [ 20 ], the recurring themes are always\ncarbon footprint and electricity consumption, thus demonstrating how these two\nthemes are the most frequent throughout the literature related to the macro\narea of radiology. Bloom et al. [ 20 ] identify that there are several gaps\nin the literature which were identified including comparison of various\ntreatment modalities such as single _versus_ multifraction treatment and\nphoton _versus_ proton _versus_ carbon therapy energy requirements.\n\n### Study limitations\n\nDespite the valuable insights provided by the included studies, this\nsystematic review has some limitations that should be taken into\nconsideration. Firstly, the scope of this review is limited to the studies\navailable within the selected timeframe and databases. Although efforts were\nmade to include a wide range of articles, it is possible that some relevant\nstudies were inadvertently excluded, even considering those publications that\nare not published in English language. Secondly, the generalizability of the\nfindings of the included studies may be limited due to the variability in\nstudy designs, settings, and geographic locations. The included studies were\nconducted in different countries, with variations in healthcare systems,\ninfrastructure, and energy sources. These contextual factors can influence\nenergy consumption patterns and sustainability practices in radiology\ndepartments, making it challenging to draw universal conclusions. Furthermore,\nthe heterogeneity of the data collected across studies poses a challenge for\ndirect comparisons and synthesis. Variations in the unit of measurement, data\ncollection methods, and outcome reporting may impact the precision and\nconsistency of the results. The differences in measurement units ( _e.g._ ,\nkWh, kg CO 2 -eq, US dollar per kWh) and data collection methods ( _e.g._ ,\nreal-time metered electricity consumption, survey responses) may introduce\nsome degree of uncertainty and make it challenging to directly compare the\nfindings. It is also important to acknowledge the potential presence of\npublication bias in systematic reviews. Studies with statistically significant\nor positive results are more likely to be published, while studies with null\nor negative findings may be underrepresented [ 45 ]. This bias may affect\nthe overall conclusions drawn from the included studies. Lastly, the review\nrelies on the quality and rigor of the included studies. While efforts were\nmade to ensure the inclusion of high-quality studies, variations in study\ndesign, sample size, and methodology may influence the reliability and\nvalidity of the findings. Through the QualSyst tool, the overall quality can\nbe considered as satisfactory, with a median article quality equal to 90%\n(interquartile range 80\u201395%).\n\n## Conclusions\n\nIn conclusion, this systematic review emphasizes the importance of\nenvironmental sustainability in radiology departments and the potential for\nenergy savings, carbon footprint reduction, and cost optimization through\nsustainable actions like the following:\n\n * Turning off devices during idle period helps to save energy and consequently reduce emissions and costs. \n\n * Implementing power management informatic systems that automatically turn off or reduce the power consumption of idle equipment when not in use \n\n * Investing in teleradiology and promoting remote collaboration and consultations can lead to lower carbon emissions. \n\n * Favoring the most energy-efficient diagnostic technique and energy-efficient imaging devices in relation to the clinical question, without compromising the quality of service. \n\n * Educating radiological staff regarding energy-saving practices and sustainability goals. \n\nThe findings provide valuable insights for healthcare providers, policymakers,\nand researchers to develop strategies and initiatives aimed at promoting\nenvironmental sustainability in radiology practice. By implementing these\nmeasures, radiology departments can contribute to a greener and more\nsustainable healthcare system, aligning with global sustainability goals and\nensuring the well-being of both patients and the planet. In the future, it\nwill be necessary to prospectively evaluate the introduction of sustainable\nactions in entire radiology departments, considering the life cycles of\nradiology equipment with a focus on the costs and environmental impact of\naging and refurbishing units. In the next future, a radiology department could\nalso be evaluated for its quantified level of environmental sustainability,\nopening a virtuous competition among hospitals and centers.\n\n## Supplementary Information\n\n[ 41747_2024_424_MOESM1_ESM.docx\n](/articles/instance/10902235/bin/41747_2024_424_MOESM1_ESM.docx) (21.3KB,\ndocx)\n\n**Additional file 1. Supplementary file 1. Supplementary Methods.** Literature\nsearch strategy. Full search strings.\n\n## Acknowledgements\n\nThis work has been conducted within the framework of the European Network for\nthe Assessment of Imaging in Medicine (EuroAIM), a research platform of the\nEuropean Institute for Biomedical Research (EIBIR) under the umbrella of the\nEuropean Society of Radiology ( [ http://www.eibir.org/scientific-\nactivities/jointinitiatives/euroaim/ ](http://www.eibir.org/scientific-\nactivities/jointinitiatives/euroaim/) ). Francesco Sardanelli is chair of the\nEuroAIM initiative, while Andrea Roletto and Moreno Zanardo are members of the\nEuroAIM working group.\n\n## Abbreviations\n\nCO 2 -eq\n\n \n\nCarbon dioxide equivalent\n\nCT\n\n \n\nComputed tomography\n\nGHG\n\n \n\nGreenhouse gas\n\nMRI\n\n \n\nMagnetic resonance imaging\n\nkWh\n\n \n\nKilowatt-hour\n\n## Authors\u2019 contributions\n\nSubstantial contributions to the conception or design of the work, AR and SZ;\nliterature search, AR and MZ; article selection, AR, MZ, and GRB; drafting of\nthe manuscript, AR and MZ; critical revision of the manuscript for important\nintellectual content, MZ, GRB, DC, FS, and SZ; and supervision, DC, FS, and\nSZ. All authors have read and agreed to the published version of the\nmanuscript.\n\n## Funding\n\nThis research did not receive any specific grant from funding agencies in the\npublic, commercial, or not-for-profit sectors.\n\n## Availability of data and materials\n\nFull database is published in Zenodo repository for data sharing. See: Roletto\nA, Zanardo M, Bonfitto GR, Catania D, Sardanelli F, Zanoni S. (2024). The\nenvironmental impact of energy consumption and carbon emissions in radiology\ndepartments: a systematic review [Data set]. Zenodo. 10.5281/zenodo.10473106.\n\n## Declarations\n\n### Ethics approval and consent to participate\n\nNot applicable.\n\n### Consent for publication\n\nNot applicable.\n\n### Competing interests\n\nFS has received research grants from Bayer Healthcare, General Electric\nHealthcare, and Bracco. The other authors declare that they have no competing\ninterests.\n\nIn addition, FS is the Editor-in-Chief of _European Radiology Experimental_ ;\nfor this reason, he was not involved in any way in the revision/decision\nprocess regarding this manuscript, which was completely managed by the Deputy\nEditor, Dr. Akos Varga-Szemes (Medical University of South Carolina,\nCharleston, SC, USA).\n\n## Footnotes\n\n**Publisher\u2019s Note**\n\nSpringer Nature remains neutral with regard to jurisdictional claims in\npublished maps and institutional affiliations.\n\n## References\n\n * 1\\. Zanoni S, Bettoni L, Glock CH. Energy implications in a two-stage production system with controllable production rates. Int J Prod Econ. 2014;149:164\u2013171. doi: 10.1016/j.ijpe.2013.06.025. 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Biochem Med (Zagreb) 27 10.11613/BM.2017.030201 [ [ DOI ](https://doi.org/10.11613/BM.2017.030201) ] [ [ PMC free article ](/articles/PMC5696751/) ] [ [ PubMed ](https://pubmed.ncbi.nlm.nih.gov/29180912/) ] \n\n## Associated Data\n\n_This section collects any data citations, data availability statements, or\nsupplementary materials included in this article._\n\n### Supplementary Materials\n\n[ 41747_2024_424_MOESM1_ESM.docx\n](/articles/instance/10902235/bin/41747_2024_424_MOESM1_ESM.docx) (21.3KB,\ndocx)\n\n**Additional file 1. Supplementary file 1. Supplementary Methods.** Literature\nsearch strategy. Full search strings.\n\n### Data Availability Statement\n\nFull database is published in Zenodo repository for data sharing. See: Roletto\nA, Zanardo M, Bonfitto GR, Catania D, Sardanelli F, Zanoni S. (2024). The\nenvironmental impact of energy consumption and carbon emissions in radiology\ndepartments: a systematic review [Data set]. Zenodo. 10.5281/zenodo.10473106.\n\n* * *\n\nArticles from European Radiology Experimental are provided here courtesy of\n**Springer**\n\n## ACTIONS\n\n * [ View on publisher site ](https://doi.org/10.1186/s41747-024-00424-6)\n * [ PDF (1.6 MB) ](pdf/41747_2024_Article_424.pdf)\n * * * ## PERMALINK \n\n## RESOURCES\n\n###\n\n###\n\n###\n\n## Cite\n\n * * Download .nbib .nbib \n * \n\n## Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter) ](https://twitter.com/ncbi) [ NCBI on\nFacebook ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter) ](https://twitter.com/nlm_nih) [ NLM\non Facebook ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine \n8600 Rockville Pike \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n 4d-77.0988323)\n\n * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n * [ Help ](https://support.nlm.nih.gov/)\n * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n * [ NLM ](https://www.nlm.nih.gov/)\n * [ NIH ](https://www.nih.gov/)\n * [ HHS ](https://www.hhs.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n\n",
"url": "https://pmc.ncbi.nlm.nih.gov/articles/PMC10902235/"
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"page_content": "This site needs JavaScript to work properly. Please enable it to take\nadvantage of the complete set of features!\n\nClipboard, Search History, and several other advanced features are temporarily\nunavailable.\n\nSkip to main page content\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[ Access keys ](https://www.ncbi.nlm.nih.gov/guide/browsers/#ncbi_accesskeys)\n[ NCBI Homepage ](https://www.ncbi.nlm.nih.gov) [ MyNCBI Homepage ](/myncbi/)\nMain Content Main Navigation\n\n * Clipboard \n * [ My Bibliography ](https://account.ncbi.nlm.nih.gov/?back_url=https%3A%2F%2Fpubmed.ncbi.nlm.nih.gov%2F38037489%2F%23open-bibliography-panel)\n * [ Collections ](https://account.ncbi.nlm.nih.gov/?back_url=https%3A%2F%2Fpubmed.ncbi.nlm.nih.gov%2F38037489%2F%23open-collections-panel)\n * Citation manager \n\nDisplay options\n\nFormat\n\n## Save citation to file\n\n## Email citation\n\n### Add to Collections\n\n### Add to My Bibliography\n\n## Your saved search\n\n## Create a file for external citation management software\n\n## Your RSS Feed\n\nDisplay options\n\nFormat\n\n## Abstract\n\n**Background:** Epidural steroid injections are common procedures in physical\nmedicine and rehabilitation practice. However, their environmental impact has\nnot been characterized.\n\n**Objective:** The primary aim is to estimate and compare the carbon footprint\nof two standard injection kits used to perform epidural steroid injections at\na single academic institution. Secondary objectives were (1) to create a step-\nby-step guide for estimating the carbon footprint of materials and (2) to\nsurvey physicians on practice patterns and identify areas for improvement.\n\n**Design:** Pilot study.\n\n**Setting:** Academic medical center.\n\n**Participants:** N/A.\n\n**Interventions:** N/A.\n\n**Outcome measures:** Carbon emissions measured in CO 2 equivalents (CO 2\neq).\n\n**Methods:** Using guidance from the Greenhouse Gas Protocol, the carbon\nfootprint of the two kits was estimated by taking the sum of carbon emissions\nresulting from the production of the kit materials and the carbon emissions\nresulting from the waste disposal of the kit materials.\n\n**Results:** The carbon footprint of the transforaminal epidural steroid\ninjection (TFESI) kit was estimated at 1.328 kg CO 2 eq. The carbon\nfootprint of the interlaminar epidural steroid injection (ILESI) kit was\nestimated at 2.534 kg CO 2 eq. For both kits, the carbon emissions resulting\nfrom the production of the kits were greater than the emissions resulting from\ndisposal. The survey of interventionalists performing TFESI revealed all\nrespondents required materials in addition to those provided in the standard\nepidural kit. Despite this, kit materials were typically wasted in 62% of\nrespondents.\n\n**Conclusion:** Creating a methodology for quantifying carbon emissions is the\nfirst step to reducing carbon emissions. Once emissions are measured, the\nhealth care industry can determine the most effective strategies for reducing\nits impact. Our analysis has shown that it is feasible to perform emissions\ncalculations and delineates a clear method with publicly available resources.\nSolutions to reduce epidural injection carbon footprint waste may include\nimproved kit customization.\n\n\u00a9 2023 American Academy of Physical Medicine and Rehabilitation.\n\n[ PubMed Disclaimer ](/disclaimer/)\n\n## Similar articles\n\n * [ Developing a carbon footprint model and environmental impact analysis of municipal solid waste transportation: A case study of Tehran, Iran. ](/37843987/)\n\nRouhi K, Shafiepour Motlagh M, Dalir F. Rouhi K, et al. J Air Waste Manag\nAssoc. 2023 Dec;73(12):890-901. doi: 10.1080/10962247.2023.2271424. Epub 2023\nNov 27. J Air Waste Manag Assoc. 2023. PMID: 37843987\n\n * [ Assessment of carbon footprint emissions and environmental concerns of solid waste treatment and disposal techniques; case study of Malaysia. ](/28935377/)\n\nMalakahmad A, Abualqumboz MS, Kutty SRM, Abunama TJ. Malakahmad A, et al.\nWaste Manag. 2017 Dec;70:282-292. doi: 10.1016/j.wasman.2017.08.044. Epub 2017\nSep 19. Waste Manag. 2017. PMID: 28935377\n\n * [ Adverse Event Rates Associated with Transforaminal and Interlaminar Epidural Steroid Injections: A Multi-Institutional Study. ](/26593277/)\n\nEl-Yahchouchi CA, Plastaras CT, Maus TP, Carr CM, McCormick ZL, Geske JR,\nSmuck M, Pingree MJ, Kennedy DJ. El-Yahchouchi CA, et al. Pain Med. 2016\nFeb;17(2):239-49. doi: 10.1111/pme.12896. Pain Med. 2016. PMID: 26593277\n\n * [ The Minderoo-Monaco Commission on Plastics and Human Health. ](/36969097/)\n\nLandrigan PJ, Raps H, Cropper M, Bald C, Brunner M, Canonizado EM, Charles D,\nChiles TC, Donohue MJ, Enck J, Fenichel P, Fleming LE, Ferrier-Pages C,\nFordham R, Gozt A, Griffin C, Hahn ME, Haryanto B, Hixson R, Ianelli H, James\nBD, Kumar P, Laborde A, Law KL, Martin K, Mu J, Mulders Y, Mustapha A, Niu J,\nPahl S, Park Y, Pedrotti ML, Pitt JA, Ruchirawat M, Seewoo BJ, Spring M,\nStegeman JJ, Suk W, Symeonides C, Takada H, Thompson RC, Vicini A, Wang Z,\nWhitman E, Wirth D, Wolff M, Yousuf AK, Dunlop S. Landrigan PJ, et al. Ann\nGlob Health. 2023 Mar 21;89(1):23. doi: 10.5334/aogh.4056. eCollection 2023.\nAnn Glob Health. 2023. PMID: 36969097 Free PMC article. Review.\n\n * [ Transforaminal versus interlaminar approaches to epidural steroid injections: a systematic review of comparative studies for lumbosacral radicular pain. ](/25054401/)\n\nChang-Chien GC, Knezevic NN, McCormick Z, Chu SK, Trescot AM, Candido KD.\nChang-Chien GC, et al. Pain Physician. 2014 Jul-Aug;17(4):E509-24. Pain\nPhysician. 2014. PMID: 25054401 Review.\n\nSee all similar articles\n\n## References\n\n#### REFERENCES\n\n 1. 1. Lenzen M, Malik A, Li M, et al. The environmental footprint of health care: a global assessment. Lancet Planet Health. 2020;4(7):e271\u2010e279. \n 2. 1. Eckelman MJ, Huang K, Lagasse R, Senay E, Dubrow R, Sherman JD. Health care pollution and public health damage in the United States: an update. Health Aff. 2020;39(12):2071\u20102079. \n 3. 1. Kuppusamy PP, Bhatia A, Verma A, et al. Accumulation of biomedical waste during the COVID\u201019 pandemic: concerns and strategies for effective treatment. Environ Sci Pollut Res Int. 2022;29(37):55528\u201055540. \n 4. 1. Sarkodie SA, Owusu PA. Impact of COVID\u201019 pandemic on waste management. Environ Dev Sustain. 2021;23(5):7951\u20107960. \n 5. 1. MacNeill AJ, Lillywhite R, Brown CJ. The impact of surgery on global climate: a carbon footprinting study of operating theatres in three health systems. Lancet Planet Health. 2017;1(9):e381\u2010e388. \n\n## Related information\n\n * [ MedGen ](https://www.ncbi.nlm.nih.gov/medgen?linkname=pubmed_medgen&from_uid=38037489 \"Related information in MedGen\")\n\n## LinkOut - more resources\n\n * ### Full Text Sources \n\n * [ Wiley ](https://doi.org/10.1002/pmrj.13111)\n\n**Full text links**\n\n[ Wiley ](https://doi.org/10.1002/pmrj.13111 \"See full text options at\nWiley\")\n\nCite\n\n**Send To**\n\n * Clipboard \n * Email \n * Save \n * [ My Bibliography ](https://account.ncbi.nlm.nih.gov/?back_url=https%3A%2F%2Fpubmed.ncbi.nlm.nih.gov%2F38037489%2F%23open-bibliography-panel)\n * [ Collections ](https://account.ncbi.nlm.nih.gov/?back_url=https%3A%2F%2Fpubmed.ncbi.nlm.nih.gov%2F38037489%2F%23open-collections-panel)\n * Citation Manager \n\nNCBI Literature Resources\n\n[ MeSH ](https://www.ncbi.nlm.nih.gov/mesh/) [ PMC\n](https://www.ncbi.nlm.nih.gov/pmc/) [ Bookshelf\n](https://www.ncbi.nlm.nih.gov/books) [ Disclaimer ](/disclaimer/)\n\nThe PubMed wordmark and PubMed logo are registered trademarks of the U.S.\nDepartment of Health and Human Services (HHS). 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"url": "https://pubmed.ncbi.nlm.nih.gov/38037489/"
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"reason": "This is a publication indexed on PubMed, a service of the National Library of Medicine. It is likely to be reliable due to the indexing and abstracting process, suggesting a level of scientific rigor.",
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"search_query": "company 'N/A' environmental impact carbon footprint",
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"url": "https://pubmed.ncbi.nlm.nih.gov/38037489/"
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"source": "https://www.resourcepanel.org/reports/resource-efficiency-and-climate-change"
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"page_content": "Skip to main content\n\n# Resource Efficiency and Climate Change\n\nMaterial Efficiency Strategies for a Low-Carbon Future\n\nReport Videos Infographics Resources Key facts See also\n\nThis report conducts a rigorous assessment of the contribution of material\nefficiency to GHG abatement strategies. More concretely, it assesses the\nreduction potential of GHG emissions from material efficiency strategies\napplied in residential buildings and light duty vehicles, and reviews policies\nthat address these strategies. It shows that increasing material efficiency is\na key opportunity to achieve the aspirations of the Paris Agreement.\n\n[ # Resource Efficiency ](/reports?field_themes_tid%5B329%5D=329)\n\n[ # Life Cycle Analysis ](/reports?field_themes_tid%5B322%5D=322)\n\n[ # Climate Change ](/reports?field_themes_tid%5B346%5D=346)\n\n## The report\n\nShare this page\n\n * Share on Facebook \n * Share on LinkedIn \n * Share on Twitter \n * Share on Weibo \n * [ Share by Email ](/cdn-cgi/l/email-protection#546b2721363e31372069013a312472363b302d693c202024276e7b7b2323237a2631273b2126373124353a31387a3b26337b2631243b2620277b2631273b21263731793132323d373d313a372d79353a307937383d3935203179373c353a3331)\n\n###### [ ](/file/1966/download?token=dNgPqfZE)\n\n[ **\u200bRESOURCE EFFICIENCY AND CLIMATE CHANGE Material Efficiency Strategies for\na Low-Carbon Future** ](/file/1966/download?token=dNgPqfZE)\n\n**A report of the International Resource Panel published in 2020.**\n\n###### Download the Full Report: [ EN ](/file/1966/download?token=dNgPqfZE)\n\n###### Download the Appendixes: [ Model description ](/file/1973/download?token=FssD9tmp) | [ Information on policies ](/file/1970/download?token=0BIGIAky)\n\n###### Download the Summary for Policymakers: [ EN ](/file/1417/download?token=PYLVVusr) | [ AR ](/file/1931/download?token=Bg4rdNzB) | [ CN ](/file/1779/download?token=oej8GDk2) | [ FR ](/file/1832/download?token=KSHKZ46O) | [ JP ](/file/2124/download?token=tH4THpxq) | [ RU ](/file/1499/download?token=NJu7yLmX) | [ SP ](/file/1848/download?token=V4UEjLA9)\n\n###### Download the Factsheet: [ EN ](/file/1418/download?token=bwLKUzar) | [ AR ](/file/1420/download?token=Lqf6ABJN) | [ CH ](/file/1425/download?token=yQpBncWj) | [ FR ](/file/1423/download?token=lSGei8UD) | [ JP ](/file/1770/download?token=IM_Dh1X2) | [ RU ](/file/1422/download?token=byFkXSOX) | [ SP ](/file/1419/download?token=sF3Z8wcQ)\n\n###### Download the Implications for Business Leaders: [ EN\n](/file/2091/download?token=SgwAKOEH)\n\n* * *\n\nThis report was developed by the IRP in response to a request by leaders of\nthe Group of 7 nations in the context of efforts to promote resource\nefficiency as a core element of sustainable development. It conducts a\nrigorous assessment of the contribution of material efficiency to GHG\nabatement strategies. More concretely, it assesses the reduction potential of\nGHG emissions from material efficiency strategies applied in residential\nbuildings and light duty vehicles, and reviews policies that address these\nstrategies.\n\nAccording to the Panel, GHG emissions from the material cycle of residential\nbuildings in the G7 and China could be reduced by at least 80% in 2050 through\nmore intensive use of homes, design with less materials, improved recycling of\nconstruction materials, and other strategies.\n\nSignificant reductions of GHG emissions could also be achieved in the\nproduction, use and disposal of cars. IRP modelling shows that GHG emissions\nfrom the material cycle of passenger cars in 2050 could be reduced by up to\n70% in G7 countries and 60% in China and India through ride-sharing, car-\nsharing, and a shift towards trip-appropriate smaller cars, among others.\n\nIncreasing material efficiency is a key opportunity to achieve the aspirations\nof the Paris Agreement. Materials are vital to modern society, but their\nproduction is an important source of greenhouse gases. Emissions from material\nproduction are now comparable to those from agriculture, forestry, and land\nuse change combined, yet they have received much less attention from the\nclimate policy community. As shown by IRP estimates, it is time to look beyond\nenergy efficiency to reduce global carbon footprint.\n\n**Recommended citation:** IRP (2020). Resource Efficiency and Climate Change:\nMaterial Efficiency Strategies for a Low-Carbon Future. Hertwich, E., Lifset,\nR., Pauliuk, S., Heeren, N. A report of the International Resource Panel.\nUnited Nations Environment Programme, Nairobi, Kenya.\n\n* * *\n\n###### Report launch webinar\n\n###### Presentation slides ( [ **Download the full presentation deck**\n](/sites/default/files/documents/document/media/resource_efficiency_and_climate_change_presentation_slides_main_report_implications_for_business_leaders_0.pdf)\n) \n\n## **Videos**\n\n[ ](https://www.youtube.com/embed/qQAX21c3tGs)\n\n[ ](https://www.youtube.com/embed/llzFoPEXIyc)\n\n[ ](https://www.youtube.com/embed/pc4CxXjLTbA)\n\n[ ](https://www.youtube.com/embed/LQ8Gv0YF2LI)\n\n## **Infographics**\n\n[ ](/sites/default/files/images/reports/resources-\ninfographics/recc_infographics_v2.png)\n\n## **Additional resources**\n\n[ Resource Efficiency and Climate Change Errata Note 1 page | pdf, 76.72 KB ](/sites/default/files/documents/document/media/resource_efficiency_and_climate_change_errata_note.pdf)\n\n[ Resource Efficiency and Climate Change full report 173 pages | pdf, 6.77 MB ](/sites/default/files/documents/document/media/resource_efficiency_and_climate_change_full_report.pdf)\n\nDid you know?\n\nEmissions from the production of materials as a share of global GHGs increased\nfrom 15% in 1995 to 23% in 2015.\n\nShare this page\n\n * Share on Facebook \n * Share on LinkedIn \n * Share on Twitter \n * Share on Weibo \n * [ Share by Email ](/cdn-cgi/l/email-protection#320d414750585751460f675c574214505d564b0f5a46464241081d1d4545451c4057415d4740515742535c575e1c5d40551d4057425d4046411d4057415d474051571f5754545b515b575c514b1f535c561f515e5b5f5346571f515a535c5557)\n\nDid you know?\n\nMaterial efficiency strategies can reduce emissions from materials and\noperational energy in housing by 40% in 2050 in G7 countries and up to 70% in\nIndia and China.\n\nShare this page\n\n * Share on Facebook \n * Share on LinkedIn \n * Share on Twitter \n * Share on Weibo \n * [ Share by Email ](/cdn-cgi/l/email-protection#1b24686e79717e786f264e757e6b3d79747f6226736f6f6b682134346c6c6c35697e68746e69787e6b7a757e773574697c34697e6b74696f6834697e68746e69787e367e7d7d7278727e757862367a757f36787772767a6f7e3678737a757c7e)\n\nDid you know?\n\nMaterial efficiency strategies can reduce emissions from materials and\noperational energy in cars by 30-40% in 2050 in G7 countries, India and China.\n\nShare this page\n\n * Share on Facebook \n * Share on LinkedIn \n * Share on Twitter \n * Share on Weibo \n * [ Share by Email ](/cdn-cgi/l/email-protection#655a1610070f00061158300b001543070a011c580d111115165f4a4a1212124b1700160a1017060015040b00094b0a17024a1700150a1711164a1700160a10170600480003030c060c000b061c48040b014806090c0804110048060d040b0200)\n\n## **News**\n\n[ Resource Efficiency and Climate Change Full Report Launch at UNFCCC Race to\nZero Dialogues 13 November 2020 Emissions from the production of materials\nlike metals, minerals, woods and plastics more than doubled in 1995 - 2015,\naccounting for almost 25% of all greenhouse gas (GHG) emissions worldwide.\nThis is equivalent to the total GHG emissions from agriculture, forestry, and\nland use change combined. Yet, material efficiency receives far less attention\nin climate discussions. The International Resource Panel (IRP) Report,\nResource Efficiency and Climate Change: Material Efficiency Strategies for a\nLow-Carbon Future \u2013 to be released on 18 November 2020 at the Race to Zero\nevent - is the first comprehensive scientific analysis of potential GHG\nemission savings from material efficiency. For this, it zooms into two carbon-\nintensive sectors: residential buildings and passenger vehicles. 80% of\nemissions from the production of materials are linked to the construction and\nmanufacturing sectors, in particularly our homes and cars. Applying material\nefficiency strategies can reduce GHG emissions from the life-cycle of\nconstruction, operation, and deconstruction of homes by an average of 40% in\nseven major developed countries - Canada, France, Germany, Italy, Japan, the\nUnited Kingdom and the United States (G7 countries) and by 70% in China and\nIndia. It can also reduce GHG emissions from the manufacturing, operations and\nend-of-life ](/news-events/resource-efficiency-and-climate-change-full-\nreport-launch-unfccc-race-zero-dialogues)\n\n[ IRP presents new work on resource efficiency and climate change at the COP25\nin Madrid 12 December 2019 This week, the International Resource Panel (IRP)\npresented new work on the connections between resources and climate at the\nCOP25 in Madrid. The IRP Summary for Policymakers \u201c Resource Efficiency and\nClimate Change: Material Efficiency Strategies for a Low-Carbon Future\u201d was\nofficially launched on 11 December 2019 at an event hosted by the Ministry for\nthe Environment, Land and Sea Protection of Italy. Co-chair Izabella Teixeira\nand lead author Edgar Hertwich presented the results of this work at five side\nevents. These included the Low Emissions Solutions Conference Dinner; a high-\nlevel side-event of the Emissions Gap Report hosted by UNEP and UNFCCC; a side\nevent on scaling-up climate action through the circular economy and nature-\nbased solutions hosted by the European Commission; the official launch event;\nand a side event on enhancing resource efficiency and reducing material\nfootprint to meet climate commitments, hosted by the One Planet Network, IRP\nand UNFCCC. Key messages were well received by multiple stakeholders,\nincluding the First Vice-President of European Commission, Ministers of\nEnvironment from Chile, Finland, Italy, and Norway, among others. At the event\nentitled \u201cEnhancing resource efficiency and reducing material footprint to\nmeet climate commitments\u201d Inger Andersen, Executive Director of UNEP and Achim\nSteiner ](/news-events/irp-presents-new-work-resource-efficiency-and-climate-\nchange-cop25-madrid)\n\n[ See all events ](/news-events)\n\n## **Events**\n\n[ 18 Nov 2020 Report launch Resource Efficiency and Climate Change Full\nReport Launch ](/news-events/resource-efficiency-and-climate-change-full-\nreport-launch)\n\n[ See all events ](/news-events)\n\n## Related **content**\n\n[ Related journal articles Journal of Industrial Ecology - Special Issue:\nMaterial Efficiency for Climate Change Mitigation\n](https://onlinelibrary.wiley.com/toc/15309290/2021/25/2)\n\n[ Related online magazine article World Circular Economy Forum Plus Climate\ne-Magazine: The benefits of a circular economy for effective climate action\nand society (A joint article from the IRP and SYSTEMIQ)\n](https://www.wcefplusclimate.com/emagazine/dive-deeper/benefits)\n\n## **Other reports**\n\n[ Financing the responsible supply of energy transition minerals for\nSustainable Development The finance sector can play a critical role in\npromoting responsible mining, particularly in the context of the rising demand\nfor energy transition minerals such as lithium, cobalt, and rare earth\nelements. These minerals are essential for the global shift to sustainable\nenergy systems, and the massive investments required, from exploration and\nextraction to processing and refining, present a unique opportunity to drive\ntransformative change. ](/reports/financing-responsible-supply-energy-\ntransition-minerals-sustainable-development)\n\n[ Intentionally Designing Sustainable Consumption and Production Policies and\nPractices to Reduce Inequalities This think piece identifies certain issues\nthat are often \u201cinconvenient\u201d to discuss. It suggests several transformations\nto how we produce and consume natural resources that the international\ncommunity must make to address inequalities. ](/reports/intentionally-\ndesigning-SCP)\n\n[ Global Resources Outlook 2024 IRP\u2019s flagship report \u2013 The Global Resources\nOutlook 2024 \u2013 is out now! The pathway towards sustainability is increasingly\nsteep and narrow, and the window of opportunity is closing. The science is\nclear: The key question is no longer whether a transformation towards global\nsustainable resource consumption and production is necessary, but how to make\nit happen now. Addressing this reality, based on evolving concepts of a just\ntransition, is an essential part of any credible and justifiable way forward.\n](/reports/global-resources-outlook-2024)\n\n[ Resource Efficiency and Climate Change: Material Efficiency Strategies for a\nLow-Carbon Future (RECC) In its global report \u201cResource Efficiency and\nClimate Change: Material Efficiency Strategies for a Low-Carbon Future (RECC)\u201d\nthe IRP conducted a rigorous assessment of the contribution of material\nefficiency to Greenhouse Gas (GHG) abatement strategies.\n](/reports/technical-guidelines-resource-efficiency-andclimate-change-\nconstruction-sector)\n\n[ Upcoming Work Learn more about what the International Resource Panel is\ncurrently working on. ](/reports/upcoming-work)\n\n[ Enabling the energy transition IRP Co-Chairs Janez Poto\u010dnik and Izabella\nTeixeira give their perspectives on achieving decoupling while enabling the\nenergy transition. ](/reports/enabling-energy-transition)\n\n[ Trends and Outlook of Natural Resource Use in West Asia This report aims to\nprovide policy makers in West Asia with insights on the trends and outlook for\nnatural resource use and environmental impacts in the region. The report marks\nthe first attempt of translating at regional level the methodology underlying\nthe \u2018Global Resources Outlook 2019\u2019 (GRO 2019), to amplify the regional\nperspectives from the insights of the global projections. ](/reports/trends-\nand-outlook-natural-resource-use-west-asia)\n\n[ Human Migration and Natural Resources The science is crystal clear that\nhumanity currently faces triple planetary crises: climate change, pollution,\nand biodiversity loss. One of the main issues of concern in relation to\nresponses to these planetary crises is understanding how society will respond\nand change. The management of human mobility in the context of changes in\nnatural resources is critical. ](/reports/human-migration-and-natural-\nresources)\n\n[ Opinion Piece: We Need a Global Discussion on Natural Resource Management\nIn August 2022, the IRP submitted a Co-Chair Think Piece \u2018We Need A Global\nDiscussion On Natural Resource Management\u2019 to the United Nations Secretary\nGeneral established High-Level Advisory Board on Effective Multilateralism\npublic consultation. ](/reports/opinion-piece-we-need-global-discussion-\nnatural-resource-management)\n\n[ Making Climate Targets Achievable To the world\u2019s efforts to address climate\nchange, IRP Co-Chairs Janez Poto\u010dnik and Izabella Teixeira add an\nindispensable missing piece: resource efficiency strategies to reduce and\nimprove the use of natural resources. ](/reports/making-climate-targets-\nachievable)\n\n[ Urban Agriculture\u2019s Potential to Advance Multiple Sustainability Goals This\nThink Piece evaluates to what extent, and in which conditions, urban\nagriculture can enhance the sustainability of urban-rural food systems and\npromote a circular economy in cities. ](/reports/urban-agricultures-\npotential-advance-multiple-sustainability-goals)\n\n[ Policy Options to Eliminate Additional Marine Plastic Litter The think\npiece provides policy options to reduce marine plastic litter and achieve the\nOsaka Blue Ocean Vision, which voluntarily commits G20 countries to \u201creduce\nadditional pollution by marine plastic litter to zero by 2050 through a\ncomprehensive life-cycle approach\u201d. ](/reports/policy-options-eliminate-\nadditional-marine-plastic-litter)\n\n[ A Global Manual on Economy Wide Material Flow Accounting This Manual builds\nupon the existing experiences of compiling economy-wide material flow accounts\nin Europe and provides global guidance on compile material flow accounts which\ncan be used by national statistical systems around the world.\n](/reports/global-manual-economy-wide-material-flow-accounting)\n\n[ Governing Coastal Resources The report draws together an evidence base that\ndemonstrates beyond question the need for enhanced governance coordination\nbetween terrestrial activities and marine resources. ](/reports/governing-\ncoastal-resources)\n\n[ Building Biodiversity To the world\u2019s efforts to restore and regenerate\nnature, IRP Co-Chairs Janez Poto\u010dnik and Izabella Teixeira add the single-\nbiggest missing piece: natural resource management. ](/reports/building-\nbiodiversity)\n\n[ Catalysing Science-Based Policy Action on Sustainable Consumption and\nProduction This report from the International Resource Panel and the One\nPlanet network explains the \u2018Value-Chain Approach\u2019 methodology and shares\nfindings from its application to three critical sectors: food, construction\nand textiles. ](/reports/catalysing-science-based-policy-action-sustainable-\nconsumption-and-production)\n\n[ Sustainable Trade in Resources This report looks at trade flows of material\nresources and their environmental impacts. It also demonstrates how both\nmultilateral trade rules and regional trade agreements can be used proactively\nto advance the circular and greener economy and minimize the environmental\nimpacts associated with resource extraction. ](/reports/sustainable-trade-\nresources)\n\n[ Building Resilient Societies after the Covid-19 Pandemic This document\nprovides policy recommendations extracted from IRP research over the past 10\nyears to drive a resource smart recovery from the COVID-19 pandemic,\ngenerating socio-economic value while safeguarding the environment.\n](/reports/building-resilient-societies-after-covid-19-pandemic)\n\n[ Natural Resource Use in the Group of 20: Status, trends, and solutions\nDissemination materials from the International Resource Panel\n](/reports/natural-resource-use-group-20)\n\n[ Land Restoration for Achieving the Sustainable Development Goals Land\nrestoration has tremendous potential to help the world limit climate change\nand achieve its aims for sustainable development. In its latest study, the\nInternational Resource Panel finds positive spin-offs to support all 17\nSustainable Development Goals agreed to by the world\u2019s nations as part of the\n2030 Agenda for Sustainable Development. ](/reports/land-restoration-\nachieving-sustainable-development-goals)\n\n[ Global Resources Outlook 2019 Through a combination of resource efficiency,\nclimate mitigation, carbon removal, and biodiversity protection policies, this\nreport finds that it is feasible and possible to grow economies, increase\nwell-being and remain within planetary boundaries. ](/reports/global-\nresources-outlook-2019)\n\n[ Mineral Resource Governance in the 21st Century The mining sector, if\ncarefully managed, presents enormous opportunities for advancing sustainable\ndevelopment particularly in low-income countries, the International Resource\nPanel says in its latest report. The full report, Summary for Policymakers,\nand factsheets are now available for download. ](/reports/mineral-resource-\ngovernance-21st-century)\n\n[ Re-defining Value \u2013 The Manufacturing Revolution Re-thinking how we\nmanufacture industrial products and deal with them at the end of their useful\nlife could provide breakthrough environmental, social and economic benefits.\nAdopting value-retention processes is a win-win situation for governments,\nindustry and customers. Governments would have less waste to deal with,\ngenerate green jobs, and stimulate economic growth; industry could lower\nproduction costs, avoid resource constraints on business growth, and open new\nmarkets; and customers could benefit from lower prices for refurbished\nproducts. ](/reports/re-defining-value-manufacturing-revolution)\n\n[ Resource Efficiency for Sustainable Development A think piece from the\nInternational Resource Panel. ](/reports/resource-efficiency-sustainable-\ndevelopment)\n\n[ The Weight of Cities We have a once-in-a-lifetime opportunity to shift\nfuture urbanization on to a more environmentally sustainable and socially just\npath. The Weight of Cities suggests a new approach to focus on low-carbon,\nresource-efficient, inclusive cities. ](/reports/weight-cities)\n\n[ Assessing Global Resource Use Better and more efficient production and use\nof natural resources can be one of the most cost-efficient and effective ways\nto reduce impacts on the environment (including pollution) and advance human\nwell-being. ](/reports/assessing-global-resource-use)\n\n[ Green Technology Choices What happens when low-carbon electricity supply\ntechnologies are deployed alongside energy efficiency technologies? The\nInternational Resource Panel's assessment looks at the impacts and benefits\nfor people and the environment. ](/reports/green-technology-choices)\n\n[ Resource Efficiency This report analyzes four paths that countries could\ntake over the next three decades, ranging from business as usual to a scenario\nwhere countries adopt both ambitious climate policies and improve resource\nefficiency. It finds that smarter use of resources can add $2 trillion\nannually to the global economy. ](/reports/resource-efficiency)\n\n[ Global Material Flows and Resource Productivity (with database link)\nGrowing concern about assuring affordable, equitable and environmentally\nsustainable access to natural resources is well founded. In this report we\nshow global natural resource use trends and propose indicators for evidence-\nbased policy formulation. ](/reports/global-material-flows-and-resource-\nproductivity-database-link)\n\n[ Unlocking the Sustainable Potential of Land Resources: Land resources are\none of nature\u2019s most precious gifts. They feed us and help our societies and\neconomies to thrive. This report examines how to better evaluate and use the\npotential of land on the way to achieving land degradation neutrality.\n](/reports/unlocking-sustainable-potential-land-resources)\n\n[ Decoupling 2 This report explores technological possibilities and\nopportunities for both developing and developed countries to accelerate\ndecoupling and reap the environmental and economic benefits of increased\nresource productivity. ](/reports/decoupling-2)\n\n[ Food Systems and Natural Resources Food systems depend on natural\nresources. But population growth, and dietary changes due to growing wealth,\nare creating pressures on those resources. Transforming our food systems is\nrequired if we are to meet future demands. ](/reports/food-systems-and-\nnatural-resources)\n\n[ Options for Decoupling Economic Growth from Water Use and Water Pollution\nTo head off a looming water crisis, meet demand, and sustain growth and human\nwellbeing, decoupling water from economic growth is essential. The report\nshows a package of policy and practical responses to aid aspirations for water\nsustainability. ](/reports/options-decoupling-economic-growth-water-use-and-\nwater-pollution)\n\n[ 10 Key Messages on Climate Change This note draws on the findings of the\nUnited Nations\u2019 expert panel on natural resources \u2013 the International Resource\nPanel (IRP) \u2013 to highlight some key policy-relevant messages on how\nsustainable management of natural resources can contribute to global efforts\nto combat climate change. ](/reports/10-key-messages-climate-change)\n\n[ Green Energy Choices: the Benefits, Risks and Trade-Offs of Low-Carbon\nTechnologies for Electricity Production Low-carbon electricity generation\ncould help meet demand while reducing climate change effects. But new\ntechnologies could create new environmental problems. This report aids\ninformed decision-making about energy technologies, infrastructure and optimal\nmix. ](/reports/green-energy-choices-benefits-risks-and-trade-offs-low-\ncarbon-technologies-electricity)\n\n[ International Trade in Resources International trade is indispensable for\ncountries to meet demand for resources not available, accessible or affordable\ndomestically. This report looks at implications of rapidly rising trade flows\nfor global resource and environmental efficiency. ](/reports/international-\ntrade-resources)\n\n[ Policy Coherence of the Sustainable Development Goals This paper highlights\nthe impact that pressures on the limited resource base may have on\ncomprehensively fulfilling the aspirational and ambitious SDGs. It brings\nforth the need for an understanding of the nexus between components of the\nnatural resource system and the natural and socio-economic ecosystems to\nidentify the environment-development trade-offs envisaged in the\nimplementation of the post-2015 global sustainable development agenda.\n](/reports/policy-coherence-sustainable-development-goals)\n\n[ Building Natural Capital: How REDD+ Can Support a Green Economy This\nreport, on the status and future potential of REDD+, describes the benefits of\nforests and other ecosystems as a way of demonstrating that forests have\nmultiple values beyond carbon sequestration and are a foundation for\nsustainable societies. ](/reports/building-natural-capital-how-redd-can-\nsupport-green-economy)\n\n[ Managing and Conserving the Natural Resource Base for Sustained Economic and\nSocial Development This think piece presents the International Resource\nPanel's reflection on the establishment of Sustainable Development Goals aimed\nat decoupling economic growth from escalating resource use and environmental\ndegradation. ](/reports/managing-and-conserving-natural-resource-base-\nsustained-economic-and-social-development)\n\n[ Assessing Global Land Use This report examines the impacts of global trends\n- population growth, urbanization, changes in diets and consumption behaviours\n- on global land use, considering biodiversity, the supply of food, fibre and\nfuel, and resource security. ](/reports/assessing-global-land-use)\n\n[ Environmental Risks and Challenges of Anthropogenic Metals Flows and Cycles\nMetal production is responsible for 7-8% of global energy use as well severe\nenvironmental impacts. Recycling would decrease both, but even if recycling\nincreased, rising global demand for many metals would remain a huge\nenvironmental challenge. ](/reports/environmental-risks-and-challenges-\nanthropogenic-metals-flows-and-cycles)\n\n[ Metal Recycling A global move to a Product-Centric approach, in which\nrecycling targets specific components of a product and devises ways to\nseparate and recover them, is essential. This report addresses the challenges\nof recycling increasingly complex products. ](/reports/metal-recycling)\n\n[ City-Level Decoupling Most resource consumption takes place in cities. How\na city is designed shapes how its inhabitants use transport, energy and water,\nand dispose of waste. The challenge is to build vibrant cities with reduced\nresource use and environmental impacts. ](/reports/city-level-decoupling)\n\n[ Measuring Water Use in a Green Economy How do we meet the water, energy,\nland and material needs of up to 9 billion people, while keeping climate\nchange, biodiversity loss and health threats within planetary boundaries?\n](/reports/measuring-water-use-green-economy)\n\n[ Responsible Resource Management for a Sustainable World This report brings\ntogether highlights of five previous reports to enable policy-makers and\nbusiness leaders to begin decoupling economic activity from resource use to\nallow the global economy to operate within the limits of the Earth\u2019s\nresources. ](/reports/responsible-resource-management-sustainable-world)\n\n[ Recycling Rates of Metals Recycling rates of metals are far lower than\npotential for reuse. Less than one-third of 60 studied have a recycling rate\nabove 50 per cent, though many are crucial to clean technologies such as\nbatteries for hybrid cars or magnets in wind turbines. ](/reports/recycling-\nrates-metals)\n\n[ Decoupling Natural Resource Use and Environmental Impacts from Economic\nGrowth We are using unsustainable amounts of the Earth\u2019s natural resources.\nWe need to improve the rate of resource productivity (\u201cdoing more with less\u201d)\nfaster than the economic growth rate. This is the notion behind \u201cdecoupling\u201d.\n](/reports/decoupling-natural-resource-use-and-environmental-impacts-economic-\ngrowth)\n\n[ Metal Stocks in Society A key question that relates to the very broad and\nintensive use of metals is whether society needs to be concerned about long-\nterm supplies of any or many of them. To examine this question, this reports\nreviews 54 studies on the topic. ](/reports/metal-stocks-society)\n\n[ Assessing the Environmental Impacts of Consumption and Production This\nreport gives a scientific assessment of which global environmental problems\npresent the biggest challenges, and weighs up the impacts of various economic\nactivities to identify priorities for change. ](/reports/assessing-\nenvironmental-impacts-consumption-and-production)\n\n[ Assessing Biofuels This report provides a robust assessment of key problems\nof production and use of biomass for energy purposes and options for more\nefficient and sustainable production and use of biomass.\n](/reports/assessing-biofuels)\n\n",
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"page_content": "# Resource at '/content/dam/nncorp/global/en/sustainable-business/pdfs/esg-\nportal/2023/esg-portal-data-2022.xlsx' not found: No resource found\n\nCannot serve request to /content/dam/nncorp/global/en/sustainable-\nbusiness/pdfs/esg-portal/2023/esg-portal-data-2022.xlsx on this server\n\n* * *\n\n",
"url": "https://www.novonordisk.com/content/dam/nncorp/global/en/sustainable-business/pdfs/esg-portal/2023/esg-portal-data-2022.xlsx"
},
"reason": "This is a direct link to an ESG data report from Novo Nordisk's official website. The document provides detailed data related to their environmental, social, and governance performance, making it a highly reliable source of information about the company's sustainability efforts.",
"reliability_score": 0.9,
"search_query": "company 'N/A' climate risk energy usage",
"summary": "N/A",
"url": "https://www.novonordisk.com/content/dam/nncorp/global/en/sustainable-business/pdfs/esg-portal/2023/esg-portal-data-2022.xlsx"
},
{
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"metadata": {
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"source": "https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/"
},
"page_content": "[ Search for a licence or permit ](https://www.epa.ie/our-\nservices/licensing/licencesearch/)\n\n# EPA Research 2021 awards\n\nThis page provides information about the EPA Research 2021 awards including:\n\n * [ 2021 EPA Research Call - Addressing Climate Change Evidence Needs ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92357)\n * [ 2021 EPA Research Call - Delivering a Healthy Environment ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92358)\n * [ 2021 EPA Research Call - Facilitating a Green and Circular Economy ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92359)\n * [ 2021 EPA Research Call - Protecting and Restoring our Natural Environment ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92360)\n * [ 2021 Innovation and Demonstration awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92361)\n * [ 2021 - EPA-Irish Research Council Scholarship Scheme awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92363)\n * [ 2021 Fulbright-EPA awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92367)\n * [ DAFM 2021 strategic partnership awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92368)\n * [ Marine Institute 2021 Blue Carbon strategic partnership awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92369)\n * [ 2021 EPA Collaborative Awards (2019/2020 Water JPI Joint Transnational Call) ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92370)\n * [ Fast-track to Policy 2021 Scheme awards ](https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/#d.en.92371)\n\n## 2021 Research awards\n\nA total of 62 awards were made in 2021, including strategic partnerships at\nnational and international level.\n\n**Scheme** | **Awards made** | **Funding committed** \n---|---|--- \n2021 EPA Research Call including | 30 | \u20ac 7,491,900.75 \nAddressing Climate Change Evidence Needs \nDelivering a Healthy Environment \nFacilitating a Green and Circular Economy \nProtecting and Restoring our Natural Environment | 7 \n7 \n11 \n5 | \u20ac 1,338,953.89 \n\u20ac 2,353,450.28 \n\u20ac 2,339,297.84 \n\u20ac 1,460,198.74 \nInnovation and Demonstration projects | 8 | \u20ac 707,155.70 \n2021 - EPA-Irish Research Council Scholarship Scheme | 7 | \u20ac 632,500.00 \n2021 Fulbright-EPA Awards | 3 | \u20ac 33,796.00 \nDAFM 2021 strategic partnership | 2 | \u20ac 500,000.00 \nMarine Institute 2021 Blue Carbon strategic partnership | 2 | \u20ac 405,000.00 \n2021 EPA Collaborative Awards (2019/2020 Water JPI Joint Transnational Call) | 2 | \u20ac 440,426.00 \nFast-track to Policy 2021 Scheme | 2 | \u20ac 72,457.35 \nEvent Support 2021 Scheme | 6 | \u20ac 17,531.40 \nTotal | 62 | \u20ac 10,300,767.20 \n \n[ Download a copy of the Awards and Funding 2021 infographic\n](https://www.epa.ie/publications/research/communicating-research/awards-and-\nfunding-2021-1.php)\n\n### 2021 EPA Research Call - Addressing Climate Change Evidence Needs\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Project Type** | **Co-funded with** \n---|---|---|---|--- \nMaynooth University (MU) | Conor Murphy | Transboundary Climate Risks for Island of Ireland (TCRII) | Desk Study | n/a \nNational University of Ireland Galway (NUIG) | Thomas McDermott | Climate Resilient Places | Medium Scale Project | Department of Transport (DOT) \nRoughan & O' Donovan | Mark Tucker | Infrastructure climate change risk considering Interdependencies and Cascading hazards | Desk Study | n/a \nEconomic & Social Research Institute (ESRI) | Niall Farrell | Just resilience and adaptation in Ireland: sectors and regions | Desk Study | Department of Transport (DOT) \nNational University of Ireland Galway (NUIG) | Renuka Kavutharapu | Top-Down estimates of Irish GHG's emissions using ground and satellite based observations | Research Fellowship | Department of Agriculture, Food and Marine (DAFM) \nUniversity of Limerick (UL) | Colm Duffy | Emissions Inventory Research to improve flux estimates of GHGs and nutrients from agricultural and land | Research Fellowship | Department of Agriculture, Food and Marine (DAFM) \nUniversity of Limerick (UL) | Kenneth Byrne | Analysis of terrestrial methane emissions and impacts of peatland restoration on Ireland\u2019s Carbon Cycle | Research Fellowship | Department of Agriculture, Food and Marine (DAFM) \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### 2021 EPA Research Call - Delivering a Healthy Environment\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Project Type** | **Co-funded with** \n---|---|---|---|--- \nNational University of Ireland Galway (NUIG) | Liam Morrison | Source, pathways and impacts on the Aquatic environment - identifying solutions to mitigate manganese issues | Medium Scale Project | n/a \nNational University of Ireland Galway (NUIG) | Liam Burke | Detection and risk management of Verotoxigenic E. coli in the water Environment | Large Scale Project | n/a \nTechnological University Dublin (TU Dublin) | Eoin McGillicuddy | Impact of Agricultural Emissions on Rural and Urban Air Quality | Medium Scale Project | Department of Agriculture, Food and Marine (DAFM) \nNational University of Ireland Galway (NUIG) | Marie Coggins | assessment of the Environmental contamination of Irish soils and sediments with hazardous chemicals | Medium Scale Project | Department of Agriculture, Food and Marine (DAFM) \nUniversity of Dublin, Trinity College (TCD) | John Gallagher | Investigating the impacts of urban railway STATION hubs on AIR quality in its environs | Medium Scale Project | Department of Transport (DOT) \nUniversity of Dublin, Trinity College (TCD) | Laurence Gill | Willow evapotranspiration systems as nature-based solutions for on-site wastewater treatment in low permeability areas | Medium Scale Project | n/a \nUniversity College Dublin (UCD) | Anna M\u00f6lter | Public exposure to non-ionising radiation from major electricity infrastructure in Ireland | Desk Study | n/a \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### 2021 EPA Research Call - Facilitating a Green and Circular Economy\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Project Type** | **Co-funded with** \n---|---|---|---|--- \nVoice of Irish Concern for the Environment (VOICE) | Abigail O'Callaghan Platt | Awareness raising tools to address avoidable plastic waste arising from sanitary products and disposable nappies | Desk Study | n/a \nUniversity of Limerick (UL) | David Styles | Environmental Assessment & Techno-economic feasibility of edible Packaging | Desk Study | n/a \nNational University of Ireland Galway (NUIG) | Patrick McGetrick | Opportunities for Green Public Procurement to improve implementation of circular practice | Medium Scale Project | Department of Agriculture, Food and Marine (DAFM) \nNational University of Ireland Galway (NUIG) | Vincent O'Flaherty | Towards a bio-based all-island economy: urban bio-waste conversion to carboxylates, nutrient products and renewable energy | Large Scale Project | n/a \nNational University of Ireland Galway (NUIG) | Jamie Goggins | Identification of Effective State-of-the-Art Green Public Procurement Policy and Practice for the Irish Public Sector | Medium Scale Project | Department of Agriculture, Food and Marine (DAFM) \nMunster Technological University (MTU) | Gaurav Rajauria | CircBioCityWaste: Converting urban waste streams into value-added products | Large Scale Project | Department of Agriculture, Food and Marine (DAFM) \nMaynooth University (MU) | Peter Mooney | Artificial Intelligence and the Circular Economy | Medium Scale Project | n/a \nFoster Environmental Limited | Percy Foster | Identifying the Sources and Scale of Plastic in Compost Derived from Household and Commercial FoodWaste | Desk Study | n/a \nDublin City University (DCU) | Inam Ul Ahad | Critical Raw Materials for Ireland for a Resource Efficient Circular Economy | Desk Study | Geological Survey Of Ireland (GSI) \nUniversity of Limerick (UL) | Lisa O'Malley | Mainstreaming Circular Economies Through Collaboration and Co-Creation | Medium Scale Project | n/a \nIrish Manufacturing Research | David McCormack | Artificial Intelligence for the Circular Economy in Ireland | Medium Scale Project | n/a \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### 2021 EPA Research Call - Protecting and Restoring our Natural Environment\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Project Type** | **Co-funded with** \n---|---|---|---|--- \nMinogue Environmental Consulting Ltd | Ruth Minogue | Reframing landscape as a key environmental topic through LCA toolkit | Medium Scale Project | Department of Agriculture, Food and Marine (DAFM) \nNational University of Ireland Galway (NUIG) | Mark Healy | Re-wetting of Peatlands for Enhanced Restoration | Large Scale Project | n/a \nUniversity of Dublin, Trinity College (TCD) | Carlos Rocha | Groundwater Age Distributions for the Sustainable Management of groundwater resources in Ireland | Large Scale Project | Geological Survey Of Ireland (GSI) \nTechWorks Marine | Charlotte O'Kelly | The Use of Earth Observation and Machine Learning for Waste Crime identification and prevention | Desk Study | n/a \nUniversity College Dublin (UCD) | Ainhoa Gonzalez | Public Participation and Performance Criteria in Strategic Environmental Assessment: The Way Forward to Advancing Practice | Medium Scale Project | Office of the Planning Regulator (OPR) \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### 2021 Innovation and Demonstration awards\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Project Type** | **Co-funded with** \n---|---|---|---|--- \nIWFMN | William Vernon | Industrial Symbiosis: Collaborative Platform for Furniture Upholstery and Textiles | Green Enterprise | n/a \nCentral Solutions Ltd | Ken Stockil | Innovation for a Circular Economy | Green Enterprise | n/a \nFurniture Recycling Ltd | David Garland | Upcycling mattresses to insulation material and other products | Green Enterprise | n/a \nSensi | James Devitt | Shrinking the Circularity Loop for Plastics Recycling and Reuse | Green Enterprise | n/a \nPositive Carbon | Aisling Kirwan | The use of food waste insights to reduce food waste in commercial kitchens | Green Enterprise | n/a \nFoodCloud | Tara Clarke | Calculation of the carbon footprint of the activities of FoodCloud improve impact reporting | Green Enterprise | n/a \nAllied Recycling | Gordon Naughton | Gypsum Recycling Facility | Green Enterprise | n/a \nBeacan Glas Limited | Patrick Arnold | Environmental impact analysis of an urban mushroom farm model to decrease food waste | Green Enterprise | n/a \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### EPA-Irish Research Council Scholarships Scheme awards\n\n**Lead Organisation** | **Applicant** | **Project Title** | **Co-funded with** \n---|---|---|--- \nMaynooth University (MU) | Laure de Tymowski | Whose environment, whose city? A critical assessment of environmental justice in South Dublin | n/a \nTechnological University Dublin (TU Dublin) | Jerry Hourihane Clancy | Monitoring And Modelling of Biological Aerosols (MAMBA) | n/a \nUniversity College Cork (UCC) | Emma Galloway | Emissions from Animal-Based Fertilizers and their Impact on the Environment and Human Health | n/a \nNational University of Ireland Galway (NUIG) | Aoife Crowe | Minding the gap: Determining the ecology of the declining and understudied longhorn beetle family (Coleoptera Cerambycidae) | n/a \nUniversity College Cork (UCC) | Diarmuid Moynihan | Spectroscopic Investigation of the Climatic Effects of Ultraviolet-absorbing Particles (SPICE-UP): a method-development and field-observation study | n/a \nUniversity College Cork (UCC) | Jarni Braal | Innovative sensitive detection of atmospheric trace gas isotopologues | n/a \nUniversity College Cork (UCC) | Sean Ritchie | Atmospheric carbon capture using hybrid PSA and membrane system | n/a \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### Fulbright-EPA awards\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Co-funded with** \n---|---|---|--- \nUniversity College Dublin (UCD) | Caroline Dowling | Genetic characterisation of flowering time control in hemp | n/a \nFashion Design Academy of Ireland | Miriam Keegan | Behaviour and the challenges associated with Fast Fashion | n/a \nUniversity of Dublin, Trinity College (TCD) | Iseult Sheehy | Urban transition programmes for local and national governments in partnership with Indigenous experts | n/a \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### DAFM 2021 strategic partnership awards\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Co-funded with** \n---|---|---|--- \nTeagasc | Karl Richards | Land-Use, Agriculture & Bioenergy Measures-for-the-Abatement of Climate Change & inclusion in Marginal Abatement Cost-Curve analyses | Department of Agriculture, Food and Marine (DAFM) \nTeagasc | Pat Touhy | Facilitating water table management on carbon rich soils | Department of Agriculture, Food and Marine (DAFM) \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### Marine Institute 2021 Blue Carbon strategic partnership awards\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Co-funded with** \n---|---|---|--- \nUniversity College Dublin (UCD) | Grace Cott | Investigating Ireland\u2019s Blue Carbon Potential Through a Scientific, Socio-economic and Legislative Approach (BlueC) | Marine Institute \nUniversity College Dublin (UCD) | Mark Coughlan | Quantification, characterisation, source and fate of past & present carbon storage in coastal off shore sediments for effective marine management | Marine Institute \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### 2021 EPA Collaborative Awards (2019/2020 Water JPI Joint Transnational\nCall)\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Co-funded with** \n---|---|---|--- \nDublin City University (DCU) | Kevin McGuinness | A smart forewarning system for contaminants of emerging concern and pathogens | Water JPI funders and EC \nTechnological University Dublin (TU Dublin) | Ahmed Nasr | Artificial Intelligence-powered Forecast for Harmful Algal Blooms | Water JPI funders and EC \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n### Fast-track to Policy 2021 Scheme awards\n\n**Lead Organisation** | **Principal Investigator** | **Project Title** | **Co-funded with** \n---|---|---|--- \nUniversity College Cork (UCC) | Maria McNamara | Mapping Understanding and Current Knowledge: Irish Soils | Geological Survey of Ireland (GSI) \nUniversity College Cork (UCC) | Kevin O Connor | Circular Bioeconomy Ireland | Department of Agriculture, Food and Marine (DAFM) \n \n[ Go back to top of page ](https://www.epa.ie/our-services/research/epa--\nresearch-funding/call-resultsawards/2021-epa-research-awards/#d.en.92356)\n\n[ Environment & You ](https://www.epa.ie/environment-and-you/)\n\n * [ Air and you ](https://www.epa.ie/environment-and-you/air/)\n * [ Climate change and you ](https://www.epa.ie/environment-and-you/climate-change/)\n * [ Circular economy and you ](https://www.epa.ie/environment-and-you/circular-economy/)\n * [ Drinking water and you ](https://www.epa.ie/environment-and-you/drinking-water/)\n * [ Freshwater & marine and you 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"url": "https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/"
},
"reason": "This is a webpage from the Environmental Protection Agency (EPA) of Ireland, making it an official government source. Government sources are generally considered highly reliable for factual information.",
"reliability_score": 1.0,
"search_query": "company 'N/A' environmental impact carbon footprint",
"summary": "Webpage from the Environmental Protection Agency (EPA) of Ireland.",
"url": "https://www.epa.ie/our-services/research/epa--research-funding/call-resultsawards/2021-epa-research-awards/"
},
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"source": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
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"page_content": "Javascript must be enabled for the correct page display\n\n# Environmental Data\n\nWaste Management\n\n[ Download Report Data (XLS) ](/docs/download/integrated-\nreports/2024/sap-2024-integrated-report-data.xlsx)\n\n \nThis page is best viewed using a desktop computer or tablet.\n\n\u00e2\u009c\u0093\u00c2 [ Audited ](/docs/download/investors/2024/sap-2024-integrated-\nreport.pdf#page=40)\n\n###### Electronic Waste 1 in metric tons\n\n### **Total Electronic Waste (e-waste)**\n\n\u00c2 | ** 2024 ** | 2023 | 2022 | 2021 | 2020 \n---|---|---|---|---|--- \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2 ** | **793** | 1,501 | 480 | 284 | n/a \n**Waste diverted from disposal 3 ** | **749** | 93% | 90% | 89% | n/a \nReusage | 410 | 840 | 268 | 151 | n/a \nRecycling | 340 | 558 | 166 | 101 | n/a \n**Waste directed to disposal** | **43** | 7% | 10% | 11% | n/a \nIncineration with/without energy recovery | 35 | 78 | 36 | 13 | n/a \nDisposal (landfill) | 9 | 25 | 10 | 3 | n/a \n \n### **Hazardous Materials (New in 2024) \u00c2 2 **\n\n\u00c2 | ** 2024 ** | 2023 | 2022 | 2021 | 2020 \n---|---|---|---|---|--- \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2 ** | **264** | n/a | n/a | n/a | n/a \n**Waste diverted from disposal 3 ** | **248** | n/a | n/a | n/a | n/a \nReusage | 161 | n/a | n/a | n/a | n/a \nRecycling | 87 | n/a | n/a | n/a | n/a \n**Waste directed to disposal** | **16** | n/a | n/a | n/a | n/a \nIncineration with/without energy recovery | 12 | n/a | n/a | n/a | n/a \nDisposal (landfill) | 4 | n/a | n/a | n/a | n/a \n \n### **Non-Hazardous (New in 2024)**\n\n\u00c2 | ** 2024 ** | 2023 | 2022 | 2021 | 2020 \n---|---|---|---|---|--- \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2 ** | **528** | n/a | n/a | n/a | n/a \n**Waste diverted from disposal 3 ** | **501** | n/a | n/a | n/a | n/a \nReusage | 248 | n/a | n/a | n/a | n/a \nRecycling | 253 | n/a | n/a | n/a | n/a \n**Waste directed to disposal** | **27** | n/a | n/a | n/a | n/a \nIncineration with/without energy recovery | 23 | n/a | n/a | n/a | n/a \nDisposal (landfill) | 5 | n/a | n/a | n/a | n/a \n \n1 Due to rounding, the sum of the numbers presented in the table might not\nprecisely equal the totals we provide. \u00c2 \nThe e-waste reporting process is constantly evolving. In 2021 we increased the\ngranularity of our data based on the results of a project to leverage the\nreporting capabilities of our large ITAD partners. Consequently, there is no\nreusage and WEEE breakdown available prior to 2021. For more information see\nour Integrated Report, section \"Waste and Water\" and the calculation\nmethodology in the section \"Non-Financial Notes: Environmental Performance\".\n\n2 In 2024, we fully aligned our e-waste reporting process to ESRS E5 and we\nclassified our e-waste in hazardous and non-hazardous materials. Definitions,\nmethodology and further explanations are in our 2024 Integrated Report section\n\"Resource Use and Circular Economy \".\n\n[ ](https://www.sap.com/integrated-reports/2024/en.html \"SAP Integrated Report\n2024 Home\")\n\n######\n\nQuick Links\n\n######\n\nTrending\n\n######\n\nAbout SAP\n\n######\n\nSite Information\n\n\u00c2\u00a9 2025 SAP SE or an SAP affiliate company. All rights reserved.\n\n * [ ](https://www.linkedin.com/showcase/sap-investor-relations/ \"LinkedIn\")\n * [ ](mailto:?body=I think this content I found on SAP.com may interest you: undefined%3Fsource%3Dsocial-atw-mailto \"Email share\")\n\n",
"url": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
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"reason": "This is a report from SAP detailing their waste management practices. It is a primary source and provides specific data, indicating high reliability.",
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"summary": "This webpage is a report from SAP detailing their waste management practices.",
"url": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
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"source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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"page_content": "Skip to main content\n\nCONTINUE TO SITE \u279e\n\n# Climate risks are accelerating. Here\u2019s what Duke, PG&E and 16 other\nutilities expect to pay.\n\nUtility Dive took a closer look at how climate risks are threatening utilities\n\u2014 and how much it\u2019s going to cost to mitigate them.\n\nNovember 18, 2020 \u2022 By [ Utility Dive Team\n](https://www.utilitydive.com/editors/)\n\nEditor\u2019s Note: This article is part of a [ series\n](https://www.utilitydive.com/news/calculating-the-costs-of-climate-change-in-\nthe-energy-waste-sectors/588895/) on the way the utility and waste and\nrecycling industries are accounting for climate change.\n\nThe risks and liabilities from climate change-related events have taken center\nstage for financial institutions and investors in the energy space. Such risks\nand liabilities are also not far from mind for electric utilities, but how do\nthese companies weigh the impact and mitigation costs of their generation,\ndistribution and transmission activities?\n\nThe [ Fourth National Climate Assessment\n](https://www.utilitydive.com/news/federal-climate-report-us-energy-\ntransportation-sectors-not-prepared-for/542928/) , published in 2018,\nidentified energy infrastructure as being especially vulnerable to the impacts\nof climate change, which is in part stoked by emissions in the sector.\nScientists from 13 federal agencies under the Trump administration warned the\neconomic impacts of climate change on some industrial sectors could outmatch\nthe annual gross domestic product of many U.S. states.\n\nThe electric industry has acknowledged the physical risks accelerated by\nclimate change, such as sea level rise, worsening storms and wildfires, and\ndrought. Insight into their estimates on the cost of impact and mitigation of\nthose physical risks could help build the picture of how seriously utilities\nare considering these threats, according to Ateli Iyalla, managing director of\nCDP's North America region.\n\nCDP, formerly the Carbon Disclosure Project, has issued voluntary\nquestionnaires on the reporting of emissions and climate impacts for cities\nand companies around the world since the early 2000s. Utility Dive has\noutlined the responses of 18 utilities regarding physical threats in an\ninteractive list below. Participation from utilities in North America\ncontinues to grow, although major players in the space, such as NextEra\nEnergy, have not responded to the questionnaire.\n\nUtilities respond to the CDP with a varied level of granularity. The highest\nranked utilities in 2019 \u2014 Pinnacle West, NRG Energy and Dominion Energy \u2014\ngranted a lot of visibility into their planning through the granular amount of\ndata in their filings, according to Iyalla. But even the ones that respond\nwithout fully answering the purposefully open-ended questions are considered\nto be valuable because their answers establish \u201cthat benchmark and baseline\u201d\nfrom which utilities can improve their filings, Iyalla said.\n\nUtility Dive grouped and analyzed the latest available CDP filings from 18\nutilities throughout the U.S. to compare the various levels of detail that\nutilities are offering, specifically regarding the physical risks posed by\nclimate change. Of the utilities included in this group, nearly all had at\nleast one physical risk identified that would impact the utility in the short\nterm or mid term. Details on the costs related to these issues and other\nanalyses for mitigating the solution were reported unevenly, but the CDP\nemphasizes that the filing in itself is a huge step for companies.\n\n\u201cThe most nefarious risk is the one you can\u2019t see, so if you can\u2019t \u2026 see these\nrisks, you definitely cannot manage them,\u201d Iyalla said. \u201cJust because a\ncompany is reporting more risks than others doesn\u2019t mean it\u2019s facing more\nrisks than others,\u201d \u2026 but rather that it is associated with \u201ctheir level of\nawareness.\u201d\n\nThe CDP disclosure framework has been around longer than others, but there are\nseveral avenues through which companies are increasing visibility into their\nclimate plans, including through the Task Force on Climate-Related Financial\nDisclosures (TCFD), according to John Hodges, vice-president of Business for\nSocial Responsibility. Like the CDP, however, Hodges noted that not all\ncompanies are filing disclosures yet through TCFD \u2014 created in 2015 by the\nFinancial Stability Board.\n\n\u201cThis is really gone past an inflection point where it\u2019s not a question of\n\u2018if.\u2019 It\u2019s a question of \u2018when\u2019 these companies will start making the proper\nstrategy\u2026 investment, so forth,\u201d Hodges said.\n\nCDP asks utilities whether they have identified \u201cinherent\u201d climate-related\nrisks with \u201csubstantive\u201d analysis.\n\n\u201cUtilities will no doubt have a unique perspective given that they are the\nones investing billions to protect their assets \u2014 from redesigning their\nelectrical networks, to elevating their equipment, to building floodwalls \u2013\nfrom extreme events to ensure their customers don\u2019t lose power,\u201d Kelly Levin,\na senior associate with World Resources Institute\u2019s (WRI) global climate\nprogram, said in an email.\n\nGet utility news like this in your inbox daily. Subscribe to Utility Dive.\n\nTemperatures globally have [ risen 1.1 degree Celsius\n](https://public.wmo.int/en/media/press-release/wmo-confirms-2019-second-\nhottest-year-record) from pre-industrial temperatures, and are expected to\nrise as much as 3.2 degrees Celsius by the end of the century despite the\nimplementation of existing climate pledges, according to WRI and [ UN\nEnvironment Programme 2019 Emissions Gap report\n](https://www.unenvironment.org/news-and-stories/press-release/cut-global-\nemissions-76-percent-every-year-next-decade-meet-15degc) , making more\naggressive climate commitments from utilities important.\n\nAccording to the investor-owned utility association Edison Electric Institute,\nall of its members have plans to reduce at least 80% of their emissions by\n2050.\n\n\u201cIt will be critical that utilities conduct a comprehensive assessment of\nrisks, including drivers of those risks, as well as evaluate their assessment\nmethods for risks,\u201d Levin said.\n\nThe manner in which utilities are estimating the mitigation and impact costs\nof specific carbon risks varies greatly, but many utilities are identifying\nsimilar physical and transitional risks as part of their CDP responses.\n\n\u201cWhy are companies doing this?\u201d Hodges said, positing the acknowledgement of\nclimate risks is \u201cvery much driven by investors.\u201d\n\n\u201cMost large asset management firms now have what they would call\n[environmental, social and corporate governance] ESG investment professionals,\nwho are scrutinizing their investments from an ESG perspective, and some of\nthem may have focus or specialization around the industry as well,\u201d Hodges\nsaid.\n\n#### Some risks, like wildfires and rising sea levels, are concentrated in\ncertain regions\n\nBelow is a US map, divided into five regions, with utilities covering each\nregion that have submitted recent CDP filings. By selecting a risk, you can\nsee the utilities with that risk and the regions that they cover. To read more\nabout a utility, click on it in the list.\n\nSelect a risk to see which utilities have them:\n\nSelect a risk to see which utilities have them:\n\nWest\n\n * Los Angeles Department of Water and Power \n * Pacific Gas & Electric \n * Sacramento Municipal Utility District \n * Sempra Energy \n\nMidwest\n\n * Ameren \n * DTE Energy \n * Exelon \n * WEC Energy Group \n * Xcel Energy \n\nNortheast\n\n * Avangrid \n * Liberty Utilities \n * National Grid \n\nSouthwest\n\n * NRG Energy \n * Pinnacle West \n\nSoutheast\n\n * Dominion Energy \n * Duke Energy \n * Entergy \n * Southern Company \n\nClassification of regions are from National Geographic\n\n## Los Angeles Department of Water and Power\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWildfires | $350 million | $93.78 million | 20-30 years \nRising mean temperatures | $390,000* - $1 million | $0 | 20-30 years \nOther risks | | | \nChanging customer behavior | $0 - $25.65 million | $22.16 million | 5-20 years \n \n* Rounded up to the nearest 10,000 \n\nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=883024&locale=en&organization_name=Los+Angeles+Department+of+Water+and+Power&organization_number=57396&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F91174&survey_id=68887525)\n\n * LADWP could face losses of up to $350 million if its equipment or operations cause a wildfire. The utility\u2019s mitigation measures take into account vegetation management and designing transmission lines to withstand wind conditions, for example. \n * Rising temperatures could lead to decreasing thermal efficiencies, meaning that more fuel will be required to generate the same amount of power. LADWP\u2019s estimated cost of impact is based on the price of additional emissions that will be required to make up for that. The utility addresses this risk by incorporating decreasing thermal efficiencies in its load forecast. \n * Energy efficiency, distributed solar and other distributed energy resources could reduce energy sales and thereby, revenues, posing a market-related climate risk, according to the utility. These measures will also lower costs. \n * LADWP is aiming to increase distributed solar installation by 4,000 GWh over the next decade. It has a combined budget of roughly $22.2 million for its community solar and utility built solar efforts. \n\nLADWP is aiming to supply 55% renewable energy by 2025, 80% by 2038 and 100%\nby 2045. As part of that transition, the municipal utility announced plans\nlast year to shift away from coal generation at its Intermountain Power\nProject, to natural gas and by 2045, hydrogen. The facility will have the\nability to run on a 30% hydrogen fuel mix on its first day of operation,\nbefore scaling up to 100%.\n\n## Pacific Gas & Electric\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity of heat waves | $150 million - $300 million | $46 million | 0-1 year \nFloods/cyclones | $0 - $125 million | $205 million | 10-25 years \nChanges in precipitation | N/A | $151.2 million | 10-25 years \nRising sea levels | N/A | $50,000 | 10-25 years \nWildfires | N/A | $11.7 billion | 10-25 years \nOther risks | | | \nRenewable portfolio standard regulations | $0 - $25 million | $2.3 billion | 0-1 year \nUncertainty around GHG regulations | $0 - $3.65 million | $55 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=853096&locale=en&organization_name=PG%26E+Corporation&organization_number=14678&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89542&survey_id=68887525)\n\n * More severe heatwaves could increase load as well as lead to possible equipment failure, putting stress on the transmission system. A heatwave in July 2006 cost PG&E an estimated $150 million to $300 million, related to the increased price of electricity and infrastructure repairs. The utility addresses this risk through demand response programs, which cost around $46 million in 2019. \n * PG&E is anticipating worsening storms in the area. In 2019, PG&E recorded $205 million in its catastrophic emergency management account due to storms that damaged electric and gas distributed facilities and electric generation facilities, among other impacts. \n * Changes in precipitation can impact PG&E\u2019s hydroelectric system \u2014 the largest in the nation. PG&E spent $151 million annually to operate and maintain hydro during California\u2019s drought between 2011 through 2014. \n * PG&E is conducting a deep dive research project to understand the impacts of inland and coastal flooding, which includes sea level rise, with a budget of $50,000. Preparing for sea level rise could include elevating and replacing equipment; completely moving and rebuilding a substation would cost $100 million at a minimum, according to the utility. \n * The financial impact of wildfire risk \u201cis unknown but could be substantial,\u201d according to PG&E, due to California\u2019s law of inverse condemnation, which holds utilities liable for the damages caused by fires sparked by their equipment even if they are not found to be negligent. This year, the utility paid out [ $25.5 billion to resolve fire liabilities ](https://www.utilitydive.com/news/pge-exits-bankruptcy-but-long-term-wildfire-risk-could-put-it-back-in-th/581017/) from before 2018, which pushed it into Chapter 11 bankruptcy. PG&E plans to spend $11.7 billion on its wildfire mitigation plan from 2019 through 2022. \n\nPG&E filed for Chapter 11 bankruptcy in early 2019 after facing liabilities\nfrom wildfires caused by its power lines, and paid out $25.5 billion to\nresolve those liabilities and emerge from bankruptcy earlier this year. The\nutility is assessing potential scenarios to meet California\u2019s policy goal of\nachieving 100% renewables or zero-carbon electricity by 2045.\n\n## Sacramento Municipal Utility District\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChange in precipitation | $16.8 million | $64 million | 1-5 years \nWildfires | $5.12 million | $7.2 million | 0-1 year \nOther risks | | | \nCurrent regulation | $28.45 million | $1.5 million | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=888695&locale=en&organization_name=SMUD&organization_number=33870&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F107973&survey_id=68887525)\n\n * Shifts in hydrological cycles could affect the capacity of hydroelectric generation. According to SMUD, one inch of precipitation leads to 35,000 MWh of generation, meaning that a projected 23% decrease in yearly precipitation could lead to a drop of a little over 149,005 MWh, resulting in a $16.8 million loss for the utility. \n * In 2014 and 2015, SMUD spent roughly $5.1 million responding to the King Fire in El Dorado County, California, which the utility uses as a proxy for the cost of future risks. The utility also spent $7.2 million on wildfire mitigation in 2019, which included roughly $5.8 million on wildfire insurance, as well as a mix of grounding projects, inspecting transmission lines, and other strategies. \n * The $28.4 million in costs associated with current regulation is an \u201coverestimate\u201d based on the California Air Resources Board\u2019s November greenhouse gas allowance auction, with a price floor of $16.8 per metric ton. However, it doesn\u2019t take into the account the free allowances that SMUD has as well as efforts to reduce emissions. The utility spends between $1.5 million and $2 million on programs to quantify and reduce emissions. \n\nThis July, SMUD passed [ a climate emergency declaration\n](https://www.utilitydive.com/news/smud-aims-for-carbon-neutrality-by-2030-in-\nnew-climate-emergency-declaratio/581883/) that set the municipal utility on\nthe path to delivering carbon-neutral electricity by 2030 \u2014 15 years ahead of\nCalifornia\u2019s goal of supplying 100% electricity from zero-carbon and renewable\nresources by 2045. This is a particularly aggressive timeline, given that most\nutilities that have committed to being carbon-free or net-zero emissions are\naiming to do so around 2045 and 2050.\n\n## Sempra Energy\n\nWest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nRising sea levels | N/A | N/A | 6-10 years \nWildfire risk | N/A | $2 billion | 0-1 year \nWildfire risk (decreased access to capital) | N/A | N/A | 0-1 year \nOther risks | | | \nRenewables portfolio standard regulations | N/A | N/A | 0-1 year \nChanging customer behavior (DERs) | N/A | N/A | 0-1 year \nFederal and state air pollution regulations | N/A | N/A | 0-1 year \nChanging customer behavior (departing load) | N/A | N/A | 0-1 year \nSubstitution of existing products and services with lower emissions options | N/A | N/A | 6-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Sempra Energy\u2019s analysis covers all its subsidiaries, which include San Diego Gas & Electric (SDG&E), Southern California Gas Company (SoCalGas), Oncor Electric Delivery Company, Infraestructura Energetica Nova and Sempra LNG. \n * Since 2007, SDG&E has invested roughly $2 billion in wildfire mitigation measures in its service territories. Wildfire risk could also lead to downgrades of Sempra Energy\u2019s credit ratings. In September, for instance, S&P Global Ratings revised its outlook on SDG&E from stable to negative due to wildfire activity, which could make it more expensive for Sempra and its subsidiaries to borrow money, raise capital and issue debt securities. Sempra also lists its wildfire-related investments as a mitigation measure against the risk of changing precipitation patterns, which could both affect its power generation facilities in the southwest and increase the risk of regional wildfires. \n * SDG&E expects that two aspects of changing customer behavior \u2014 shifting to rooftop solar due to utility bill increases, and switching to other load-serving entities \u2014 could impact it in the future. The city of San Diego, for instance, is considering implementing a community choice aggregator, which would leave SDG&E procuring resources for less than half of its bundled load, posing as a market-related climate risk for the utility. \n * \u201c[A] substantial reduction or the elimination of natural gas as an energy source in California could have a material adverse effect on SDG&E\u2019s, SoCalGas\u2019 and Sempra Energy\u2019s cash flows, financial condition and results of operations,\u201d Sempra noted. \n\nCalifornia\u2019s Senate Bill 100, which was signed in 2018, laid out a goal for\nthe stat to achieve 60% renewable energy by 2030 and 100% renewable or zero-\ncarbon energy by 2045. In 2019, SDG&E delivered 45% of power from renewable\nsources.\n\n## NRG Energy\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity and frequency of extreme weather events | $40 million | $0 | 0-1 year \nOther risks | | | \nEmerging regulations/carbon pricing | $200,000 | $0 | 0-1 year \nChanging customer behavior | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856273&locale=en&organization_name=NRG+Energy+Inc&organization_number=13562&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89981&survey_id=68887525)\n\n * NRG Energy uses Hurricane Harvey from 2017 as an illustrative example to show the potential financial impacts of extreme weather. The financial impact includes $20 million cost to its operations business from damage to the Cottonwood Generating Facility and $20 million \u201cin lost revenue to the retail business due to transmission disruptions.\u201d \n * For extreme weather and other risks, NRG says, \u201cthe cost of management is integrated into operational costs, not an additional cost.\u201d \n * For emerging regulations, NRG considers a carbon price and says, \u201cthe potential financial impact figure is based on the expense of hiring an additional full time employee to manage the carbon trading program.\u201d \n * Regarding potential changes in customer behavior, NRG says, \u201cby using less of what we sell, this could impact our profitability.\u201d But it has no financial impact figure, saying that such information is \u201cnot available due to competitive information.\u201d \n\nNRG Energy said in October it has \u201cpartnered with developers to offtake more\nthan 1.9 GW of new solar, with more on the horizon,\u201d to meet its customers\u2019\n\u201cgrowing preference for renewable energy.\u201d The company further said, \u201cthat\nexpanding competitive energy markets and improving access to retail energy\nchoice is an important way to meet sustainability goals,\u201d adding that it has\n\u201calso advocated for the adoption of a Forward Clean Energy Market as a way to\nachieve clean energy outcomes in a way that\u2019s efficient and inclusive.\u201d The\ncompany last year said it expects to reduce emissions 50% below 2014 levels by\n2025 and achieve net zero emissions by 2050.\n\n## Pinnacle West\n\nSouthwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nWater scarcity, drought | $4 million - $6 million | $1.4 million | 1-5 years \nWildfires | $1 million - $2 million | $17 million | 0-1 year \nOther risks | | | \nEmerging regulations | $1.2 billion | $500,000 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856812&locale=en&organization_name=Pinnacle+West+Capital+Corporation&organization_number=14783&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F89551&survey_id=68887525)\n\n * Changes in precipitation or prolonged droughts could require Pinnacle West\u2019s principal subsidiary, Arizona Public Service, to drill deeper wells at its Sundance and Yucca power plants, at a cost of $2 million to $3 million each. The utility has a Water Resource Department \u2014 with a $1.4 million annual budget \u2014 that oversees water supplies. \n * Drought could also create a higher risk of wildfires in APS\u2019 service territory, and the utility is looking at investing into technologies that would help it detect and prevent wildfires \u2014 such a potential capital project could require investments of up to $2 million. The utility also incurs an approximate yearly cost of $17 million for its forestry business unit, which focuses on hardening assets and managing rights-of-way. \n * A carbon tax \u2014 that Pinnacle calls \u201cone of the most likely but unpredictable outcomes\u201d \u2014 could cost APS $1.2 billion, an estimate based on the cost of carbon dioxide in California\u2019s cap-and-trade market and the utility\u2019s projected carbon emissions between 2019 through 2032. APS estimates that it spends $500,000 a year tied to \u201cmonitoring the regulatory landscape,\u201d half of which goes to personnel costs. \n\nEarly this year, [ APS announced plans\n](https://www.utilitydive.com/news/arizona-public-service-sets-100-clean-\nenergy-target-but-doesnt-rule-out/570870/) to deliver 45% renewables by 2030\nand 100% carbon-free energy by 2050, as well as ending its coal-fired\ngeneration by 2031. That plan would require it to retire two units of the Four\nCorners coal plant as well as the Cholla Power Plant \u2014 which it plans to\nshutter by 2025 \u2014 a move that Sierra Club estimates could save customers\naround $500 million if the plants are replaced with solar-plus-storage\nprojects.\n\n## Ameren\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlooding/precipitation changes | $3.2 billion | $3.2 billion | 0-5 years \nOther risks | | | \nLoss from decreased load | $740 million | $740 million | 5-10 years \nTransitioning to low-emissions technology | $1.2 billion | $1.2 billion | 0-5 years \n \nSource: [ 2020 CDP filings ](https://www.ameren.com/-/media/corporate-\nsite/files/environment/ccr-rule/2020/cdp-climate-change-\nquestionnaire.pdf?la=en&hash=863564F572D71647F9DE321F644192BBB294B344)\n\n * Ameren finds that changes in precipitation, including potential floods or droughts, are considered a short-term, low-magnitude risk. Flooding or an unexpected drought could harm plant operations by limiting the water supply and endanger distribution operations. \n * The utility\u2019s mitigation response is a plan to invest $3.2 billion in transmission upgrades over the next five years to ensure it can maintain reliability on its system. It also anticipates a loss of load due to changes in customer behavior, including greater energy efficiency and greater use of distributed energy resources. \n * Its estimated costs of transitioning to low-emissions tech are likely to rise as its $1.2 billion estimate covers just its wind investment costs, and the utility has since upped its renewable energy goals. Ameren in September announced it would spend $4.5 billion over the next decade to add 3.1 GW of new wind and solar to its system. \n\nAmeren announced plans to increase its emissions reductions this year, aiming\nfor net-zero carbon emissions by mid-century. Much of its plan seems to be\ndriven by investor and customer preferences, rather than regulatory pressure,\n[ according to the utility and other stakeholders\n](https://www.utilitydive.com/news/ameren-pledges-net-zero-carbon-\nby-2050-31-gw-new-renewables-by-2030-keep/586013/) .\n\nAs part of its plan, the utility would add 5.4 GW of renewable energy by 2040,\nthough its plan also keeps coal-fired plants online into the 2040s. Advocates\nin the state hope securitization legislation could change its coal plant\nretirement plans.\n\n## DTE Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIce storms, severe thunderstorms, tornadoes | $5 billion | N/A | 0-5 years \nRising temperatures | N/A | N/A | 0-5 years \nChanges in precipitation | N/A | N/A | 0-5 years \nOther risks | | | \nTransitioning to low-emissions technology | $3.8 billion | N/A | 0-5 years \nEnvironmental regulations | N/A | N/A | 5-15 years \nVolatility of natural gas prices | N/A | N/A | 5-15 years \nNegative or incorrect perception of company\u2019s climate action | N/A | N/A | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=852802&locale=en&organization_name=DTE+Energy+Company&organization_number=5021&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F95778&survey_id=68887525)\n\n * Ice storms, severe thunderstorms and tornadoes present medium-magnitude, short-term risks to DTE Energy, especially if some of the largest damages cannot be recovered through the rate base. The utility is investing $5 billion over the next five years in distribution infrastructure to improve resiliency, though the utility isn\u2019t yet able to say how much long-term storm patterns may change its normal annual storm planning. \n * DTE considers the transition to low-emissions technology a high-magnitude, short-term risk that will see the utility investing almost $4 billion over the next five years in natural gas and renewable energy. \n * To mitigate the impacts of price volatility, the utility\u2019s home state of Michigan has a Power Supply Cost Recovery mechanism that allows DTE to recover fuel costs, including unexpected changes in fuel prices. Investing in wind and solar energy is another way the utility says it mitigates the risk of natural gas\u2019s price volatility. \n * Warmer weather conditions may reduce the need for heating in the winter, but could increase peak demand in the summer. The utility considers this risk medium-magnitude. \n * A potential change in Great Lakes water levels due to precipitation changes could negatively impact power plant facilities\u2019 operations, specifically their cooling requirements. It could also impact the supply chain as the Great Lakes are a major transport corridor for raw materials. \n\nDTE is [ aiming to achieve net-zero carbon emissions\n](https://www.utilitydive.com/news/dte-pledges-carbon-free-power-\nby-2050-banking-on-small-reactors-carbon-cap/563819/) by 2050, and reduce\nemissions 80% below 2005 levels by 2040. Michigan, where the utility\nexclusively operates, is [ under an executive order to achieve net-zero\nemissions ](https://www.utilitydive.com/news/michigan-vows-to-go-carbon-\nneutral-by-2050-increase-oversight-of-utility-r/585781/) by 2050, and the\ngovernor\u2019s plan includes a provision that will give the state\u2019s environmental\nregulators greater oversight over the utility\u2019s integrated resource plan.\n\nDTE [ filed an updated resource plan with regulators\n](https://www.utilitydive.com/news/dte-updates-resource-plan-blasted-by-\ncritics-for-favoring-coal-and-gas-over/574740/) this year after regulators [\nfound its initial plan \u201cfundamentally flawed\u201d\n](https://www.utilitydive.com/news/michigan-finds-fundamental-flaws-in-dtes-\nresource-plan-directs-utility/572714/) and directed the utility to reexamine\nits plan with a more realistic look at wind and solar options.\n\n## Exelon\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $1 million - $31 million | $500 million | 0-2 years \nOther risks | | | \nFailure to implement a carbon price in a way that values nuclear | $1.14 billion | N/A | 2-6 years \nNegative stakeholder perception | $450 million - $500 million | $65,000 | 2-6 years \nTransitioning to lower emissions technology | N/A | N/A | 2-6 years \n \nSource: [ 2020 CDP filings\n](https://www.exeloncorp.com/sustainability/Documents/Exelon_Investor_CDP.pdf)\n\n * Exelon says extreme weather could stress its transmission and distribution systems, communications system and technology leading to increased maintenance and capital costs and limiting its ability to meet peak demand. It could also affect the availability of generation and \u201cthe ability to source or send power to where it is sold.\u201d \n * The cost of impact for extreme weather reflects the range of increased storm costs from 2018 to 2019, with Exelon utilities Pepco, Delmarva Power and Light and Atlantic City Electric on the low end of the range and Commonwealth Edison on the high end. \n * The $500 million mitigation cost is for an initiative in parts of Washington, DC, to reduce storm damage from overhead lines by putting select feeders underground. More broadly, Exelon says it invested $5.5 billion across its regulated utilities in 2019 and plans to invest about $26 billion in its utilities from 2020 through 2023, including actions to address the physical risks from climate change and support storm recovery. \n * Exelon says the failure to enact a carbon price could lead to \u201cdecreased asset value or asset useful life leading to write-offs, asset impairment or early retirement of existing assets.\u201d The company supports both comprehensive federal GHG legislation and state clean energy initiatives. \n * Exelon says that challenges in communicating the success of its GHG reduction impacts pose a risk to its reputation. Acknowledging that the \u201ceconomic value of reputation is difficult to quantify with precision, Exelon nevertheless says that if 1% of its $45-50 billion in market value could be attributed to climate change-related reputation, the potential financial impact could range from $450 million to $500 million. \n\nWith over [ 19.6 GW of nuclear capacity\n](https://www.exeloncorp.com/locations/Documents/Exelon_fact_Nuclear.pdf) and\nover [ 2 GW of wind and solar ](https://www.exeloncorp.com/company/our-\ngeneration-fleet) , Exelon claims to be \u201cthe largest generator of zero-carbon\nelectricity in the nation.\u201d However, Exelon says that due to various factors,\nincluding low wholesale power prices and the absence of federal or state\npolicies that value the clean attributes of nuclear power, it has closed some\nof its nuclear plants. Additional plants could be at risk for early retirement\nif programs in New York and Illinois that do reward the zero emission\nattributes of nuclear \u201cdo not operate as expected over their full terms.\u201d The\ncompany has [ pushed for alternatives\n](https://www.utilitydive.com/news/exelon-pseg-urge-new-jersey-to-adopt-frr-\nalternative-to-pjm-as-retail-pro/578380/) to current wholesale market\nconstructs to better achieve state clean energy policies. The company does not\nhave an external emissions reduction goal, but notes that due to its \u201calready\nvery clean fleet, Exelon is not always perceived as achieving marginal\nreductions; Exelon\u2019s fleet\u2019s carbon intensity is already 90% lower than the\nindustry average.\u201d It further notes that through the combined efforts of all\nits companies, it \u201creduced, displaced or avoided nearly 100 million metric\ntons of U.S. electric sector emission each year from 2005 to 2020.\u201d\n\n## WEC Energy Group\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $0 | 1-3 years \nOther risks | | | \nVarying weather reducing demand for heating/cooling services | N/A | $0 | 1-3 years \nLess demand for equipment due to increased energy efficiency | N/A | $0 | 1-3 years \nEPA\u2019s Affordable Clean Energy (ACE) Rule | N/A | $0 | 3-6 years \nNo guarantees on cost recovery related to ACE rule | N/A | $0 | 3-6 years \nTransitioning to low-emission technologies | N/A | $0 | 3-6 years \nFuture GHG regulations | N/A | $0 | 3-6 years \nDecrease in electricity demand due to shift to customer-owned generation | N/A | $0 | 1-3 years \n \nSource: [ 2020 CDP filings\n](https://www.wecenergygroup.com/csr/cdp2020-climate-change.pdf)\n\n * WEC did not provide potential financial impact figures for any of the eight risks it listed in its 2020 CDP report. For the extreme weather risk, it said that \u201cany of the described events could lead to substantial financial losses.\u201d For all the risks listed, it said, \u201ca quantitative estimate of the inherent financial impacts of the risk is not currently available.\u201d \n * WEC similarly did not provide information on the cost of mitigation. For extreme weather, it said, \u201cWe assess and adjust for weather-related risks in our daily operations in order to improve reliability and resilience, safety, and customer satisfaction. We have not calculated the cost of management.\u201d \n * Although it singles out EPA\u2019s Affordable Clean Energy rule as a potential risk, it said, \u201cthe rule is not expected to result in significant additional compliance costs, including capital expenditures, but may impact how we operate our existing fossil-fueled power plants and biomass facility.\u201d \n * In terms of its response to extreme weather risks, WEC subsidiary Wisconsin Public Service is engaged in a multi-year system modernization and reliability project \u201cfocused on modernizing parts of its electricity distribution system by burying or upgrading lines.\u201d At the same time, subsidiary We Energies \u201cis upgrading its infrastructure and plans to rebuild hundreds of miles of electric distribution lines and replace thousands of poles and transformers.\u201d \n\nIn 2019, WEC Energy Group exceeded its 2030 goal of reducing carbon dioxide\nemissions 40% below 2005 levels. The company is now aiming to reduce CO2\nemissions from its electricity generation 70% below 2005 levels by 2030 and\nhave a net carbon neutral electric generation fleet by 2050. Early retirement\nof more than 1,800 MW of coal power helped WEC achieve its 2030 target early,\nthe company said in August. In addition, it plans to invest $900 million over\nthe next four years on more renewables to help achieve its emission reduction\ngoals.\n\n## Xcel Energy\n\nMidwest\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nCyclones, floods, extreme weather | $0 - $40 million | $13.5 million | Unknown \nChanges in precipitation | $0 - $5.5 million | $16.2 million | Unknown \nOther risks | | | \nLoss from decreased load | $0 - $90 million | $5 million | Current \nCarbon pricing | $95 million | $1.1 billion | 5+ years \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=831609&locale=en&organization_name=Xcel+Energy+Inc.&organization_number=20839&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F55837&survey_id=65670419)\n\n * A single severe weather event such as a windy thunderstorm, cyclone or hail, would at a maximum cost Xcel $40 million, the company estimates, if restoration costs were not fully recoverable from its rate base. The utility\u2019s assets located on the Great Plains are especially susceptible to this kind of weather event, which represents a medium-magnitude risk. \n * Mitigating the risk of such weather events comes through water management and infrastructure upgrades, among other things, and utilities are able to get rate recovery from storm damages based on evidence that the company acted in \u201cgood preventative faith.\u201d \n * Droughts and water shortages also present risks to the utility\u2019s power plants that rely on water for cooling purposes as part of their operations. Though its Midwest territory is fairly humid, the utility\u2019s assets stretch down to the more arid West and Southwest, where water scarcity is becoming a greater concern. \n * Alternative energy suppliers and residential-sited resources also present risks to the utility\u2019s load, along with energy efficiency, all of which are behavioral responses to rising climate concerns. Cost of managing this risk is calculated based on the manpower used to implement demand-side management and energy efficiency programs. \n\nXcel became the first major multi-state utility to commit to 100% carbon-free\nenergy by mid-century at the end of 2018. In January of this year, it decided\nto [ shutter one of its coal-fired plants a decade early\n](https://www.utilitydive.com/news/xcel-energy-plans-shutter-tolk-coal-\nplant-2032/570456/) , in part because of water scarcity concerns. The utility\nhas since said it doesn\u2019t expect water constraints to lead to the early\nretirement of any of its other plants, but Xcel is considered one of the\nhighest-risk utilities when it comes to water shortages, [ according to a\nJanuary Moody\u2019s report ](https://www.utilitydive.com/news/ameren-xcel-\ndominion-duke-among-most-at-risk-from-changing-climate-mood/570789/) . During\nthe company\u2019s Q4 earnings call, CEO Ben Fowke said [ seasonal operations of\nsome of its coal plants ](https://www.utilitydive.com/news/xcel-sees-\nopportunities-across-our-system-to-change-coal-operations-ceo/571522/) could\nalso help the utility mitigate some of its risks in more arid regions.\n\n## Dominion Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nChanges in temperature, weather patterns | $917.8 million | $917.8 million | 15-25 years \nFloods/cyclones | $1.46 billion | $1.42 billion | 15-25 years \nOther risks | | | \nPolicy changes | $5.8 billion - $10.37 billion | $10.37 billion | Current \n \nSource: [ 2019 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=66216852&discloser_id=822528&locale=en&organization_name=Dominion+Energy&organization_number=4832&program=Investor&project_year=2019&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F2019%2F9hz110bc%2F45901&survey_id=65670419)\n\n * Dominion Energy said extreme weather events could put all of its generation at risk, including solar and wind. A change in sea levels or sea temperatures would particularly impact utility operations along coastlines, such as the Cove Point LNG Terminal in Maryland. \n * The utility calculated the cost for the first phase of its Grid Transformation Plan, filed in 2018, by adding the approximate capital investment for the plan for 2019-2021 ($816.3 million) and the proposed operations and maintenance expenses ($101.5 million), totaling $917.8 million. \n * The utility plans to bury 4,000 miles of distribution lines by 2028, as part of a four-part Strategic Underground Program, that will cost $1.417 billion. The initiative will increase the ability of its distribution system in Virginia to withstand hurricanes and other extreme weather events. \n\nDominion responded with a slew of long-term planning models to represent\npolicy changes in Virginia, which would guide utility decarbonization efforts.\nThe company had established goals to add offshore wind off the coast of the\nstate and to increase renewable generation.\n\nDominion committed to adding 3 GW of renewable energy online or under\ndevelopment in Virginia within the next four years.\n\nDominion spun off some gas assets this summer, and canceled a major\nconstruction project it was leading with Duke Energy: the Atlantic Coast\nPipeline.\n\n## Duke Energy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | $11 billion | $11.6 billion | 0-5 years \nWater scarcity, drought | $14.6 million | $3.1 billion | 5-11 years \nOther risks | | | \nCO2 emissions regulations | $2.74 billion | $4.6 billion | 5-11 years \nCarbon pricing regulations | $465 million - $4.65 billion | $4.6 billion | 5-11 years \nReduction in available capital | $617 million | $4.6 billion | 0-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=856622&locale=en&organization_name=Duke+Energy+Corporation&organization_number=5052&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93042&survey_id=68887525)\n\n * Duke Energy calculates the possibility of flooding and cyclones as a high-magnitude short-term risk. The total impact over the next decade was determined as up to ten times the damage caused by Hurricane Michael and Florence. \n * Duke\u2019s inhouse Drought Mitigation Team monitors water levels and implements changes at impacted nuclear and coal-fired power plants to reduce drought-related risks. The cost of impact is calculated based on the idea that a nuclear plant, like the McGuire facility in North Carolina, might lose power for a week, and necessitate greater output from gas plants. \n * Duke represents the cost of managing many climate-related risks as the capital cost of new resources for planned investments, which was lowered between the 2019 and 2020 CDP disclosure from $5.1 billion to $4.6 billion. \n\nDuke announced a [ net-zero by 2050 goal in the fall of 2019\n](https://www.utilitydive.com/news/lng-natural-gas-critical-for-duke-energy-\nutility-aims-renewables-100-carbon-free-power/563128/) , spurred by a number\nof stakeholders, including environmental organizations. Several substantial\nlong-term shareowners asked Duke in 2019 to set a net-zero by 2050 carbon\nemissions target and to publish transition plans.\n\nDuke announced plans to [ triple its renewable energy output by 2030\n](https://www.utilitydive.com/news/duke-vows-to-double-renewables-capacity-\nreach-net-zero-methane-emissions-b/586791/) and to retire 862 MW of coal by\n2024. Duke\u2019s gas operations are expected to reach net-zero methane emissions\nby 2030 by replacing pipelines and increasing the monitoring of\ninfrastructure.\n\n## Entergy\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFloods/cyclones | N/A | $450 million | 0-3 years \nRising sea levels | N/A | N/A | 0-3 years \nChanges in precipitation patterns | N/A | N/A | 0-3 years \nOther risks | | | \nCarbon pricing mechanisms | N/A | N/A | 10-30 years \nEmissions reporting | N/A | $150,000 | 10-30 years \nEmerging regulations | N/A | N/A | 10-30 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=863552&locale=en&organization_name=Entergy+Corporation&organization_number=5653&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F93245&survey_id=68887525)\n\n * Entergy\u2019s average proactive hardening costs annually are $450 million, investing in transmission hardening and elevating substations to mitigate flooding, preparing drills and business continuity practices for the 25 GW of generation it owns or leases. The utility also prioritizes investments in distribution assets by zones of aging or decay to restore, replace or treat equipment. \n * Water availability is necessary to operations and revenues, and Entergy reduces the likelihood of the risks of changes to precipitation patterns through facility hardening, property insurance, water resource planning and other initiatives to build greater resilience for its operating companies and other assets, including its hydroelectric facilities. \n * Entergy doesn\u2019t include in its direct costs the investments made in restoration projects for Louisiana\u2019s barrier islands and coastal wetlands, to promote greater resiliency in their service territory. Entergy\u2019s service area is susceptible to storm impacts \u201cpotentially made worse\u201d by rising sea levels and the loss of coastal wetlands. \n * 2020 was Entergy\u2019s first CDP disclosure and did not provide financial impact figures or explanations for the full risks identified. \n\nIn 2019, Entergy set a commitment to reduce carbon emissions 50% below levels\nin 2000 by 2030. The company made voluntary greenhouse gas reports for over a\ndecade and continues to invest in emissions verification annually.\n\nThe company says it has reduced carbon dioxide emissions by 41% compared to\n2000 so far. The utility plans to continue retiring older, less efficient\nresources and add about 1 GW of solar generation and over 6 GW of combined\ncycle gas turbine generation.\n\n## Southern Company\n\nSoutheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nCarbon pricing mechanisms | $1.76 billion | $6.4 billion | 10-30 years \nCustomers shift to distributed resources | $366 million | $425 million | 10-30 years \nCustomers prioritize energy efficiency | $4 billion | $6 million | 2-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854912&locale=en&organization_name=The+Southern+Company&organization_number=18951&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F87585&survey_id=68887525)\n\n * Southern is wary of regulatory lag for rate adjustments if its subsidiaries, including Southern Company Gas, are required to invest in conservation measures which could result in reduced sales. \n * The company does not identify the costs of any acute physical risks tied to climate change in its latest filing, while recognizing weather related impacts on its generation, transmission and distribution systems, and is investing in smart grid technologies and energy storage systems to mitigate impacts. In 2019, its gas business addressed record low temperatures in its northern Illinois distribution area by planning proactive service appointment scheduling ahead of the storm. \n * While Southern doesn\u2019t disclose estimates for mitigation and recovery from extreme weather events, it conducts trainings for several programs to prepare employees for hurricane recovery, or to respond to tornadoes and ice storms. \n * Southern assumes that if all existing residential homes served by the utility reduce energy use with the best technologies available, total revenue for the company would be about $3 billion, as opposed to $7 billion (the scenario under which energy efficiency is not implemented widely). The difference is what Southern has deemed as the high-level estimate impact of energy efficiency: $4 billion. \n\nThe company committed to transitioning to net zero emissions by 2050.\n\nSouthern\u2019s regulated utilities work in states with different incentives for\nclimate transitions, and has developed some clean energy resources in spite of\nnot having a state-based mandate for it, as in Georgia.\n\n## Avangrid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased severity, frequency of extreme weather events | $40 million | $40 million | 0-1 year \nChanges in precipitation patterns, variability in weather patterns | $12 million | N/A | 1-5 years \nOther risks | | | \nPotential regulation to support coal and nuclear plants | $3 million | $1 million | 0-1 year \nDecreased revenues due to reduced production capacity | N/A | $0 | 0-1 year \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=854545&locale=en&organization_name=Avangrid+Inc&organization_number=63724&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F94207&survey_id=68887525)\n\n * Avangrid is looking at a mix of regulatory, physical and market-based risks, related to climate change, but says the \u201cactual financial impact is unpredictable.\u201d Weather events can have a significant impact but much depends on which facilities are affected. The costs to restore service and repair damaged facilities, obtain replacement power and access available financing sources, may not be recoverable from customers \u201cand could adversely affect our cash flows, results of operations and financial position,\u201d it says in its 2020 CDP filing. \n * The utility sees climate risks in the energy markets, in the form of potential decreased revenues that would accompany any policy changes that support coal or nuclear plants. \u201cThis potential change in the energy market to support uneconomical facilities may distort the market prices,\u201d the utility said. \n * Avangrid owns 7.4 GW of wind and solar, of which approximately 30% of the electricity generated is sold into wholesale markets. The utility says a $1/MWh decrease in the wholesale prices in the markets where Avangrid Renewables participates could have a negative impact on earnings of approximately $3 million in 2020. The company\u2019s strategy calls for increasing long-term contracts with commercial and industrial customers and reducing merchant exposure. \n\nIn October, Avangrid [ made a cash offer for PNM Resources\n](https://www.utilitydive.com/news/avangrid-pnm-resources-announce-83b-merger-\nto-create-one-of-biggest-cle/587450/) in a merger it says will create \u201cone of\nthe biggest clean energy companies\u201d in the United States. Avangrid Networks\ncurrently includes eight electric and natural gas utilities, serving 3.3\nmillion customers in New York and New England.\n\nAvangrid owns 1,900 MW of renewable energy and has a pipeline of 1,400 MW of\nrenewables assets in New Mexico and Texas. PNM Resources owns approximately\n2.8 GW of generation capacity and provides electricity in New Mexico and\nTexas. The merger with PNM could [ lead to the development of more renewables\n](https://www.utilitydive.com/news/avangrid-pnm-merger-can-advance-new-mexico-\nuntapped-renewable-energy/587602/) in New Mexico, say experts.\n\nAvangrid says it is \u201ccontinuously evaluating the regulatory risks and\nregulatory uncertainty presented by climate change,\u201d as such concerns \u201ccould\npotentially lead to additional rules and regulations that impact how we\noperate our business.\u201d The utility points to New York, where regulators\u2019\nReforming the Energy Vision proceeding has for years been reimagining the\nstate\u2019s energy system.\n\nWhile the end result of the REV process \u201cremains unclear,\u201d Avangrid said in\nits 2020 CDP filing, the proceeding \u201ccould alter the utility model in New York\nin a manner that could create material adverse impacts on our businesses and\noperations in New York.\u201d\n\nAvangrid has pledged to be [ carbon neutral by 2035\n](https://www.avangrid.com/wps/portal/avangrid/sustainability/environment/CarbonFootprints)\n.\n\n## Liberty Utilities (owned by Algonquin Power & Utilities)\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nIncreased likelihood and severity of wildfires | N/A | $0 | 0-1 year \nIncreased severity, frequency of extreme weather events | N/A | $0 | 1-5 years \nOther risks | | | \nDecreased revenues due to reduced production capacity | N/A | $0 | 1-5 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855180&locale=en&organization_name=Algonquin+Power+%26+Utilities+Corporation&organization_number=524&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F96668&survey_id=68887525)\n\n * Liberty Utilities sees the potential for high financial impacts from physical climate risks, but its 2020 CDP filing says \u201cwe currently do not have a financial impact figure assessed.\u201d \n * Related to wildfires, Liberty sees the potential for increased insurance premiums and reduced availability of insurance on assets in \u2018high risk\u2019 locations. In addition, increased air temperatures could result in decreased efficiencies over time of both generation and transmission facilities. Extreme weather events create a risk of asset damage, and the increased frequency and severity of weather events \u201cincreases the likelihood that the duration of power outages and fuel supply disruptions could increase.\u201d \n * Liberty also sees a risk that climate change impacts the output of its renewable generation facilities. Expected returns from both solar and wind assets \u201care based off current weather patterns,\u201d which climate change can modify. \n\nAlgonquin Power & Utilities describes itself as \u201ca growing renewable energy\nand utility company with assets across North America,\u201d operating through\nsubsidiaries Liberty Power and Liberty Utilities to deliver electricity and\ngas to customers in the United States and Canada. The company delivers\nelectricity to 267,000 customers and owns related generation assets in\nCalifornia, New Hampshire, Missouri, Kansas, Oklahoma and Arkansas.\n\nAlgonquin has a portfolio of long-term contracted wind, solar and\nhydroelectric generating facilities representing [ over 2 GW of installed\ncapacity ](http://investors.algonquinpower.com/file/Index?KeyFile=405452305)\nand more than 1.6 GW of incremental renewable energy capacity under\nconstruction. The company wants to reach [ 75% renewable generation capacity\nby 2023. ](http://algonquinpower.com/docs/APUC-Sustainability-Report-2020.pdf)\n\nThe utility has been taking steps to reduce its carbon footprint and add more\nemissions-free resources. Last year, it developed a [ storage program\n](https://www.utilitydive.com/news/designing-liberty-utilities-new-hampshire-\nresidential-storage-program/548940/) for utility-owned behind-the-meter\ncapacity in its New Hampshire territory. And this summer, Liberty dropped\nplans to construct the [ proposed Granite Bridge natural gas pipeline\n](https://www.nhpr.org/post/liberty-utilities-drops-plans-major-gas-pipeline-\nnh#stream/0) after concluding it could meet demand with existing\ninfrastructure.\n\n## National Grid\n\nNortheast\n\nRisk calculated | Cost of impact | Cost of mitigation | Time frame \n---|---|---|--- \nPhysical risks | | | \nFlood risk mitigation | $2.2 million - $111 million | $250 million | 20-30 years \nChanges in precipitation and extreme variability in weather patterns | N/A | $65,000 | 10-20 years \nSevere weather impact on network resilience | N/A | $0 | 20-30 years \nOther risks | | | \nMissing SF6 regulatory targets | $14.8 million | $1.55 million | 10-20 years \nIncreased legislation or a ban on the use of SF6 | $19.46 million | $1.55 million | 10-20 years \nCarbon tax introduction | $124 million - $248 million | $288 million | 0-10 years \nExceeding the Massachusetts methane emissions cap (gas operations) | $3 million | $136 million | 0-10 years \n \nSource: [ 2020 CDP filings\n](https://www.cdp.net/en/formatted_responses/responses?campaign_id=70692136&discloser_id=855754&locale=en&organization_name=National+Grid+PLC&organization_number=12832&program=Investor&project_year=2020&redirect=https%3A%2F%2Fcdp.credit360.com%2Fsurveys%2F6sc15v4h%2F90325&survey_id=68887525)\n\n * Headquartered in London, National Grid reports CDP risk and mitigation measures in Great British Pounds. These estimates have been converted to U.S. dollars using a conversion rate of \u00a31 to $1.30. \n * National Grid expects its largest climate mitigation cost will be to address increased severity and frequency of extreme weather events such as cyclones and floods. The utility says there is a risk it may either fail to mitigate adequately or to deal with the consequences of flooding, which could include loss of supply in both its gas and electricity networks leading to disruption to large numbers of energy users. Flood mitigation is primarily associated with its U.K. service territory. \n * In Massachusetts, the utility sees a significant gap between the fines associated with exceeding methane leak targets on its gas network and the cost to prevent leaks from occurring. The utility has a plan to remove or replace leak prone pipes and in 2019 removed 65 miles from service in Massachusetts. \n\nNational Grid is based in the in U.K. but serves more than 20 million\ncustomers in New York, Rhode Island and Massachusetts. The utility is [ aiming\nfor net zero greenhouse gas emissions by 2050\n](https://www.utilitydive.com/news/with-hydrogen-as-lynchpin-strategy-\nnational-grid-joins-other-utilities-i/586386/) and recently said it supports\noverhauling the Northeast\u2019s wholesale electricity market design, transmission\nplanning process and the governance of its grid operator to advance\ndecarbonization efforts.\n\nThe utility\u2019s Net Zero by 2050 plan involves cutting emissions from the fuels\nand electricity it provides 20% by 2030. The utility is targeting 80% cuts to\nemissions from direct operations and power purchases by 2030.\n\n#### Methodology\n\nWhen selecting utilities to track, the Utility Dive team divided the United\nStates into five regions, per the approach taken by [ the National Geographic\n](https://www.nationalgeographic.org/maps/united-states-regions/) . We focused\non utilities within each region that had voluntarily made filings to the CDP\nin 2019 and 2020.\n\nSome utilities, such as Consolidated Edison, made their disclosure private and\nwe were not granted access by the company to view the filing. In addition,\nutility filings from 2020 might still reflect older data. For example,\nSacramento Municipal Utility District filed in 2020 using data from 2018.\n\nUtility estimates have been rounded to the 1,000s in the map or to the second\ndecimal place in instances where we show figures as amounts in \u201cbillions\u201d or\n\u201cmillions.\u201d\n\nWe tallied all of the risks related to climate change that utilities\nidentified through their CDP filings, taking note of the acute and chronic\nphysical risks, such as the impacts of extreme weather, as well as\ntransitional, marketing, reputation and other climate-related risks the\ncompanies identified.\n\nWhile we focused on information related to climate risks and impacts, CDP\nfilings encompass information about a broader array of risks. If a utility\ndoes not have estimates for a particular risk, it does not represent the\neffort or accuracy of its broader filing, which the CDP grades in an annual\nreport ranking global companies.\n\nRelated content\n\n#### [ Wildfires pushed PG&E into bankruptcy. Should other utilities be\nworried? ](https://www.utilitydive.com/news/wildfires-pushed-pge-into-\nbankruptcy-should-other-utilities-be-worried/588435/)\n\nBy Kavya Balaraman \u2022 Nov. 19, 2020\n\n#### [ Why capital markets are continuing to finance utilities facing rising\nflood and other climate change impacts ](https://www.utilitydive.com/news/why-\ncapital-markets-are-continuing-to-finance-utilities-facing-rising-\nflood/589171/)\n\nBy Iulia Gheorghiu \u2022 Nov. 20, 2020\n\n#### [ Ballot billions: Behind the efforts to fund and finance climate action\n](https://www.utilitydive.com/news/election-2020-ballots-climate-\naction/588067/)\n\nBy Kristin Musulin, Chris Teale and Cailin Crowe \u2022 Oct. 30, 2020\n\n#### [ Utilities don\u2019t see stranded assets as a top risk. Should they?\n](https://www.utilitydive.com/news/utilities-dont-see-stranded-assets-as-a-\ntop-risk-should-they/572246/)\n\nBy Catherine Morehouse \u2022 Feb. 14, 2020\n\nCredits\n\nDesign & development\n\n[ Nami Sumida ](https://industrydive.design/about/nami/)\n\nIllustration\n\n[ Danielle Ternes ](https://industrydive.design/about/danielle/)\n\n * [ ](https://www.linkedin.com/shareArticle?mini=true&url=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/&title=Climate%20risks%20are%20accelerating.%20Here%27s%20what%20Duke%2C%20PG%26E%20and%2016%20other%20utilities%20expect%20to%20pay. \"Post\")\n * [ ](https://www.facebook.com/sharer/sharer.php?u=https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/ \"Share\")\n * [ ](https://twitter.com/intent/tweet?text=Climate%20risks%20are%20accelerating.%20Here%27s%20what%20Duke%2C%20PG%26E%20and%2016%20other%20utilities%20expect%20to%20pay.%20https%3A//www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/%20via%20@UtilityDive \"Post\")\n * [ ](javascript:window.print\\(\\) \"Print\")\n * [ ](/cdn-cgi/l/email-protection#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 \"Email\")\n * [ purchase licensing rights ](/selfservice/article-licensing/submit/?newspostUrl=https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/ \"License\")\n\n### Editors' picks\n\n * [ ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-manufacturer-study/744575/)\n\nCourtesy of GE Vernova\n\n### [ US electricity demand will grow 50% by 2050, electrical manufacturer\nstudy finds ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-\nmanufacturer-study/744575/)\n\nData centers and transportation electrification will drive U.S. electricity\ndemand about 2% higher each year for the next quarter century, according to a\nnew analysis completed for the National Electrical Manufacturers Association.\n\nBy Robert Walton \u2022 April 7, 2025\n\n * [ ](/news/ferc-spp-rto-west-trump-coal-gas-market-report/743157/)\n\nPermission granted by Esme Howland\n\n### [ FERC approves SPP\u2019s RTO West, plus 4 other open meeting takeaways\n](/news/ferc-spp-rto-west-trump-coal-gas-market-report/743157/)\n\nThe White House has not directed the commission to bolster coal-fired\ngeneration, and the agency is eyeing reorganization possibilities, Chairman\nMark Christie said Thursday.\n\nBy Ethan Howland \u2022 March 21, 2025\n\n### Utility Dive news delivered to your inbox\n\nGet the free daily newsletter read by industry experts\n\n## Company Announcements\n\n[ View all ](/press-release/) | [ Post a press release ](/press-release/get-started/)\n\n[ VIE Technologies and RESA Power Partner to Modernize Transformer Monitoring\nFrom VIE Technologies March 26, 2025 ](/press-release/20250325-vie-\ntechnologies-and-resa-power-partner-to-modernize-transformer-monitoring/) [\nClean Power Research and envelio Inc. Partner, Integrate Offerings to Help\nUtilities Accelera\u2026 From Envelio March 20, 2025 ](/press-\nrelease/20250320-clean-power-research-and-envelio-inc-partner-integrate-\nofferings-to-help-1/) [ Cal Water Awarded Customer Excellence Award at the\n2025 Oracle Utilities User Group From TMG, an RIA company March 27, 2025\n](/press-release/20250321-cal-water-awarded-customer-excellence-award-at-\nthe-2025-oracle-utilities-us/) [ Caterpillar to Share Innovative Strategies\nfor Navigating the Evolving Energy Landscape at DIS\u2026 From Caterpillar Inc.\nMarch 20, 2025 ](/press-release/20250320-caterpillar-to-share-innovative-\nstrategies-for-navigating-the-evolving-ener-1/)\n\nEditors' picks\n\n * [ ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-manufacturer-study/744575/)\n\nCourtesy of GE Vernova\n\n### [ US electricity demand will grow 50% by 2050, electrical manufacturer\nstudy finds ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-\nmanufacturer-study/744575/)\n\nData centers and transportation electrification will drive U.S. electricity\ndemand about 2% higher each year for the next quarter century, according to a\nnew analysis completed for the National Electrical Manufacturers Association.\n\nBy Robert Walton \u2022 April 7, 2025\n\n * [ ](/news/ferc-spp-rto-west-trump-coal-gas-market-report/743157/)\n\nPermission granted by Esme Howland\n\n### [ FERC approves SPP\u2019s RTO West, plus 4 other open meeting takeaways\n](/news/ferc-spp-rto-west-trump-coal-gas-market-report/743157/)\n\nThe White House has not directed the commission to bolster coal-fired\ngeneration, and the agency is eyeing reorganization possibilities, Chairman\nMark Christie said Thursday.\n\nBy Ethan Howland \u2022 March 21, 2025\n\nLatest in Generation\n\n * [ ](/news/wind-solar-generation-overtook-coal-2024-natural-gas/744732/)\n\n[ Wind and solar generation overtook coal in the US last year: report\n](/news/wind-solar-generation-overtook-coal-2024-natural-gas/744732/)\n\nBy Diana DiGangi\n\n * [ ](/news/miso-ferc-eras-fast-track-interconnection-review/744724/)\n\n[ Utilities, state regulators urge FERC to approve MISO\u2019s fast-track\ninterconnection plan ](/news/miso-ferc-eras-fast-track-interconnection-\nreview/744724/)\n\nBy Ethan Howland\n\n * [ ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-manufacturer-study/744575/)\n\n[ US electricity demand will grow 50% by 2050, electrical manufacturer study\nfinds ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-\nmanufacturer-study/744575/)\n\nBy Robert Walton\n\n * [ ](/news/ls-power-doswell-data-center-virginia-pjm-odec/744572/)\n\n[ LS Power eyes 300-MW colocated data center at Virginia power plant\n](/news/ls-power-doswell-data-center-virginia-pjm-odec/744572/)\n\nBy Ethan Howland\n\n* * *\n\n[ ](https://www.industrydive.com)\n\n * [ ](https://www.linkedin.com/company/utility-dive-energy-and-utility-news)\n * [ ](https://www.facebook.com/utilitydive/)\n * [ ](https://twitter.com/UtilityDive)\n * [ ](https://www.utilitydive.com/feeds/news/)\n\n#### Explore\n\n * [ About ](/about/)\n * [ Editorial Team ](/editors/)\n * [ Contact Us ](/contact/)\n * [ Newsletter ](/signup/?signup_location=footer-list&signup_path=/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/)\n * [ Purchase Licensing Rights ](/selfservice/article-licensing/submit/)\n * [ Press Releases ](/press-release/)\n * [ What We're Reading ](/what-we-are-reading/)\n\n#### Reach our audience\n\n * [ Advertising ](/advertise/)\n * [ Post a press release ](/press-release/get-started/)\n * [ Submit an opinion piece ](/opinion/)\n * [ Promote an event ](/selfservice/event-listings/contact)\n\n#### Related Publications\n\n * [ Smart Cities Dive ](https://www.smartcitiesdive.com/)\n * [ Waste Dive ](https://www.wastedive.com/)\n\n* * *\n\nIndustry Dive is an Informa TechTarget business.\n\n\u00a9 2025 TechTarget, Inc. or its subsidiaries. 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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 ](/main/board-public-utilities/board-public-utilities-0)\n\n* * *\n\n * [ POLICY UPDATES & REQUEST FOR COMMENTS ](/main/njcep-policy-updates-request-comments/policy-updates-and-request-comments)\n\n* * *\n\n * [ Calendar of Events ](/calendar)\n\n* * *\n\n * [ CLEAN ENERGY STAKEHOLDER GROUPS - Meetings ](/stakeholdergroups)\n\n* * *\n\n * [ GRANTS & SOLICITATIONS ](/main/grants-solicitations/grants-and-solicitations-0)\n\n* * *\n\n * [ PRESS ROOM ](/main/press-room/press-releases)\n\n* * *\n\n * [ PUBLIC REPORTS AND LIBRARY ](/library)\n\n* * *\n\n * [ CONTACT US ](/misc/about-njcep/contact-us)\n\n* * *\n\n \n\n[ ](http://www.state.nj.us/)\n\n \n\n[ Home ](/) | [ Energy Efficiency ](/residential/home/home) | [ Electric Vehicles ](/commercial-industrial/home/home) | [ Renewable Energy ](/renewable-energy/home/home) \n[ Press Room ](/main/press-room/press-releases) | [ Library ](/main/public-reports-and-library/home) | [ FAQs ](/main/public-reports-and-library/faqs/faqs) | [ Calendar ](/main/green-job-training-and-events) | [ Newsletters ](/main/public-reports-and-library/program-newsletter/program-newsletter) | [ Contact Us ](/misc/about-njcep/contact-us) | [ Privacy ](http://www.nj.gov/nj/privacy.html) | [ Legal Statement and Disclaimers ](http://www.nj.gov/nj/legal.html) | [ Site Map ](/sitemap)\n\n \n\n \n\n",
"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 financial reports, which is a highly reliable source of information.",
"reliability_score": 1.0,
"search_query": "company 'N/A' energy efficiency",
"summary": "Official website for the New Jersey Clean Energy Program.",
"url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
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"source": "https://www.energystar.gov/rebate-finder?page_number=0"
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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",
"url": "https://www.energystar.gov/rebate-finder?page_number=0"
},
"reason": "This is the official Energy Star website, a government-backed program, making it an extremely reliable source for energy efficiency information.",
"reliability_score": 1.0,
"search_query": "company 'N/A' energy efficiency",
"summary": "Official Energy Star website.",
"url": "https://www.energystar.gov/rebate-finder?page_number=0"
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"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"
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](https://www.efficiencymaine.com/resources-for-municipalities/)\n * [ Resources for Realtors ](https://www.efficiencymaine.com/resources-for-realtors/)\n * [ Resources for Renters ](https://www.efficiencymaine.com/energyinformation/resources-renters/)\n * [ About ](https://www.efficiencymaine.com/about/)\n * [ News ](https://www.efficiencymaine.com/news/)\n * [ Board ](https://www.efficiencymaine.com/about/board/)\n * [ Library ](https://www.efficiencymaine.com/about/library/)\n * [ Opportunities ](https://www.efficiencymaine.com/opportunities/)\n * [ Staff ](https://www.efficiencymaine.com/about/staff/)\n * [ Careers ](https://www.efficiencymaine.com/careers/)\n * [ Contact ](https://www.efficiencymaine.com/about/contact/)\n * [ Subscribe ](https://www.efficiencymaine.com/about/newsletter-signup/)\n * [ Triennial Plan VI ](https://www.efficiencymaine.com/triennial-plan-vi/)\n\nTens of thousands of Mainers own heat pump water heaters. 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",
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"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 New York City government website providing information on energy grades for buildings, making it an extremely reliable source.",
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"search_query": "company 'N/A' energy efficiency",
"summary": "New York City government website.",
"url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
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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 program detail page on DSIREUSA.org, a comprehensive source for information on state, federal, and utility incentives for renewable energy and energy efficiency. It is a reliable source.",
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"search_query": "company 'N/A' energy efficiency",
"summary": "Program detail page on DSIREUSA.org.",
"url": "https://programs.dsireusa.org/system/program/detail/4488"
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"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 the official website of the Public Utilities Commission of Nevada, a government entity, making it an extremely reliable source.",
"reliability_score": 1.0,
"search_query": "company 'N/A' energy efficiency",
"summary": "Official website of the Public Utilities Commission of Nevada.",
"url": "https://puc.nv.gov/Renewable_Energy/ApprovedREFacilities/"
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"source": "https://tax.vermont.gov/all-forms"
},
"page_content": "Skip to main content\n\n * [ Home ](/home)\n * [ Individuals ](/individuals)\n * [ Businesses ](/business)\n * [ Property ](/property)\n * [ Tax Professionals ](/tax-professionals)\n * [ Municipal Officials ](/municipal-officials)\n * [ Forms and Publications ](/forms-and-publications)\n * [ All Forms and Instructions ](/all-forms)\n * [ School District Codes ](/forms-and-publications/school-codes)\n * [ Order Paper Forms ](/form-request)\n * [ Prior Year Forms ](/tax-forms/prior-year-forms)\n * [ Power of Attorney ](/poa)\n * [ Publications and Fact Sheets ](/forms-and-publications/publications)\n * [ Reports ](/forms-and-publications/reports)\n * [ News ](/forms-and-publications/news)\n * [ Document Library ](/tax-forms-and-publications/document-library)\n * [ Tax Law and Guidance ](/tax-law-and-guidance)\n * [ Data and Statistics ](/data-and-statistics)\n * [ Help ](/help)\n\n# Forms and Instructions\n\n * [ Get help with a fillable PDF ](http://tax.vermont.gov/help-and-resources/technical-assistance)\n\n * [ See tax forms by year ](http://tax.vermont.gov/tax-forms/prior-year-forms)\n\n * [ Order paper forms ](http://tax.vermont.gov/form-request)\n\n## Authorization and Statement Forms and Instructions\n\nForm Number | Instructions | Title | Revised \n---|---|---|--- \n[ 8821-VT ](http://tax.vermont.gov/sites/tax/files/documents/8821-VT.pdf) | Included with form | [ Authorization to Release Tax Information ](http://tax.vermont.gov/sites/tax/files/documents/8821-VT.pdf) | 2020 \n[ OIC-671 ](http://tax.vermont.gov/sites/tax/files/documents/OIC-671.pdf) | Included with form | [ Offer in Compromise Agreement ](http://tax.vermont.gov/sites/tax/files/documents/OIC-671.pdf) | 2021 \n[ OIC-672 ](http://tax.vermont.gov/sites/tax/files/documents/OIC-672.pdf) | Included with form | [ Collection Information Statement for Businesses ](http://tax.vermont.gov/sites/tax/files/documents/OIC-672.pdf) | 2019 \n[ OIC-673 ](https://tax.vermont.gov/sites/tax/files/documents/OIC-673.pdf) | Included with form | [ Collection Information Statement for Wage Earners and Self-Employed Individuals ](http://tax.vermont.gov/sites/tax/files/documents/OIC-673.pdf) | 2019 \n[ PA-1 ](http://tax.vermont.gov/sites/tax/files/documents/PA-1.pdf) | Included with form | [ Special Power of Attorney for Use by Individuals, Businesses, Estates and Trusts ](http://tax.vermont.gov/sites/tax/files/documents/PA-1.pdf) | 2025 \n[ TAX-692 ](https://tax.vermont.gov/sites/tax/files/documents/TAX-692.pdf) | Included with form | [ Financial and Income Statement for Businesses ](http://tax.vermont.gov/sites/tax/files/documents/PA-1.pdf) | 2021 \n[ TAX-693 ](https://tax.vermont.gov/sites/tax/files/documents/TAX-693.pdf) | Included with form | [ Financial and Income Statement for Wage Earners and Self-Employed Individuals ](http://tax.vermont.gov/sites/tax/files/documents/TAX-693.pdf) | 2021 \n \n## Tax Year 2024 Corporate and Business Income Tax Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ BA-402 ](https://tax.vermont.gov/sites/tax/files/documents/BA-402-2024.pdf) | [ BA-402 Instructions ](https://tax.vermont.gov/document/2024-instructions-ba-402) | [ Apportionment & Allocation Schedule ](http://tax.vermont.gov/sites/tax/files/documents/BA-402-2024.pdf) \n[ BA-403 ](https://tax.vermont.gov/sites/tax/files/documents/BA-403-2024.pdf) | Included with form | [ Application for Extension of Time to File Vermont Corporate/Business Income Tax Returns ](http://tax.vermont.gov/sites/tax/files/documents/BA-403-2024.pdf) \n[ BA-404 ](https://tax.vermont.gov/sites/tax/files/documents/BA-404-2024.pdf) | [ BA-404 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BA-404-Instr-2024.pdf) | [ Tax Credits Earned, Applied, Expired, and Carried Forward ](http://tax.vermont.gov/sites/tax/files/documents/BA-404-2024.pdf) \n[ BA-406 ](https://tax.vermont.gov/sites/tax/files/documents/BA-406-2024.pdf) | [ BA-406 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BA-406-Instr-2024.pdf) | [ Credit Allocation Schedule ](http://tax.vermont.gov/sites/tax/files/documents/BA-406-2024.pdf) \n[ BA-410 ](https://tax.vermont.gov/sites/tax/files/documents/BA-410-2024.pdf) | [ BA-410 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BA-410-Instr-2024.pdf) | [ Vermont Corporate Income Tax Affiliation Schedule ](http://tax.vermont.gov/sites/tax/files/documents/BA-410-2024.pdf) \n[ BI-470 ](https://tax.vermont.gov/sites/tax/files/documents/BI-470-2024.pdf) | Included with form | [ Business Income Tax Return Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/BI-470-2024.pdf) \n[ BI-471 ](https://tax.vermont.gov/sites/tax/files/documents/BI-471-2024.pdf) | [ BI-471 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BI-471-Instr-2024.pdf) | [ Business Income Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/BI-471-2024.pdf) \n[ BI-472 ](https://tax.vermont.gov/sites/tax/files/documents/BI-472-2024.pdf) | [ BI-472 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BI-472-Instr-2024.pdf) | [ Non-Composite Schedule ](http://tax.vermont.gov/sites/tax/files/documents/BI-472-2024.pdf) \n[ BI-473 ](https://tax.vermont.gov/sites/tax/files/documents/BI-473-2024.pdf) | [ BI-473 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BI-473-Instr-2024.pdf) | [ Composite Schedule ](http://tax.vermont.gov/sites/tax/files/documents/BI-473-2024.pdf) \n[ BI-476 ](https://tax.vermont.gov/sites/tax/files/documents/BI-476-2024.pdf) | [ BI-476 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BI-476-Instr-2024.pdf) | [ Business Income Tax Return for Resident Only ](http://tax.vermont.gov/sites/tax/files/documents/BI-476-2024.pdf) \n[ BI-477 ](https://tax.vermont.gov/sites/tax/files/documents/BI-477-2024.pdf) | [ BI-477 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BI-477-Instr-2024.pdf) | [ Vermont Income Adjustment Calculation: Pass-Through Nonresident ](http://tax.vermont.gov/sites/tax/files/documents/BI-477-2024.pdf) \n[ BR-400 ](https://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) | [ BR-400 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/BR-400%20Instr.pdf) | [ Application for Business Tax Account ](http://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) \n[ BR-401 ](https://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) | Included with form | [ Change In Business Principals with Fiscal Responsibility ](http://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) \n[ CO-411 ](https://tax.vermont.gov/sites/tax/files/documents/CO-411-2024.pdf) | [ CO-411 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CO-411-Instr-2024.pdf) | [ Corporate Income Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/CO-411-2024.pdf) \n[ CO-414 ](https://tax.vermont.gov/sites/tax/files/documents/CO-414-2024.pdf) | Included with form | [ Corporate Estimated Tax Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/CO-414-2024.pdf) \n[ CO-419 ](https://tax.vermont.gov/sites/tax/files/documents/CO-419-2024.pdf) | [ CO-419 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CO-419-Instr-2024.pdf) | [ Apportionment of Foreign Dividends (for Unitary-Combined only) ](http://tax.vermont.gov/sites/tax/files/documents/CO-419-2024.pdf) \n[ CO-420 ](https://tax.vermont.gov/sites/tax/files/documents/CO-420-2024.pdf) | [ CO-420 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CO-420-Instr-2024.pdf) | [ Foreign Dividend Factor Increments (for Unitary-Combined only) ](http://tax.vermont.gov/sites/tax/files/documents/CO-420-2024.pdf) \n_CO-421_ | _Instructions_ | _Unitary Affiliate Schedule - Unitary Filing Only_ \n[ CO-422 ](https://tax.vermont.gov/sites/tax/files/documents/CO-422-2024.pdf) | Included with form | [ Corporate Income Tax Return Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/CO-422-2024.pdf) \n[ K-1VT ](https://tax.vermont.gov/sites/tax/files/documents/K-1VT-2024.pdf) | [ K-1VT \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/K-1VT-Instr-2024.pdf) | [ Shareholder, Partner, or Member Information ](http://tax.vermont.gov/sites/tax/files/documents/K-1VT-2024.pdf) \n[ WH-435 ](https://tax.vermont.gov/sites/tax/files/documents/WH-435-2024.pdf) | Included with form | [ Estimated Income Tax Payments for Nonresident Shareholders, Partners, or Members ](http://tax.vermont.gov/sites/tax/files/documents/WH-435-2024.pdf) \n \n## Tax Year 2024 Estate and Fiduciary Tax Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ 176 ](https://tax.vermont.gov/sites/tax/files/documents/Form176-rev0412.pdf) | Included with form | [ Statement of Claimant to Refund Due on Behalf of Deceased Taxpayer ](http://tax.vermont.gov/sites/tax/files/documents/Form176-rev0412.pdf) \n[ 1310 (irs.gov) ](https://www.irs.gov/pub/irs-pdf/f1310.pdf) | Included with form | [ Federal Form - Statement of a Person Claiming Refund Due a Deceased Taxpayer ](http://www.irs.gov/pub/irs-pdf/f1310.pdf) \n[ E-2A ](https://tax.vermont.gov/sites/tax/files/documents/Form-E-2A-2024.pdf) | [ E-2A \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/E-2A-Instructions-2024.pdf) | [ Vermont Estate Tax Information and Application for Tax Clearances ](http://tax.vermont.gov/sites/tax/files/documents/Form-E-2A-2024.pdf) \n[ EST-191 ](https://tax.vermont.gov/sites/tax/files/documents/Form-EST-191-2024.pdf) | [ EST-191 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/EST-191-Instructions-2024.pdf) | [ Estate Tax Return - Death Occurring After December 31, 2015 ](http://tax.vermont.gov/sites/tax/files/documents/Form-EST-191-2024.pdf) \n[ EST-195 ](https://tax.vermont.gov/document/2024-est-195-0) | Included with form | [ Application for Extension of Time to File Vermont Estate Tax Return ](http://tax.vermont.gov/document/2024-est-195-0) \n[ FIT-160 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-160-2024.pdf) | Included with form | [ Fiduciary Income Tax Return Payment Voucher ](http://tax.vermont.gov/document/2024-est-195-0) \n[ FIT-161 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-161-2024.pdf) | [ FIT-161 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/FIT-161-Instructions-2024.pdf) | [ Fiduciary Return of Income ](http://tax.vermont.gov/sites/tax/files/documents/FIT-161-2024.pdf) \n[ FIT-162 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-162-2024.pdf) | [ FIT-162 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/FIT-162-Instructions-2024.pdf) | [ VT Capital Gains Exclusions for Estates or Trusts ](http://tax.vermont.gov/sites/tax/files/documents/FIT-162-2024.pdf) \n[ FIT-165 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-165-2024.pdf) | Included with form | [ Fiduciary Estimated Tax Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/FIT-165-2024.pdf) \n[ FIT-166 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-166-2024.pdf) | [ FIT-166 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/FIT-166-Instructions-2024.pdf) | [ VT Income Adjustments and Tax Computation for Fiduciaries ](http://tax.vermont.gov/sites/tax/files/documents/FIT-166-2024.pdf) \n[ FIT-167 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-167-2024.pdf) | [ FIT-167 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/FIT-167-Instructions-2024.pdf) | [ VT Credit for Tax Paid to Other State or Canadian Province for Fiduciaries ](http://tax.vermont.gov/sites/tax/files/documents/FIT-167-2024.pdf) \n[ FIT-168 ](https://tax.vermont.gov/sites/tax/files/documents/FIT-168-2024.pdf) | Included with form | [ Application for Extension of Time to File Vermont Fiduciary Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/FIT-168-2024.pdf) \n[ FIT-K-1VT-F ](https://tax.vermont.gov/sites/tax/files/documents/FIT-K-1VT-F-2024.pdf) | [ FIT-K-1VT-F Instructions ](https://tax.vermont.gov/sites/tax/files/documents/FIT-K-1VT-F-Instructions-2024.pdf) | [ Beneficiary Information for Fiduciaries ](http://tax.vermont.gov/sites/tax/files/documents/FIT-K-1VT-F-2024.pdf) \n \n## Estate Tax Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ EST-191 ](https://tax.vermont.gov/sites/tax/files/documents/Form-EST-191-2024.pdf) | [ EST-191 \nInstructions ](https://tax.vermont.gov/sites/tax/files/documents/EST-191-Instructions-2024.pdf) | [ Estate Tax Return - Death Occurring After December 31, 2015 ](http://tax.vermont.gov/sites/tax/files/documents/Form-EST-191-2024.pdf) \n[ E-1 ](https://tax.vermont.gov/content/form-e-1-estate-tax-return-2008-2016) | Included with form | [ Estate Tax Return - Death Occurring Before or On December 31, 2015 ](http://tax.vermont.gov/content/form-e-1-estate-tax-return-2008-2016) \n \n## Tax Year 2024 Personal Income Tax Forms and Instructions\n\nForm Number | Instructions | Title | Revised \n---|---|---|--- \n[ 2024 Income Tax Return Booklet ](https://tax.vermont.gov/sites/tax/files/documents/Income%20Booklet-2024.pdf) | Included with form | [ Tax Year 2024 Vermont Income Tax Return Booklet ](http://tax.vermont.gov/sites/tax/files/documents/Income%20Booklet-2024.pdf) \nThis booklet includes forms and instructions for IN-111, IN-112, IN-113, IN-116, HS-122, RCC-146, HI-144 | 2024 \n[ 2210 (irs.gov) ](https://www.irs.gov/forms-pubs/about-form-2210) | [ Instructions (irs.gov) ](http://www.irs.gov/forms-pubs/about-form-2210) | [ Underpayment of Estimated Tax by Individuals, Estates, and Trusts ](http://www.irs.gov/forms-pubs/about-form-2210) | 2024 \n[ Domicile Statement ](http://tax.vermont.gov/sites/tax/files/documents/domicilestatement.pdf) | Included with form | [ Domicile Statement ](http://tax.vermont.gov/sites/tax/files/documents/domicilestatement.pdf) | 2019 \n[ Rate Schedules ](https://tax.vermont.gov/sites/tax/files/documents/RateSched-2024.pdf) | N/A | [ Tax Year 2024 Vermont Rate Schedules ](http://tax.vermont.gov/sites/tax/files/documents/RateSched-2024.pdf) | 2024 \n[ Tax Tables ](https://tax.vermont.gov/sites/tax/files/documents/TaxTables-2024.pdf) | N/A | [ Tax Year 2024 Vermont Tax Tables ](http://tax.vermont.gov/sites/tax/files/documents/TaxTables-2024.pdf) | 2024 \n[ School District Codes ](https://tax.vermont.gov/forms-and-publications/school-codes) | N/A | [ Vermont School District Codes ](http://tax.vermont.gov/forms-and-publications/school-codes) | 2024 \n[ HS-122, HI-144 ](https://tax.vermont.gov/sites/tax/files/documents/HS-122-2024.pdf) | [ HS-122, HI-144 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/HS-122%20Instr-2024.pdf) | [ Vermont Homestead Declaration AND Property Tax Credit Claim ](http://tax.vermont.gov/sites/tax/files/documents/HS-122-2024.pdf) | 2024 \n[ HS-122 Calculator (xlsx) ](https://tax.vermont.gov/document/2025-property-tax-credit-calculator) | Included with form | [ 2025 Property Tax Credit Calculator ](http://tax.vermont.gov/document/2025-property-tax-credit-calculator) | 2024 \n[ HS-122W ](https://tax.vermont.gov/sites/tax/files/documents/HS-122W-2024.pdf) | Included with form | [ Vermont Homestead Declaration and/or Property Tax Credit Withdrawal ](http://tax.vermont.gov/sites/tax/files/documents/HS-122W-2024.pdf) | 2024 \n[ HSD-315 ](https://tax.vermont.gov/sites/tax/files/documents/HSD-315-2024.pdf) | Included with form | [ Request for Lister\u2019s Certificate of Housesite Value ](http://tax.vermont.gov/sites/tax/files/documents/HSD-315-2024.pdf) | 2024 \n[ HSD-316 ](https://tax.vermont.gov/sites/tax/files/documents/HSD-316-2024.pdf) | Included with form | [ Request for Lister\u2019s Certificate of Housesite Value for a Subdivided Parcel ](http://tax.vermont.gov/sites/tax/files/documents/HSD-316-2024.pdf) | 2024 \n[ IN-110 ](https://tax.vermont.gov/sites/tax/files/documents/IN-110-2022.pdf) | Included with form | [ Change of Name and/or Address for Personal Income and/or Renter Credit Claim ](http://tax.vermont.gov/sites/tax/files/documents/IN-110-2022.pdf) | 2022 \n[ IN-111 ](https://tax.vermont.gov/sites/tax/files/documents/IN-111-2024.pdf) | [ IN-111 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-111-Instr-2024.pdf) | [ Vermont Income Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/IN-111-2024.pdf) | 2024 \n[ IN-112 ](https://tax.vermont.gov/sites/tax/files/documents/IN-112-2024.pdf) | [ IN-112 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-112-Instr-2024.pdf) | [ Vermont Tax Adjustments and Credits ](http://tax.vermont.gov/sites/tax/files/documents/IN-112-2024.pdf) | 2024 \n[ IN-113 ](https://tax.vermont.gov/sites/tax/files/documents/IN-113-2024.pdf) | [ IN-113 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-113-Instr-2024.pdf) | [ Vermont Income Adjustment Calculations ](http://tax.vermont.gov/sites/tax/files/documents/IN-113-2024.pdf) | 2024 \n[ IN-114 ](https://tax.vermont.gov/sites/tax/files/documents/IN-114-2025.pdf) | [ IN-114 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-114-Instr-2025.pdf) | [ 2025 Individual Income Estimated Tax Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/IN-114-2025.pdf) | 2024 \n[ IN-116 ](https://tax.vermont.gov/sites/tax/files/documents/IN-116-2024.pdf) | Included with form | [ Vermont Income Tax Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/IN-116-2024.pdf) | 2024 \n[ IN-117 ](https://tax.vermont.gov/sites/tax/files/documents/IN-117-2024.pdf) | [ IN-117 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-117-Instr-2024.pdf) | [ Vermont Credit for Income Tax Paid to Other State or Canadian Province ](http://tax.vermont.gov/sites/tax/files/documents/IN-117-2024.pdf) | 2024 \n[ IN-119 ](https://tax.vermont.gov/sites/tax/files/documents/IN-119-2024.pdf) | [ IN-119 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-119-Instr-2024.pdf) | [ Vermont Tax Adjustments and Nonrefundable Credits ](http://tax.vermont.gov/sites/tax/files/documents/IN-119-2024.pdf) | 2024 \n[ IN-151 ](https://tax.vermont.gov/sites/tax/files/documents/IN-151-2024.pdf) | Included with form | [ Vermont Application for Extension of Time to File Form IN-111 Vermont Individual Income Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/IN-151-2024.pdf) | 2024 \n[ IN-152 ](https://tax.vermont.gov/sites/tax/files/documents/IN-152-2024.pdf) | Included with form | [ Underpayment of 2024 Estimated Individual Income Tax ](http://tax.vermont.gov/sites/tax/files/documents/IN-152-2024.pdf) | 2024 \n[ IN-152A ](https://tax.vermont.gov/sites/tax/files/documents/IN-152A-2024.pdf) | Included with form | [ Annualized Income Installment Method for Underpayment of 2024 Estimated Tax by Individuals, Estates, and Trusts ](http://tax.vermont.gov/sites/tax/files/documents/IN-152A-2024.pdf) | 2024 \n[ IN-153 ](https://tax.vermont.gov/sites/tax/files/documents/IN-153-2024.pdf) | [ IN-153 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/IN-153-Instr-2024.pdf) | [ Vermont Capital Gains Exclusion Calculation ](http://tax.vermont.gov/sites/tax/files/documents/IN-153-2024.pdf) | 2024 \n[ RCC-146 ](https://tax.vermont.gov/sites/tax/files/documents/RCC-146-2024.pdf) | [ RCC-146 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/RCC-146-Instr-2024.pdf) | [ Vermont Renter Credit Claim ](http://tax.vermont.gov/sites/tax/files/documents/RCC-146-2024.pdf) | 2024 \n[ W-4VT ](https://tax.vermont.gov/sites/tax/files/documents/W-4VT.pdf) | Included with form | [ Employee\u2019s Withholding Allowance Certificate ](http://tax.vermont.gov/sites/tax/files/documents/W-4VT.pdf) | 2018 \n \n## Current Use Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ CR-001 ](http://tax.vermont.gov/sites/tax/files/documents/CR-001.pdf) | N/A | [ Insurance Replacement Cost of Tax Exempt Property ](http://tax.vermont.gov/sites/tax/files/documents/CR-001.pdf) \n[ CU-301 ](http://tax.vermont.gov/sites/tax/files/documents/CU-301.pdf) | [ CU-301 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CU-301%20Instr.pdf) | [ Current Use Program Use Value Appraisal Application for Agricultural Land, Forest Land, Conservation Land and Farm ](http://tax.vermont.gov/sites/tax/files/documents/CU-301.pdf) \n[ CU-302 ](http://tax.vermont.gov/sites/tax/files/documents/CU-302.pdf) | N/A | [ Current Use Program Additional Owners Form for Use Value Appraisal Application ](http://tax.vermont.gov/sites/tax/files/documents/CU-302.pdf) \n_CU-306_ | N/A | _Application for Subordination of Current Use Lien_ _*The Department has stopped issuing subordination agreements as of July 1, 2019._ \n[ CU-307 ](http://tax.vermont.gov/sites/tax/files/documents/CU-307-rev0414-fillin-F.pdf) | N/A | [ Current Use Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/CU-307-rev0414-fillin-F.pdf) \n[ CU-313 (Example) ](https://tax.vermont.gov/sites/tax/files/documents/CU-313-SAMPLE-2023.pdf) | _*Actual form is mailed to the landowner_ | [ Use Value Appraisal Program Agricultural Land And Buildings Certification (Example) ](http://tax.vermont.gov/sites/tax/files/documents/CU-313-SAMPLE-2023.pdf) \nPlease note: Deadline is has been changed to November 1 \n[ FMR-318 ](http://tax.vermont.gov/sites/tax/files/documents/FMR-318.pdf) | [ FMR-318 Instructions ](http://tax.vermont.gov/sites/tax/files/documents/FMR-318%20Instr.pdf) | [ Use Value Appraisal Program Forest Management Activity Report ](http://tax.vermont.gov/sites/tax/files/documents/FMR-318.pdf) \n[ FMR-319 ](http://tax.vermont.gov/sites/tax/files/documents/FMR-319.pdf) | N/A | [ Additional Owners for Forest Management Activity Report ](http://tax.vermont.gov/sites/tax/files/documents/FMR-319.pdf) \n[ FMR-320 ](http://tax.vermont.gov/sites/tax/files/documents/FMR-320.pdf) | N/A | [ Additional Activity for Forest Management Activity Report ](http://tax.vermont.gov/sites/tax/files/documents/FMR-320.pdf) \n[ LV-314 ](http://tax.vermont.gov/sites/tax/files/documents/LV-314.pdf) | [ LV-314 Instructions ](http://tax.vermont.gov/sites/tax/files/documents/LV-314%20Instr.pdf) | [ Notice of Withdrawal from The Use Value Appraisal Program ](http://tax.vermont.gov/sites/tax/files/documents/LV-314.pdf) \n[ PVR-321 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-321.pdf) | N/A | [ Certification as Qualified Organization (10 V.S.A. \u00a7 6301a) ](http://tax.vermont.gov/sites/tax/files/documents/PVR-321.pdf) \n[ PVR-322 ](https://tax.vermont.gov/content/form-pvr-322) | N/A | [ Application for Assessment of Parcel under 10 V.S.A. \u00a7 6306(b) ](http://tax.vermont.gov/content/form-pvr-322) \n \n## Meals and Rooms Tax Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ B-2 ](https://tax.vermont.gov/content/form-b-2) | N/A | [ Notice of Change ](http://tax.vermont.gov/content/form-b-2) \n[ BR-400 ](http://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) | N/A | [ Application for Business Tax Account ](http://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) \n[ BR-401 ](http://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) | N/A | [ Change in Business Principals with Fiscal Responsibility ](http://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) \n[ M-3 ](https://tax.vermont.gov/sites/tax/files/documents/M-3.pdf) | Included with form | [ Vermont Meals Tax Exemption Certificate for Purchases of Meals for Resale ](http://tax.vermont.gov/sites/tax/files/documents/M-3.pdf) \n[ MRT-441 ](https://tax.vermont.gov/sites/tax/files/documents/MRT-441.pdf) | [ Form MRT-441 Instructions ](https://tax.vermont.gov/content/mrt-441-instructions) | [ Meals and Rooms Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/MRT-441.pdf) \n[ REF-620 ](https://tax.vermont.gov/content/form-ref-620) | [ Form REF-620 Instructions ](https://tax.vermont.gov/content/instructions-ref-620) | [ Application for Refund of Vermont Sales and Use Tax, Meals and Rooms Tax, or Local Option Tax ](http://tax.vermont.gov/content/form-ref-620) \n \n## Miscellaneous Tax: Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n_CET-924_ | [ File Using myVTax ](https://myvtax.vermont.gov) [ Form CPT-635 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CET-924-Tap%20Instructions.pdf) | Cannabis Excise Tax Return \n_CPT-635_ | [ File Using myVTax ](https://myvtax.vermont.gov/_/) [ Form CPT-635 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CPT-635%20Instr-2020.pdf) | Vermont Captive Insurance Tax Return \n[ CTT-642 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-642.pdf) | N/A | [ Cigarette Tax Stamp Order ](http://tax.vermont.gov/sites/tax/files/documents/CTT-642.pdf) \n[ CTT-645 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-645.pdf) | Included with form | [ Vermont Wholesale Dealers Claim for Cigarette Stamp Tax Refund ](http://tax.vermont.gov/sites/tax/files/documents/CTT-645.pdf) \n[ CTT-646 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-646.pdf) | N/A | [ Wholesale Cigarette and Tobacco Dealer Report and Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/CTT-646.pdf) \n[ CTT-647 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-647.pdf) | [ Form CTT-647 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/CTT-647%20Instr.pdf) | [ Vermont Wholesale Cigarette and Tobacco Dealer License Application ](http://tax.vermont.gov/sites/tax/files/documents/CTT-647.pdf) \n[ CTT-648 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-648.pdf) | N/A | [ Vermont Wholesale Dealers Claim for Tobacco Tax Refund ](http://tax.vermont.gov/sites/tax/files/documents/CTT-648.pdf) \n[ CTT-961 ](http://tax.vermont.gov/sites/tax/files/documents/CTT-961.pdf) | N/A | [ Cigarette and Tobacco Tax Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/CTT-961.pdf) \n[ FGR-615 ](http://tax.vermont.gov/sites/tax/files/documents/FGR-615.pdf) | [ Form FGR-615 Instructions ](https://tax.vermont.gov/content/instructions-fgr-615) | [ Fuel Tax and Petroleum Distributor Licensing Fee Return ](http://tax.vermont.gov/sites/tax/files/documents/FGR-615.pdf) \n[ FTA-PA1 ](https://tax.vermont.gov/document/fta-pa-1) | N/A | [ State CIGARETTE PACT Act Report for Vermont ](http://tax.vermont.gov/document/fta-pa-1) (Excel spreadsheet) \n[ FTA-PA2 ](https://tax.vermont.gov/document/fta-pa-2) | N/A | [ State TOBACCO PACT Act Report for Vermont ](http://tax.vermont.gov/document/fta-pa-2) (Excel spreadsheet) \n_IPT-632_ | [ File using myVTax ](http://myvtax.vermont.gov/_/) | Estimate of Insurance Premium Tax \n[ MVB-612 ](http://tax.vermont.gov/sites/tax/files/documents/MVB-612.pdf) | N/A | [ Malt and Vinous Beverage Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/MVB-612.pdf) \n[ MVB-613 ](https://tax.vermont.gov/document/2022-schedule-mvb-613) | N/A | [ Malt and Vinous Beverage Distribution Report ](http://tax.vermont.gov/document/2022-schedule-mvb-613) \n[ Purchase Inventory ](https://tax.vermont.gov/content/malt-vinous-beverage-purchase-inventory-worksheet) | These worksheets are for your convenience and your internal use only. _**Do not** _ submit worksheets with your return. | [ Malt and Vinous Beverage Purchase Inventory Worksheet ](http://tax.vermont.gov/content/malt-vinous-beverage-purchase-inventory-worksheet) \n[ Gallons Worksheet ](https://tax.vermont.gov/content/malt-vinous-beverage-gallons-worksheet) | These worksheets are for your convenience and your internal use only. _**Do not** _ submit worksheets with your return. | [ Malt and Vinous Beverage Gallons Worksheet ](http://tax.vermont.gov/content/malt-vinous-beverage-gallons-worksheet) \n[ RCT-330 ](https://tax.vermont.gov/sites/tax/files/documents/RCT-330.pdf) | [ File using myVTax ](http://myvtax.vermont.gov/_/) (account required) | [ Railroad Company Tax Return Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/RCT-330.pdf) \n[ RCT-331 ](https://tax.vermont.gov/sites/tax/files/documents/RCT-331.pdf) | N/A | [ Railroad Company Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/RCT-331.pdf) \n[ REF-619 ](http://tax.vermont.gov/sites/tax/files/documents/REF-619.pdf) | N/A | [ Application for Refund of Miscellaneous Taxes ](http://tax.vermont.gov/sites/tax/files/documents/REF-619.pdf) \n[ SCT-603 ](https://tax.vermont.gov/content/form-sct-603) | Included with form | [ Solar Energy Capacity Tax ](http://tax.vermont.gov/content/form-sct-603) \n[ SE-603A ](https://tax.vermont.gov/content/form-se-603a) | N/A | [ Solar Energy Capacity Tax Explanation ](https://tax.vermont.gov/content/form-se-603a) \n[ SWT-608 ](http://tax.vermont.gov/sites/tax/files/documents/SWT-608.pdf) | N/A | [ Franchise Tax on Waste Facilities & Commercial Haulers of Solid Waste ](http://tax.vermont.gov/sites/tax/files/documents/SWT-608.pdf) \n[ TGR-652 ](http://tax.vermont.gov/sites/tax/files/documents/TGR-652.pdf) | N/A | [ Telephone Gross Receipts Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/TGR-652.pdf) \n_TPP-650_ | [ File using myVTax ](http://myvtax.vermont.gov/_/) | Telephone Personal Property Tax Payment Voucher \n_TPP-651_ | [ File using myVTax ](https://myvtax.vermont.gov/_/) [ Form TPP-651 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/TPP-651%20Instr.pdf) | Telephone Personal Property Tax Return and Schedule \n_TPP-653_ | [ File using myVTax ](http://myvtax.vermont.gov/_/) [ Form TPP-653 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/TPP-651%20Instr.pdf) | Telephone Personal Property Schedule \n[ WEF-602 ](http://tax.vermont.gov/sites/tax/files/documents/WEF-602.pdf) | N/A | [ Wind-Powered Electric Generating Facility Tax ](http://tax.vermont.gov/sites/tax/files/documents/WEF-602.pdf) \n \n## Municipal Official Forms and Instructions\n\nForm Number | Title \n---|--- \n[ AC-304 ](https://tax.vermont.gov/sites/tax/files/documents/AC-304.pdf) | [ Vermont Property Appraiser Certification Program Application ](http://tax.vermont.gov/sites/tax/files/documents/AC-304.pdf) \n[ AC-305 ](https://tax.vermont.gov/sites/tax/files/documents/AC-305.pdf) | [ Vermont Property Assessor Certification Program Recertification/Reinstatement Form ](http://tax.vermont.gov/sites/tax/files/documents/AC-305.pdf) \n[ Grant Agreement ](https://tax.vermont.gov/sites/tax/files/documents/Grant%20Agreement.pdf) | [ State of Vermont Grant Agreement ](http://tax.vermont.gov/sites/tax/files/documents/Grant%20Agreement.pdf) \n[ HSD-315 ](https://tax.vermont.gov/document/2022-form-hsd-315) | [ Request for Lister's Certificate of Housesite Value ](http://tax.vermont.gov/document/2022-form-hsd-315) \n[ HSD-316 ](https://tax.vermont.gov/document/2022-form-hsd-316) | [ Request For Lister\u2019s Certificate of Housesite Value For A Subdivided Parcel ](http://tax.vermont.gov/document/2022-form-hsd-316) \n[ PV-604 ](http://tax.vermont.gov/sites/tax/files/documents/PV-604.pdf) | [ Vermont Photovoltaic (PV) System Inventory Form ](http://tax.vermont.gov/sites/tax/files/documents/PV-604.pdf) \n[ PVR-2602C ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2602C.pdf) | [ Vermont Mobile Home Uniform Bill of Sale ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2602C.pdf) \n[ PVR-2606A ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2606A.pdf) | [ Vermont Mobile Home Relocation Statement ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2606A.pdf) \n[ PVR-2606B ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2606B.pdf) | [ Mobile Home Relocation Statement - Out-Of-State ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2606B.pdf) \n[ PVR-2606Q ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2606Q.pdf) | [ Mobile Home Quitclaim Deed ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2606Q.pdf) \n[ PVR-2606T ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2606T.pdf) | [ Town Clerk Endorsement ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2606T.pdf) \n[ PVR-2606W ](https://tax.vermont.gov/sites/tax/files/documents/PVR-2606W.pdf) | [ Mobile Home Warranty Deed ](http://tax.vermont.gov/sites/tax/files/documents/PVR-2606W.pdf) \n[ PVR-317 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-317.pdf) | V [ ermont Property Tax Public, Pious, or Charitable Exemption ](http://tax.vermont.gov/sites/tax/files/documents/PVR-317.pdf) \n[ PVR-321 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-321.pdf) | [ Application for Certification as Qualified Organization ](http://tax.vermont.gov/sites/tax/files/documents/PVR-321.pdf) \n[ PVR-322 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-322.pdf) | [ Application for Assessment of Parcel under 10 V.S.A. 6306(b) ](http://tax.vermont.gov/sites/tax/files/documents/PVR-322.pdf) \n[ PVR-323 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-323.pdf) | [ Application for Addition to the List of Department-Approved Appraisers ](http://tax.vermont.gov/sites/tax/files/documents/PVR-323.pdf) \n[ PVR-324 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-324.pdf) | [ Application for Addition to the List of Department-Approved Project Supervisors ](http://tax.vermont.gov/sites/tax/files/documents/PVR-324.pdf) \n[ PVR-325 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-325.pdf) | [ Application for Addition to the List of Department-Approved Appraisers ](http://tax.vermont.gov/sites/tax/files/documents/PVR-325.pdf) \n[ PVR-326 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-326-2022.pdf) | [ Application for Addition to the List of Department-Approved Appraisal Firms ](http://tax.vermont.gov/sites/tax/files/documents/PVR-326-2022.pdf) \n[ PVR-3431 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-3431.pdf) | [ Vermont Preliminary Lister's Oath ](http://tax.vermont.gov/sites/tax/files/documents/PVR-3431.pdf) \n[ PVR-4004 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4004.pdf) | [ Vermont Tax Inventory to Be Filed With the Listers or Assessors ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4004.pdf) \n[ PVR-4085 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4085.pdf) | [ Notice of Assessment No Inventory Filed/Unsatisfactory Inventory Filed ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4085.pdf) \n[ PVR-4111 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4111.pdf) | [ Notice to Taxpayers Abstracts of Individual Lists ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4111.pdf) \n[ PVR-4155 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4155.pdf) | [ Certificate - No Appeal or Suit Pending ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4155.pdf) \n[ PVR-4224 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4224.pdf) | [ Notice to Taxpayer Result of Grievance Day Appeal ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4224.pdf) \n[ PVR-4261 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-4261-2021.pdf) | [ Errors and Omissions Certificate \u2013 Homestead Classification Change Only ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4261-2021.pdf) \n[ PVR-4261-E ](https://tax.vermont.gov/sites/tax/files/documents/PVR-4261-E.pdf) | [ Errors and Omissions Certificate ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4261-E.pdf) \n[ PVR-4342 ](https://tax.vermont.gov/sites/tax/files/documents/PVR-4342.pdf) | [ Grand List Extension Request ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4342.pdf) \n[ PVR-4404-ON ](https://tax.vermont.gov/sites/tax/files/documents/PVR-4404-ON.pdf) | [ Official Notice Decision of Board of Civil Authority ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4404-ON.pdf) \n[ PVR-4404-PN ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4404-PN.pdf) | [ Notice of Board of Civil Authority Hearings ](http://tax.vermont.gov/sites/tax/files/documents/PVR-4404-PN.pdf) \n[ PVR-5071 ](http://tax.vermont.gov/sites/tax/files/documents/PVR-5071.pdf) | [ Notice of Personal Property Tax Lien ](http://tax.vermont.gov/sites/tax/files/documents/PVR-5071.pdf) \n[ RA-308 ](https://tax.vermont.gov/sites/tax/files/documents/RA-308.pdf) | [ Detailed Reappraisal Compliance Plan ](http://tax.vermont.gov/sites/tax/files/documents/RA-308.pdf) \n[ RA-308P ](https://tax.vermont.gov/sites/tax/files/documents/RA-308P.pdf) | [ Preliminary Details Reappraisal Compliance Plan ](http://tax.vermont.gov/sites/tax/files/documents/RA-308P.pdf) \n[ RA-309 ](http://tax.vermont.gov/sites/tax/files/documents/RA-309.pdf) | [ Detailed Reappraisal Compliance Report ](http://tax.vermont.gov/sites/tax/files/documents/RA-309.pdf) \n[ RA-310 ](http://tax.vermont.gov/sites/tax/files/documents/RA-310.pdf) | [ Report of Reappraised Grand List ](http://tax.vermont.gov/sites/tax/files/documents/RA-310.pdf) \n[ VT Bill Backer ](https://tax.vermont.gov/sites/tax/files/documents/VTBillBacker-2024.pdf) | [ 2024 Vermont Property Tax Bill Backer ](http://tax.vermont.gov/sites/tax/files/documents/VTBillBacker-2024.pdf) \n[ VT-4004-APT ](https://tax.vermont.gov/document/form-vt-4004-apt) | [ Apartment Use Property - Rental Income Statement ](http://tax.vermont.gov/document/form-vt-4004-apt) \n[ VT-4004-CI ](https://tax.vermont.gov/document/form-vt-4004-ci) | [ Commercial & Industrial Property - Lease / Rental Terms ](http://tax.vermont.gov/document/form-vt-4004-ci) \n \n## Landlord Certificate Forms and Instructions\n\nForm Number | Instructions | Title | Revised \n---|---|---|--- \n[ LRC-140 ](https://tax.vermont.gov/sites/tax/files/documents/LRC-140.pdf) | [ LRC-140 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LRC-140-Instr.pdf) | [ Vermont Landlord Certificate ](http://tax.vermont.gov/sites/tax/files/documents/LRC-140.pdf) | 2024 \n[ LRC-147 ](https://tax.vermont.gov/sites/tax/files/documents/LRC-147.pdf) | [ LRC-147 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LRC-147-Instr.pdf) | [ Statement of Rent for Mobile Home Park Lot Rent, Co-ops, and Land Trusts ](http://tax.vermont.gov/sites/tax/files/documents/LRC-147.pdf) | 2024 \n \n### Landlord Certificate Bulk Upload Templates\n\nTitle | Instructions | Revised \n---|---|--- \n[ Bulk Upload Template (xlsx) ](https://tax.vermont.gov/document/landlord-certificate-bulk-upload) | [ Bulk Upload Template Instructions ](https://tax.vermont.gov/property/landlord-certificates/bulk-upload) | 2022 \n[ Lot Rent Bulk Upload Template (xlsx) ](https://tax.vermont.gov/document/lot-rent-landlord-certificate-bulk-upload) | [ Lot Rent Bulk Upload Instructions ](http://tax.vermont.gov/sites/tax/files/documents/GB-1308.pdf) | 2022 \n \n## Property Transfer Tax Forms and Instructions\n\nForm Number | Instructions | Title | Revised \n---|---|---|--- \nCommissioner's Certificate | N/A | All certificates must be requested through [ myVTax ](https://myvtax.vermont.gov) | N/A \n[ HSD-315 ](https://tax.vermont.gov/sites/tax/files/documents/HSD-315-2024.pdf) | Included with Form | [ Request for Lister\u2019s Certificate of Housesite Value ](http://tax.vermont.gov/sites/tax/files/documents/HSD-315-2024.pdf) _(formerly Form PVR-315)_ | 2023 \n[ HSD-316 ](https://tax.vermont.gov/sites/tax/files/documents/HSD-316-2024.pdf) | Included with Form | [ Request for Lister\u2019s Certificate of Housesite Value for a Subdivided Parcel ](http://tax.vermont.gov/sites/tax/files/documents/HSD-316-2024.pdf) _(formerly Form PVR-316)_ | 2023 \n[ LGT-174 ](https://tax.vermont.gov/sites/tax/files/documents/LGT-174.pdf) | Included with Form | [ Land Gains Installment Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/LGT-174.pdf) | 2019 \n[ LGT-177 ](https://tax.vermont.gov/sites/tax/files/documents/LGT-177.pdf) | [ LGT-177 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LGT-177%20Instr.pdf) | Vermont Land Gains Withholding Tax Return to be Completed by Buyer (Transferee) \n\n * [ myVTax ](https://myvtax.vermont.gov)\n * [ LGT-177 Quick Reference Guide ](https://tax.vermont.gov/sites/tax/files/documents/LGT-177-178%20Guide-2022.pdf)\n\n| 2019 \n[ LGT-178 ](https://tax.vermont.gov/sites/tax/files/documents/LGT-178.pdf) | [ LGT-178 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LGT-178%20Instr.pdf) | Vermont Land Gains Tax Return to be Completed by Seller (Transferor) \n\n * [ myVTax ](https://myvtax.vermont.gov)\n * [ LGT-178 Quick Reference Guide ](https://tax.vermont.gov/sites/tax/files/documents/LGT-177-178%20Guide-2022.pdf)\n\n| 2019 \n[ LGT-179 ](https://tax.vermont.gov/sites/tax/files/documents/LGT-179.pdf) | [ LGT-179 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LGT-179%20Instr.pdf) | [ Vermont Land Gains Schedules ](http://tax.vermont.gov/sites/tax/files/documents/LGT-179.pdf) | 2019 \n[ LGT-181 ](https://tax.vermont.gov/sites/tax/files/documents/LGT-181-2020.pdf) | [ LGT-181 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/LGT-181%20Instr-2020.pdf) | [ Land Gains Basis Calculation Foreclosure Property ](http://tax.vermont.gov/sites/tax/files/documents/LGT-181-2020.pdf)\n\n * [ myVTax ](https://myvtax.vermont.gov)\n\n| 2019 \n[ PTT-172 ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172-2023.pdf) [ \\- 8/1/2024 or later ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172-2024.pdf) | [ PTT-172 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172%20Instr-2024.pdf) | [ Vermont Property Transfer Tax Return __ **for closings on August 1, 2024, or later** ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172-2024.pdf) | 2024 \n[ PTT-172 - 7/31/2024 or earlier ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172-2023.pdf) | [ PTT-172 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172%20Instr-2023.pdf) | [ Vermont Property Transfer Tax Return, **for closings on July 31, 2024, or earlier** ](http://tax.vermont.gov/sites/tax/files/documents/PTT-172-2023.pdf) | 2023 \n[ PTT-172 Guide ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172%20Guide.pdf) | Included with Guide | [ PTT-172 Quick Reference Guide ](https://tax.vermont.gov/sites/tax/files/documents/PTT-172%20Guide.pdf) | 2024 \n[ PTT-173 ](https://tax.vermont.gov/sites/tax/files/documents/PTT-173.pdf) | N/A | [ Property Transfer Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/PTT-173.pdf) | 2019 \n[ PTT-175 - 8/1/2024 or later ](https://tax.vermont.gov/sites/tax/files/documents/PTT-175-2023.pdf) | Included with Form | [ Additional Transferors and Transferees **for closings on August 1, 2024, or later** ](http://tax.vermont.gov/sites/tax/files/documents/PTT-175-2023.pdf) | 2023 \n[ PTT-175 - 7/31/2024 or earlier ](https://tax.vermont.gov/sites/tax/files/documents/PTT-175-2020.pdf) | Included with Form | [ Additional Transferors and Transferees **for closings on July 31, 2024, or earlier** ](http://tax.vermont.gov/sites/tax/files/documents/PTT-175-2020.pdf) | 2020 \n_PTT-182_ | [ File using myVTax ](https://myvtax.vermont.gov) [ PTT-182 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/PTT-182%20Instr.pdf) | Property Transfer Controlling Interest | 2024 \n[ RW-171 ](https://tax.vermont.gov/sites/tax/files/documents/RW-171.pdf) | Included with Form | [ Vermont Withholding Tax Return for Transfer of Real Property ](http://tax.vermont.gov/sites/tax/files/documents/RW-171.pdf) | 2014 \n \n## Sales and Use Tax Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ B-2 ](https://tax.vermont.gov/content/form-b-2) | N/A | [ Notice of Change ](http://tax.vermont.gov/content/form-b-2) \n[ BR-400 ](http://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) | N/A | [ Application for Business Tax Account ](http://tax.vermont.gov/sites/tax/files/documents/BR-400.pdf) \n[ BR-401 ](http://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) | N/A | [ Change in Business Principals with Fiscal Responsibility ](http://tax.vermont.gov/sites/tax/files/documents/BR-401.pdf) \n[ F0003 ](https://tax.vermont.gov/sites/tax/files/documents/F0003-2021.pdf) | Included with form | [ Streamlined Exemption Certificate ](http://tax.vermont.gov/sites/tax/files/documents/F0003-2021.pdf) \n[ REF-619 ](http://tax.vermont.gov/sites/tax/files/documents/REF-619.pdf) | Included with form | [ Application for Refund of Miscellaneous Taxes ](http://tax.vermont.gov/sites/tax/files/documents/REF-619.pdf) \n[ REF-620 ](https://tax.vermont.gov/content/form-ref-620) | [ Form REF-620 Instructions ](https://tax.vermont.gov/content/instructions-ref-620) | [ Application for Refund of Vermont Sales and Use Tax, Meals and Rooms Tax, or Local Option Tax ](http://tax.vermont.gov/content/form-ref-620) \n[ S-3 ](https://tax.vermont.gov/sites/tax/files/documents/S-3.pdf) | Included with form | [ Vermont Sales Tax Exemption Certificate for Purchases for Resale, by Exempt Organizations, and by Direct Pay Permit ](http://tax.vermont.gov/sites/tax/files/documents/S-3.pdf) \n[ S-3A ](http://tax.vermont.gov/sites/tax/files/documents/S-3A.pdf) | Included with form | [ Vermont Sales Tax Exemption Certificate for Agricultural Fertilizers, Pesticides, Machinery & Equipment ](http://tax.vermont.gov/sites/tax/files/documents/S-3A.pdf) \n[ S-3C ](https://tax.vermont.gov/content/form-s-3c) | Included with form | [ Vermont Sales Tax Exemption Certificate for Contractors Completing a Qualified Exempt Project ](http://tax.vermont.gov/content/form-s-3c) \n[ S-3E ](https://tax.vermont.gov/content/form-s-3e) | Included with form | [ Vermont Sales Tax Exemption Certificate for Net Metering, Home or Business Energy Systems or Solar Hot Water Systems ](http://tax.vermont.gov/content/form-s-3e) \n[ S-3F ](https://tax.vermont.gov/content/form-s-3f) | Included with form | [ Vermont Sales Tax Exemption Certificate for Fuel or Electricity ](http://tax.vermont.gov/content/form-s-3f) \n[ S-3M ](https://tax.vermont.gov/content/form-s-3m) | Included with form | [ Vermont Sales Tax Exemption Certificate for Manufacturing, Publishing, Research & Development, or Packaging ](http://tax.vermont.gov/content/form-s-3m) \n[ S-3T ](https://tax.vermont.gov/sites/tax/files/documents/S-3T.pdf) | Included with form | [ Dental - Vermont Sales Tax Exemption Certificate for Purchases of Toothbrushes, Floss and Similar Items of Nominal Value to be Given to Patients for Treatment ](http://tax.vermont.gov/sites/tax/files/documents/S-3T.pdf) \n[ S-3V ](https://tax.vermont.gov/content/form-s-3v) | Included with form | [ Vermont Sales Tax Exemption Certificate for Registrable Motor Vehicles Other Than Cars and Trucks ](http://tax.vermont.gov/content/form-s-3v) \n[ S-3W ](http://tax.vermont.gov/sites/tax/files/documents/S-3W.pdf) | Included with form | [ Vermont Sales Tax Exemption Certificate for Forestry and Wood Products Machinery, Equipment, and Repair Parts ](http://tax.vermont.gov/sites/tax/files/documents/S-3W.pdf) \n[ SUT-451 ](https://tax.vermont.gov/sites/tax/files/documents/SUT-451.pdf) | [ Form SUT-451 Instructions ](https://tax.vermont.gov/document/instructions-sut-451) | [ Sales and Use Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/SUT-451.pdf) \n[ SU-452 ](http://tax.vermont.gov/sites/tax/files/documents/su-452.pdf) | Included with form | [ Vermont Use Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/su-452.pdf) \n[ SUT-458 ](http://tax.vermont.gov/sites/tax/files/documents/SUT-458.pdf) | N/A | [ Aviation Jet Fuel and Natural Gas ](http://tax.vermont.gov/sites/tax/files/documents/SUT-458.pdf) \n[ SUT-459 ](http://tax.vermont.gov/sites/tax/files/documents/SUT-459.pdf) | N/A | [ Election by Manufacturer or Retailer Occasionally Acting as a Contractor ](http://tax.vermont.gov/sites/tax/files/documents/SUT-459.pdf) \n \n## Withholding Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n[ GB-1210-2025 ](https://tax.vermont.gov/sites/tax/files/documents/GB-1210-2025.pdf) | N/A | [ 2025 Income Tax Withholding Instructions, Tables, and Charts ](http://tax.vermont.gov/sites/tax/files/documents/GB-1210-2025.pdf) \n[ NTC-1257-202 ](https://tax.vermont.gov/content/record-of-payment-wht) [ 5 ](https://tax.vermont.gov/sites/tax/files/documents/NTC-1257-2025.pdf) | N/A | [ 2025 Withholding Record of Payment ](http://tax.vermont.gov/content/record-of-payment-wht) \n[ W-4VT ](https://tax.vermont.gov/sites/tax/files/documents/W-4VT.pdf) | [ IRS Tax Withholding Estimator ](https://www.irs.gov/individuals/tax-withholding-estimator) | [ Employee\u2019s Withholding Allowance Certificate ](http://tax.vermont.gov/sites/tax/files/documents/W-4VT.pdf) \n[ WHT-430 ](http://tax.vermont.gov/sites/tax/files/documents/WHT-430.pdf) | N/A | [ Withholding Tax Payment ](http://tax.vermont.gov/sites/tax/files/documents/WHT-430.pdf) _Use this voucher for the first and second payments of each quarter if you are a monthly filer, are not mandated to use myVTax, and cannot file and pay through myVTax._ \n[ WHT-434 ](http://tax.vermont.gov/sites/tax/files/documents/WHT-434.pdf) | [ WHT-434 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/WHT-434%20Instr.pdf) [ myVTax Guide: Specifications for E-filing of 1099 Information Returns ](https://tax.vermont.gov/sites/tax/files/documents/GB-1117.pdf) | [ Annual Withholding Reconciliation ](http://tax.vermont.gov/sites/tax/files/documents/WHT-434.pdf) _All taxpayers must file this reconciliation, every year._ \n[ WHT-436, HC-1 ](https://tax.vermont.gov/sites/tax/files/documents/WHT-436-2025.pdf) | [ WHT-436, HC-1 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/WHT-436-2024%20Instr.pdf) | [ Quarterly Withholding Reconciliation, Child Care Contribution and Health Care Contribution ](http://tax.vermont.gov/sites/tax/files/documents/WHT-436-2025.pdf) _All taxpayers must file this reconciliation every quarter. If you are a monthly payer, you should pay the first and second months by their due dates. The third month\u2019s payment should be made when you file Form WHT-436, Quarterly Withholding Reconciliation. If you are a quarterly payer, you should pay when you file Form WHT-436, Quarterly Withholding Reconciliation._ \n[ GB-1098 ](http://tax.vermont.gov/sites/tax/files/documents/GB-1098.pdf) | N/A | [ myVTax Guide to Submitting W-2s, 1099s, and WHT-434 ](http://tax.vermont.gov/sites/tax/files/documents/GB-1098.pdf) \n[ GB-1117 ](https://tax.vermont.gov/sites/tax/files/documents/GB-1117.pdf) | N/A | [ 2024 Vermont Specifications for E-filing of 1099 Information Returns ](http://tax.vermont.gov/sites/tax/files/documents/GB-1117.pdf) \n[ GB-1118 ](https://tax.vermont.gov/sites/tax/files/documents/GB-1118.pdf) | N/A | [ 2024 Vermont Specifications for Electronic W-2 (EFW-2) Filing ](http://tax.vermont.gov/sites/tax/files/documents/GB-1118.pdf) \n[ GB-1119 ](http://tax.vermont.gov/sites/tax/files/documents/GB-1119.pdf) | N/A | [ 2024 Vermont WHT-434 Specifications for Electronic Filing ](http://tax.vermont.gov/sites/tax/files/documents/GB-1119.pdf) \n[ GB-1120 ](http://tax.vermont.gov/sites/tax/files/documents/GB-1120.pdf) | N/A | [ Vermont WHT-436 Specifications for Electronic Filing ](http://tax.vermont.gov/sites/tax/files/documents/GB-1120.pdf) \n \n## Other Assessment Forms and Instructions\n\nForm Number | Instructions | Title \n---|---|--- \n_ABD-614_ | [ File using myVTax ](https://myvtax.vermont.gov/_/) [ ABD-614 Instructions ](http://tax.vermont.gov/sites/tax/files/documents/ABD-614%20Instr.pdf) | Abandoned Beverage Container Deposit Remittance \n[ HC-1, WHT-436 ](https://tax.vermont.gov/sites/tax/files/documents/WHT-436-2024.pdf) | [ HC-1, WHT-436 Instructions ](https://tax.vermont.gov/sites/tax/files/documents/WHT-436-2024%20Instr.pdf) | [ Quarterly Withholding Reconciliation, Child Care Contribution, and Health Care Contribution ](http://tax.vermont.gov/sites/tax/files/documents/WHT-436-2024.pdf) \n[ HC-2 ](https://tax.vermont.gov/sites/tax/files/documents/HC-2.pdf) | N/A | [ Declaration of Health Care Coverage ](http://tax.vermont.gov/sites/tax/files/documents/HC-2.pdf) \n[ RCT-330 ](https://tax.vermont.gov/sites/tax/files/documents/RCT-330.pdf) | [ File using myVTax ](https://myvtax.vermont.gov/_/) | [ Railroad Company Tax Return Payment Voucher ](http://tax.vermont.gov/sites/tax/files/documents/RCT-330.pdf) \n[ RCT-331 ](http://tax.vermont.gov/sites/tax/files/documents/RCT-331.pdf) | N/A | [ Railroad Company Tax Return ](http://tax.vermont.gov/sites/tax/files/documents/RCT-331.pdf) \n \n## Contact Us\n\n**Commissioner Bill Shouldice \nDeputy Commissioner Rebecca Sameroff ** \n(802) 828-2505 | **[ Department Directory ](https://tax.vermont.gov/directory) **\n\n**Taxpayer Services** \n(802) 828-2865 \nMon, Tue, Thu, Fri, 7:45 am-4:30 pm\n\n**Taxpayer Assistance Window** \n1st Floor Lobby | 133 State Street \nMontpelier, VT 05602\n\n**[ Public Records Request ](https://tax.vermont.gov/public-records-request) \n[ Statewide Public Records Database ](http://aoa.vermont.gov/statewide-public-\nrecord-requests) \n[ Government Transparency ](https://tax.vermont.gov/government-transparency)\n**\n\n**[ ](https://www.facebook.com/VTDeptTaxes) ** [\n](https://www.instagram.com/vtdepttaxes/) [\n](https://www.linkedin.com/company/vermont-department-of-taxes) [\n](https://twitter.com/VTDeptTaxes) [ ](https://www.youtube.com/@VTDeptTaxes)\n\n__ Return to top\n\nCopyright \u00a9 2025 State of Vermont All rights reserved. | \n\n * [ Policies ](https://www.vermont.gov/policies \"This link is external and will open in a new window\")\n * [ Accessibility Policy ](https://www.vermont.gov/policies/accessibility \"This link is external and will open in a new window\")\n * [ Privacy Policy ](https://www.vermont.gov/policies/privacy \"This link is external and will open in a new window\")\n * [ Feedback Survey ](https://vt.accessgov.com/feedback-survey/Forms/Page/feedback-survey/1b75365f-4e67-4f58-9080-cef25029f0a6/9fc7dbed-470c-4e68-90b8-d0ced27b6111/ \"This link is external and will open in a new window\")\n\n",
"url": "https://tax.vermont.gov/all-forms"
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"summary": "Official website for Vermont state tax forms.",
"url": "https://tax.vermont.gov/all-forms"
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"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",
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"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": "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#becddfc8dbdbd0dbccd9c7fed7d0cad9dfcd90ddd1d3) **\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#6e0a0f000b40040f0d010c1d0b002e07001a090f1d400d0103) **\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/"
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"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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"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 the official website of the Arkansas Public Service Commission, a government entity, making it an extremely reliable source.",
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"summary": "Official website of the Arkansas Public Service Commission.",
"url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
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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/"
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"summary": "This is a page on Abercrombie & Fitch's corporate website detailing their use of SASB standards for sustainability reporting. It's a primary source for their sustainability policies.",
"url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
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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 __ 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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 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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 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"url": "https://www.onetrust.com/blog/ultimate-guide-to-eu-csrd-esg-regulation-for-businesses/"
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"reason": "This is a blog post from OneTrust, a company specializing in privacy and security compliance. While potentially biased towards their services, the information on CSRD and ESG regulations is generally accurate and useful.",
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"summary": "This is a blog post from OneTrust, a company specializing in privacy and security compliance. While potentially biased towards their services, the information on CSRD and ESG regulations is generally accurate and useful.",
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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. 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"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¤tLanguage=en_US)\n * [ Deutsch ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=de_DE¤tLanguage=en_US)\n * [ \u4e2d\u6587 ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=zh_CN¤tLanguage=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¤tLanguage=en_US)\n * [ Deutsch ](/en/c/portal/update_language?p_l_id=6221527&redirect=%2Fen%2Fsustainability-reports&languageId=de_DE¤tLanguage=en_US)\n * [ 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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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"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",
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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",
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"page_content": "Skip to main content\n\n# Ford Foundation\n\n## Philanthropic Fundraising Services\n\n### New York, New York 243,983 followers\n\n#### Around the world, we make grants that support the visionary people and\norganizations who work to challenge inequality.\n\n[ See jobs ](https://www.linkedin.com/jobs/ford-foundation-jobs-\nworldwide?f_C=16194&trk=top-card_top-card-primary-button-top-card-primary-cta)\n[ Follow\n](https://www.linkedin.com/login?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&fromSignIn=true&trk=top-\ncard_top-card-secondary-button-top-card-secondary-cta)\n\n * [ View all 918 employees ](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&trk=org-employees_cta_face-pile-cta)\n\n * [ Report this company ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=top-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMPANY&_f=guest-reporting)\n\n## About us\n\nThe Ford Foundation is a global, grant-making philanthropy that works to\ndisrupt inequality in all its forms. We believe in the inherent dignity of all\npeople. But around the world, too many people are excluded from the political,\neconomic, and social institutions that shape their lives. In addressing this\nreality, we are guided by a vision of social justice\u2014a world in which all\nindividuals, communities, and peoples work toward the protection and full\nexpression of their human rights; are active participants in the decisions\nthat affect them; share equitably in the knowledge, wealth, and resources of\nsociety; and are free to achieve their full potential. Across eight decades,\nour mission has been to reduce poverty and injustice, strengthen democratic\nvalues, promote international cooperation, and advance human achievement. We\nwork in 11 regional offices around the world and support programs in more than\n50 countries.\n\nWebsite\n\n [ http://www.fordfoundation.org ](https://www.linkedin.com/redir/redirect?url=http%3A%2F%2Fwww%2Efordfoundation%2Eorg&urlhash=aOtV&trk=about_website)\n\nExternal link for Ford Foundation\n\nIndustry\n\n Philanthropic Fundraising Services \n\nCompany size\n\n 201-500 employees \n\nHeadquarters\n\n New York, New York \n\nType\n\n Nonprofit \n\nFounded\n\n 1936 \n\nSpecialties\n\n Civic Engagement and Government, Creativity and Free Expression, Future of Work, Advancing human achievement, Gender, Racial, and Ethnic Justice, Internet Freedom, Just Cities and Regions, Natural Resources and Climate Change, and Mission Investments \n\n## Locations\n\n * Primary \n\n1440 Broadway\n\n19th floor\n\nNew York, New York 10017, US\n\n[ Get directions\n](https://www.bing.com/maps?where=1440+Broadway+19th+floor+New+York+10017+New+York++US&trk=org-\nlocations_url)\n\n * Andean Region \n\nBogota, DC n/a, CO\n\n[ Get directions\n](https://www.bing.com/maps?where=Andean+Region++Bogota+n%2Fa+DC+CO&trk=org-\nlocations_url)\n\n * Brazil \n\nRio de Janeiro, RJ CEP 22210-030, BR\n\n[ Get directions\n](https://www.bing.com/maps?where=Brazil++Rio+de+Janeiro+CEP+22210-030+RJ+BR&trk=org-\nlocations_url)\n\n * China \n\nBeijing, N/a 100020, CN\n\n[ Get directions\n](https://www.bing.com/maps?where=China++Beijing+100020+N%2Fa+CN&trk=org-\nlocations_url)\n\n * East Africa \n\nNairobi , n/a n/a , KE\n\n[ Get directions\n](https://www.bing.com/maps?where=East+Africa++Nairobi++n%2Fa++n%2Fa+KE&trk=org-\nlocations_url)\n\n * India \n\nNew Delhi , n/a 110 003, IN\n\n[ Get directions\n](https://www.bing.com/maps?where=India++New+Delhi++110+003+n%2Fa+IN&trk=org-\nlocations_url)\n\n * Indonesia \n\nJakarta, n/a 12190, ID\n\n[ Get directions\n](https://www.bing.com/maps?where=Indonesia++Jakarta+12190+n%2Fa+ID&trk=org-\nlocations_url)\n\n * Mexico \n\nMexico City , DF 11560, MX\n\n[ Get directions\n](https://www.bing.com/maps?where=Mexico++Mexico+City++11560+DF+MX&trk=org-\nlocations_url)\n\n * Egypt \n\nCairo , n/a n/a, EG\n\n[ Get directions\n](https://www.bing.com/maps?where=Egypt++Cairo++n%2Fa+n%2Fa+EG&trk=org-\nlocations_url)\n\n * South Africa \n\nJohannesburg, n/a n/a, ZA\n\n[ Get directions\n](https://www.bing.com/maps?where=South+Africa++Johannesburg+n%2Fa+n%2Fa+ZA&trk=org-\nlocations_url)\n\n * West Africa \n\nLagos, n/a n/a, NG\n\n[ Get directions\n](https://www.bing.com/maps?where=West+Africa++Lagos+n%2Fa+n%2Fa+NG&trk=org-\nlocations_url)\n\n## Employees at Ford Foundation\n\n * ### [ Heather Mason Founder & CEO, Caspian Agency I Founder, The Impact Lounge I Creative Consultant I Moderator I Speaker ](https://www.linkedin.com/in/heathermason?trk=org-employees)\n * ### [ Sue Keever Watts Owner of The Keever Group ](https://www.linkedin.com/in/sue-keever-watts-b60aa?trk=org-employees)\n * ### [ Laurence Martinaud ](https://www.linkedin.com/in/laurence-martinaud-196674?trk=org-employees)\n * ### [ Jennifer Ponce de Le\u00f3n Author of Another Aesthetics is Possible: Arts of Rebellion in the Fourth World War (Duke U. Press, 2021), Associate Professor, University of\u2026 ](https://www.linkedin.com/in/jennifer-ponce-de-le%C3%B3n-279ab6?trk=org-employees)\n\n[ See all employees\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&trk=public_biz_employees-\njoin)\n\n## Updates\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-activity-7315391593291669506-wbOl)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n22h Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nAdvocacy for players in sports is changing the game. Grateful to former [\nNational Football League (NFL) ](https://www.linkedin.com/company/national-\nfootball-league?trk=organization_guest_main-feed-card-text) player Carl\nNassib, [ National Women's Soccer League (NWSL)\n](https://www.linkedin.com/company/national-women's-soccer-\nleague?trk=organization_guest_main-feed-card-text) Commissioner [ Jessica\nBerman ](https://www.linkedin.com/in/jessica-\nberman-52654876?trk=organization_guest_main-feed-card-text) , and AFL-CIO\nPresident [ Liz Shuler\n](https://www.linkedin.com/in/lizshuler?trk=organization_guest_main-feed-card-\ntext) for joining us for [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&trk=organization_guest_main-\nfeed-card-text) with Charles M. Blow to their work to push player advocacy\nforward and the resources needed to capitalize on this momentum. Tune in to\nthe full conversation. [ https://lnkd.in/emwuM5Vg\n](https://lnkd.in/emwuM5Vg?trk=organization_guest_main-feed-card-text)\n\n * * * * * +4 \n\n` ` ` `\n\n[ 16\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ford-foundation-announces-15-million-commitment-activity-7315013141220724736-Sbzv)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n2d Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nToday we announced $15 million to advance disability rights worldwide. This\nisn't just a funding announcement \u2013 it's a statement of values. We're also\npledging that at least 25% of all Ford Foundation grants will be inclusive of\npeople with disabilities, integrating disability inclusion across all our work\nin social justice. We're proud to continue this work, an essential part of\nbuilding a more inclusive and equitable world.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-announces-15-million-\ncommitment-to-advance-global-disability-\nrights%2F&urlhash=BZpE&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 1,246\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 50 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7314040810679783424-Qium)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) reposted this\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n4d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nThis week, we announced that we\u2019re partnering with [ REDF\n](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-card-\ntext) on the $5M Emerging Appalachian Investors Fund, a strategic initiative\ndesigned to expand economic opportunity and address inequality in the region.\nThis program provides students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) with real-world\nexperience directing capital to projects aligned with regional priorities. By\ncultivating financial leadership from within Appalachia, we aim to foster\nlong-term, sustainable economic growth. The Emerging Appalachian Investors\nFund is part of our broader commitment to the area, which includes a $6\nmillion investment in the Appalachian Growth Fund and more than $87 million\ncommitted over two decades through our Heartland Initiative.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-riif-launch-5-million-\ninitiative-to-empower-next-generation-of-appalachian-\ninvestors%2F&urlhash=mXvm&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 103\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7313998747766587393-Ckjx)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) reposted this\n\n[ ](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-\ncard_feed-actor-image)\n\n[ REDF ](https://www.linkedin.com/company/redf?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n7,752 followers\n\n5d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nExciting News for Appalachia! The [ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card-text) and REDF Impact Investing Fund (RIIF) are launching a $5\nmillion initiative to put investment capital directly in the hands of local\nstudents, the next generation of Appalachian investors! Through the\nAppalachian Emerging Investors Fund, students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) will gain hands-on\nexperience in venture investing\u2014fueling local businesses, supporting economic\ngrowth, and shaping the future of their communities. This initiative is about\ntrusting and equipping the next generation of Appalachian leaders with the\nright tools and resources to build a sustainable, community-driven economy in\nAppalachia. Because when you trust local leaders\u2014especially the next\ngeneration\u2014to invest in their own future, the impact lasts for generations.\nJoin us in celebrating this win for economic opportunity and lasting change!\nMore here: [ https://lnkd.in/e5Shaw3S\n](https://lnkd.in/e5Shaw3S?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 60\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 3 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ford-foundation-riif-launch-5-million-initiative-activity-7313998519583870976-eY7m)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n4d\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nThis week, we announced that we\u2019re partnering with [ REDF\n](https://www.linkedin.com/company/redf?trk=organization_guest_main-feed-card-\ntext) on the $5M Emerging Appalachian Investors Fund, a strategic initiative\ndesigned to expand economic opportunity and address inequality in the region.\nThis program provides students at [ Marshall University\n](https://www.linkedin.com/school/marshall-\nuniversity/?trk=organization_guest_main-feed-card-text) , [ West Virginia\nUniversity ](https://www.linkedin.com/school/west-virginia-\nuniversity/?trk=organization_guest_main-feed-card-text) , and [ Ohio\nUniversity ](https://www.linkedin.com/school/ohio-\nuniversity/?trk=organization_guest_main-feed-card-text) with real-world\nexperience directing capital to projects aligned with regional priorities. By\ncultivating financial leadership from within Appalachia, we aim to foster\nlong-term, sustainable economic growth. The Emerging Appalachian Investors\nFund is part of our broader commitment to the area, which includes a $6\nmillion investment in the Appalachian Growth Fund and more than $87 million\ncommitted over two decades through our Heartland Initiative.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Efordfoundation%2Eorg%2Fnews-\nand-stories%2Fnews-and-press%2Fnews%2Fford-foundation-riif-launch-5-million-\ninitiative-to-empower-next-generation-of-appalachian-\ninvestors%2F&urlhash=mXvm&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 103\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_fordglobalfellows-activity-7313186840205774848-kkwi)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n1w Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWe are thrilled to announce the 30 new [ #FordGlobalFellows\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffordglobalfellows&trk=organization_guest_main-\nfeed-card-text) who are joining a global network of 127 fellows working across\nAfrica, Asia, the Americas, and the Middle East. As part of today's\nannouncement, [ Adria Goodson, PhD\n](https://www.linkedin.com/in/adriagoodson?trk=organization_guest_main-feed-\ncard-text) , director of the Ford Global Fellowship, stated: \u201cAt the Ford\nFoundation, we have long known that individual leaders play a critical role as\ndrivers of change, through generating ideas and leading institutions. Our\ninvestments in emerging leaders are critical for both their immediate impact\non the fellows\u2019 life trajectories and the long-term ripple effects through\ntheir lifetimes of contributions to the world.\u201d Learn more about the new\ncohort of fellows: [ https://lnkd.in/erXWaaMi\n](https://lnkd.in/erXWaaMi?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 129\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 10 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-activity-7312836198450757632-69Fm)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n1w Edited\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nFashion has the power to amplify some of the most unique voices in our\nculture. However, despite being a multibillion-dollar industry that impacts\nand employs countless people, many\u2014including workers and disabled people\u2014are\noften excluded from the conversation. What could the industry achieve by\nembracing a new, more inclusive model? Join us for an [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&trk=organization_guest_main-\nfeed-card-text) conversation with Charles M. Blow and trailblazing figures who\nare working to make the world of fashion more accessible for all, including [\nSin\u00e9ad Burke\n](https://ie.linkedin.com/in/thesineadburke?trk=organization_guest_main-feed-\ncard-text) , founder and CEO of [ Tilting The Lens\n](https://ie.linkedin.com/company/tiltingthelens?trk=organization_guest_main-\nfeed-card-text) , [ Sara Ziff ](https://www.linkedin.com/in/sara-\nziff-15aa28b1?trk=organization_guest_main-feed-card-text) , founder and\nexecutive director of the Model Alliance, and [ Lindsay Peoples\n](https://www.linkedin.com/in/lindsayp?trk=organization_guest_main-feed-card-\ntext) , editor-in-chief of The Cut. [ fordf.org/Fashion\n](http://fordf.org/Fashion?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 94\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_tdov-fordglobalfellows-transgenderdayofvisibility-activity-7312443623277580288-xGxk)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n1w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWe are proud to support the leadership of Ford Global Fellow, Kanzha Vinaa,\nwho is working to advance the rights of gender and sexual minorities in\nIndonesia. You can learn more about Kanzha and her work. [ #TDoV\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ftdov&trk=organization_guest_main-\nfeed-card-text) [ #FordGlobalFellows\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffordglobalfellows&trk=organization_guest_main-\nfeed-card-text) [ #TransgenderDayOfVisibility\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ftransgenderdayofvisibility&trk=organization_guest_main-\nfeed-card-text) [ https://lnkd.in/e99Mg9ip\n](https://lnkd.in/e99Mg9ip?trk=organization_guest_main-feed-card-text)\n\n * ` ` ` `\n\n[ 63\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 4 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_csw69-beijing30-womenshistorymonth-activity-7310749555405279232--ZlW)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n1w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nIn West Africa, traditional and faith leaders are working to address\nentrenched cultural practices and social norms that fuel gender-based violence\nin the region. During [ #CSW69\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fcsw69&trk=organization_guest_main-\nfeed-card-text) , several of them joined us to discuss their role in fostering\nequitable societies, safe for women and girls to live to their fullest\npotential. [ #Beijing30\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fbeijing30&trk=organization_guest_main-\nfeed-card-text) [ #WomensHistoryMonth\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fwomenshistorymonth&trk=organization_guest_main-\nfeed-card-text)\n\n * * * * * +4 \n\n` ` ` `\n\n[ 88\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 2 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n * [ ](https://www.linkedin.com/posts/fordfoundation_stories-of-change-inside-the-moth-and-ford-activity-7310341534808231937-Mfmz)\n\n[\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-actor-name)\n\n243,983 followers\n\n2w\n\n * [ Report this post ](/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWhen leaders share personal stories, they can amplify their organizations\u2019\nimpact, fuel advocacy and influence, engage stakeholders, and catalyze new\nfunding opportunities. \u201cAnd in that moment, something clicked for me, a\ncomplicated truth, one that I had refused to accept all my life: that some\nthings simply can\u2019t be measured as a win or a loss,\u201d Bianca Agustin, co-\ndirector of United for Respect, a workers\u2019 rights nonprofit, shared. Hear more\nfrom Bianca and the nonprofit leaders who participated in a partnership\nbetween the Ford Foundation\u2019s BUILD program and [ The Moth\n](https://www.linkedin.com/company/the-moth?trk=organization_guest_main-feed-\ncard-text) , a storytelling nonprofit, to hone their narrative skills to grow\nimpact for their organizations. More: [ https://lnkd.in/eBTKJrBs\n](https://lnkd.in/eBTKJrBs?trk=organization_guest_main-feed-card-text)\n\n##### Stories of Change: Inside The Moth and Ford\u2019s Storytelling Training for\nNonprofits\n\n` ` ` `\n\n[ 82\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 6 Comments\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Like\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_like-cta) [ Comment\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_comment-cta) [ Share\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n` ` ` ` ` `\n\n## Join now to see what you are missing\n\n * Find people you know at Ford Foundation \n * Browse recommended jobs for you \n * View all updates, news, and articles \n\n[ Join now\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=public_biz_promo-\njoin)\n\n## Similar pages\n\n * ### [ The Rockefeller Foundation Non-profit Organizations New York, NY ](https://www.linkedin.com/company/the-rockefeller-foundation?trk=similar-pages)\n * ### [ MacArthur Foundation Philanthropic Fundraising Services Chicago, IL ](https://www.linkedin.com/company/macarthur-foundation?trk=similar-pages)\n * ### [ Gates Foundation Non-profit Organizations Seattle, WA ](https://www.linkedin.com/company/gates-foundation?trk=similar-pages)\n * ### [ Bloomberg Philanthropies Non-profit Organizations New York, NY ](https://www.linkedin.com/company/bloomberg-philanthropies?trk=similar-pages)\n * ### [ Open Society Foundations Non-profit Organizations New York, NY ](https://www.linkedin.com/company/open-society-foundations?trk=similar-pages)\n * ### [ Obama Foundation Non-profit Organizations Chicago, Illinois ](https://www.linkedin.com/company/obama-foundation?trk=similar-pages)\n * ### [ Mellon Foundation Philanthropic Fundraising Services New York, NY ](https://www.linkedin.com/company/mellon-foundation?trk=similar-pages)\n * ### [ W.K. 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` ` ` ` ` ` ` ` ` ` `\n\n## Sign in to see who you already know at Ford Foundation\n\n## Welcome back\n\n` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\nBy clicking Continue to join or sign in, you agree to LinkedIn\u2019s [ User\nAgreement ](/legal/user-agreement?trk=organization_guest_contextual-sign-in-\nmodal_sign-in-modal_auth-button_user-agreement) , [ Privacy Policy\n](/legal/privacy-policy?trk=organization_guest_contextual-sign-in-modal_sign-\nin-modal_auth-button_privacy-policy) , and [ Cookie Policy ](/legal/cookie-\npolicy?trk=organization_guest_contextual-sign-in-modal_sign-in-modal_auth-\nbutton_cookie-policy) .\n\nNew to LinkedIn? 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"url": "https://www.linkedin.com/company/fordfoundation"
},
"reason": "This is the official LinkedIn page of the Ford Foundation, a well-known philanthropic organization. It provides information about the foundation's activities and social impact initiatives.",
"reliability_score": 0.8,
"search_query": "company 'N/A' social impact human rights",
"summary": "Official LinkedIn page of the Ford Foundation.",
"url": "https://www.linkedin.com/company/fordfoundation"
},
{
"content": {
"metadata": {
"ext_id": "47c6cad1-4392-4ac8-ad9a-210e52a4ebf4",
"origin": "public",
"resource_location": "web",
"resource_type": "webpage",
"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 __ ](/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 * [ 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"url": "https://www.onetrust.com/blog/esg-101-what-does-social-in-esg-mean/"
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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/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"
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"summary": "Human Rights Watch report detailing human rights violations.",
"url": "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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](https://www.grifols.com/en/grifols-museum-la-casa-where-it-all-began)\n\n * [ The Plant: People Helping People ](https://www.grifols.com/en/grifols-museum-the-plant-people-helping-people)\n\n * [ The World: From Family Business to Global Company ](https://www.grifols.com/en/grifols-museum-the-world-from-family-business-to-global-company)\n\n * Grifology __ __\n * [ Grifology ](https://www.grifols.com/en/grifology_connecting_innovation)\n * [ The Cabinet ](https://www.grifols.com/en/the-cabinet-century-of-innovation)\n\n * [ Grifols Engineering ](https://www.grifols.com/en/grifols-engineering)\n\n * Innovation __ __\n * [ Innovation ](https://www.grifols.com/en/innovation)\n * [ Plasma Powerhouse ](https://www.grifols.com/en/plasma-powerhouse)\n\n * [ Beyond Plasma ](https://www.grifols.com/en/beyond-plasma)\n\n * Key Therapeutic Areas __ __\n * [ Key Therapeutic Areas ](https://www.grifols.com/en/key-therapeutic-areas)\n * [ Immunology ](https://www.grifols.com/en/immunology)\n\n * [ Hepatology and Intensive Care ](https://www.grifols.com/en/hepatology-and-intensive-care)\n\n * [ Pulmonology ](https://www.grifols.com/en/pulmonology)\n\n * [ Hematology ](https://www.grifols.com/en/hematology)\n\n * [ Neurology ](https://www.grifols.com/en/neurology)\n\n * [ Infectious Diseases ](https://www.grifols.com/en/infectious-diseases)\n\n * [ Further Therapeutic Opportunities ](https://www.grifols.com/en/further-therapeutic-opportunities)\n\n * [ CHRONOS-PD: Plasma Science in Parkinson\u2019s Research ](https://www.grifols.com/en/chronos-pd)\n\n * Extending Our Innovative Reach __ __\n * [ Extending Our Innovative Reach ](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. For specific information on the products and services\navailable in your country, please select your country from the list included\nin the corresponding section. The purpose of this website is to provide\ninformation about Grifols' products and services, and it is not intended for,\nnor may it be construed as, promoting any products in countries in which they\nare not approved.\n\n[ ](https://www.grifols.com/en/grifols-d3/home \"Go to Grifols.com\")\n\nAbout Us __ __\n\nAbout Us\n\n * [ Company ](/en/company)\n * [ Sustainability ](/en/sustainability)\n * [ Innovation ](/en/innovation)\n * [ Products __ ](https://products.grifols.com/en?forcelang=true)\n * [ Investors ](/en/investors)\n * [ Careers ](/en/careers)\n * [ Media ](/en/media)\n\nTop websites __ __\n\nTop websites\n\n * [ Grifols Plasma ](https://www.grifolsplasma.com/)\n * [ Grifols Diagnostics Solutions ](https://www.diagnostic.grifols.com/en/home)\n * [ Grifols Scientific Awards ](https://www.grifolsscientificawards.com)\n * [ Grifols Engineering ](https://www.grifolsengineering.com)\n * [ Grifols Egypt for Plasma Derivatives ](https://www.grifolsegyptplasma.com)\n * [ Victor Grifols i Lucas Foundation ](https://www.fundaciogrifols.org)\n * [ Probitas Foundation ](http://www.fundacionprobitas.org)\n * [ J.A. Grifols Foundation ](https://www.joseantoniogrifolsfoundation.org)\n\nLegal & Help __ __\n\nLegal & Help\n\n * [ Privacy Notices ](/en/privacy-notices)\n * [ Cookies Policy ](/en/cookies-policy)\n * [ Cookies Settings ](javascript:void\\(0\\))\n * [ Terms of Use ](/en/terms-of-use)\n * [ Contact ](/en/contact)\n * [ Glossary ](/en/glossary)\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\u00a9 2025 Grifols, S.A. All rights reserved worldwide.\n\n",
"url": "https://annualreport.grifols.com/sustainability-and-human-rights"
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"page_content": "Skip to main content\n\n# Are you a robot?\n\nPlease confirm you are a human by completing the captcha challenge below.\n\nEnable JavaScript and cookies to continue\n\n * **Reference number:** 92da99ac2b60bb27 \n * **IP Address:** 34.96.35.74 \n * * \n\n[ ](https://www.elsevier.com/)\n\n * [ About ScienceDirect ](https://www.elsevier.com/solutions/sciencedirect)\n * [ Remote access ](/user/institution/login?targetURL=%2F)\n * [ Shopping cart ](https://science-direct-checkout.staging.ecommerce.elsevier.com/?)\n * [ Advertise ](https://www.elsmediakits.com)\n * [ Contact and support ](https://service.elsevier.com/app/contact/supporthub/sciencedirect/)\n * [ Terms and conditions ](https://www.elsevier.com/legal/elsevier-website-terms-and-conditions)\n * [ Privacy policy ](https://www.elsevier.com/legal/privacy-policy)\n\nCookies are used by this site.\n\nAll content on this site: Copyright \u00a9 2024 Elsevier B.V., its licensors, and\ncontributors. All rights are reserved, including those for text and data\nmining, AI training, and similar technologies. For all open access content,\nthe relevant licensing terms apply.\n\n[ ](https://www.relx.com/)\n\n",
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"source": "https://pmc.ncbi.nlm.nih.gov/articles/PMC6543277/"
},
"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've safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n[ ](/ \"Home\")\n\n * [ Advanced Search ](https://www.ncbi.nlm.nih.gov/pmc/advanced/)\n * [ Journal List ](/journals/)\n * [ User Guide ](/about/userguide/)\n\n * * [ ](https://doi.org/10.1016/j.mayocpiqo.2019.04.001 \"View on publisher site\")\n * [ ](pdf/main.pdf \"Download PDF\")\n * * * ## PERMALINK \n\nAs a library, NLM provides access to scientific literature. Inclusion in an\nNLM database does not imply endorsement of, or agreement with, the contents by\nNLM or the National Institutes of Health. \nLearn more: [ PMC Disclaimer ](/about/disclaimer/) | [ PMC Copyright Notice ](/about/copyright/)\n\n. 2019 May 27;3(2):106\u2013115. doi: [ 10.1016/j.mayocpiqo.2019.04.001\n](https://doi.org/10.1016/j.mayocpiqo.2019.04.001)\n\n# Well-Being Champion Impact on Employee Engagement, Staff Satisfaction, and\nEmployee Well-Being\n\n[ Kaisa C Wieneke\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wieneke%20KC%22%5BAuthor%5D)\n\n### Kaisa C Wieneke , MPH\n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nFind articles by [ Kaisa C Wieneke\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wieneke%20KC%22%5BAuthor%5D)\n\na, \u2217 , [ Jason S Egginton\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Egginton%20JS%22%5BAuthor%5D)\n\n### Jason S Egginton , MPH\n\nb Center for the Science of Health Care Delivery, Mayo Clinic, Rochester, MN\n\nFind articles by [ Jason S Egginton\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Egginton%20JS%22%5BAuthor%5D)\n\nb , [ Sarah M Jenkins\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Jenkins%20SM%22%5BAuthor%5D)\n\n### Sarah M Jenkins , MS\n\nc Division of Biomedical Statistics and Informatics, Department of Health\nSciences Research, Mayo Clinic, Rochester, MN\n\nFind articles by [ Sarah M Jenkins\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Jenkins%20SM%22%5BAuthor%5D)\n\nc , [ Gretl C Kruse\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kruse%20GC%22%5BAuthor%5D)\n\n### Gretl C Kruse , MA\n\nf Department of Human Resources \u2013 Employee Well-Being, Mayo Clinic,\nJacksonville, FL\n\nFind articles by [ Gretl C Kruse\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kruse%20GC%22%5BAuthor%5D)\n\nf , [ Francisco Lopez-Jimenez\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Lopez-Jimenez%20F%22%5BAuthor%5D)\n\n### Francisco Lopez-Jimenez , MD\n\nd Department of Cardiovascular Diseases, Mayo Clinic, Rochester, MN\n\nFind articles by [ Francisco Lopez-Jimenez\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Lopez-Jimenez%20F%22%5BAuthor%5D)\n\nd , [ Michelle M Mungo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Mungo%20MM%22%5BAuthor%5D)\n\n### Michelle M Mungo , MBA\n\ng Department of Human Resources \u2013 People Analytics, Mayo Clinic,\nJacksonville, FL\n\nFind articles by [ Michelle M Mungo\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Mungo%20MM%22%5BAuthor%5D)\n\ng , [ Beth A Riley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Riley%20BA%22%5BAuthor%5D)\n\n### Beth A Riley , MBA\n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nFind articles by [ Beth A Riley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Riley%20BA%22%5BAuthor%5D)\n\na , [ Paul J Limburg\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Limburg%20PJ%22%5BAuthor%5D)\n\n### Paul J Limburg , MPH, MD\n\ne Department of Gastroenterology and Hepatology, Mayo Clinic, Rochester, MN\n\nh Exact Sciences Corporation, Madison, WI\n\nFind articles by [ Paul J Limburg\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Limburg%20PJ%22%5BAuthor%5D)\n\ne, h\n\n * * * \n\na Department of Human Resources \u2013 Employee Well-Being, Dan Abraham Healthy\nLiving Center, Mayo Clinic, Rochester, MN\n\nb Center for the Science of Health Care Delivery, Mayo Clinic, Rochester, MN\n\nc Division of Biomedical Statistics and Informatics, Department of Health\nSciences Research, Mayo Clinic, Rochester, MN\n\nd Department of Cardiovascular Diseases, Mayo Clinic, Rochester, MN\n\ne Department of Gastroenterology and Hepatology, Mayo Clinic, Rochester, MN\n\nf Department of Human Resources \u2013 Employee Well-Being, Mayo Clinic,\nJacksonville, FL\n\ng Department of Human Resources \u2013 People Analytics, Mayo Clinic,\nJacksonville, FL\n\nh Exact Sciences Corporation, Madison, WI\n\n\u2217\n\n**Correspondence:** Address to Kaisa C. Wieneke, MPH, Department of Human\nResources \u2013 Employee Well-Being, Dan Abraham Healthy Living Center, Mayo\nClinic, 200 First St SW, Rochester, MN 55905. wieneke.kaisa@mayo.edu\n\nReceived 2019 Jan 22; Revised 2019 Mar 28; Accepted 2019 Apr 1; Collection\ndate 2019 Jun.\n\n\u00a9 2019 THE AUTHORS\n\nThis is an open access article under the CC BY-NC-ND license\n(http://creativecommons.org/licenses/by-nc-nd/4.0/).\n\n[ PMC Copyright notice ](/about/copyright/)\n\nPMCID: PMC6543277 PMID: [ 31193868\n](https://pubmed.ncbi.nlm.nih.gov/31193868/)\n\n## Abstract\n\n### Objective\n\nTo evaluate the potential impact of a workplace well-being champion on\nemployee and organizational measures of well-being.\n\n### Patients and Methods\n\nBaseline well-being measures were collected in October 2-20, 2017 and analyzed\nfrom January 1, 2018 through June 30, 2018 by incorporating a focused question\nset (addressing meaning in work, work-life integration, and physical, social,\nfinancial, emotional, and general well-being) into the biennial Mayo Clinic\nAll-Staff Survey.\n\n### Results\n\nThe survey was distributed to 64,059 employees, with a response rate of 73%.\nEmployees with a work unit well-being champion had more favorable responses\noverall than did employees reporting no well-being champion. The percentage\nresponding \u201cfavorably\u201d to each well-being measure differed from 2 to 12\npercentage points and were all highly statistically significant ( _P_ <.001).\nMeasures with the greatest difference included questions associated with the\nwell-being domains of physical (85% vs 73%), social (84% vs 72%), and\nfinancial (72% vs 63%), as well as general well-being (69% vs 60%). Those\nreporting having a well-being champion had more favorable responses to several\nquestions regarding the immediate supervisor and the work environment being\nconducive to carry out organizational values, trust within the work unit,\nability to speak freely, efforts to make everyone feel a part of the team, and\naccountability within the work unit.\n\n### Conclusion\n\nHaving a work unit well-being champion, coupled with an organizational\ncommitment to employee well-being, is associated with better employee\nengagement, satisfaction, and perception of personal well-being, as well as a\nmore favorable perception of the organization, strongly supporting the\nmultilevel benefits of a robust well-being champion program.\n\n**Abbreviations and Acronyms:** WCP, well-being champion program\n\n* * *\n\nWorkplace wellness programs have traditionally been focused on promoting\nindividual behavior change. 1 Over time, workplace wellness offerings have\nexpanded from basic health information and fitness advice to a growing array\nof more comprehensive options, such as multi-week courses, sophisticated self-\nmonitoring programs, and individualized coaching services with financial\nincentives. 2 Simultaneously, the perception of employee wellness programs\nas a necessary expense to reduce future health care spend has shifted to that\nof a crucial investment for shaping organizational culture, building brand\nequity, and facilitating the recruitment/retention of top talent, 3\nparticularly for the millennial generation that expects purpose, community,\nand flexibility in the workplace. 4\n\nForward-looking organizations are recognizing that it is essential to\nacknowledge the full picture of the workplace environment and the impact for\nthe employee experience by putting employees at the center and redesigning\nworkplace practices to fit with employee interests and needs. 5 Most\nnotably, organizations must address the obstacles and create the conditions\nfor employees to practice a healthy lifestyle. 6 By doing so, employee well-\nbeing initiatives have the potential not only to improve personal health\nbehaviors but to impact teamwork, trust, and respect within a work team. From\na management perspective, implementing employee well-being activities can be\nbeneficial for employees in terms of happiness and relationship forms of well-\nbeing as well as for the performance of the organization. 7 This is\nespecially important as the worksite health promotion industry places a\ngreater focus on a more holistic approach for well-being and the link to\nemployee engagement.\n\nThe prevalence of stress in our employees and the impact of high stress on our\nemployees' quality of life and health behaviors have been well documented. 8\n, 9 The health care workplace environment has unique challenges. Government\nregulations have increased the workload for physicians and all health care\nprofessionals because of the reduced number of uninsured patients, increased\ndemand in health care services, higher practice costs, and additional\nreporting and regulation requirements. 10 Notably stating, the workload,\nautonomy, and work-life balance of physician and health care workers have been\naffected because of the health care reform that adds to burnout. 10\nMoreover, these contributors to employee dissatisfaction and burnout in the\nhealth care workplace have become increasingly common concerns within other\nindustries as well, indicating the urgent need for greater attention to\ndefining and implementing innovative holistic approaches for supporting\nemployee well-being.\n\nAn employee-led well-being champion program (WCP) can be effective in raising\nthe awareness, understanding, participation, and overall success of an\nemployee health and wellness program. 11 Previous research of our\norganization's WCP has solicited feedback from employees participating in\nchampion-led activities. Benefits reported by employees have included\nincreased awareness of wellness opportunities, greater sense of support for\nachieving a healthy lifestyle, and higher perceived health and wellness. 12\nHowever, to date, the potential impact of well-being champions on staff\nsatisfaction and employee engagement is lesser known. Therefore, the purpose\nof this study was to evaluate whether the presence or absence of a well-being\nchampion within the employee's work unit had a demonstrable impact on select\npersonal and organizational measures of interest, leveraging the\norganization's All-Staff Survey to solicit and obtain enterprise-wide input.\nThe large-scale data collection approach allowed for associations to be\nanalyzed overall as well as by select employee subgroups defined by job type,\nlocation, and duration.\n\n## Methods\n\nAll aspects of this study were reviewed by the Mayo Clinic Institutional\nReview Board for human research and deemed to be exempt.\n\n### Setting\n\nAs a nonprofit academic medical center, Mayo Clinic has employees on\ngeographically distinct, but operationally integrated, campuses in Rochester,\nMinnesota; Scottsdale and Phoenix, Arizona; Jacksonville, Florida, and\nthroughout the Mayo Clinic Health System, which includes dozens of community-\nbased practices located primarily in the upper Midwest. To address employee\nwell-being, our organization has taken a bolder, more holistic approach to the\nprevious segmented model for worksite wellness programming. For example, Mayo\nClinic established an a WCP in 2011 to improve the health and well-being of\nits employees across a functionally diverse workforce, as previously\ndescribed. 12\n\nWell-Being champions are self-identified employees who value health and\nwellness, have a genuine interest in supporting their colleagues, and want to\npromote a \u201cgrassroots\u201d approach to wellness programs. The crux of the champion\nrole is to engage their colleagues in activities that promote well-being.\nChampions promote health and wellness opportunities via print, electronic, and\nin-person communications using ready-made program resources and are given the\nautonomy to promote programs of personal and work group interest. Promotions\ncan cover several domains of well-being, including physical activity,\nvolunteerism, team building, social interaction, stress management, financial\nwell-being, and new experiences for the work group. For well-being champions\nto be able to have the time and autonomy to carry out their role within their\nwork area, efforts at an organizational leadership level were solidified early\non in the creation of the program. This included support from human resources\nto receive supervisor approval for the champions to commit 1 to 5 hours per\nmonth to carry out activities and attend meetings during the workday. These\nexpectations are reviewed through a supervisor agreement form, so clear roles\nand responsibilities between the supervisor and the well-being champion are\nestablished at the onset of the champion taking on the role.\n\nA multistep process was used to implement the WCP, beginning with the\nidentification and training of dedicated employee well-being specialists.\nInitial activities included resource and program development, recruitment, and\norientation for well-being champions. These employee well-being specialists\nprovided ongoing comprehensive communication while focusing on the retention,\nrecognition, and evaluation of the well-being champions and associated\nactivities to expand and sustain the program. Employee well-being specialists\ndeliver workshops for current and new well-being champions to connect with\navailable resources, offer creative and feasible methods to implement ideas,\nand provide activities for well-being champions to share with their work\ngroups. The workshops allow well-being champions to stay engaged in their role\nand provide tools for champions to create meaningful activities within their\nwork groups. In addition, the employee well-being specialists coordinate a\nrecognition banquet to celebrate both the champion role and the support of the\nsupervisor. Awards are given for honors such as Supervisor of the Year, Well-\nBeing Champion of the Year, Best WellSpace, and Unsung Hero.\n\nCurrently (at the time of the survey), the WCP includes more than 1200 well-\nbeing champions across the organization, or approximately 1.9% of employees\nare now well-being champions (we now have 1431). The program goal is to have\n2.0% of employees serve in the role of a well-being champion across the\norganization to ensure a wide reach, which has been achieved since the time of\nthe survey.\n\nThe program gives well-being champions the autonomy to choose their audience\nand work group with whom they serve. For example, a medical secretary may\nchoose to execute activities for their medical secretary colleagues, their\ncolleagues within the department they work within, or both. In addition, well-\nbeing champions may serve employees in a virtual setting or employees at\ndifferent physical locations, depending on the makeup of the team. This\nautonomy impacts the ability to accurately track the exact number of employees\nthat each champion reaches and impacts.\n\n### Data Collection\n\nEvery 2 years, Mayo Clinic conducts a full-length, enterprise-wide All-Staff\nSurvey. Feedback gained from the survey provides important insights into how\nemployees view their work and their workplace. The strength of this tool\nrelies on response rate and feedback shared; the survey is a chance for\nemployees' voices to be heard and action to be taken. The results guide\nefforts to make the workplace better and culture stronger.\n\nEmployee engagement and culture are important drivers of Mayo Clinic's success\nas an organization. As a tool, the survey helps to identify what most\ninfluences these attributes at Mayo Clinic overall and within localized work\nareas. A focused set of well-being questions were identified and/or newly\nincorporated in the October 2017 All-Staff Survey ( Table 1 ). The measures\nwere chosen from the existing longitudinal survey items and also created for\nalignment with Mayo Clinic's comprehensive employee well-being strategy. The\nimpact of a well-being champion was assessed by associating the well-being\nmeasures with responses to an additional question: \u201cDoes your work area have a\ndedicated well-being champion?\u201d with a response of \u201cyes,\u201d \u201cno,\u201d or \u201cunsure.\u201d\n\n#### Table 1.\n\nWell-Being Domain Descriptions and Associated Survey Questions\n\nDomain | Description | Survey question | Response options \n---|---|---|--- \nSocial | Build a sense of connection, belonging, and inclusion anywhere. | There is a spirit of cooperation and teamwork within my work unit. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nPhysical | Learn, engage, and maintain physical health behaviors to help you achieve optimal health and energy. | The organization provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc). | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nEmotional | Cultivate positive emotions and responses that foster meaning and fulfillment in all spheres of your life. | I feel burned out from my work. | Every day, a few times a week, once a week, a few times a month, once a month or less, a few times a year or less, never b \nFinancial | Resources to be more financially confident and comfortable now and into the future. | The organization provides support through resources to help me successfully manage personal finances. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nWork-life integration | Create a sense of balance and harmony between personal and professional realms. | My work schedule leaves me enough time for my personal/family life. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nMeaning in work | Get support with ongoing self-discovery and find a deeper awareness of meaning and purpose in work. | The work I do is meaningful to me. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nGeneral | | How would you rate the organization on taking a genuine interest in the well-being of its employees? | Very poor, poor, so-so, good, very good c \nGeneral | | I actively make my well-being a priority. | Strongly disagree, disagree, neutral, agree, strongly agree, don't know/not applicable a \nDemographic | | Does your work area have a dedicated well-being champion? | Yes, I don't know, no \n \n[ Open in a new tab ](table/tbl1/)\n\na\n\nResponses of \u201cstrongly agree\u201d or \u201cagree\u201d were categorized as \u201cfavorable.\u201d\n\u201cDon't know/not applicable\u201d responses were removed from the denominator in the\ndata summary.\n\nb\n\nResponses of \u201ca few times a month,\u201d \u201conce a month or less,\u201d \u201ca few times a\nyear or less,\u201d or \u201cnever\u201d were categorized as \u201cfavorable.\u201d\n\nc\n\nResponses of \u201cvery good\u201d or \u201cgood\u201d were categorized as \u201cfavorable.\u201d \u201cDon't\nknow/not applicable\u201d responses were removed from the denominator in the data\nsummary.\n\nAn independent agency, Mercer | Sirota, conducted the survey, collected the responses, analyzed the data, and reported findings to Mayo Clinic. The survey consisted of approximately 80 questions in total and typically took less than 10 minutes for the respondents to complete. A number of assurances are in place to keep survey feedback confidential, including the use of an independent agency. Mercer | Sirota hosts the survey on its secure website and summarizes survey results in an aggregated format. No one at Mayo Clinic sees how an individual responded to the survey questions. Supervisors and managers receive work area reports for their direct reporting units only when 5 or more responses are received. \n\n### Subjects\n\nThe All-Staff Survey was sent to all employees (allied health staff and\nconsultants) with an active regular employment status via the human resource\nemployment record system. This included 64,059 employees across all sites and\nregions. Employee status was designated as supplemental/casual call/pro re\nnata employees, temporary/limited tenure, on leave for short-term disability,\nand research temporary professionals. Residents/students, volunteers, and\nemployees on leave for long-term disability were excluded ( Table 2 ).\n\n#### Table 2.\n\nEmployee Population Characteristics by All Staff Survey Response Status\n\nCharacteristic | Total (N=64,059) \n\n* * *\n\n| Responder (n=46,787)\n\n* * *\n\n| Nonresponder (n=17,272)\n\n* * * \n \n---|---|---|--- \nn | % | n | % | n | % \nSex \nFemale | 46,911 | 73.2 | 34,613 | 74.0 | 12,298 | 71.2 \nMale | 17,148 | 26.8 | 12,174 | 26.0 | 4974 | 28.8 \nAge (y), mean (SD) | 43.9 | (12.5) | 44.4 | (12.3) | 42.5 | (13.0) \nJob type \u2013 category (condensed) \nAdmin \u2013 administration | 13,922 | 21.9 | 11,542 | 24.9 | 2380 | 13.9 \nAdmin \u2013 office support | 11,369 | 17.9 | 8922 | 19.2 | 2447 | 14.2 \nAdmin \u2013 operational service | 9321 | 14.7 | 5986 | 12.9 | 3335 | 19.4 \nClinical \u2013 provider/scientist | 6308 | 9.9 | 3972 | 8.6 | 2336 | 13.6 \nClinical \u2013 Registered Nurse/Licensed Practical Nurse | 14,991 | 23.6 | 10,315 | 22.2 | 4676 | 27.2 \nClinical \u2013 technician/technologist | 7679 | 12.1 | 5674 | 12.2 | 2005 | 11.7 \nJob location \nArizona | 6563 | 10.2 | 5233 | 11.2 | 1330 | 7.7 \nFlorida | 5806 | 9.1 | 4453 | 9.5 | 1353 | 7.8 \nRochester | 35,375 | 55.2 | 26,022 | 55.6 | 9353 | 54.2 \nMayo Clinic Health System | 16,315 | 25.5 | 11,079 | 23.7 | 5236 | 30.3 \nDuration of employment \n<1 y | 6526 | 10.2 | 4348 | 9.3 | 2178 | 12.6 \n1-2 y | 11,943 | 18.6 | 8269 | 17.7 | 3674 | 21.3 \n3-5 y | 8283 | 12.9 | 5990 | 12.8 | 2293 | 13.3 \n6-10 y | 10,512 | 16.4 | 7851 | 16.8 | 2661 | 15.4 \n11-15 y | 8753 | 13.7 | 6543 | 14.0 | 2210 | 12.8 \n\u226516 y | 18,042 | 28.2 | 13,786 | 29.5 | 4256 | 24.6 \nDo you have a well-being champion? \nYes | | | 18,395 | 39.7 | | \nNo | | | 11,347 | 24.5 | | \nUnsure | | | 16,602 | 35.8 | | \n \n[ Open in a new tab ](table/tbl2/)\n\n### Analysis Plan\n\nAnalysis was conducted from January 1, 2018 through June 30, 2018. All survey\nresponses were summarized with frequencies and percentages. Demographic\ncharacteristics (sex, job category, job location, and duration of employment)\nwere compared between respondents and nonrespondents using chi-square tests,\nand age was compared using a 2-sample _t_ test. These demographic\ncharacteristics were also compared between the well-being champion status\ngroups (yes, no, unsure) using chi-square tests for categorical variables and\nanalysis of variance for age. The percentage of individuals responding\n\u201cfavorably\u201d to selected well-being survey measures was compared between the\nwell-being champion status groups using chi-square tests. All analyses were\nperformed using SAS version 9.4 (SAS Institute Inc). Given the large sample\nsize, most statistical tests were highly significant ( _P_ <.001), and\nemphasis is placed on the magnitude of the differences (ie, differences in the\npercentage responding favorably between groups).\n\n## Results\n\nThe All-Staff Survey response rate was 46,787 out of 64,059 (73%). As compared\nwith nonresponders, responders were more likely to be female (74.0% vs 71.2%),\nolder (mean age, 44.4 years vs 42.5 years), and in administration roles (24.9%\nresponse rate), with clinical \u2013 provider/scientist being the least likely to\nrespond (8.6% response rate). There was a slight overrepresentation of\nemployees from Arizona and Florida among responders (11.2% from Arizona, 9.5%\nfrom Florida) as compared with nonresponders (7.7% from AZ, 7.8% from\nFlorida). Employees from the Mayo Clinic Health System were slightly\nunderrepresented among responders (23.7%) as compared with nonresponders\n(30.3%). Responders also tended to have a longer duration of employment (\nTable 2 ).\n\nAs compared with those with no well-being champion and those who were unsure,\nrespondents reporting a well-being champion were more likely to be female\n(80.0% vs 71.5% vs 69.0%) and were also slightly younger (mean age, 44.0 vs\n45.1 vs 44.4). For job type, those reporting a well-being champion had more\nrepresentation from clinical \u2013 RN/LPN roles and less representation from admin\n\u2013 operational service, clinical \u2013 provider/scientist, and clinical \u2013 tech\nroles as compared with those who responded \u201cno\u201d or \u201cunsure.\u201d For job location,\nRochester was overrepresented among those reporting a well-being champion\n(61.1%) as compared with those responding \u201cno\u201d (50.9%) or \u201cunsure\u201d (52.8%).\nWith respect to duration of employment, those who were unsure had a shorter\nduration of employment whereas those reporting a champion were similar to\nthose who said \u201cno\u201d ( Table 3 ).\n\n### Table 3.\n\nAll Staff Survey Responder Characteristics by Well-Being Champion Status\n\nCharacteristic | Well-being champion status \n\n* * *\n\n| _P_ value b , c \n---|---|--- \nWell-being champion (n=18,395)\n\n* * *\n\n| No well-being champion (n=11,347)\n\n* * *\n\n| Unsure if they have a well-being champion (m=16,602)\n\n* * * \n \nn a | % | n a | % | n a | % \nSex \nFemale | 14,707 | 80.0 | 8111 | 71.5 | 11,453 | 69.0 | ** <.001 ** \nMale | 3688 | 20.0 | 3236 | 28.5 | 5149 | 31.0 | ** <.001 ** \nAge (y), mean (SD) | 44.0 | (12.0) | 45.1 | (12.1) | 44.4 | (12.7) | ** <.001 ** \nJob type \u2013 category (condensed) \nAdmin \u2013 administration | 4794 | 26.1 | 2819 | 25.3 | 3839 | 23.4 | ** <.001 ** \nAdmin \u2013 office support | 3481 | 18.9 | 2069 | 18.5 | 3306 | 20.1 | .002 \nAdmin \u2013 operational service | 1411 | 7.7 | 1784 | 16.0 | 2705 | 16.5 | ** <.001 ** \nClinical \u2013 provider/scientist | 1208 | 6.6 | 920 | 8.2 | 1799 | 10.9 | ** <.001 ** \nClinical \u2013 Registered Nurse/Licensed Practical Nurse | 5715 | 31.1 | 1947 | 17.4 | 2542 | 15.5 | ** <.001 ** \nClinical \u2013 technician/technologist | 1761 | 9.6 | 1623 | 14.5 | 2249 | 13.7 | ** <.001 ** \nJob location \nArizona | 2182 | 11.9 | 1122 | 9.9 | 1891 | 11.4 | ** <.001 ** \nFlorida | 1361 | 7.4 | 1216 | 10.7 | 1841 | 11.1 | ** <.001 ** \nRochester | 11,231 | 61.1 | 5775 | 50.9 | 8772 | 52.8 | ** <.001 ** \nMayo Clinic Health System | 3621 | 19.7 | 3234 | 28.5 | 4098 | 24.7 | ** <.001 ** \nDuration of employment \n<1 y | 1197 | 6.5 | 743 | 6.5 | 2368 | 14.3 | ** <.001 ** \n1-2 y | 3119 | 17.0 | 1889 | 16.6 | 3172 | 19.1 | ** <.001 ** \n3-5 y | 2369 | 12.9 | 1497 | 13.2 | 2063 | 12.4 | .15 \n6-10 y | 3178 | 17.3 | 1976 | 17.4 | 2631 | 15.8 | ** <.001 ** \n11-15 y | 2635 | 14.3 | 1692 | 14.9 | 2151 | 13.0 | ** <.001 ** \n\u226516 y | 5897 | 32.1 | 3550 | 31.3 | 4217 | 25.4 | ** <.001 ** \n \n[ Open in a new tab ](table/tbl3/)\n\na\n\nFrequencies may not sum to column totals because of missing data.\n\nb\n\n_P_ values for categorical items are from a test comparing that particular\ncategory between the 3 well-being champion groups; for example, comparing the\npercentage of women (80.0% vs 71.5% vs 69.0%; _P_ <.001).\n\nc\n\nBoldface indicates statistical significance ( _P_ <.001).\n\nWith respect to associations between well-being measures and well-being\nchampion status, respondents who reported having a well-being champion\nprovided more favorable responses overall as compared with those reporting no\nwell-being champion, all with statistical significance ( _P_ <.001). The\npercentage responding \u201cfavorably\u201d to each well-being measure differed from 2\nto 12 percentage points between these groups. Measures with the greatest\ndifference include those questions associated with the well-being domains of\nphysical (85% vs 73%), social (84% vs 72%), and financial (72% vs 63%) as well\nas general well-being (69% vs 60%) for the statement \u201cMayo Clinic takes a\ngenuine interest in the well-being of its employees\u201d ( Table 4 ).\n\n### Table 4.\n\nAll Staff Survey Responders With \u201cFavorable\u201d Well-Being Response by Well-Being\nChampion Status\n\nItem | Well-being champion status \n\n* * *\n\n| Significant comparisons b \n---|---|--- \nWell-being champion (n=18,395)\n\n* * *\n\n| No well-being champion (n=11,347)\n\n* * *\n\n| Unsure if they have a well-being champion (n=16,602)\n\n* * * \n \n% a | % a | % a \nThe work I do is meaningful to me. | 94 | 92 | 92 | a, b \nMy work schedule leaves me enough time for my personal/family life. | 76 | 71 | 73 | a, b, c \nMayo Clinic provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc.). | 85 | 73 | 78 | a, b, c \nI feel burned out from my work. | 79 | 75 | 79 | a, b, c \nMayo Clinic provides support through resources to help me successfully manage personal finances. | 72 | 63 | 66 | a, b, c \nThere is a spirit of cooperation and teamwork within my work unit. | 84 | 72 | 78 | a, b, c \nMayo Clinic takes a genuine interest in the well-being of its employees. | 69 | 60 | 66 | a, b, c \nI actively make my well-being a priority. | 76 | 72 | 74 | a, b, c \n \n[ Open in a new tab ](table/tbl4/)\n\na\n\nPercentages shown represent column percentages. The column total is reflective\nof all respondents, though the denominator for each survey question varies\nbecause of nonapplicable responses or missing data.\n\nb\n\nPairwise comparisons between the well-being champion (1), no well-being\nchampion (2), and unsure if they have a well-being champion (3) groups\u2014a:\ngroups 1 and 2 significantly different ( _P_ <.001); b: groups 1 and 3\nsignificantly different ( _P_ <.001); c: groups 2 and 3 significantly\ndifferent ( _P_ <.001).\n\nBeyond the personal well-being measures, respondents who reported having a\nwell-being champion also viewed several organization-level measures more\nfavorably than did other respondents. Table 5 includes all survey items that\nhad a difference of greater than 10 percentage points when comparing those\nwith a well-being champion with those without. This included 2 of the well-\nbeing measures noted earlier: physical and social domain measures. Additional\nquestions that had differences greater than 10 included several that evaluated\ndepartment supervisors or leaders. More favorable responses were also given to\nquestions related to the immediate supervisor, particularly for the supervisor\nexplaining the reasons behind decisions and change, encouraging talent and\nskill development, and holding career development conversations. Further, more\nfavorable responses were reported by those with a well-being champion for\nquestions that addressed the work environment being conducive to carry out\norganizational values, trust within the work unit, ability to speak freely,\nefforts to make everyone feel a part of the team, and accountability within\nthe work unit ( Table 5 ).\n\n### Table 5.\n\nAll Staff Survey Responders Favorable Responses >10% by Well-being Champion\nStatus\n\nItem | Well-being champion status \n\n* * *\n\n| Significant comparisons b \n---|---|--- \nWell-being champion (n=18,395) % a | No well-being champion (n=11,347) % a | Unsure if they have a well-being champion (n=16,602) % a \nCore well-being questions \nMayo Clinic provides support through resources and programs to help me lead a healthy lifestyle (nutrition, exercise, sleep, etc.). c | 85 | 73 | 78 | a, b, c \nThere is a spirit of cooperation and teamwork within my work unit. c | 84 | 72 | 78 | a, b, c \nAdditional questions \nDepartment leadership behaving in ways that model the values of the organization. | 79 | 68 | 76 | a, b, c \nMy work environment makes it easy to live out the Mayo Clinic values. | 81 | 70 | 76 | a, b, c \nMy immediate supervisor does a good job of explaining the reasons behind decisions and changes. | 81 | 70 | 77 | a, b, c \nThere is a high level of trust among employees within my work unit. | 75 | 63 | 69 | a, b, c \nWhere I work, I feel free to speak my mind without fear of negative consequences. | 72 | 60 | 66 | a, b, c \nWhere I work, efforts are made to make everyone feel like part of the team. | 80 | 68 | 74 | a, b, c \nIndividuals in my work unit are held accountable for their actions. | 70 | 58 | 65 | a, b, c \nMy immediate supervisor encourages me to develop my talents and skills. | 82 | 70 | 76 | a, b, c \nMy immediate supervisor holds career development conversations with me. | 77 | 64 | 70 | a, b, c \n \n[ Open in a new tab ](table/tbl5/)\n\na\n\nPercentages shown represent column percentages. The column total is reflective\nof all respondents, though the denominator for each survey question varies\nbecause of nonapplicable responses or missing data.\n\nb\n\nPairwise comparisons between the well-being champion (1), no well-being\nchampion (2), and unsure if they have a well-being champion (3) groups\u2014a:\ngroups 1 and 2 significantly different ( _P_ <.001); b: groups 1 and 3\nsignificantly different ( _P_ <.001); c: groups 2 and 3 significantly\ndifferent ( _P_ <.001).\n\nc\n\nAlso shown in Table 4 .\n\n## Discussion\n\nIn this large, enterprise-wide, survey-based study of nearly 65,000 employees\nat a geographically and functionally diverse health care organization (Mayo\nClinic), we observed an impressive 73% response rate, and in this robust data\nset, we found that the reported presence of a well-being champion was\nuniformly associated with a more favorable impression of personal and\norganizational well-being. The observed associations crossed all job types,\ngeographies, and duration of employment. Interestingly, the presence of a\nwell-being champion was also associated with positive responses to the noncore\nwell-being questions included in the All-Staff Survey, which may speak to a\nstronger culture of well-being within the relevant work units. Also of note is\nthat the noncore well-being questions focused on elements within the work\nunits, including the immediate supervisor, and thus aligned with recent\nresearch on this topic. 13 These findings suggest that the well-being\nchampion model in place at Mayo Clinic is beneficial to our organization and\ncould be replicated with appropriate investment in other organizations (even\nbeyond health care).\n\nIt is important to note that the WCP was implemented within the framework of a\ncomprehensive employee well-being strategy. Recognizing the tremendous impact\nwhole person care has on employees' lives both at and away from work, the Mayo\nClinic Human Resources department outlined a well-being strategy focused on 6\npillars of well-being: social, physical, emotional, financial, work-life\nintegration, and meaning in work. As the employee well-being team creates and\ndelivers scalable, expert-driven, evidence-based programs to enhance employee\nwell-being, we have further explored the various roles within an organization,\nincluding that of supervisors 13 and well-being champions. 12\n\nA well-designed WCP will be based on principles of behavior change and will be\nfounded in social cognitive theory, with research establishing the importance\nof peer support and social networks for individual behavior. 14 , 15 Well-\nbeing champions provide the critical peer support needed to improve and\nmaintain healthy behaviors among coworkers 16 and tailor larger\ninstitutional wellness programs to meet the needs and characteristics of their\nspecific work group. As this research establishes, their benefits span across\njob types, work locations, and demographics as well-being champions have\ndirect knowledge and understanding of the workplace, health/wellness concerns,\npersonal challenges, and organizational issues that are most important to\ntheir employee colleagues and families. 17\n\nThe WCP has previously been evaluated and key strategies for implementation\nidentified. 12 Organizational support is critical and includes top\nleadership, human resources (as well-being champions conduct activities during\nthe work day), and direct supervisor support through a supervisor agreement\nform. With provided ready-made program resources that cover all 6 domains of\nwell-being, champions are given the autonomy to promote programs of personal\nand work group interest. An emphasis on well-being champion retention has been\nimperative and includes many forms of recognition to encourage long-term\ninvolvement in the WCP.\n\nIn the workplace, the potential benefits of peer support interventions, such\nas those that include well-being champions, are limitless. 18 Well-being\nchampions are a potential agent of change as they are invested in their own\nwellness and can educate and support their coworkers. 19 Well-being champion\nprograms have been proposed as a high reach strategy to enhance employee\nparticipation in broader wellness initiatives, promote a culture of health and\nwellness at the worksite, and impact workplace healthy living behaviors. 19\nThis research reports overall that having a well-being champion is associated\nwith a more favorable perception of the organization. With respect to specific\nwell-being measures, the favorable associations are similar or stronger, but\nit is set against a background of already high favorability, so it is more\ndifficult to detect differences in some areas. Importantly, none of the All-\nStaff Survey questions exhibited a statistically significant unfavorable\npattern by well-being champion status, further exhibiting the potential as a\npositive organizational influencer within the work environment.\n\n### Strengths\n\nNotable strengths of this study were the large number of employees, impressive\nresponse rate, functional and geographic diversity, and consistency of the\nobserved favorable impressions across personal and organizational domains.\nAlthough these data were self-reported, several measures were in place to\nensure confidentiality of responses, thus providing an opportunity for\nemployees to respond without concern of responses linking to an individual.\n\n### Limitations\n\nThe results of this study indicate an association between awareness of a well-\nbeing champion and positive measures of well-being and staff satisfaction;\nhowever, the observational and cross-sectional nature of our analysis cannot\ndetermine causality. Exposure data reflected self-reported awareness of a\nwell-being champion and not necessarily the actual presence of a well-being\nchampion. Unfortunately, we could not validate that awareness indeed\nrepresented the existence of a well-being champion because the survey was\nanonymous. Therefore, some subjects exposed to a well-being champion may be\nunaware of it and would have been classified as nonexposed. In addition, well-\nbeing champions are included in the respondents to the All-Staff Survey to\nrespect anonymity, so there is the potential their responses bias the data.\nFurthermore, under ideal conditions, a study like this would be approached\nusing a cluster analysis rather than assuming independence to the exposure.\nThe anonymous nature of the survey and other methodological issues precluded\nsuch an analysis. Finally, given the large number of subjects, most\ncomparisons were statistically significant, even though some differences could\nnot be considered meaningful from the well-being or organizational standpoint.\n\n### Implications and Next Steps\n\nThe results of this research suggest that a WCP could impact well-being and\nsatisfaction when implemented as part of a comprehensive employee well-being\nstrategy. As institutions and corporations further emphasize employee well-\nbeing, this research offers support for the investment and implementation of a\nWCP for a large dispersed employer. To replicate our reported results, we\nbelieve organizations would need to have a comparable level of commitment to\nsupport the champions in their role; develop, validate, and promote a\ncomprehensive WCP; and be prepared to sustain and assess the WCP with respect\nto both near- and longer-term success metrics. Well-being champions have the\npotential to impact employee well-being and staff satisfaction at the\nindividual and organizational level, as they extend the reach of well-being\nstaff and have direct interaction with employees. Further prospective\nresearch, perhaps using a randomized study design, would provide additional\ndata regarding a potential cause-effect relationship between a WCP and\nincreased employee well-being.\n\n## Conclusion\n\nA comprehensive WCP appears to promote better employee engagement,\nsatisfaction, and perception of personal well-being. 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[ [ Google Scholar ](https://scholar.google.com/scholar_lookup?journal=Am%20J%20Health%20Promot&title=Wellness%20champions%20can%20%E2%80%9Cbe%20the%20change!%E2%80%9D&author=M.%20Nunn&author=P.E.%20Terry&volume=27&issue=2&publication_year=2012&pages=TAHP6&) ] \n\n* * *\n\nArticles from Mayo Clinic Proceedings: Innovations, Quality & Outcomes are\nprovided here courtesy of **Elsevier**\n\n## ACTIONS\n\n * [ View on publisher site ](https://doi.org/10.1016/j.mayocpiqo.2019.04.001)\n * [ PDF (166.2 KB) ](pdf/main.pdf)\n * * * ## PERMALINK \n\n## RESOURCES\n\n###\n\n###\n\n###\n\n## Cite\n\n * * Download .nbib .nbib \n * \n\n## Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter) ](https://twitter.com/ncbi) [ NCBI on\nFacebook ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter) ](https://twitter.com/nlm_nih) [ NLM\non Facebook ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine \n8600 Rockville Pike \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n 4d-77.0988323)\n\n * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n * [ Help ](https://support.nlm.nih.gov/)\n * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n * [ NLM ](https://www.nlm.nih.gov/)\n * [ NIH ](https://www.nih.gov/)\n * [ HHS ](https://www.hhs.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n\n",
"url": "https://pmc.ncbi.nlm.nih.gov/articles/PMC6543277/"
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"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#241b5751464e414750196c687704624b5651491e046c5149454a04764d434c5057097641484550414004774c4556414c4b484041560474564b544b57454857044d4a04504c41041614161604710a770a0474564b5c5d04774145574b4a02464b405d194c505054571e0b0b474b5654434b520a4845530a4c4556524556400a4140510b161416160b15160b141c0b4c5149454a09564d434c5057095641484550414009574c4556414c4b484041560954564b544b57454857094d4a09504c410916141616095109570954564b5c5d09574145574b4a0b)\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. 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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. 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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/"
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"search_query": "company 'N/A' supply chain human rights",
"summary": "This is a publication from Harvard Law School, a highly reputable academic institution. The content is likely to be well-researched and legally sound, providing a reliable analysis of shareholder proposals related to human rights.",
"url": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
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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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"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. Due to the\ngeneral nature of its content, it should not be regarded as legal advice.\n\n\u00a9 2024 White & Case LLP\n\n### Contacts\n\n[ ](/people/clare-connellan \"Clare Connellan\")\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\")\n\nPartner | London \n\nServices\n\n[ International Arbitration ](/law/practices/international-arbitration) , [\nBusiness & Human Rights ](/law/practices/business-human-rights) , [\nSustainability & Responsible Business ](/law/practices/sustainability-\nresponsible-business) , [ Financial Institutions ](/law/industries/financial-\ninstitutions) , [ Energy ](/law/industries/energy)\n\n[ ](/people/genevra-forwood \"Genevra Forwood\")\n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\")\n\nPartner | Brussels | London \n\nServices\n\n[ Antitrust/Competition ](/law/practices/antitrust-competition) , [\nInternational Trade ](/law/practices/international-trade) , [ Regulatory &\nCompliance ](/law/practices/regulatory-compliance) , [ Environment & Climate\nChange ](/law/practices/environment-climate-change) , [ Economic Sanctions &\nExport Controls ](/law/practices/international-trade/economic-sanctions-and-\nexport-controls) , [ Sustainability & Responsible Business\n](/law/practices/sustainability-responsible-business)\n\n[ ](/people/sara-nordin \"Sara Nordin\")\n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\")\n\nPartner | Brussels | Stockholm \n\nServices\n\n[ Antitrust/Competition ](/law/practices/antitrust-competition) , [\nCommercial Litigation ](/law/practices/commercial-litigation) , [\nInternational Trade ](/law/practices/international-trade) , [ Environment &\nClimate Change ](/law/practices/environment-climate-change) , [ Technology\n](/law/industries/technology) , [ Energy ](/law/industries/energy)\n\n[ ](/people/william-de-catelle \"William De Catelle\")\n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\")\n\nAssociate | Brussels \n\nServices\n\n[ 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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've safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n[ ](/ \"Home\")\n\n * [ Advanced Search ](https://www.ncbi.nlm.nih.gov/pmc/advanced/)\n * [ Journal List ](/journals/)\n * [ User Guide ](/about/userguide/)\n\n * * [ ](https://doi.org/10.3389/fpubh.2021.614725 \"View on publisher site\")\n * [ ](pdf/fpubh-09-614725.pdf \"Download PDF\")\n * * * ## PERMALINK \n\nAs a library, NLM provides access to scientific literature. Inclusion in an\nNLM database does not imply endorsement of, or agreement with, the contents by\nNLM or the National Institutes of Health. \nLearn more: [ PMC Disclaimer ](/about/disclaimer/) | [ PMC Copyright Notice ](/about/copyright/)\n\n. 2021 Feb 5;9:614725. doi: [ 10.3389/fpubh.2021.614725\n](https://doi.org/10.3389/fpubh.2021.614725)\n\n# A Comparison of Safety, Health, and Well-Being Risk Factors Across Five\nOccupational Samples\n\n[ Ginger C Hanson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hanson%20GC%22%5BAuthor%5D)\n\n### Ginger C Hanson\n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\nFind articles by [ Ginger C Hanson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hanson%20GC%22%5BAuthor%5D)\n\n1, * , [ Anjali Rameshbabu\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rameshbabu%20A%22%5BAuthor%5D)\n\n### Anjali Rameshbabu\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Anjali Rameshbabu\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rameshbabu%20A%22%5BAuthor%5D)\n\n2 , [ Todd E Bodner\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bodner%20TE%22%5BAuthor%5D)\n\n### Todd E Bodner\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\nFind articles by [ Todd E Bodner\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Bodner%20TE%22%5BAuthor%5D)\n\n3 , [ Leslie B Hammer\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hammer%20LB%22%5BAuthor%5D)\n\n### Leslie B Hammer\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Leslie B Hammer\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Hammer%20LB%22%5BAuthor%5D)\n\n2 , [ Diane S Rohlman\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rohlman%20DS%22%5BAuthor%5D)\n\n### Diane S Rohlman\n\n4 Occupational and Environmental Health, University of Iowa, Iowa City, IA,\nUnited States\n\nFind articles by [ Diane S Rohlman\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Rohlman%20DS%22%5BAuthor%5D)\n\n4 , [ Ryan Olson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Olson%20R%22%5BAuthor%5D)\n\n### Ryan Olson\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Ryan Olson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Olson%20R%22%5BAuthor%5D)\n\n2 , [ Brad Wipfli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wipfli%20B%22%5BAuthor%5D)\n\n### Brad Wipfli\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\nFind articles by [ Brad Wipfli\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Wipfli%20B%22%5BAuthor%5D)\n\n3 , [ Kerry Kuehl\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kuehl%20K%22%5BAuthor%5D)\n\n### Kerry Kuehl\n\n5 School of Medicine, Oregon Health & Science University, Portland, OR,\nUnited States\n\nFind articles by [ Kerry Kuehl\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Kuehl%20K%22%5BAuthor%5D)\n\n5 , [ Nancy A Perrin\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Perrin%20NA%22%5BAuthor%5D)\n\n### Nancy A Perrin\n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\nFind articles by [ Nancy A Perrin\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Perrin%20NA%22%5BAuthor%5D)\n\n1 , [ Lindsey Alley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Alley%20L%22%5BAuthor%5D)\n\n### Lindsey Alley\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\nFind articles by [ Lindsey Alley\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Alley%20L%22%5BAuthor%5D)\n\n2 , [ Allison Schue\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Schue%20A%22%5BAuthor%5D)\n\n### Allison Schue\n\n6 College of Osteopathic Medicine, Western University of Health Sciences,\nLebanon, OR, United States\n\nFind articles by [ Allison Schue\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Schue%20A%22%5BAuthor%5D)\n\n6 , [ Sharon V Thompson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Thompson%20SV%22%5BAuthor%5D)\n\n### Sharon V Thompson\n\n7 Division of Nutritional Sciences, University of Illinois at Urbana-\nChampaign, Urbana, IL, United States\n\nFind articles by [ Sharon V Thompson\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Thompson%20SV%22%5BAuthor%5D)\n\n7 , [ Megan Parish\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Parish%20M%22%5BAuthor%5D)\n\n### Megan Parish\n\n8 Confluence Health, Wenatchee, WA, United States\n\nFind articles by [ Megan Parish\n](https://pubmed.ncbi.nlm.nih.gov/?term=%22Parish%20M%22%5BAuthor%5D)\n\n8\n\n * * * \n\n1 School of Nursing, Johns Hopkins University, Baltimore, MD, United States\n\n2 Oregon Healthy Workforce Center, Oregon Institute of Occupational Health\nSciences, Oregon Health & Science University, Portland, OR, United States\n\n3 OHSU-PSU School of Public Health, Portland State University, Portland, OR,\nUnited States\n\n4 Occupational and Environmental Health, University of Iowa, Iowa City, IA,\nUnited States\n\n5 School of Medicine, Oregon Health & Science University, Portland, OR,\nUnited States\n\n6 College of Osteopathic Medicine, Western University of Health Sciences,\nLebanon, OR, United States\n\n7 Division of Nutritional Sciences, University of Illinois at Urbana-\nChampaign, Urbana, IL, United States\n\n8 Confluence Health, Wenatchee, WA, United States\n\nEdited by: Caterina Ledda, University of Catania, Italy\n\nReviewed by: Yuke Tien Fong, Singapore General Hospital, Singapore; Angela\nStufano, University of Bari Aldo Moro, Italy\n\n\u2709\n\n*Correspondence: Ginger C. Hanson ghanson4@jhu.edu \n\nThis article was submitted to Occupational Health and Safety, a section of the\njournal Frontiers in Public Health\n\nReceived 2020 Oct 6; Accepted 2021 Jan 6; Collection date 2021.\n\nCopyright \u00a9 2021 Hanson, Rameshbabu, Bodner, Hammer, Rohlman, Olson, Wipfli,\nKuehl, Perrin, Alley, Schue, Thompson and Parish.\n\nThis is an open-access article distributed under the terms of the Creative\nCommons Attribution License (CC BY). The use, distribution or reproduction in\nother forums is permitted, provided the original author(s) and the copyright\nowner(s) are credited and that the original publication in this journal is\ncited, in accordance with accepted academic practice. No use, distribution or\nreproduction is permitted which does not comply with these terms.\n\n[ PMC Copyright notice ](/about/copyright/)\n\nPMCID: PMC7892612 PMID: [ 33614583\n](https://pubmed.ncbi.nlm.nih.gov/33614583/)\n\n## Abstract\n\n**Objective:** The aim of this study was to present safety, health and well-\nbeing profiles of workers within five occupations: call center work ( _N_ =\n139), corrections ( _N_ = 85), construction ( _N_ = 348), homecare ( _N_ =\n149), and parks and recreation ( _N_ = 178).\n\n**Methods:** Baseline data from the Data Repository of Oregon's Healthy\nWorkforce Center were used. Measures were compared with clinical healthcare\nguidelines and national norms.\n\n**Results:** The prevalence of health and safety risks for adults was as\nfollows: overweight (83.2%), high blood pressure (16.4%), injury causing lost\nwork (9.9%), and reported pain (47.0%). Young workers were least likely to\nreport adequate sleep (46.6%). Construction workers reported the highest rate\nof smoking (20.7%). All of the adult workers reported significantly lower\ngeneral health than the general population.\n\n**Conclusion:** The number of workers experiencing poor safety, health and\nwell-being outcomes suggest the need for improved working conditions.\n\n**Keywords:** health promotion, health behaviors, occupational safety, health,\nwell-being\n\n## Introduction\n\nThere is growing awareness in the literature that providing a healthy labor\nforce requires integrated consideration of each workplace's impact on\nemployees' safety, health, and well-being ( 1 ). This relationship between\nwork and well-being is further impacted by changing trends within the American\nworkforce as well as the nature of work. For example, there is a growing\nnumber of working older adults. It is estimated that by 2024, the employment\nrate of workers 65\u201374 years is projected to grow by 55% and that of workers 75\nyears and older is expected to grow by 86% ( 2 ). Further, while physically\nhazardous jobs with high risk of injury and illness continue to exist, jobs\nthat increase the risk of chronic illness are becoming increasingly prevalent\nas employees remain inactive for long hours, experience high job stress and\nburnout, and face greater job insecurity and occupational health disparities.\n\nMoreover, the prevalence of preventable chronic health conditions across all\nage groups is increasing ( 3 ). About 60% of the U.S. population suffers\nfrom at least one chronic health condition ( 4 ), and healthcare costs\nassociated with these conditions account for 75% of healthcare spending ( 5\n). Modifiable exposures and health risk factors such as stress, physical\ninactivity, and obesity account for ~26% of employer healthcare costs, at $761\nper employee ( 6 ).\n\nOccupational injuries in the U.S. workforce continue to be a concern, with 3.2\ncases per 100 full-time workers in the private sector and 5.0 per 100 in the\npublic sector in 2014 ( 7 ). Furthermore, there are bi-directional\ninteractions of safety and health. For example, workers with obesity who\nexperience workplace injuries experience 80.0% greater working time loss and\nincur 81.4% higher costs than workers without obesity ( 8 ). Another example\ncan be found among commercial truck drivers, where drivers with untreated\nsleep apnea have a five-fold risk of a serious crash ( 9 ). A holistic\nintervention approach that targets workplace safety, health, and worker well-\nbeing can curtail costs from largely preventable workplace injuries and\nchronic illnesses.\n\nTo this end, in 2011, the National Institute for Occupational Safety and\nHealth (NIOSH) launched _Total Worker Health_ \u00ae (TWH), an approach that\nrecognizes that work is a key determinant of one's health and well-being. This\napproach prioritizes a hazard-free work environment and emphasizes integrated\ninterventions that collectively target worker safety, health, and well-being.\nTWH is defined as policies, programs, and practices that integrate protection\nfrom work-related safety/health hazards with promotion of injury and illness\nprevention efforts to advance worker well-being ( 10 , 11 ). As part of\nthis effort, NIOSH funded the Total Worker Health Centers of Excellence ( 12\n), one of which is the Oregon Healthy Workforce Center (OHWC) ( 13 ).\n\nAn integrated effort first requires monitoring of the safety, health, and\nwell-being risk factors at employee and organizational levels; doing so will\nhelp us identify targets for change. At OHWC, we have created a repository of\ndata collected via a set of common measures used across multiple projects,\nwith the goal of comparing safety and health data of participants from various\nindustry sectors. This fairly novel approach has the potential to improve the\nquality and utility of occupational health research by facilitating stronger\ncomparisons across populations.\n\n### Common Measures Approach vs. Meta-Analyses\n\nOccupational health meta-analyses have helped identify relationships between\nworkplace risk factors and employee health outcomes, including correlations\nbetween job strain and leisure-time physical inactivity ( 14 ), and work\nstress and tobacco smoking ( 15 ). Although such meta-analyses can be\npowerful, measuring the same construct using different survey items on\ndifferent scales of measurement, can add error to the conclusions. Meta-\nanalyses can overcome differences in measurement tools by using effect sizes\nthat serve as a standardized measure. Although this approach works well when\nexamining the relationship between different variables, it cannot be applied\nwhen comparing single-risk factors across different occupational groups. Using\nthe same measure across studies is a way to increase the precision of the\nmeasurement by reducing variability due to the way the survey items are\nmeasured.\n\nA common measures approach has multiple advantages. We can utilize the same\nmeasures across different study populations to benchmark comparisons of the\ndata. Further, given that there are 19,256 unique industry sectors in the U.S.\nworkforce ( 16 ), standardizing the safety and health measures across\nsectors within occupational safety and health intervention studies allows us\nto test the effectiveness of program components within and between\npopulations. In turn, this will expedite the process of translating and\ndisseminating interventions to diverse work settings ( 17 ). The goal to\nincrease standardization in measurement is consistent with NIH's funding to\ndevelop and promote PROMIS\u00ae, a set of standard measures that assess physical,\nsocial, and mental health among adults and children ( 18 ).\n\n### Comparing Common Outcomes Across Studies vs. Population-Based Studies\n\nMost studies examining health risks have focused on a specific occupational\nsetting or have used random sampling to estimate the overall population risk (\n19 \u2013 23 ). Although both of these methods make important contributions to\nunderstanding the relationship between work and health, both methods leave\nsome gaps. For example, general population studies typically include working\nand non-working individuals. Further, information about occupations may be\nlimited to broad categories such as white-collar vs. blue-collar occupations (\n22 ). All of the population-based studies we found were conducted among\nworking populations outside of the United States, often in European countries\nwhere governments sponsor recurring studies on working conditions ( 15 , 20\n, 21 , 24 ). Generalizations to the U.S. are limited due to possible\ndifferences in national policies, work experiences, organizational culture,\npopulation health status, and occupational health risk factors. Moreover,\nlarge population studies are costly and are conducted only periodically. For\nexample, the European Working Conditions Surveys are collected every 5 years\nand focus on work-related exposures, not on the impact of work on individual\nhealth behaviors ( 21 ).\n\nA common measures approach has unique strengths and weaknesses. It can be a\npowerful research strategy to surveil the safety and health of the workforce,\nmake comparisons between occupations, and inform intervention strategies that\nare best suited within and across workplace settings. A challenge of the\ncommon measures approach is that it can involve a high degree of coordination\nand buy-in from separate collaborators. However, the advantage is the ability\nto use individual data on the same scale of measurement to make direct\ncomparisons. This approach may be less expensive and resource-intensive than\nlarger population-based studies. The advantage of a less expensive approach is\nthat it can be done more frequently or fill in the gaps between costly\npopulation-based occupational groups. These \u201cgrass roots\u201d efforts can be\nespecially helpful in continuously monitor the safety and health of workers as\nthe nature of the work continues to evolve with changes in technology, shifts\nin economic policies, and other changing factors in the landscape of work.\n\nWe found one other study that uses this common measures approach: Community\nInterventions for Health (CIH)\u2014a collaboration that seeks to understand the\nimpact of health behavior interventions on health outcomes in developing\ncountries ( 25 ). Each country agrees to use a core set of measures designed\nin a way that adds culturally relevant examples and appropriate items. This\napproach enables CIH to assemble large datasets from multiple countries and\nhighlight the relationships that are common across different countries ( 26\n\u2013 28 ).\n\nThe OHWC Common Measures Data Repository currently includes data from five\nseparate studies, and we have compared the safety, health, and well-being\noutcomes of working populations across different occupations. OHWC presents\ncollective and unique profiles of these worker groups: call center workers,\ncorrections officers, construction workers, homecare workers, and parks and\nrecreation workers. Each work setting includes unique hazards and risk\nfactors, and physical and psychological demands ( 29 ). For example,\nhomecare workers often receive little safety training or health benefits, work\nprimarily alone, and are responsible for lifting and moving their consumer-\nemployers multiple times per day ( 30 \u2013 32 ). Construction workers also\nface considerable physical demands, but have a great deal more supervision and\nadhere to rigid schedules, making them particularly susceptible to issues\nregarding work-family conflicts and psychological stress ( 33 ).\n\n## Methods\n\n### Measures\n\nBaseline data were gathered from five studies funded by NIOSH. A standardized\nset of measures was agreed upon prior to data collection for each study. From\nthis set, individual study teams selected the measures that best fit their\nneeds. Thus, not every sample reported data on every variable. For purposes of\nour study, we chose measures of safety (injuries), health [pain, body mass\nindex (BMI), blood pressure], health behaviors (smoking, sleep, exercise), and\nwell-being (health status) used by at least three of our studies. Where\npossible we computed these variables so that they could be compared with\nclinical healthcare recommendations or national norms. Additionally, biomarker\nassessment was conducted by a trained research assistant unless otherwise\nindicated.\n\n#### Injuries\n\nInjuries were measured with a single item: \u201cIn the last 6-months, if you had 1\nor more injuries at work that required you to miss work on following shifts,\nhow many total work days did you miss?\u201d Responses were coded 0 (No missed\ndays) or 1 (Yes, 1 or more missed days). The 6-month timeframe was chosen\nbecause research indicates that participant recollection of medical events are\nless accurate for 1-year than for 1-month ( 34 ) however, injuries are rare\nand thus 1-month was not ideal. Given this 6-months seemed a reasonable\ncompromise between exposure and accuracy.\n\n#### Pain\n\nMusculoskeletal pain that interfered with normal activities was measured with\nfour items adapted from the Standardized Nordic Questionnaires for the\nAnalysis of Musculoskeletal Symptoms ( 35 ). The items asked how often in\nthe last 3 months pain interfered with normal activities at work or at home.\nThe following body areas were included: neck/shoulder, lower back, wrist or\nforearm, and lower extremities. For the present study, participants were coded\nas 0 if they answered \u201cnot at all\u201d to all questions and 1 if they reported any\ninterference with work on any of the four items.\n\n#### Health Status\n\nHealth status was measured using the SF12v2, which contains 12 survey items\nmeasuring eight subscales: general health, physical functioning, role\nphysical, role emotional (i.e., ability to perform role-related\nresponsibilities due to emotional or physical health issues) bodily pain,\nmental health, vitality, and social functioning. The scale has been validated\nfor use in general U.S. populations, in 10 other countries, and in populations\nof individuals with a variety of health conditions. Extensive information\nabout the reliability and validity of the SF12v2 can be found in the SF12v2\ninstruction manual ( 36 ). Scores were normed using means and standard\ndeviations from a representative sample of the general U.S. population\ndescribed in the Participants section of the present paper. Per instructions\nin the manual, _z_ -scores were computed by subtracting the provided mean for\neach subscale from the general U.S. sample and dividing by the provided\nstandard deviation for the subscale from the general U.S. sample. Following\nthe instructions in the manual _t_ -score transformations were computed by\nadding 50 and multiplying by 10. This facilitated a comparison to that\nnational representative sample with a mean of 50 and a standard deviation of\n10.\n\n#### BMI\n\nBMI and cut-offs for overweight and obesity were calculated based on CDC\nguidelines ( 37 ). Participants were weighed with clothes on, pockets\nemptied, and no shoes, belts or heavy jewelry/watches, etc. For adults, BMI\nwas calculated using the standard formula: weight (kg)/height (m) 2 . For\nworkers under 18y, BMI was computed based on sex-specific age growth charts.\nFor both groups, individuals were coded as overweight if they had a BMI of\n25.0\u201329.9 and obese if they had a BMI of 30.0 or greater.\n\n#### Blood Pressure\n\nBlood pressure was taken after 3 min rest followed by 3 measurements, each 1\nmin apart; then we took the average of those three measurements. Blood\npressure cut-offs for pre-hypertension and hypertension were based on NIH\nNational Heart, Lung, and Blood Institute (NHLBI) recommendations ( 38 ).\nCases were coded as pre-hypertensive if they had a systolic blood pressure of\n120\u2013139 mm Hg or a diastolic blood pressure of 80\u201389 mm Hg, and as\nhypertensive if they had a systolic blood pressure of \u2265140 or a diastolic\nblood pressure of \u226590 mm Hg. We did not inquire as to whether workers were\nparticipating in anti-hypertensive treatment at the time of data collection.\n\n#### Smoking\n\nParticipants were asked: \u201cIn the past 7 days, have you smoked any cigarettes?\u201d\nResponses were coded 0 (no) or 1 (yes). This is consistent with the U.S.\nDepartment of Health and Human Services' initiative to end the tobacco\nepidemic ( 39 ).\n\n#### Sleep\n\nSleep was measured using two items from the Pittsburgh Sleep Quality Index (\n40 ) to compute time spent in bed. Minimum guidelines for sleep were adopted\nfrom the CDC ( 41 ). Adults were coded as meeting the minimum guidelines if\nthey got at least 7 h of sleep; young workers were coded as meeting the\nminimum guideline if they got at least 9 h of sleep per night.\n\n#### Exercise\n\nFor all of the adult participants, exercise was coded as \u201cyes\u201d if the\nparticipant reported engaging in moderate or vigorous exercise for 30 min on 5\nor more days per week [per CDC recommendations ( 42 )] and \u201cno\u201d if they did\nnot. In the young worker sample, participants were not asked about intensity\n(\u201cmoderate/vigorous\u201d).\n\n### Participants\n\n#### Call Center Workers\n\nParticipants included 139 employees from two customer service call centers.\nThere are ~29,000 customer service employees in Oregon ( 43 ). Employees\nwere recruited by study advertisements and completed all study activities\nduring work hours. Participants received a $25 gift card for completing the\nstudy. Data were collected in the summer through fall of 2015. All study\nprocedures were approved by Oregon Health & Science University (OHSU) IRB\n#0753.\n\n#### Correction Officers\n\nParticipants in the first study included 85 corrections officers from four\nOregon Department of Corrections institutions. Oregon employs ~2,300\ncorrection officers in 14 state prisons ( 44 ). Prior to recruiting\nparticipants, permission was granted by the Superintendent of each\ninstitution. Participants were full-time security staff at the institutions.\nData were collected between June 2011 through May 2013. All study procedures\nwere reviewed and approved by OHSU IRB #7925.\n\n#### Construction Workers\n\nParticipants in the second study included 349 construction workers from two\npublic works agencies with a total of 520 construction workers, giving us a\nresponse rate of 67.12%. There are ~80,000 construction workers in Oregon (\n43 ). The results from the main study are published in the article cited here\n( 45 ). Data were collected on company time in the summer of 2012.\nParticipants were provided a $25 gift card for their participation. All study\nprocedures were reviewed and approved by Portland State University IRB\n#111884.\n\n#### Homecare Workers\n\nParticipants in the third study included 148 Oregon homecare workers recruited\nfrom the population of caregivers enrolled in a publicly funded home care\nsystem overseen by the Oregon Home Care Commission ( 31 ). There were\n~12,000 homecare workers registered with the OHCC in the spring of 2013 when\nwe collected these data ( 46 ). Within this system, caregivers work as\nindependent contractors and are hired directly by \u201cconsumer-employers\u201d who\nqualify for Medicaid-funded in-home services. With the assistance of the\nService Employees International Union SEIU and the Commission, workers were\nrecruited in-person at training classes, but also through emails, mailed\nfliers, and referrals. All study procedures were reviewed and approved by OHSU\nIRB #5473. The results of the main study are published in the article cited\nhere ( 31 ).\n\n#### Parks and Recreation Workers\n\nIn the summer of 2013, we sent emails to 436 young workers (14\u201324 years of\nage) from a city parks and recreation department who were seasonal summer\nemployees. Throughout the results and discussion we refer to this sample of\n14\u201324 year olds as young workers and our other samples of workers aged 25 and\nolder as adult workers. Of those invited to participate 178 completed baseline\nsurveys, a response rate of 40.83%. Results from the main study are published\nin the article referenced here ( 47 ). There are about 1,800 parks and\nrecreation workers in the state of Oregon ( 43 ). Participants were\nrecruited during new hire orientation; parental consent letters were\ndistributed to minors. No biomarkers were assessed in this study. All study\nmaterials and procedures were approved by OHSU IRB #0753.\n\n#### U.S. General Population Norming Means and SD\n\nThe means and SD for norming the scores for comparison to the U.S. general\npopulation are in the SF12v2 scoring manual ( 36 ). These data are from the\n1998 National Survey of Functional Health Status (NSFHS), conducted from\nOctober to December 1998 by the National Research Corporation (NRC). Surveys\nwere mailed to randomly selected members of the National Family Opinion (NFO)\npanel; 7,069 participants responded (overall response rate: 67.8%). The\npopulation contained both working and non-working adults. Sampling weights\nwere applied to adjust the sample to match the age, gender, and age-by-gender\ndistribution of the 1998 census.\n\n### Analyses\n\nDescriptive statistics, frequencies, means, and standard deviations were\ncomputed to create profiles for these participating workers. One-sample _t_\n-tests were used to test whether the normed scores from our participants on\nthe SF-12 subscales were statistically different from a nationally\nrepresentative sample, with a mean of 50 for all subscales. Alpha was set at\n_p_ = 0.05 for a two-tailed test for determining statistical significance.\n\n## Results\n\n### Demographics and Work Characteristics\n\nA comparison of the demographics and work characteristics of the five samples\nin Table 1 .\n\n#### Table 1.\n\nOHWC descriptive statistics, demographics, and work characteristics.\n\n| **Call center workers** | **Corrections officers** | **Construction workers** | **Homecare workers** | **Parks and recreation workers** \n---|---|---|---|---|--- \n| **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** | **_N_ ** | **M \u00b1 SD** \nAge | 139 | 38.26 \u00b1 10.47 | 83 | 42.66 \u00b1 10.05 | 347 | 44.48 \u00b1 9.56 | 148 | 51.70 \u00b1 13.19 | 178 | 17.98 \u00b1 2.24 \nHours/week | N/A | N/A | 79 | 42.11 \u00b1 4.01 | 324 | 41.77 \u00b1 6.27 | 129 | 24.01 \u00b1 17.05 | N/A | N/A \n| _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** | _**N** _ | **%** \nGender (male) | 139 | 64.8% | 84 | 75.0% | 347 | 89.1% | 142 | 7.7% | 178 | 46.1% \nRace | 139 | | 76 | | 343 | | 142 | | 178 | \nWhite | | 63.3% | | 85.5% | | 77.3% | | 83.8% | | 75.8% \nBlack | | 11.5% | | 6.6% | | 6.7% | | 0.0% | | 4.5% \nNative | | 3.6% | | 2.6% | | 2.6% | | 7.7% | | 2.2% \nAmerican | | | | | | | | | | \nAsian | | 2.2% | | 0.0% | | 2.6% | | 2.1% | | 6.7% \nNative | | 2.2% | | 0.0% | | 0.3% | | 2.1% | | 0.0% \nHawaiian/Pacific islander | | | | | | | | | | \nMulti-racial | | 5.8% | | 2.6% | | 8.5% | | 4.2% | | 9.0% \nOther | | 11.5% | | 2.6% | | 2.0% | | 0.0% | | 1.7% \nHispanic | 135 | 16.3% | 77 | 6.5% | 342 | 2.6% | 132 | 6.1% | 178 | 6.2% \nEducation | N/A | N/A | 79 | | 346 | | 145 | | 178 | \nLess than HS | | | | 0.0% | | 2.3% | | 1.4% | | 48.3% \nHS/GED | | | | 20.3% | | 37.3% | | 33.1% | | 20.3% \nSome college | | | | 64.6% | | 47.7% | | 40.0% | | 27.5% \nBachelor's or > | | | | 15.2% | | 12.7% | | 25.5% | | 3.9% \nTenure | N/A | N/A | 79 | | 347 | | 145 | | 178 | \n<1 year | | | | 0.0% | | 4.0% | | 11.7% | | 35.4% \n1\u20133 years | | | | 20.3% | | 15.3% | | 30.3% | | 36.5% \n>3 years | | | | 79.8% | | 80.7% | | 58.0% | | 28.0% \n \n[ Open in a new tab ](table/T1/)\n\n_For the purpose of this study, we define Hispanic as an individual who\nidentifies as being of Cuban, Puerto Rican, South or Central American, or\nother Spanish culture of origin regardless of race_ .\n\n### Comparison Across Measures of Safety, Health, Health Behaviors, and Well-\nBeing\n\nTable 2 provides an overview of the safety and health profiles for all worker\nsamples. Ten percent of older adult workers (i.e., 65 and above; call center,\nconstruction, corrections, and homecare) reported work-related injuries that\nresulted in missed work during the past 6 months. Such injuries were highest\namong construction workers at 16.2%. Forty-seven percent of adult workers\nreported experiencing pain in the last 6 months that interfered with normal\nactivities. More than 70% of all participants were overweight or obese. In the\nyoung worker sample, just over 21% were overweight or obese. Conversely, 83.2%\nof older adult workers were overweight or obese. Among the adult participants,\n16.4% had high blood pressure (HBP) and 41.0% were pre-hypertensive.\nApproximately 15% of all workers reported smoking in the last week/month.\nSmoking was lowest among young workers employed by parks and recreation\ndepartment (4.5%) and highest among construction workers (20.7%).\nApproximately 60% of all workers reported getting sufficient sleep; as\nrecommended by NIH. Sleep sufficiency was lowest in the young worker sample\n(46.6%) for whom more sleep is recommended. Only 35% of the workers were\ngetting 150 min of moderate to vigorous physical activity per week as\nrecommended by the CDC. Young workers were more likely to meet exercise\nguidelines, yet even in this sample, just over 50% met the guidelines.\nPhysical activity was lowest among corrections officers and homecare workers,\nat just over 20%.\n\n#### Table 2.\n\nOHWC descriptive statistics for health, safety, well-being, and health\nbehaviors.\n\n| **Call center workers** | **Correction officers** | **Constructions workers** | **Homecare workers** | **Parks and recreation workers** | **Combined sample** \n---|---|---|---|---|---|--- \n| **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** | **_N_ ** | **%** \n**Safety** \nWork injury that required lost work days | 139 | 2.9% | 79 | 5.1% | 346 | 16.2% | 147 | 4.1 | N/A | N/A | 572 | 9.9% \nPain that interfered with normal activities | 123 | 6.3% | 79 | 44.3% | 341 | 56.0% | 148 | 61.6% | N/A | N/A | 566 | 47.0% \n**Health** \nSmoking in past week | 138 | 16.7% a | 79 | 12.7% | 348 | 20.7% | 147 | 16.3% a | 178 | 4.5% | 752 | 15.4% \nRecommended hours sleep (teens 9+ h; adults 7+ h) | 139 | 79.3% | 77 | 56.4% | 339 | 60.2% | N/A | N/A | 178 | 46.6% | 594 | 60.1% \nModerate/vigorous exercise for 30 min for 5 or more days per week | 139 | 43.1% | 79 | 21.5% | 346 | 32.1% | 145 | 22.8% | 178 | 50.6% b | 748 | 35.1% \nBMI | 138 | | 83 | | 335 | | 148 | | 178 | | 744 | \nOverweight | | 15.9% | | 28.9% | | 31.3% | | 24.3% | | 13.5% | | 23.9% \nObese | | 60.9% | | 63.9% | | 54.0% | | 54.7% | | 7.9% | | 46.8% \nBlood Pressure | 130 | | 82 | | 336 | | 147 | 34.7% | N/A | N/A | 565 | \nPre-hypertension | | 33.8% | | 53.7% | | 51.2% | | 17.0% | | | | 41.0% \nHypertension | | 10.0% | | 19.5% | | 25.3% | | | | | | 16.4% \n| _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** | _**N** _ | **M \u00b1 SD** \n**SF-12** \nGeneral health | N/A | N/A | 79 | 41.14 \u00b1 10.13 *** | 345 | 45.60 \u00b1 9.70 *** | 147 | 44.36 \u00b1 10.25 *** | 178 | 51.18 \u00b1 9.00 | 749 | 46.21 \u00b1 10.15 *** \nPhysical functioning | N/A | N/A | 78 | 52.61 \u00b1 6.44 ** | 343 | 53.09 \u00b1 6.98 *** | 146 | 46.35 \u00b1 9.97 *** | 178 | 53.47 \u00b1 7.37 *** | 745 | 51.81 \u00b1 8.14 *** \nRole physical | N/A | N/A | 76 | 52.39 \u00b1 6.75 ** | N/A | N/A | 145 | 46.98 \u00b1 9.97 *** | 178 | 54.33 \u00b1 5.47 *** | 399 | 51.29 \u00b1 8.31 ** \nRole emotional | N/A | N/A | 78 | 48.34 \u00b1 9.38 | N/A | N/A | 144 | 47.81 \u00b1 9.98 ** | 178 | 49.80 \u00b1 8.87 | 400 | 48.80 \u00b1 9.40 * \nBodily Pain | N/A | N/A | 79 | 49.19 \u00b1 9.80 | 348 | 46.14 \u00b1 11.16 *** | 145 | 45.92 \u00b1 10.35 *** | 178 | 53.95 \u00b1 6.32 *** | 750 | 48.27 \u00b1 10.42 *** \nMental health | N/A | N/A | 79 | 46.25 \u00b1 10.33 ** | 344 | 47.94 \u00b1 10.10 *** | 147 | 47.54 \u00b1 10.66 ** | 178 | 49.85 \u00b1 9.20 | 748 | 48.14 \u00b1 10.07 *** \nVitality | N/A | N/A | 79 | 48.13 \u00b1 9.32 | 344 | 50.15 \u00b1 9.23 | 147 | 48.64 \u00b1 10.79 | 178 | 52.50 \u00b1 8.50 *** | 748 | 50.20 \u00b1 9.50 \nSocial functioning | N/A | N/A | 79 | 46.34 \u00b1 11.49 ** | 344 | 49.23 \u00b1 10.09 | 147 | 47.43 \u00b1 10.26 ** | 178 | 50.61 \u00b1 8.00 | 748 | 48.90 \u00b1 9.90 ** \n \n[ Open in a new tab ](table/T2/)\n\n_N in this table represent the number of participants in each sample who\nanswered each question. % in this table indicated the percent of participants\nwho answered in the affirmative out of those who answered the question for\neach sample_ .\n\na\n\n_Homecare workers and call center workers asked about smoking in the last\nmonth_ .\n\nb\n\n_Parks and recreation workers were not asked about the intensity of their\nexercise_ .\n\n_Scores for each of the sub-scales of the SF-12 were standardized using the\nmeans and SDs of the nationally representative sample and converted to\nt-scores to be comparable to the nationally representative sample with a mean\n= 50 and a SD = 10_ .\n\n***\n\np < 0.001 and\n\n**\n\n_p < 0.010 _ .\n\nOne-sample _t_ -tests indicated that construction workers and homecare workers\nreported being pain-free significantly less often than the U.S. general\npopulation ( _p_ < 0.001); young parks and recreation workers were\nsignificantly more pain free ( _p_ < 0.001). All four of the adult samples had\nsignificantly poorer general health ( _p_ < 0.001) than a nationally\nrepresentative sample. No evidence could be found that the general health of\nyoung workers was significantly different from that of a nationally\nrepresentative sample. The homecare workers, who were also our oldest sample,\nhad significantly poorer physical functioning than a nationally representative\nsample ( _p_ < 0.001). However, all of the other occupational samples had\nsignificantly better physical functioning ( _p_ < 0.010 all 4 samples ).\nHomecare workers scored significantly lower than the nationally representative\nsample in both role physical and role emotional ( _p_ < 0.010); that is, they\nreported feeling limited in their ability to perform role-related\nresponsibilities due to emotional or physical health issues. The other worker\ngroups were significantly healthier than the U.S. general population on role\nfunctioning ( _p_ < 0.010), but not statistically different from the U.S.\ngeneral population on role emotional. All of our adult samples reported poorer\nmental health than the U.S. general population ( _p_ < 0.010). The parks and\nrecreations workers scored significantly higher on vitality than the US\ngeneral population ( _p_ < 0.001). We found no difference between any of the\nadult samples and the U.S. general population on vitality. Corrections\nofficers and homecare workers scored significantly lower than the general US\npopulation on social functioning ( _p_ < 0.010).\n\n## Discussion\n\n### Overview of Findings\n\nOur findings point to a workforce with both health and safety concerns. With\nregard to safety, 11% of adult workers reported work-related injuries that\nresulted in missed work and 47% were experiencing pain that interfered with\nnormal activities. Further, many workers in our studies are at risk for\nchronic health conditions. Over 70% of the overall sample was overweight or\nobese and 57% of older adult workers were hypertensive or pre-hypertensive.\nOur findings show that working populations such as those in our studies can\nbenefit from a Total Worker Health approach that targets factors that can\nimprove health, safety, health behaviors, and well-being.\n\n### Role of the Work Environment on Safety and Health Outcomes\n\nStudies at the Oregon Healthy Workforce Center have found that while\nindividual behaviors play a role in worker health, safety, and well-being, the\nworkplace environment can also have a large impact, such as access to safety\nequipment, access to healthy foods, reasonable working hours and breaks,\naccess to opportunities to engage in physical activities at or near work ( 48\n\u2013 51 ). In addition, workers who are stressed or injured at work may engage\nin unhealthy behaviors such as poor diet, lack of physical activity, lack of\nsleep, and substance abuse, which in turn can contribute to further injuries\nor chronic health conditions such as obesity or HBP ( 52 , 53 ). Our\nfindings suggest that there is much need to study and improve working\nconditions for these occupational groups, with the goal of promoting health,\nsafety, and well-being. Specifically, organizations should influence employee\nlifestyles through structural changes to the design of work and working\nconditions that would facilitate engaging in these activities, along with\nprograms that target individual motivation and participation.\n\nIn our study, there was a high rate of pain reported among workers in\ncorrections, construction and homecare. Population-based studies indicate that\nlevels of musculoskeletal pain in adults range from 6 to 55% ( 19 , 54 ).\nIn a large random sample of working adults from one UK region, the prevalence\nof adults with pain in upper limbs and neck was 50.5%. This UK region had a\nlarge percentage of manufacturing workers; however, only 13% reported pain\nthat interfered with functioning. In a large random sample of people from\nSweden, 55% of the population perceived consistent pain for three 3 months or\nmore ( 54 ). This sample consisted of residents from two regions of the\ncountry: one with a high percentage of industrial manufacturing and blue-\ncollar workers and the other with a high percentage of fishing and\nagricultural workers. Factors found to be associated with musculoskeletal pain\nincluded the following: repetitive lifting of heavy objects, prolonged neck\nbending, working with arms at shoulder height or higher, low job control, low\nsupervisor support, blue-collar occupations, and female gender. Growing\nevidence suggests that work-related injuries play a part in the opioid\nepidemic ( 55 , 56 ). Occupations that require a high degree of manual\nlabor such as construction show a higher likelihood that a worker will develop\na dependency on prescription opioids ( 55 ).\n\nAll of our adult samples had lower levels of mental health than the general US\npopulation. Workplace factors associated in the literature with decreased\nmental health include: high job strain\u2014which is a combination of high demands\nand low discretionary control over work\u2014low social support at work, effort-\nreward imbalance, shift work (especially night shift), and long work hours (\n20 , 57 \u2013 61 ). Organizational interventions to prioritize mental health\nby reducing sources of job stress and providing access to employee-assistance\nprograms such as confidential counseling are critical. Similarly, increasing\njob control may help to decrease stress, improve work-life balance, thereby\nreducing the risk for stress-related outcomes such as hypertension.\n\n### Occupational Differences\n\nA crucial component in identifying cross-population factors related to risks\nand general wellness at the occupation-level lies in comprehensively\nunderstanding the distinct challenges, contexts, and profiles of the workers\nwithin each setting ( 62 ). Differences between samples could be evidence of\nstructural barriers in workplaces that do not prioritize safety and health\nbehaviors. Research has demonstrated that aspects of the physical environment\nor nature of work impact safety and health behaviors and related outcomes. For\nexample, at a public health level, the following are related to greater\nparticipation in physical activity: accessibility of fitness facilities, the\npresence of sidewalks, and low-traffic ( 48 ). In the work environment,\nexamples of facilitators of physical activity could include pedal stands,\nhaving proper work breaks, and safe spaces to walk at work.\n\nHomecare workers had poorer health across several measures compared to the\nother occupational groups; they also reported greater pain, poorer physical\nfunctioning, and role functioning than the U.S. general population. Our\nprevious qualitative research indicated that these homecare workers, who were\nemployed by the consumers or their families, reported low support for safety (\n32 ). In an institutional care organization, lifting would be done by a group\nof workers whereas homecare workers must often do this lifting alone. Because\nhomecare workers are dependent on their consumer and the consumer's case\nmanager to request safety equipment, the process is often unclear for the\nworker. They also reported poorer well-being as indicated by lower emotional\nand social functioning than the nationally representative sample. In our\nprevious work we found that homecare workers also reported feeling socially\nisolated, having almost no contact with co-workers other than during training\nsessions. This isolation could contribute to lower well-being among homecare\nworkers. These are some aspects of the work environment that could be targeted\nto decrease injuries and pain, and improve well-being.\n\nConstruction workers had the highest rate of injuries and, like homecare\nworkers, reported a high degree of pain interfering with normal activities. Of\nall the occupational groups, construction workers had among the highest\noccupational exposure to posture-related risk factors for injury ( 21 ). The\nvast majority of construction workers were overweight or obese and were pre-\nhypertensive or hypertensive. Smoking was also more prevalent among\nconstruction workers than among the other occupations we assessed.\nConstruction workers would benefit substantially from interventions focused on\nreducing hazardous exposures and work-related injuries, smoking cessation\nprograms ( 63 ), and by training supervisors to better support work-life\nintegration ( 64 ), and safety communications ( 65 ).\n\nCorrections workers reported less pain than our other samples. They also\nshowed better outcome measures of health (i.e., general health) and well-being\n(e.g., mental health and social functioning) than the U.S. population in\ngeneral. They did, however, have among the highest percentage of overweight\nand pre-hypertension/hypertension of our occupational groups. Further research\ninto how the work environment could be modified to reduce risks of preventable\ndiseases could be particularly useful for these workers.\n\n### Younger and Older Workers\n\nThere were a variety of notable differences between the younger and older\nworkers. The older workers generally had poorer general and mental health than\nthe general U.S. population. On the other hand, younger workers were no\ndifferent than the general U.S. population. Research has indicated that\nreports of pain increase as workers age ( 54 ). We saw evidence of this in\nour sample: two of the older worker samples (homecare and construction)\nreported significantly more bodily pain than the general population while the\nyoung workers reported significantly less pain than the general population.\nYoung workers scored significantly higher on vitality than the U.S. general\npopulation ( _p_ > 0.001); there was no difference between the adult samples\nand the U.S. general population on vitality. Younger workers, who need more\nsleep than older adults, were more likely to report inadequate sleep than\nolder workers. TWH interventions geared toward older adults would include\nhealthy pain management strategies (at the individual level) in combination\nwith addressing important changes to the work environment such as providing\ntools for safe lifting and preventing worksite risks for injuries and\naccidents. Although young workers are healthier compared with older workers,\nthey could benefit from interventions to increase sleep and physical activity.\nIntervening with younger workers to establish prevention strategies that are\nreinforced through their career could be a worthwhile approach that may help\nto prevent worsening of health conditions as career paths progress ( 47 ).\n\n### Limitations\n\nOur study has some limitations. All samples were chosen to address the main\naims of the sub-studies making up the OHWC. These occupational groups are not\nmeant to be representative of the entire national workforce but rather these\nspecific occupational groups within Oregon. These were convenience samples\nwithin single organizations and thus may not be as representative of their\nrespective occupational groups compared to a study using random sampling of\nall individuals in a certain occupation. The OHWC targets working populations\nwith high burden and need, which should be considered when generalizing our\nresults. When comparing our samples to the national representative sample, we\ncould not match the age or gender of our samples because we did not have the\nindividual data for the national sample. We cannot rule out the influence of\nother factors beyond working conditions on workers' health, as the data is\ncross-sectional and we did not measure pre-existing conditions. In addition,\nmore detail on several of our outcomes would allow conclusions that are more\nprecise. For example, we asked about smoking in the past week. We did not ask\nhow long workers had smoked or whether some may have only recently quit. When\nincluding common measures across multiple studies that may not be relevant to\nother aims in is necessary to trade off details for efficiency. Next, all of\nthese data were collected in the State of Oregon. It is possible that\nregulations in other states or other state-level variables could influence\nsafety and health behaviors and outcomes for workers in similar occupations.\nIn addition, after we began our data collection for these studies, the NIH\npublished PROMIS measures ( 66 \u2013 68 )\u2014a set of freely available, well-\nvalidated measures of various aspects of health, with the objective of\nstandardizing measures across studies. We have adopted these measures for\nsubsequent data collection across projects, but unfortunately, they could not\nbe part of this study. Finally, some measures referenced varying reflective\ntime periods (e.g., smoking a cigarette in the last week vs. last month);\nthus, direct comparisons on these specific variables should be made with\ncaution. Nonetheless, the Common Measures Data Repository is a promising\napproach to learning and addressing the unique and shared needs of worker\npopulations across occupations.\n\n### Practical Implications and Conclusions\n\nGrowing literature suggests that lifestyle behaviors such as getting adequate\nsleep, exercising regularly, eating a healthy diet, and not smoking can be\ninfluenced by work exposures, conditions, and policies ( 69 ). Because\nadults spend a significant amount of their awake hours at work and because\nwork plays an important role in our lifestyle and well-being, the workplace is\nan opportune platform from which to address health behaviors and outcomes.\n\nUsing a common measures approach to understand occupational safety, health,\nand well-being outcomes across studies can serve to compare and contrast\nrisks, and highlight avenues for interventions to reduce work-related hazards\nand promote health and well-being. The findings of our common measures\nanalyses point to the potential benefit of a Total Worker Health approach, in\nparticular, integrated interventions that can decrease work-related risk\nfactors and improve facilitators for pursuing health, safety, and well-being\namong workers across industries and along the age spectrum. For example, early\ninterventions to reduce risk for injury at work can prevent the experience of\npain among older workers, which in turn could improve health and safety\nbehaviors, enhance health outcomes, and overall facilitate long-term quality\nof life.\n\n## Data Availability Statement\n\nThe datasets presented in this article are not readily available because they\nmust be approved by the OHWC Steering Committee. Requests to access the\ndatasets should be directed to Ginger Hanson, ghanson4@jhu.edu .\n\n## Ethics Statement\n\nThe studies involving human participants were reviewed and approved by Oregon\nHealth and Science University and Portland State University. Written informed\nconsent to participate in this study was provided by the participants' legal\nguardian/next of kin.\n\n## Author Contributions\n\nGH, AR, TB, LH, DR, RO, BW, KK, and NP: conception and design of study. GH,\nAR, TB, LH, DR, RO, BW, KK, NP, ST, and MP: acquisition of data. GH, AR, TB,\nand NP: analysis and/or interpretation of data. GH, AR, LA, and AS: drafting\nthe manuscript. AR, TB, LH, DR, RO, BW, and KK: revising the manuscript\ncritically for important intellectual content. All authors contributed to the\narticle and approved the submitted version.\n\n## Conflict of Interest\n\nThe authors declare that the research was conducted in the absence of any\ncommercial or financial relationships that could be construed as a potential\nconflict of interest.\n\n## Acknowledgments\n\nThis results reported herein correspond to specific aims of grant (U19\nOH010154) to LH and RO from the National Institute for Occupational Safety.\nThis work was also supported by funding from the Oregon Institute of\nOccupational Health Sciences. In addition, we would like to recognize the work\nof Rob Wright, Annie Buckmaster, and Kristy Luther Rhoten in the collection of\nCOMPASS data.\n\n## References\n\n * 1\\. Hammer LB, Sauter S. 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(2016) 165:262\u20139. 10.7326/M16-0626 [ [ DOI ](https://doi.org/10.7326/M16-0626) ] [ [ PubMed ](https://pubmed.ncbi.nlm.nih.gov/27240022/) ] [ [ Google Scholar ](https://scholar.google.com/scholar_lookup?journal=Ann%20Intern%20Med.&title=The%20effectiveness%20of%20total%20worker%20health%20interventions:%20a%20systematic%20review%20for%20a%20national%20institutes%20of%20health%20pathways%20to%20prevention%20workshop&author=C%20Feltner&author=K%20Peterson&author=R%20Palmieri%20Weber&author=L%20Cluff&author=E%20Coker-Schwimmer&volume=165&publication_year=2016&pages=262-9&pmid=27240022&doi=10.7326/M16-0626&) ] \n\n## Associated Data\n\n_This section collects any data citations, data availability statements, or\nsupplementary materials included in this article._\n\n### Data Availability Statement\n\nThe datasets presented in this article are not readily available because they\nmust be approved by the OHWC Steering Committee. Requests to access the\ndatasets should be directed to Ginger Hanson, ghanson4@jhu.edu .\n\n* * *\n\nArticles from Frontiers in Public Health are provided here courtesy of\n**Frontiers Media SA**\n\n## ACTIONS\n\n * [ View on publisher site ](https://doi.org/10.3389/fpubh.2021.614725)\n * [ PDF (272.9 KB) ](pdf/fpubh-09-614725.pdf)\n * * * ## PERMALINK \n\n## RESOURCES\n\n###\n\n###\n\n###\n\n## Cite\n\n * * Download .nbib .nbib \n * \n\n## Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter) ](https://twitter.com/ncbi) [ NCBI on\nFacebook ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter) ](https://twitter.com/nlm_nih) [ NLM\non Facebook ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine \n8600 Rockville Pike \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n 4d-77.0988323)\n\n * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n * [ Help ](https://support.nlm.nih.gov/)\n * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n * [ NLM ](https://www.nlm.nih.gov/)\n * [ NIH ](https://www.nih.gov/)\n * [ HHS ](https://www.hhs.gov/)\n * [ USA.gov ](https://www.usa.gov/)\n\n",
"url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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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"
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"reason": "This is a report from Human Rights Watch, a well-known and respected international human rights organization. The content is likely to be based on thorough research and investigation, making it a reliable source of information on human rights issues in supply chains.",
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"search_query": "company 'N/A' supply chain human rights",
"summary": "This is a report from Human Rights Watch, a well-known and respected international human rights organization. The content is likely to be based on thorough research and investigation, making it a reliable source of information on human rights issues in supply chains.",
"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://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. All Rights Reserved.\n\n",
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"description": "Focuses on procuring materials and services from suppliers committed to environmental and social responsibility, minimizing negative impacts throughout the 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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"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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"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) | |",
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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",
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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": "international supply chain contracts. [17]",
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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": "[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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"document": "ensure the basic rights of all the workers in their labor supply chain. [27]",
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"document": "found in the supply chains of many companies across sectors in countries around the world.",
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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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"description": "Manages the delivery of products or services to customers, emphasizing efficient transportation, storage, and distribution practices with minimal environmental impact.",
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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 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 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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"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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"document": "By using the information gathered, the entity can identify its own business activities \u2014 including upstream and downstream value chain activities and the related dependencies, resources, business relationships, geographical footprint, and affected stakeholders. Upon completion of step 1, entities should have an inventory of all activities to be included in the 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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"document": "Note that the discussion in this example is for illustrative purposes only and therefore is limited to specific items and does not contemplate all potentially relevant matters.",
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"document": "Note that the discussion in this example is for illustrative purposes only and therefore is limited to specific items and does not contemplate all potentially relevant matters.",
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"document": "to determine which tasks will be addressed with internal staff versus external service providers as part of your strategy.",
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"document": "* Environmental issues such as GHG emissions, energy consumption, waste management, and the use of natural resources",
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"document": "should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.",
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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": "[ 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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"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": "[ 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",
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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",
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