ESG Impact, Risk & opportunities public analysis

{
    "company_id_card": {
        "contact_emails": [],
        "description": "N/A",
        "linkedin": null,
        "location": "N/A",
        "logo_url": "https://www.crelan.be/themes/custom/calibr8_easytheme/bookmark-icons/favicon-32x32.png?v=3",
        "name": "N/A",
        "partners": [],
        "services": [],
        "team": [],
        "twitter": null,
        "website": "https://www.crelan.be/nl/particulieren"
    },
    "iros": [],
    "iros_per_materiality": {
        "negative_impacts": [],
        "opportunities": [],
        "positive_impacts": [],
        "risks": []
    },
    "iros_per_matters": {},
    "materiality_matters": [
        "Climate Change",
        "Pollution",
        "Water and marine resources",
        "Biodiversity and ecosystems",
        "Circular Economy",
        "Own workforce",
        "Workers in the value chain",
        "Affected communities",
        "Consumers and end-users",
        "Business conduct"
    ],
    "public_sources": [
        {
            "content": {
                "metadata": {
                    "ext_id": "2d1a9daf-9046-4c04-ad8e-0de11eaef181",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "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 the official Subaru website detailing their CSR (Corporate Social Responsibility) initiatives, including supply chain management. It is a reliable source for information about Subaru's specific policies and practices.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Subaru details its CSR initiatives, including supply chain management, on its official website.",
            "url": "https://www.subaru.co.jp/en/csr/iso26000.html"
        },
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                    "source": "https://support.microsoft.com/en-us/office/how-to-correct-a-n-a-error-a9708411-f82e-4e1b-8a7e-28c28311b993"
                },
                "page_content": "[ Skip to main content ](javascript:void\\(0\\))\n\n[ ](javascript:void\\(0\\))\n\nSign in with Microsoft\n\nSign in or create an account.\n\nHello,\n\nSelect a different account.\n\nYou have multiple accounts\n\nChoose the account you want to sign in with.\n\n[ Excel ](/en-us/excel)\n\n[ Formulas and functions ](Formulas-and-\nfunctions-294d9486-b332-48ed-b489-abe7d0f9eda9)\n\n[ Errors ](Formulas-and-\nfunctions-294d9486-b332-48ed-b489-abe7d0f9eda9#ID0EAABAAA=Errors)\n\n[ Errors ](Formulas-and-\nfunctions-294d9486-b332-48ed-b489-abe7d0f9eda9#ID0EAABAAA=Errors)\n\nHow to correct a #N/A error\n\nApplies To  Excel for Microsoft 365  Excel for Microsoft 365 for Mac  Excel\nfor the web  Excel 2024  Excel 2024 for Mac  Excel 2021  Excel 2021 for Mac\nExcel 2019  Excel 2016  Microsoft365.com  Excel for iPad  Excel Web App  Excel\nfor iPhone  Excel for Android tablets  Excel for Android phones  Excel for\nWindows Phone 10  Excel Mobile  Microsoft Office\n\nThe #N/A error generally indicates that a formula can't find what it's been\nasked to look for.\n\n##  Top solution\n\nThe most common cause of the #N/A error is with XLOOKUP, VLOOKUP, HLOOKUP,\nLOOKUP, or MATCH functions if a formula can't find a referenced value. For\nexample, your lookup value doesn't exist in the source data.\n\nIn this case there is no \"Banana\" listed in the lookup table, so VLOOKUP\nreturns a #N/A error.\n\n**Solution** : Either make sure that the lookup value exists in the source\ndata, or use an error handler such as IFERROR in the formula. For example,\n=IFERROR(FORMULA(),0), which says:\n\n  * =IF(your formula evaluates to an error, then display 0, otherwise display the formula's result) \n\nYou can use \"\" to display nothing, or substitute your own text:\n=IFERROR(FORMULA(),\"Error Message here\")\n\n**Notes:**\n\n  * If you need help on the #N/A error with a specific function, like VLOOKUP or INDEX/MATCH, choose one of these options: \n\n  * Also, it might be useful to learn about some of the common functions where this error occurs, such as [ XLOOKUP ](/en-us/office/xlookup-function-b7fd680e-6d10-43e6-84f9-88eae8bf5929) , [ VLOOKUP ](/en-us/topic/dd9ab538-da80-4168-a140-dcac255a2a03) , [ HLOOKUP ](/en-us/office/hlookup-function-a3034eec-b719-4ba3-bb65-e1ad662ed95f) , [ LOOKUP ](/en-us/office/lookup-function-446d94af-663b-451d-8251-369d5e3864cb) , or [ MATCH ](/en-us/office/match-function-e8dffd45-c762-47d6-bf89-533f4a37673a) . \n\n  * [ Correct the #N/A error in VLOOKUP function ](/en-us/topic/e037d763-ffc3-4fae-a909-89c482d389b2)\n\n  * [ Correct the #N/A error in INDEX/MATCH functions ](/en-us/office/how-to-correct-a-n-a-error-in-index-match-functions-f91874c9-d30b-4b7a-8a6b-c622764a1992)\n\n**If you're not sure what to do at this point or what kind of help you need,\nyou can search for similar questions in the[ Microsoft Community\n](https://go.microsoft.com/fwlink/?LinkId=799646) , or post one of your own.\n**\n\n[ ](https://go.microsoft.com/fwlink/?LinkId=799646)\n\nIf you're still needing help fixing this error, the following checklist\nprovides troubleshooting steps to help you figure out what may have gone wrong\nin your formulas.\n\n##\n\nThe lookup value and the source data are different data types. For example,\nyou try to have VLOOKUP reference a number, but the source data is stored as\ntext.\n\n**Solution** : Ensure that the data types are the same. You can check cell\nformats by selecting a cell or range of cells, then right-click and select\n**Format Cells** > **Number** (or press Ctrl+1), and change the number format\nif necessary.\n\n**Tip:** If you need to force a format change on an entire column, first apply\nthe format you want, then you can use **Data** > **Text to Columns** >\n**Finish** .\n\n##\n\nYou can use the [ TRIM ](/en-us/office/trim-\nfunction-410388fa-c5df-49c6-b16c-9e5630b479f9) function to remove any leading\nor trailing spaces. The following example uses TRIM nested inside a VLOOKUP\nfunction to remove the leading spaces from the names in A2:A7 and return the\ndepartment name.\n\n=VLOOKUP(D2,TRIM(A2:B7),2,FALSE)\n\n**Note:** [ Dynamic array formulas ](/en-us/office/dynamic-array-formulas-vs-\nlegacy-cse-array-formulas-ca421f1b-fbb2-4c99-9924-df571bd4f1b4) \\- If you have\na current version of [ Microsoft 365 ](https://products.office.com/en-\nus/buy/compare-microsoft-office-products) , and are on the [ Insiders Fast\n](https://insider.office.com/) release channel, then you can input the formula\nin the top-left-cell of the output range, then press **Enter** to confirm the\nformula as a dynamic array formula. Otherwise, the formula must be entered as\na legacy array formula by first selecting the output range, input the formula\nin the top-left-cell of the output range, then press **Ctrl+Shift+Enter** to\nconfirm it. Excel inserts braces at the beginning and end of the formula for\nyou. For more information on array formulas, see [ Guidelines and examples of\narray formulas ](/en-us/office/guidelines-and-examples-of-array-\nformulas-7d94a64e-3ff3-4686-9372-ecfd5caa57c7) .\n\n##\n\nBy default, functions that look up information in tables must be sorted in\nascending order. However, the VLOOKUP and HLOOKUP worksheet functions contain\na _range_lookup_ argument that instructs the function to find an exact match\neven if the table is not sorted. To find an exact match, set the\n_range_lookup_ argument to FALSE. Note that using TRUE, which tells the\nfunction to look for an approximate match, can not only result in an #N/A\nerror, it can also return erroneous results as seen in the following example.\n\nIn this example, not only does \"Banana\" return an #N/A error, \"Pear\" returns\nthe wrong price. This is caused by using the TRUE argument, which tells the\nVLOOKUP to look for an approximate match instead of an exact match. There's no\nclose match for \"Banana\", and \"Pear\" comes before \"Peach\" alphabetically. In\nthis case using VLOOKUP with the FALSE argument would return the correct price\nfor \"Pear\", but \"Banana\" would still result in a #N/A error, since there is no\ncorresponding \"Banana\" in the lookup list.\n\nIf you are using the MATCH function, try changing the value of the\n_match_type_ argument to specify the sort order of the table. To find an exact\nmatch, set the _match_type_ argument to _0_ (zero).\n\n##\n\nTo fix this, make sure that the range referenced by the array formula has the\nsame number of rows and columns as the range of cells in which the array\nformula was entered, or enter the array formula into fewer or more cells to\nmatch the range reference in the formula.\n\nIn this example, cell E2 has referenced mismatched ranges:\n\n=SUM(IF(A2:A11=D2,B2:B5))\n\nIn order for the formula to calculate correctly it needs to be changed so that\nboth ranges reflect rows 2 \u2013 11.\n\n=SUM(IF(A2:A11=D2,B2:B11))\n\n**Note:** [ Dynamic array formulas ](/en-us/office/dynamic-array-formulas-vs-\nlegacy-cse-array-formulas-ca421f1b-fbb2-4c99-9924-df571bd4f1b4) \\- If you have\na current version of [ Microsoft 365 ](https://products.office.com/en-\nus/buy/compare-microsoft-office-products) , and are on the [ Insiders Fast\n](https://insider.office.com/) release channel, then you can input the formula\nin the top-left-cell of the output range, then press **Enter** to confirm the\nformula as a dynamic array formula. Otherwise, the formula must be entered as\na legacy array formula by first selecting the output range, input the formula\nin the top-left-cell of the output range, then press **Ctrl+Shift+Enter** to\nconfirm it. Excel inserts braces at the beginning and end of the formula for\nyou. For more information on array formulas, see [ Guidelines and examples of\narray formulas ](/en-us/office/guidelines-and-examples-of-array-\nformulas-7d94a64e-3ff3-4686-9372-ecfd5caa57c7) .\n\n##\n\nIn this case, May-December have #N/A values, so the Total can't calculate and\ninstead returns an #N/A error.\n\n##\n\nTo fix this, check the formula syntax of the function you're using and enter\nall required arguments in the formula that returns the error. This might\nrequire going into the Visual Basic Editor (VBE) to check the function. You\ncan access the VBE from the Developer tab, or with ALT+F11.\n\n##\n\nTo fix this, verify that the workbook that contains the user-defined function\nis open and that the function is working properly.\n\n##\n\nTo fix this, verify that the arguments in that function are correct and used\nin the correct position.\n\n##\n\nTo fix this, press Ctrl+Atl+F9 to recalculate the sheet\n\n##\n\nYou can use the Function Wizard to help if you are not sure of the proper\narguments. Select the cell with the formula in question, then go to the\n**Formulas** tab and press **Insert Function.**\n\nExcel will automatically load the Wizard for you:\n\nAs you click on each argument, Excel will give you the appropriate information\nfor each one.\n\n##\n\n#N/A can be useful! It is a common practice to use #N/A when using data like\nthe following example for charts, as #N/A values won't plot on a chart. Here\nare examples of what a chart looks like with 0's vs. #N/A.\n\nIn the previous example, you will see that the 0 values have plotted and are\ndisplayed as a flat line on the bottom of the chart, and it then shoots up to\ndisplay the Total. In the following example you will see the 0 values replaced\nwith #N/A.\n\n##  Need more help?\n\nYou can always ask an expert in the [ Excel Tech Community\n](https://techcommunity.microsoft.com/t5/Excel/ct-p/Excel_Cat) or get support\nin [ Communities\n](https://answers.microsoft.com/lang/msoffice/forum/msoffice_excel) .\n\n##  See Also\n\n[ Convert numbers stored as text to numbers ](/en-us/office/convert-numbers-\nstored-as-text-to-numbers-in-excel-40105f2a-fe79-4477-a171-c5bad0f0a885)\n\n[ VLOOKUP function ](/en-us/office/vlookup-\nfunction-0bbc8083-26fe-4963-8ab8-93a18ad188a1)\n\n[ HLOOKUP function ](/en-us/office/hlookup-\nfunction-a3034eec-b719-4ba3-bb65-e1ad662ed95f)\n\n[ LOOKUP function ](/en-us/office/lookup-\nfunction-446d94af-663b-451d-8251-369d5e3864cb)\n\n[ MATCH function ](/en-us/office/match-\nfunction-e8dffd45-c762-47d6-bf89-533f4a37673a)\n\n[ Overview of formulas in Excel ](/en-us/office/overview-of-formulas-in-excel-\necfdc708-9162-49e8-b993-c311f47ca173)\n\n[ How to avoid broken formulas ](/en-us/office/how-to-avoid-broken-formulas-\nin-excel-8309381d-33e8-42f6-b889-84ef6df1d586)\n\n[ Detect errors in formulas ](/en-us/office/detect-formula-errors-in-\nexcel-3a8acca5-1d61-4702-80e0-99a36a2822c1)\n\n[ Keyboard shortcuts in Excel ](/en-us/office/keyboard-shortcuts-in-\nexcel-1798d9d5-842a-42b8-9c99-9b7213f0040f)\n\n[ All Excel functions (alphabetical) ](/en-us/office/excel-functions-\nalphabetical-b3944572-255d-4efb-bb96-c6d90033e188)\n\n[ All Excel functions (by category) ](/en-us/office/excel-functions-by-\ncategory-5f91f4e9-7b42-46d2-9bd1-63f26a86c0eb)\n\n[\n](https://www.facebook.com/sharer.php?u=https%3A%2F%2Fsupport.microsoft.com%2Fen-\nus%2Foffice%2Fhow-to-correct-a-n-a-error-a9708411-f82e-4e1b-8a7e-28c28311b993\n\"Share on Facebook\") [\n](https://linkedin.com/shareArticle?mini=true&url=https%3A%2F%2Fsupport.microsoft.com%2Fen-\nus%2Foffice%2Fhow-to-correct-a-n-a-\nerror-a9708411-f82e-4e1b-8a7e-28c28311b993&title=How%20to%20correct%20a%20%23N%2FA%20error\n\"Share on LinkedIn\") [\n](mailto://?subject=I%20think%20you%27d%20be%20interested%20in%20this%3A%20How%20to%20correct%20a%20%23N%2FA%20error&body=How%20to%20correct%20a%20%23N%2FA%20error%20https%3A%2F%2Fsupport.microsoft.com%2Fen-\nus%2Foffice%2Fhow-to-correct-a-n-a-error-a9708411-f82e-4e1b-8a7e-28c28311b993\n\"Share by email\")\n\n###  Need more help?\n\n###  Want more options?\n\nExplore subscription benefits, browse training courses, learn how to secure\nyour device, and more.\n\n[ Microsoft 365 subscription benefits\n](https://www.microsoft.com/microsoft-365?ocid=cmmg4dr5b7t)\n\n[ Microsoft 365 training ](/en-us/training)\n\n[ Microsoft security ](/en-us/security)\n\n[ Accessibility center ](/en-us/accessibility)\n\nCommunities help you ask and answer questions, give feedback, and hear from\nexperts with rich knowledge.\n\n[ Ask the Microsoft Community ](https://answers.microsoft.com)\n\n[ Microsoft Tech Community ](https://techcommunity.microsoft.com/)\n\n[ Windows Insiders ](https://insider.windows.com)\n\n[ Microsoft 365 Insiders ](https://insider.office.com)\n\n##  Thank you for your feedback!\n\n[ \u00d7 ](javascript:)\n\n[ English (United States) ](https://support.microsoft.com/en-us/worldwide) [\nYour Privacy Choices  ](https://aka.ms/yourcaliforniaprivacychoices) [ Your\nPrivacy Choices  ](https://aka.ms/yourcaliforniaprivacychoices) [ Consumer\nHealth Privacy  ](https://go.microsoft.com/fwlink/?linkid=2259814)\n\n",
                "url": "https://support.microsoft.com/en-us/office/how-to-correct-a-n-a-error-a9708411-f82e-4e1b-8a7e-28c28311b993"
            },
            "reason": "This Microsoft support page provides instructions on how to correct '#N/A' errors in Excel, indicating a reliable source for understanding and resolving this specific error.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' overview financial performance",
            "summary": "This Microsoft support page provides instructions on how to correct '#N/A' errors in Excel, indicating a reliable source for understanding and resolving this specific error.",
            "url": "https://support.microsoft.com/en-us/office/how-to-correct-a-n-a-error-a9708411-f82e-4e1b-8a7e-28c28311b993"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "3ec9c93e-6249-489a-860c-791e3057529d",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
                },
                "page_content": "Skip to main content\n\n#  Fighting Against Forced Labour and Child Labour in Supply Chains Act  \nAnnual Report\n\nQuestionnaire\n\nIdentifying information\n\nQuestions marked with an asterisk (*) are mandatory.\n\n1\\. *This report is for which of the following?\n\n  * Entity: Corporation \n\n2\\. *Legal name of reporting entity or government institution:\n\n  * Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e \n\n3\\. *Financial reporting year:\n\n  * December 31, 2023 \n\n4\\. *Is this a revised version of a report already submitted this reporting\nyear?\n\n  * No \n\n4.1 *If yes, identify the date the original report was submitted.\n\n  * N/A \n\n4.2 *Describe the changes made to the original report, including by listing\nthe questions or sections that were revised (1,500 character limit).\n\n  * N/A \n\n5\\. For entities only: Business number(s):\n\n  * 867 320 095 \n\n6\\. For entities only: *Is this a joint report?\n\n  * Yes \n\n6.1 *If yes, identify the legal name of each entity covered by this report.\n\n  * Natural Bakery Inc. \n\n6.2 Identify the business number(s) of each entity covered by this report (if\napplicable).\n\n  * 103 838 819 \n\n7\\. For entities only: *Is the entity also subject to reporting requirements\nunder supply chain legislation in another jurisdiction?\n\n  * No \n\n7.1 *If yes, indicate the applicable law(s). Select all that apply.\n\n  * N/A \n\n8\\. For entities only: *Which of the following categorizations applies to the\nentity? Select all that apply.\n\n  * Canadian business presence (select all that apply): \n    * \u2713 Has a place of business in Canada \n    * \u2713 Does business in Canada \n    * \u2713 Has assets in Canada \n\n  * Meets size-related thresholds (select all that apply): \n    * \u2713 Has at least $20 million in assets for at least one of its two most recent financial years \n    * \u2713 Has generated at least $40 million in revenue for at least one of its two most recent financial years \n    * \u2713 Employs an average of at least 250 employees for at least one of its two most recent financial years \n\n9\\. For entities only: *Which of the following sectors or industries does the\nentity operate in? Select all that apply. (Required)\n\n  * Manufacturing \n  * Wholesale trade \n  * Distributor \n\n10\\. For entities only: *In which country is the entity headquartered or\nprincipally located?\n\n  * Canada \n\n10.1 If in Canada: *In which province or territory is the entity headquartered\nor principally located?\n\n  * Ontario (for Canada Bread Company, Limited/Boulangerie Canada Bread, Limit\u00e9e) \n  * Manitoba (for Natural Bakery Inc.) \n\n11\\. For government institutions only: *Is this a report for a federal Crown\ncorporation or a subsidiary of a federal Crown corporation? (Required)\n\n  * N/A \n\n11.1 *If yes, which of the following sectors or industries does the Crown\ncorporation or subsidiary operate in? Select all that apply. (Required)\n\n  * N/A \n\n11.2 *If yes, in which province or territory is the Crown corporation or\nsubsidiary headquartered or principally located? (Required)\n\n  * N/A \n\n* * *\n\nAnnual Report\n\nReporting for entities\n\n1\\. *What steps has the entity taken in the previous financial year to prevent\nand reduce the risk that forced labour or child labour is used at any step of\nthe production of goods in Canada or elsewhere by the entity or of goods\nimported into Canada by the entity? Select all that apply. (Required)\n\n  * Conducting an internal assessment of risks of forced labour and/or child labour in the organization's activities and supply chains \n  * Developing and implementing an action plan for addressing forced labour and/or child labour \n  * Gathering information on worker recruitment and maintaining internal controls to ensure that all workers are recruited voluntarily \n  * Addressing practices in the organization's activities and supply chains that increase the risk of forced labour and/or child labour \n  * Developing and implementing due diligence policies and processes for identifying, addressing and prohibiting the use of forced labour and/or child labour in the organization's activities and supply chains \n  * Developing and implementing child protection policies and processes \n  * Developing and implementing anti-forced labour and/or -child labour contractual clauses \n  * Developing and implementing anti-forced labour and/or -child labour standards, codes of conduct and/or compliance checklists \n  * Monitoring suppliers \n  * Enacting measures to provide for, or cooperate in, remediation of forced labour and/or child labour \n  * Developing and implementing grievance mechanisms \n  * Engaging with supply chain partners on the issue of addressing forced labour and/or child labour \n\n2\\. Please provide additional information describing the steps taken (if\napplicable) (1,500-character limit).\n\n  * N/A \n\n3\\. *Which of the following accurately describes the entity's structure?\n(Required)\n\n  * Corporation \n\n4\\. *Which of the following accurately describes the entity's activities?\nSelect all that apply. (Required)\n\n  * Producing goods (including manufacturing, extracting, growing and processing) \n    * in Canada \n\n  * Selling goods \n    * in Canada \n    * outside Canada** \n\n  * Distributing goods \n    * in Canada \n\n  * Importing into Canada goods produced outside Canada \n  * Controlling an entity engaged in producing, selling or distributing goods in Canada, or importing into Canada goods produced outside Canada \n\n5\\. Please provide additional information on the entity's structure,\nactivities and supply chains (1,500-character limit).\n\n  * **Sell goods to customers based outside Canada. \n\n6\\. *Does the entity currently have policies and due diligence processes in\nplace related to forced labour and/or child labour?\n\n  * Yes \n\n6.1 *If yes, which of the following elements of the due diligence process has\nthe entity implemented in relation to forced labour and/or child labour?\nSelect all that apply.\n\n  * Embedding responsible business conduct into policies and management systems \n  * Tracking implementation and results \n  * Providing for or cooperating in remediation when appropriate \n\n7\\. Please provide additional information on the entity's policies and due\ndiligence processes in relation to forced labour and child labour (if\napplicable) (1,500-character limit).\n\nN/A\n\n8\\. *Has the entity identified parts of its activities and supply chains that\ncarry a risk of forced labour or child labour being used? (Required)\n\n  * Yes, we have started the process of identifying risks, but there are still gaps in our assessments. \n\n8.1 *If yes, has the entity identified forced labour or child labour risks\nrelated to any of the following aspects of its activities and supply chains?\nSelect all that apply. (Required)\n\n  * The types of products it sources \n  * The raw materials or commodities used in its supply chains \n  * Tier one (direct) suppliers \n  * Tier two suppliers \n  * The use of forced labour \n  * The use of child labour \n\n9\\. *Has the entity identified forced labour or child labour risks in its\nactivities and supply chains related to any of the following sectors and\nindustries? Select all that apply. (Required)\n\n  * Agriculture, forestry, fishing and hunting \n\n10\\. Please provide additional information on the parts of the entity's\nactivities and supply chains that carry a risk of forced labour or child\nlabour being used, as well as the steps that the entity has taken to assess\nand manage that risk (if applicable) (1,500-character limit).\n\n  * N/A \n\n11\\. *Has the entity taken any measures to remediate any forced labour or\nchild labour in its activities and supply chains? (Required)\n\n  * Yes, we have taken remediation measures and will continue to identify and address any gaps in our response. \n\n11.1 *If yes, which remediation measures has the entity taken? Select all that\napply. (Required)\n\n  * Actions to prevent forced labour or child labour and associated harms from reoccurring \n  * Grievance mechanisms \n\n12\\. Please provide additional information on any measures the entity has\ntaken to remediate any forced labour or child labour (if applicable)\n(1,500-character limit).\n\nAt a global level, we have identified social risks in our supply chain\nalthough not with direct suppliers. We are working with suppliers on\ntransformation projects to move the industry forward.\n\n13\\. *Has the entity taken any measures to remediate the loss of income to the\nmost vulnerable families that results from any measure taken to eliminate the\nuse of forced labour or child labour in its activities and supply chains?\n\n  * Not applicable, we have not identified any loss of income to vulnerable families resulting from measures taken to eliminate the use of forced labour or child labour in our activities and supply chains. \n\n14\\. Please provide additional information on any measures the entity has\ntaken to remediate the loss of income to the most vulnerable families that\nresults from any measure taken to eliminate the use of forced labour or child\nlabour in its activities and supply chains (if applicable) (1,500-character\nlimit).\n\n  * N/A \n\n15\\. *Does the entity currently provide training to employees on forced labour\nand/or child labour? (Required)\n\n  * Yes \n\n15.1 *If yes, is the training mandatory? (Required)\n\n  * Yes, the training is mandatory for some employees. *** \n\n16\\. Please provide additional information on the training the entity provides\nto employees on forced labour and child labour (if applicable).\n(1,500-character limit).\n\n  * *** Training is mandatory for salaried employees. \n\n17\\. *Does the entity currently have policies and procedures in place to\nassess its effectiveness in ensuring that forced labour and child labour are\nnot being used in its activities and supply chains? (Required)\n\n  * Yes \n\n17.1 *If yes, what method does the entity use to assess its effectiveness?\nSelect all that apply. (Required)\n\n  * Setting up a regular review or audit of the organization's policies and procedures related to forced labour and child labour \n\n18\\. Please provide additional information on how the entity assesses its\neffectiveness in ensuring that forced labour and child labour are not being\nused in its activities and supply chains (if applicable). (1,500-character\nlimit).\n\n  * Through our supplier engagement in key raw materials like palm, cocoa and sugar, we identify action plans to mitigate risk of human rights issues. We understand that these issues can arise further down our supply chain (tier 2 and further), so it is important to us to ensure that our suppliers are aware of the risks and are working to eliminate them in their supply chain. As well, we have a grievance mechanism that we leverage to address social and environmental issues in our supply chain, including forced labour. \n\n_May 30, 2024_\n\n[ ](/)\n\n  * [ About Us ](/about-us)\n  * [ Careers ](/careers)\n  * [ News Centre ](/news-centre)\n  * [ Sustainability ](/sustainability)\n  * [ Business Opportunities ](/business-opportunities)\n  * [ Contact Us ](/contact-us)\n  * [ Awards Archive ](/awards-archive)\n  * [ Consumer Alerts ](/consumer-alerts)\n\n  * [ Fran\u00e7ais ](/fr/node/2317) [ __ ](https://www.facebook.com/BimboCanadaBC/)\n  * [ __ ](https://www.linkedin.com/company/bimbo-canada/)\n\n  * [ Terms of Use ](/terms-use)\n  * [ Privacy Statement ](/privacy-policy)\n  * [ Do Not Sell or Share My Personal Information ](/privacy-preferences)\n  * [ Forced Labour in Canadian Supply Chains ](/forced-labour-canadian-supply-chains)\n  * [ Accessibility ](/sites/default/files/2022-03/Accessibility-Statement-and-Multi-Year-Plan-Bimbo-Canada-EN_ADA-Remediated-2.pdf)\n  * [ Sitemap ](/sitemap)\n\n[ A proud member of Grupo Bimbo  ](https://www.grupobimbo.com/en)\n\n\u00a9 2025 BIMBO CANADA. ALL RIGHTS RESERVED.\n\n",
                "url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
            },
            "reason": "This is the official website of Bimbo Canada, discussing their efforts to combat forced labor in their supply chains. It is a reliable source of information about their specific policies and initiatives.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Bimbo Canada details its efforts to combat forced labor in its supply chains.",
            "url": "https://bimbocanada.com/forced-labour-canadian-supply-chains"
        },
        {
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                    "source": "https://www.fdic.gov/risk-management-manual-examination-policies"
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                "page_content": "Skip to main content\n\nAn official website of the United States government\n\n**The .gov means it\u2019s official.**  \nFederal government websites often end in .gov or .mil. Before sharing\nsensitive information, make sure you\u2019re on a federal government site.\n\n**The site is secure.**  \nThe **https://** ensures that you are connecting to the official website and\nthat any information you provide is encrypted and transmitted securely.\n\n_[ ](/ \"Home\") _\n\nRisk Management Manual of Examination Policies\n\n#  Risk Management Manual of Examination Policies\n\n_Share This:_\n\nShare on Facebook\n\nShare on X\n\nFollow the FDIC on LinkedIn\n\nShare through email\n\nPrint\n\n  * [ Risk Management Manual of Examination Policies ](/risk-management-manual-examination-policies)\n  * [ Section 22.1: Examination Documentation Modules ](/risk-management-manual-examination-policies/section-221-examination-documentation-modules)\n\n[ **Complete Manual** ](/risk-management-manual-examination-policies/complete-\nmanual \"Complete Manual\") , [ **Complete Manual** ](/resources/supervision-\nand-examinations/examination-policies-manual/risk-management-manual-\ncomplete.pdf \"Risk Management Manual of Examination Policies\")\n\n**Current Year Updates:**\n\n**(includes redline versions of updated manual sections)**\n\n[ March 2025 Updates Only ](/risk-management-manual-examination-\npolicies/march-2025-updates-only \"March 2025 Updates Only\")\n\n**Prior Year Updates:**\n\n[ November 2024 Updates Only ](/risk-management-manual-examination-\npolicies/november-2024-updates-only \"November 2024 Updates Only\")  \n[ October 2024 Updates Only ](/risk-management-manual-examination-\npolicies/october-2024-updates-only-zip \"October 2024 Updates Only - ZIP\")  \n[ July 2024 Updates Only ](/risk-management-manual-examination-\npolicies/july-2024-updates-only-zip \"July 2024 Updates Only - ZIP\")  \n[ April 2024 Updates Only ](/risk-management-manual-examination-\npolicies/april-2024-updates-only-zip \"April 2024 Updates Only - ZIP\")  \n[ March 2024 Updates Only ](/resources/supervision-and-\nexaminations/examination-policies-manual/2024-03-updates.zip \"March 2024\nUpdates Only - ZIP\")  \n[ January 2024 Updates Only ](/resources/supervision-and-\nexaminations/examination-policies-manual/2024-01-updates.zip \"January 2024\nUpdates Only - ZIP\")\n\n[ PDF Help  ](/acrobat.html)\n\n* * *\n\n[ Table of Contents  ](/resources/supervision-and-examinations/examination-\npolicies-manual/manual-examinations-toc.pdf)  \n[ Index ](/resources/supervision-and-examinations/examination-policies-\nmanual/manual-examinations-index.pdf)\n\nPart I: Basic Examination Concepts and Guidelines  \nPart II: CAMELS  \nPart III: Other Examination Issues  \nPart IV: Administrative and Enforcement Actions  \nPart V: Examination Reports  \nPart VI: Appendix - Examination Processes and Tools\n\n##  **Part I: Basic Examination Concepts and Guidelines**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n1.1  |  [ Basic Examination Concepts and Guidelines ](/resources/supervision-and-examinations/examination-policies-manual/section1-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-1-1) |  02:17  |  03/2022   \n  \n##  **Part II: CAMELS**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n2.1  |  [ Capital ](/resources/supervision-and-examinations/examination-policies-manual/section2-1.pdf) |  [ Audio ](/media/25366) |  01:36  |  08/2022   \n3.1  |  [ Asset Quality ](/resources/supervision-and-examinations/examination-policies-manual/section3-1.pdf) |  [ Audio ](/media/25371) |  00:06  |  01/2024   \n3.2  |  [ Loans ](/resources/supervision-and-examinations/examination-policies-manual/section3-2.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-3-2) |  08:03  |  07/2024   \n3.3  |  [ Securities ](/resources/supervision-and-examinations/examination-policies-manual/section3-3.pdf) |  [ Audio ](/media/25376) |  01:27  |  03/2024   \n3.4  |  [ Cash and Due from Banks ](/resources/supervision-and-examinations/examination-policies-manual/section3-4.pdf \"section3-4\") |  [ Audio ](/media/25381) |  00:25  |  03/2012   \n3.5  |  [ Premises and Equipment ](/resources/supervision-and-examinations/examination-policies-manual/section3-5.pdf) |  [ Audio ](/media/25386) |  00:24  |  12/2019   \n3.6  |  [ Other Real Estate ](/resources/supervision-and-examinations/examination-policies-manual/section3-6.pdf) |  [ Audio ](/media/25391) |  00:22  |  02/2023   \n3.7  |  [ Other Assets and Liabilities ](/resources/supervision-and-examinations/examination-policies-manual/section3-7.pdf) |  [ Audio ](/media/25396) |  00:48  |  03/2025   \n3.8  |  [ Off-Balance Sheet Activities ](/resources/supervision-and-examinations/examination-policies-manual/section3-8.pdf) |  [ Audio ](/media/25401) |  00:31  |  06/2019   \n4.1  |  [ Management ](/resources/supervision-and-examinations/examination-policies-manual/section4-1.pdf) |  [ Audio ](/media/25406) |  01:42  |  03/2022   \n4.2  |  [ Internal Routine and Controls ](/resources/supervision-and-examinations/examination-policies-manual/section4-2.pdf) |  [ Audio ](/media/25411) |  02:08  |  03/2015   \n4.3  |  [ Related Organizations ](/resources/supervision-and-examinations/examination-policies-manual/section4-3.pdf) |  [ Audio ](/media/25416) |  01:51  |  12/2004   \n4.4  |  [ Fidelity and Other Indemnity Protection ](/resources/supervision-and-examinations/examination-policies-manual/section4-4.pdf) |  [ Audio ](/media/25421) |  00:36  |  12/2004   \n4.5  |  [ Violations of Laws and Regulations ](/resources/supervision-and-examinations/examination-policies-manual/section4-5.pdf) |  [ Audio ](/media/153131) |  00:20  |  02/2019   \n4.6  |  [ Miscellaneous Banking Activities ](/resources/supervision-and-examinations/examination-policies-manual/section4-6.pdf) |  [ Audio ](/media/153136) |  00:09  |  12/2004   \n5.1  |  [ Earnings ](/resources/supervision-and-examinations/examination-policies-manual/section5-1.pdf) |  [ Audio ](/media/153141) |  0:41  |  07/2018   \n6.1  |  [ Liquidity and Funds Management ](/resources/supervision-and-examinations/examination-policies-manual/section6-1.pdf) |  [ Audio ](/media/153221) |  02:40  |  04/2024   \n7.1  |  [ Sensitivity to Market Risk ](/resources/supervision-and-examinations/examination-policies-manual/section7-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-7-1) |  02:00  |  07/2018   \n  \n##  **Part III: Other Examination Issues**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n8.1  |  [ Bank Secrecy Act, Anti-Money Laundering and Office of Foreign Assets Control ](/resources/supervision-and-examinations/examination-policies-manual/section8-1.pdf) |  N/A  |  N/A  |  12/2004   \n9.1  |  [ Bank Fraud and Insider Abuse ](/resources/supervision-and-examinations/examination-policies-manual/section9-1.pdf) |  [ Audio ](/media/153146) |  01:13  |  04/1998   \n10.1  |  [ Suspicious Activity and Criminal Violations ](/resources/supervision-and-examinations/examination-policies-manual/section10-1.pdf) |  [ Audio ](/media/153151) |  01:04  |  11/2017   \n11.1  |  [ International Banking ](/resources/supervision-and-examinations/examination-policies-manual/section11-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-11-1) |  03:58  |  01/2018   \n12.1  |  [ Applications ](/resources/supervision-and-examinations/examination-policies-manual/section12-1.pdf) |  [ Audio ](/media/153171) |  02:07  |  02/2002   \n  \n##  **Part IV: Administrative and Enforcement Actions**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n13.1  |  [ Informal Actions ](/resources/supervision-and-examinations/examination-policies-manual/section13-1.pdf) |  [ Audio ](/media/153176) |  00:11  |  04/2016   \n14.1  |  [ Civil Money Penalties ](/resources/supervision-and-examinations/examination-policies-manual/section14-1.pdf) |  [ Audio ](/media/153181) |  00:23  |  11/2023   \n15.1  |  [ Formal Administrative Actions ](/resources/supervision-and-examinations/examination-policies-manual/section15-1.pdf) |  [ Audio ](/media/153196) |  01:03  |  03/2024   \n  \n##  **Part V: Examination Reports**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n16.1  |  [ Report of Examination Instructions ](/resources/supervision-and-examinations/examination-policies-manual/section16-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-16-1) |  03:38  |  04/2024   \n16.2  |  [ Report of Examination Instructions \u2013 International ](/resources/supervision-and-examinations/examination-policies-manual/section16-2.pdf) |  [ Audio ](/media/153201) |  00:51  |  01/2018   \n17.1a  |  [ Bank of Anytown \u2013 Current Expected Credit Losses ](/resources/supervision-and-examinations/examination-policies-manual/section17-1a.pdf) |  N/A  |  N/A  |  01/2022   \n17.1b  |  [ Bank of Anytown \u2013 Non-Current Expected Credit Losses ](/resources/supervision-and-examinations/examination-policies-manual/section17-1b.pdf) |  N/A  |  N/A  |  01/2022   \n17.2  |  [ Bank of Anytown \u2013 International ](/resources/supervision-and-examinations/examination-policies-manual/section17-2.pdf) |  N/A  |  N/A  |  01/2018   \n18.1  |  [ Report of Investigation Instructions ](/resources/supervision-and-examinations/examination-policies-manual/section18-1.pdf) |  [ Audio ](/media/153211) |  01:05  |  12/2004   \n19.1  |  [ Bank of Anytown \u2013 Report of Investigation ](/resources/supervision-and-examinations/examination-policies-manual/section19-1.pdf) |  N/A  |  N/A  |  02/2002   \n  \n##  **Part VI: Appendix - Examination Processes and Tools**\n\nSection  |  Title  |  Audio  (Note 1)  |  Run Time (Hrs/Mins)  |  Last Updated   \n---|---|---|---|---  \n20.1  |  [ Risk-Focused, Forward-Looking Safety and Soundness Supervision ](/resources/supervision-and-examinations/examination-policies-manual/section20-1.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-20-1) |  00:32  |  04/2021   \n21.1  |  [ Examination Planning ](/resources/supervision-and-examinations/examination-policies-manual/section21-1.pdf) |  [ Audio ](/risk-management-manual-examination-policies/section-21-1-0 \"section-21-1\") |  00:42  |  10/2024   \n21.2  |  [ Supervisory Planning \u2013 Continuous Examinations ](/resources/supervision-and-examinations/examination-policies-manual/section21-2.pdf) |  [ Audio ](/resources/supervision-and-examinations/examination-policies-manual/section-21-2) |  00:20  |  05/2023   \n22.1  |  [ Examination Documentation Modules ](/risk-management-manual-examination-policies/section-221-examination-documentation-modules \" Section 22.1: Examination Documentation Modules\") |  N/A  |  N/A  |  11/2024   \n23.1  |  _Reserved for Future Documents_ |  N/A  |  N/A  |  N/A   \n  \n(Note 1)  The MP3 files may not be complete copies of the PDF files due to the\nexclusion of charts and tables that do not convert well to audio\npresentations. Therefore, the content in the PDF version takes precedence over\nthe content in the Audio version.\n\nLast Updated: March 27, 2025\n\nCONTACT THE FDIC\n\n[ CONTACT US ](/contact)\n\nSTAY INFORMED\n\n[ Follow the FDIC on Facebook  ](https://www.facebook.com/FDICgov/)\n\n[ Share on X  ](https://x.com/FDICgov)\n\n[ Follow the FDIC on Instagram  ](https://www.instagram.com/fdicgov/)\n\n[ Follow the FDIC on LinkedIn  ](https://www.linkedin.com/company/fdic/)\n\n[ Follow the FDIC on Flickr  ](https://www.flickr.com/photos/187818557@N05/)\n\n[ Follow the FDIC on YouTube  ](https://youtube.com/user/FDICchannel/)\n\nHOW CAN WE HELP YOU?\n\n[ ](https://www.omniture.com/ \"Web Analytics\")\n\n",
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                    "source": "https://www.centralbankbahamas.com/bank-supervision/financial-industry-regulations"
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                    "source": "https://www.waterboards.ca.gov/laws_regulations/"
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                "page_content": "\n\n#  Laws and Regulations\n\n##  Quick Links\n\n  * Service of Process \n  * Laws & Regulations Relevant to Current Public Proceedings \n  * California Code of Regulations \n  * Final Amendments to Water Quality Petitions Regulations - Effective January 1, 2015 \n\n  * [ Water Quality Petitions ](../public_notices/petitions/water_quality/)\n  * Ex Parte Communications \n  * Additional Information \n  * Laws & Regulations Applicable to Conduct of Meetings and Proceedings \n\n[ Subscribe on-line ](/resources/email_subscriptions/) to our email lists and\nreceive updates on various topics.\n\n##  Service of Process\n\nIn lieu of personal service, the State Water Resources Control Board and the\nnine California Regional Water Quality Control Boards commit to accepting\nservice of summons via a notice of acknowledgment and receipt (Code of Civil\nProcedure section 415.30) if the notice and the papers being served are\nemailed to the following agency email address: [ OCC-Service-Of-\nProcess@waterboards.ca.gov ](mailto:OCC-Service-Of-Process@waterboards.ca.gov)\n\nFor questions related to service of subpoenas and other legal papers, please\nsend an email to the address above.\n\n##  Laws and Regulations Relevant to Current Public Proceedings\n\n  * [ California Water Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=WAT&tocTitle=+Water+Code+-+WAT)   \nThe official Water Code on the California Legislative Counsel Website\n\n  * [ California Health & Safety Code ](http://leginfo.legislature.ca.gov/faces/codesTOCSelected.xhtml?tocCode=HSC&tocTitle=+Health+and+Safety+Code+-+HSC)   \nThe official Health & Safety Code on the California Legislative Counsel\nWebsite, which contains provisions relating to drinking water and underground\nstorage tanks.\n\nThe State Water Board also maintains compilations of various laws relevant to\ndifferent areas of the water boards\u2019 responsibilities. While every effort is\nmade to ensure these compilations are accurate and up-to-date, you should\nconsult the official version of the California Code or the United States Code\nif in doubt.\n\n  * [ Statutory Water Rights Laws ](docs/wrlaws.pdf) \\- effective January 1, 2025   \nCalifornia Water Code (particularly Division 2) and other California Code\nsections relevant to water rights\n\n  * [ Porter-Cologne Water Quality Control Act ](docs/portercologne.pdf) \\- effective January 1, 2025   \nExcerpts of California Water Code, Division 7 (Water Quality)\n\n  * [ California Safe Drinking Water Laws ](docs/drinking-water-code.pdf) \\- effective January 1, 2025   \nExcerpts of California Health & Safety Code applicable to safe drinking water\nand environmental laboratory accreditation.\n\n  * [ Sustainable Groundwater Management Act (SGMA) & Groundwater Adjudications ](docs/4-4-2026-sgma-booklet.pdf) \u2013 effective January 1, 2025 Excerpts of the California Water Code, California Government Code, Title 23 of the California Code of Regulations, and the California Code of Civil Procedure related to SGMA and groundwater adjudications. \n  * [ Federal Clean Water Act ](docs/fedwaterpollutioncontrolact.pdf) \\- Title 33, U.S.C. sections 1251 and following  [Updated to include 2011 Amendments] \n  * [ Title 40 of the Code of Federal Regulations ](http://www.gpo.gov/fdsys/browse/collectionCfr.action?collectionCode=CFR&searchPath=Title+40%2FChapter+I&oldPath=Title+40&isCollapsed=true&selectedYearFrom=2010&ycord=1510) \\- Code of Federal Regulations, Title 40 (Protection of the Environment) maintained by the Government Printing Office \n  * [ Human Right to Water ](http://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=WAT&sectionNum=106.3) \\- effective January 1, 2013 California Water Code (Division 1, Section 106.3)   \nEstablishes that every human being has the right to safe, clean, affordable,\nand accessible water adequate for human consumption, cooking, and sanitary\npurposes.\n\nThe State Water Board's Division of Drinking Water (DDW) has a compilation of\nstatutes related to drinking water and recycled water. These are included in [\nDDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.shtml) .\n\n##  California Code of Regulations\n\n  * [ California Code of Regulations ](https://govt.westlaw.com/calregs/Index?bhcp=1&transitionType=Default&contextData=\\(sc.Default\\))   \nThe entire California Code of Regulations maintained by the California Office\nof Administrative Law (OAL)\n\n  * [ Title 27. Environmental Protection ](http://government.westlaw.com/linkedslice/default.asp?li=%7B2F6173EC-EA04-4F8A-96D3-92BA4F967A6E%7D&RS=GVT1.0&VR=2.0&SP=CCR-1000)   \nTitle 27 (Environmental Protection), Division 2, Subdivision 1 (Consolidated\nRegulations or Treatment, Storage, Processing or Disposal of Solid Waste) of\nthe California Code of Regulations on the OAL Website\n\n  * [ Plans and Policies ](../plans_policies/)   \nWater Quality Control Plans (Basin Plans) and State Policies for Water Quality\nControl have the legal force and effect of regulation.\n\nThe State Water Board also maintains compilations of regulations in different\nareas of the water boards\u2019 responsibilities. While every effort is made to\nensure these compilations are accurate and up-to-date, you should consult the\nofficial California Code of Regulations if in doubt.\n\n  * [ Title 23. Waters (Division 3) \u2013 Conflict of Interest Code for the State Water Board ](docs/conflict-of-interest-code.pdf) (2023) \n  * [ Title 23. Waters (Division 3) - Portions Pertaining to SGMA and Water Rights ](docs/ccr_ch16_202010.pdf) \\- effective January 1, 2021   \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to water rights laws and proceedings.  \nA more current version of SGMA statutes and regulations is available in the\nSustainable Groundwater Management Act (SGMA) & Groundwater Adjudications\nlink, above.\n\n  * [ Title 23. Waters (Division 3) - Meeting Regulations ](docs/waterboards_meeting_regs.pdf)   \nExcerpts of the portions of Title 23 (Waters) of the California Code of\nRegulations pertaining to meetings before the water boards.\n\n  * [ Title 27. Environmental Protection (Division 2) - Solid Waste ](../water_issues/programs/land_disposal/docs/t27w97j.pdf)   \nExcerpts of the portions of Title 27 (Environmental Protection) of the\nCalifornia Code of Regulations pertaining to Consolidated Regulations or\nTreatment, Storage, Processing or Disposal of Solid Waste.\n\nDDW has a compilation of regulations related to drinking water and recycled\nwater. These are included in [ DDW\u2019s Drinking Water Lawbook\n](/drinking_water/certlic/drinkingwater/Lawbook.html) .\n\n##  Final Amendments to Water Quality Petitions Regulations - Effective\nJanuary 1, 2015\n\n  * [ Full Text of Final Amendments ](docs/fnlamnd_eff010115.pdf) . Approved by State Water Boards on October 7, 2014. Approved by Office of Administrative Law on November 25, 2014. Effective January 1, 2015. \n  * [ Public Notice of October 7, 2014 Hearing ](docs/notice_wqpet092214.pdf) To Consider Adoption of Proposed Amendments to Water Quality Petition Regulations \n  * [ Transmittal Letter to Interested Parties Re: Regulations ](docs/transmittal_letter.pdf) \\- March 7, 2014 \n  * [ Notice of Proposed Rulemaking ](docs/proposed_rm2014feb.pdf) \\- February 2014 \n  * [ Initial Statement of Reasons ](docs/initial_sr2014feb.pdf) \\- February 2014 \n  * [ Full Text of Proposed Amendments ](docs/wqpetitionregs2014feb.pdf) to California Code of Regulations, Title 23. Waters. Division 3. State Water Resources Control Board. Chapter 6. Rules Governing Review By State Board of Action or Failure to Act By Regional Board - February 2014 \n\n##  Laws and Regulations Applicable to the Conduct of Board Meetings and\nAdjudicative Proceedings\n\n  * [ Bagley-Keene Open Meeting Act ](docs/bagleykeene.pdf) \\- effective January 1, 2024 \n  * [ Administrative Adjudication Statutes ](docs/occ_meeting_provisions.pdf) \\- effective January 1, 2024 \n  * [ Water Boards' Meeting Regulations ](docs/waterboards_meeting_regs.pdf) \\- effective January 1, 2008 \n  * [ Question and Answer Document on Adjudicative Proceedings ](docs/adjudicative_hearing_process.pdf)\n\n##  Water Quality Petitions\n\n  * [ Water Quality Petitions Web Page ](/public_notices/petitions/water_quality/index.shtml)   \nIncludes instructions for filing water quality petitions and opportunity to\ndownload electronic versions of water quality petitions are now available at\nthe Water Quality Petitions webpage.\n\n##  Ex Parte Communications\n\n  * [ Ex Parte Communications Questions and Answers ](docs/exparte.pdf) [Updated April 25, 2013 to include Question 45 concerning site visits and pending general orders] \n  * Ex Parte Communication Disclosure Form for General Orders [ [ Fill-In PDF Form and Instructions ](docs/exparte_form.pdf) ] \n    * If possible, please download the form, complete it electronically, then email it to the referenced email inbox. This will help us to distribute and post the forms to the State Board\u2019s website. \n\n_Note: This form is for ex parte communications to State Water Board members\nonly. For Regional Water Board communications, please go to the respective\nboard\u2019s website ([ www.waterboards.ca.gov/waterboards_map.shtml\n](../waterboards_map.shtml) ) _ .\n\n  * Pending General Orders Subject to Water Code Section 13287 Ex Parte Disclosure Requirements   \nBelow is a list of matters pending before the State Water Board subject to the\ndisclosure requirements of Water Code section 13287. Other pending orders or\nwater quality petitions, not in abeyance, before the State Water Board are\nsubject to the prohibition on ex parte communications.\n\nGeneral Order  |  Scheduled Adoption Meeting  |  **Ex Parte Prohibition in Effect**  \n---|---|---  \nGeneral Waste Discharge Requirements for Winery Process Water  |  January 20, 2021  |  January 13, 2021   \nGeneral NPDES Permit for Discharges from Utility Vaults and Underground Structures  |  October 21, 2014  |  October 7, 2014   \nAmendments to Aquatic Animal Invasive Species Control Permit  |  October 21, 2014  |  October 7, 2014   \nGeneral NPDES Permit for Discharges from Drinking Water Systems  |  November 4, 2014  |  October 21, 2014   \nRecycled Water Waste Discharge Requirements  |  June 3, 2014  |  May 26, 2014   \nCompost General Waste Discharge Requirements  |  N/A  |  N/A   \nPetitions A-2209(a)-(e) (Central Coast Water Board, Conditional Waiver for Irrigated Lands)  |  N/A  |  N/A   \nPetitions A-2239(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the East San Joaquin Watershed)  |  N/A  |  N/A   \nPetition A-2269 (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture for Discharges Not Participating in Third-Party Groups)  |  N/A  |  N/A   \nPetitions A-2278(a)-(c) (Central Valley Water Board, General Waste Discharge Requirements for Irrigated Agriculture in the Tulare Lake Basin for Dischargers Participating in a Third-Party Group)  |  N/A  |  N/A   \nPetitions A-2283(a)-(b) (Central Valley Water Board, General Waste Discharge Requirements for Existing Milk Cow Dairies)  |  N/A  |  N/A   \nPetitions A-2751(a)\u2013(b) (Central Coast Water Board, General Waste Discharge Requirements for Discharges from Irrigated Lands)  |  N/A  |  N/A   \n  \n##  Additional Information\n\n  * [ Incompatible Activities Statement ](docs/incompatible_activities_statement.doc)\n  * [ Regulated Local Agencies ](docs/regagencies.doc)\n  * [ Waste Discharge Fee Schedules ](/resources/fees/) \\- Amended California Code of Regulations Title 23 \n  * [ SWRCB Conflict of Interest Code ](docs/conflict-of-interest-code.pdf) (effective 10/20/2023) \n\n(Page last updated 04/04/2025 )\n\n_Water is a precious resource in California, and maintaining its quality is of\nutmost importance to safeguard the health of the public and the environment._\n\n####  Statewide Campaigns\n\n  * [ EPA Water Sense ](https://www.epa.gov/watersense)\n  * [ Report an Environmental Concern ](https://calepacomplaints.secure.force.com/complaints/)\n  * [ Save Our Water ](https://saveourwater.com/)\n  * [ Flex Alert ](https://www.flexalert.org)\n  * [ Register to Vote ](https://registertovote.ca.gov/)\n\n[ ](https://covid19.ca.gov/)\n\n####  Quick Links\n\n  * [ Board Agendas ](/board_info/agendas/)\n  * [ Fees ](/resources/fees/)\n  * [ Make a Payment ](/make_a_payment/)\n  * [ Grievance Procedure 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Board\n\n  * [ Abbreviations and Acronyms ](/publications_forms/available_documents/water_words/acronyms.pdf)\n  * [ Board Priorities ](/board_info/priorities/)\n  * [ Decisions Pending &   \nOpportunities for Public Participation ](/board_info/calendar/)\n\n  * [ Employment ](/about_us/employment/)\n  * [ Frequently Asked Questions ](/resources/faqs/)\n  * [ Grants & Loans ](/water_issues/programs/grants_loans/)\n  * [ Laws / Regulations ](/laws_regulations/)\n  * [ Plans / Policies ](/plans_policies/)\n  * [ Public Records Center ](/resources/public_records/)\n  * [ Publications / Forms ](/publications_forms/)\n\n  * Back to Top \n  * [ Conditions of Use ](/conditions_of_use.html)\n  * [ Privacy Policy ](/privacy_policy.html)\n  * [ Accessibility ](/accessibility.html)\n  * [ Contact Us ](/about_us/contact_us/index.html)\n\n  * [ Facebook  ](https://www.facebook.com/CaliforniaWaterBoards)\n  * [ LinkedIn  ](https://www.linkedin.com/company/state-water-resources-control-board)\n  * [ X  ](https://x.com/CaWaterBoards)\n  * [ Instagram  ](https://www.instagram.com/ca.water.boards/)\n  * [ Board YouTube  ](https://www.youtube.com/user/BoardWebSupport)\n\n[ Website Accessibility Certification ](/docs/ed_cio_statement.pdf)  \n  \nCopyright \u00a9 State of California\n\nThe California Water Boards include the [ State Water Resources Control Board\n](https://www.waterboards.ca.gov) and nine [ Regional Boards\n](https://www.waterboards.ca.gov/waterboards_map.html)  \nThe State Water Board is one of six environmental entities operating under  \nthe authority of the California Environmental Protection Agency  \n[ CalEPA ](https://calepa.ca.gov) | [ ARB ](https://ww2.arb.ca.gov/) | [ CalRecycle ](https://www.calrecycle.ca.gov) | [ DPR ](https://www.cdpr.ca.gov) | [ DTSC ](https://www.dtsc.ca.gov) | [ OEHHA ](https://oehha.ca.gov/) | [ **SWRCB** ](https://www.waterboards.ca.gov)\n\n.\n\n",
                "url": "https://www.waterboards.ca.gov/laws_regulations/"
            },
            "reason": "This is the official website for the California Water Boards, providing direct access to laws and regulations related to water quality and management in California. It is a reliable source for regulatory compliance information related to water resources.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Official website for the California Water Boards providing access to water-related laws and regulations.",
            "url": "https://www.waterboards.ca.gov/laws_regulations/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "7dd4c67b-6fe1-4d17-9768-4627c5d5d02e",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
                },
                "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  * [ 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](/privacy/privacy-and-security-notice)\n\n##  Connect.\n\n  * [ Data ](/data)\n  * [ Inspector General ](https://www.epaoig.gov/)\n  * [ Jobs ](/careers)\n  * [ Newsroom ](/newsroom)\n  * [ Regulations.gov ](https://www.regulations.gov/)\n  * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n  * [ USA.gov ](https://www.usa.gov/)\n  * [ White House ](https://www.whitehouse.gov/)\n\n##  Ask.\n\n  * [ Contact EPA ](/home/forms/contact-epa)\n  * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n  * [ Hotlines ](/aboutepa/epa-hotlines)\n  * [ FOIA Requests ](/foia)\n  * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n  * Site Feedback \n\n##  Follow.\n\n  * [ ](https://www.facebook.com/EPA)\n  * [ ](https://x.com/epa)\n  * [ ](https://www.youtube.com/user/USEPAgov)\n  * [ ](https://www.flickr.com/photos/usepagov)\n  * [ ](https://www.instagram.com/epagov)\n\n  *[\n          NPDWR)\n         ]: National Primary Drinking Water Regulations\n  *[\n             MCLG\n            ]: Maximum Contaminant Level Goal\n  *[\n             MCL\n            ]: Maximum Contaminant Level\n  *[\n             TT\n            ]: Treatment Technique\n  *[\n             HPC\n            ]: Heterotrophic plate count\n  *[\n              HPC\n             ]: Heterotrophic plate count\n  *[\n             mg/L\n            ]: Milligrams per Liter\n  *[\n             HAA5)\n            ]: Haloacetic acids\n  *[\n             TTHMs\n            ]: Total Trihalomethanes\n  *[\n              Cl\n              \n               2\n              \n             ]: Chlorine\n  *[\n             MRDLG\n            ]: Maximum Residual Disinfectant Level Goal\n  *[\n             MRDL\n            ]: Maximum Residual Disinfectant Level\n  *[\n             Cl\n             \n              2\n             \n            ]: Chlorine\n  *[\n             ClO\n             \n              2\n             \n            ]: Chlorine dioxide\n  *[\n             MFL\n            ]: Million Fibers per Liter\n  *[\n             DBCP\n            ]: 1,2-Dibromo-3-chloropropane\n  *[\n             2,3,7,8-TCDD\n            ]: Dioxin\n  *[\n             PCBs\n            ]: Polychlorinated biphenyls\n  *[\n             pCi/L\n            ]: Picocuries per Liter\n  *[\n              ug/L\n             ]: microgram per liter\n  *[\n           MCLG\n          ]: Maximum Contaminant Level Goal\n  *[\n           MCL\n          ]: Maximum Contaminant Level\n  *[\n           MRDLG\n          ]: Maximum Residual Disinfectant Level \n\nGoal\n\n  *[\n           MRDLGs\n          ]: Maximum Residual \n\nDisinfectant Level Goal\n\n  *[\n           TT\n          ]: Treatment Technique\n  *[\n           MRDL\n          ]: Maximum Residual Disinfectant Level\n  *[\n          mg/L\n         ]: Milligrams per Liter\n  *[\n          PPM\n         ]: Parts per Million\n  *[\n           (NTU)\n          ]: Nephelometric \n\nTurbidity Unit\n\n  *[\n           NTUs\n          ]: Nephelometric Turbidity \n\nUnits\n\n  *[\n           HPC)\n          ]: Heterotrophic Plate Count\n  *[\n           GWUDI\n          ]: Groundwater Under The Direct Influence\n  *[\n          TC-positive\n         ]: Total Coliform-positive\n  *[\n          MCL\n         ]: Maximum Contaminant Level\n  *[\n          MCLG\n         ]: Maximum Contaminant Level \n\nGoal\n\n  *[\n          MCLGs\n         ]: Maximum Contaminant Level Goals\n  *[\n           mg/L\n          ]: Milligrams per Liter\n\n",
                "url": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
            },
            "reason": "This is an official document from the EPA (Environmental Protection Agency), a U.S. government agency. It details national primary drinking water regulations, making it a highly reliable source for environmental regulatory compliance.",
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            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Official document from the EPA detailing national primary drinking water regulations.",
            "url": "https://www.epa.gov/ground-water-and-drinking-water/national-primary-drinking-water-regulations"
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                    "ext_id": "f963c0c1-01b9-4b0e-8fb4-680dc49bb9a5",
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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"
                },
                "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"
            },
            "reason": "This is an official document from the National Credit Union Administration (NCUA), a U.S. government agency. It provides guidance on compliance management systems and compliance risk, making it a highly reliable source for regulatory compliance in the credit union sector.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Official document from the NCUA providing guidance on compliance management systems and compliance risk.",
            "url": "https://ncua.gov/regulation-supervision/manuals-guides/federal-consumer-financial-protection-guide/compliance-management/compliance-management-systems-and-compliance-risk"
        },
        {
            "content": {
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                    "origin": "public",
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                    "resource_type": "webpage",
                    "source": "https://www.mwe.com/resource/global-privacy-cybersecurity-resource-center/"
                },
                "page_content": "#  GLOBAL PRIVACY & CYBERSECURITY\n\n##  RESOURCE CENTER\n\nSection Content\n\n  * State Privacy Law Map \n  * Featured \n  * Quick Reference \n  * Webinar Recordings & Industry Events \n  * Insights \n  * In the News \n  * Get In Touch \n\nWhether you are navigating the increasingly complex web of emerging privacy\nlaws, responding to a data incident, unleashing the power of the data you\ncollect, finding ways to safeguard the valuable information you hold, or\notherwise in need of a data-based \u201cgut check,\u201d McDermott\u2019s [ Global Privacy &\nCybersecurity Group ](https://www.mwe.com/people/?ser=367) provides the\npractical guidance to minimize risk and drive your business forward.\n\n[ CONTACT US ](https://www.mwe.com/global-privacy-cybersecurity-contact-us/)  \n[ SUBSCRIBE ](https://www.mwe.com/global-privacy-cybersecurity-subscribe/)\n\n###  MAPPING CONSUMER PRIVACY\n\nThe privacy landscape is rapidly changing as new state consumer privacy laws\ncome into effect each year. This map tracks the states that have passed and\nenacted laws and provides a summary of each law.\n\nClick on a green state for an overview of its consumer privacy law or a purple\nstate for an overview of its consumer health privacy law. To download a\nsummary of all of the state consumer privacy laws, click below.\n\n[ DOWNLOAD NOW ](https://www.mwe.com/pdf/mapping-consumer-privacy/)\n\n####\n\nConsumer Privacy Law\n\nConsumer Health Privacy Law\n\nClick on a green state for an overview of its consumer privacy law or a purple\nstate for an overview of its consumer health privacy law.\n\n#####  Disclaimer\n\nThis site does not constitute legal advice. All research contained herein\nshould be verified prior to reliance thereon, and a lawyer should be consulted\nto assess its applicability to any particular model of care. By accessing this\nsite, you accept the terms of our privacy policy and you acknowledge your\nunderstanding that this tool is not a replacement for legal counsel. There is\nno guarantee that this research is up to date, as laws and regulations in this\nspace continue to evolve.\n\nLAST UPDATED June 2024.\n\n###  FEATURED\n\n####  COOKIES AND ONLINE TRACKING TECHNOLOGIES: WHAT YOU NEED TO KNOW\n\nThe risk associated with cookies and other online tracking technologies \u2013\ncommonly used for online marketing, analytics, and many other purposes \u2013 is\ngreater now than at any other point.\n\nStay ahead of these challenges and understand what you need to know to comply\nwith the latest website tracking regulations \u2013 while still maximizing the\nvalue of your data \u2013 with the resources below.\n\n  * [ **Register for our May 1 webinar** ](https://mwe.zoom.us/webinar/register/WN_Va8Wmbl3TKSju26u4GvkOw#/registration) on navigating cookie compliance, including practical tips to configure consent management and an overview of scanning tools to mitigate risk. \n  * **[ Learn practical and actionable insights ](https://www.mwe.com/insights/data-privacy-and-cybersecurity-in-2025-website-tracking/) ** from a Q&A with our data privacy lawyers. \n  * **[ View the recording and key takeaways ](https://www.mwe.com/events/cookie-deep-dive-maximizing-value-while-minimizing-risk/) ** from our webinar on how to maximize value while minimizing risk with cookies. \n\n###  QUICK REFERENCE\n\nOur data privacy and cybersecurity lawyers help companies acquire, maximize\nand protect their data and security systems in a compliant manner. Download\nour quick-reference guides and [ contact us ](https://www.mwe.com/global-\nprivacy-cybersecurity-contact-us/) to discuss how we can help.\n\n#### [ MAKING THE MOST OUT OF YOUR DATA  Companies need to be aware of the\nrapidly shifting legal privacy landscape when looking for ways to acquire and\nmaximize data. Keep in mind these necessary considerations as you navigate\nyour data lifecycle.  ](https://www.mwe.com/pdf/making-the-most-out-of-your-\ndata/)\n\n#### [ LEVERAGING DATA FOR MARKETING  Data is the key to understanding your\naudience, sharpening your targeting and highlighting new opportunities for\ngrowth. Follow these steps to make sure you\u2019re leveraging data for marketing\nin a compliant way.  ](https://www.mwe.com/pdf/leveraging-data-for-marketing/)\n\n#### [ SUPPLY CHAIN CYBERSECURITY RISK  When there is a breach involving\ncritical systems and/or sensitive information, businesses must navigate an\nevolving, complex legal landscape. Refer to these best practices to prepare\nfor a supply chain cybersecurity risk.  ](https://www.mwe.com/pdf/supply-\nchain-cybersecurity-risk/)\n\n#### [ CHECKLIST: BAD LEAVER CONSIDERATIONS  No matter the circumstances\nsurrounding an employee departure, there are steps that companies can and\nshould take to protect themselves when an employee departs. Use this checklist\nto prepare for the departure.  ](https://www.mwe.com/pdf/checklist-bad-leaver-\nconsiderations/)\n\n#### [ HOW TO PREVENT AND RESPOND TO SNATCH RANSOMWARE  Snatch ransomware is a\nserious cyber threat that can compromise the data and reputation of\norganizations in various industries. Implement these best practices to help\nprevent and mitigate Snatch ransomware attacks.\n](https://www.mwe.com/pdf/how-to-prevent-and-respond-to-snatch-ransomware/)\n\n###  WEBINAR RECORDINGS & INDUSTRY EVENTS\n\n####  COOKIE DEEP DIVE: MAXIMIZING VALUE WHILE MINIMIZING RISK\n\nGain a better understanding of how to leverage cookies and other tracking\ntechnologies for your business needs while avoiding litigation and regulatory\nrisks.\n\n####  NAVIGATING THE FINAL CMMC RULE\n\nDive into the new CMMC Program and its implications for federal contractors\nand service providers.\n\n[ ](https://www.mwe.com/events/navigating-the-final-cmmc-rule/)\n\n#### [ PRIVACY LEGISLATION: WHAT TO KNOW FROM 2024 AND PREDICTIONS FOR 2025\nFind out how the current state consumer privacy laws impact your business and\nhow to prepare for upcoming changes to avoid compliance risk.\n](https://www.mwe.com/events/privacy-legislation-what-to-know-from-2024-and-\npredictions-for-2025/)\n\n#### [ UNDERSTANDING THE NEW SEC REQUIREMENTS FOR CYBERSECURITY INCIDENT\nREPORTING  Learn about the nuances of voluntarily disclosing immaterial\nincidents and early disclosures under different items of Form 8-K,\nparticularly Item 8.01.  ](https://www.mwe.com/events/understanding-the-new-\nsec-requirements-for-cybersecurity-incident-reporting/)\n\n#### [ UNPACKING THE EUROPEAN DIGITAL PACKAGE: CYBERSECURITY  Dive into the\nNIS2 Directive that shapes the cybersecurity landscape in Europe.\n](https://www.mwe.com/events/unpacking-the-european-digital-package-\ncybersecurity/)\n\n#### [ HOW TO PREPARE FOR NEW STATE HEALTH PRIVACY LAWS  Find out how new\nstate privacy laws regulating health data apply, what they require, and\npractical tips to implement and operationalize compliance.\n](https://www.mwe.com/events/how-to-prepare-for-new-state-health-privacy-\nlaws/)\n\n#### [ THE FUTURE OF EU AND US ADTECH COMPLIANCE: WHAT YOU NEED TO KNOW  Learn\npractical tips for addressing the regulatory enforcement, litigation and other\nlegal risks associated with AdTech and other cookie and online tracker uses.\n](https://www.mwe.com/events/the-future-of-eu-and-us-adtech-compliance-what-\nyou-need-to-know/)\n\n#### [ AI AND THE NEXT FRONTIER: UNDERSTANDING WHAT\u2019S AHEAD IN PRIVACY &\nCYBERSECURITY  Explore best practices to prepare your business for the rapidly\nevolving risks and challenges posed by artificial intelligence (AI).\n](https://www.mwe.com/events/ai-and-the-next-frontier-understanding-whats-\nahead-in-privacy-and-cybersecurity/)\n\n[ VIEW MORE ](https://www.mwe.com/insights/?ser=367&eve=1832,52511,1834,17401)\n\n###  INSIGHTS\n\n####  ARTICLES\n\n[ New PCI DSS 4.0 Credit Card Requirements Effective April 1, 2025\n](https://www.mwe.com/insights/new-pci-dss-4-0-credit-card-compliance-\nrequirements-effective-april-1-2025/) , April 18, 2025\n\n[ Virginia Strengthens Reproductive Health Data Protections With a Private\nRight of Action ](https://www.mwe.com/insights/virginia-strengthens-\nreproductive-health-data-protections/) , April 11, 2025\n\n[ CPPA Proposes Accessible Deletion Mechanism Regulations for Data Brokers\n](https://www.mwe.com/insights/cppa-proposes-accessible-deletion-mechanism-\nregulations-for-data-brokers/) , March 4, 2025\n\n[ California AG Issues Two AI Legal Advisories\n](https://www.mwe.com/insights/california-ag-issues-two-ai-legal-advisories/)\n, February 5, 2025\n\n[ New York Passes Restrictive Health Information Privacy Act\n](https://www.mwe.com/insights/new-york-passes-restrictive-health-information-\nprivacy-act/) , January 24, 2025\n\n[ Data Privacy and Cybersecurity Developments We Are Watching in 2025\n](https://www.mwe.com/insights/data-privacy-and-cybersecurity-developments-we-\nare-watching-in-2025/) , January 6, 2025\n\n[ SEC Settlements Signal Increased Scrutiny of Cybersecurity Disclosures\n](https://www.mwe.com/insights/sec-settlements-signal-increased-scrutiny-of-\ncybersecurity-disclosures/) , November 25, 2024\n\n[ EdTech and Privacy: Navigating a Shifting Regulatory Landscape\n](https://www.mwe.com/insights/edtech-and-privacy-navigating-a-shifting-\nregulatory-landscape/) , October 30, 2024\n\n[ NYDFS Issues Letter Highlighting Cybersecurity Risks of AI\n](https://www.mwe.com/insights/nydfs-issues-letter-highlighting-cybersecurity-\nrisks-of-ai/) , October 18, 2024\n\n####  GUIDES\n\n[ Navigating DOJ\u2019s Final Rule on Preventing Access to Bulk US Sensitive Data\n](https://www.mwe.com/insights/dojs-final-rule-on-preventing-access-to-bulk-\nus-sensitive-data/) , April 7, 2025\n\n[ Cybersecurity Maturity Model Certification: Insights and Resources\n](https://www.mwe.com/insights/cybersecurity-maturity-model-certification-\ninsights-and-resources/) , January 2025\n\n[ Data Privacy and Cybersecurity in 2025 Q&A Series: Website Tracking, PCI DSS\n4.0, and EU Data Act and Cybersecurity Frameworks\n](https://www.mwe.com/insights/data-privacy-and-cybersecurity-in-2025-qa-\nseries/) , February 2025\n\n[ Preparing for CIRCIA\u2019s Reporting Requirements and Avoiding Its Harsh\nPenalties ](https://www.mwe.com/pdf/preparing-for-circias-reporting-\nrequirements-and-avoiding-its-harsh-penalties/) , October 7, 2024\n\n[ For the General Counsel\u2019s Desk: Managing Enforcement Risks Involving\nCookies, Pixels, and Other Tracking Technologies\n](https://www.mwe.com/insights/managing-enforcement-risks-involving-cookies-\npixels-and-other-tracking-technologies/) , August 17, 2023\n\n[ Creating a Cyber Volunteer Force: Strategy and Options\n](https://www.mwe.com/insights/creating-a-cyber-volunteer-force-strategy-and-\noptions/) , March 2023\n\n####  VIDEOS\n\n[ New State Privacy Laws Series ](https://www.mwe.com/insights/new-state-\nprivacy-laws-series/) , July 2023\n\n[ Unpacking the European Digital Package Series\n](https://www.mwe.com/insights/unpacking-the-european-digital-package-series/)\n, July 2023\n\n[ VIEW MORE ](https://www.mwe.com/insights/?ser=367&ins=277)\n\n###  IN THE NEWS\n\n[ What Do Financial vs State Privacy Laws Have in Common?\n](https://www.mwe.com/media/ep-19-what-do-financial-vs-state-privacy-laws-\nhave-in-common/) , _Privacy Laws_ , January 15, 2024\n\n[ Reviewing 2024\u2019s Evolving EdTech Privacy Regulations\n](https://www.mwe.com/media/reviewing-2024s-evolving-edtech-privacy-\nregulations/) , _Law360_ , January 15, 2024\n\n[ McDermott Represents Pango Group in its Merger with Total Security to Form\nPoint Wild ](https://www.mwe.com/media/mcdermott-represents-pango-group-in-\nits-merger-with-total-security-to-form-point-wild/) , _Press Release_ ,\nDecember 13, 2024\n\n[ European Regulation on AI: An Opportunity for Better Investment?\n](https://www.mwe.com/media/european-regulation-on-ai-an-opportunity-for-\nbetter-investment/) , _L\u2019Agefi_ , November 27, 2024\n\n[ Video Surveillance in Nursing Home Rooms: Clarification from the CNIL\n](https://www.mwe.com/media/video-surveillance-in-nursing-home-rooms-\nclarification-from-the-cnil/) , _Lefebvre Dalloz_ , November 2024\n\n[ The Data Act Opens Up Access to Industrial Data\n](https://www.mwe.com/media/the-data-act-opens-up-access-to-industrial-data/)\n, _Les Echos Capital Finance_ , November 8, 2024\n\n[ Data Privacy | Anonymization of Personal Health Data ](https://www.mwe.com/media/data-privacy-anonymization-of-personal-health-data/) , _Lexis 360 Intelligence_ , November 2024 \n\n[ EU: Understanding the Interplay Between the AI Act and Machinery Regulation\n](https://www.mwe.com/media/eu-understanding-the-interplay-between-the-ai-act-\nand-machinery-regulation/) , _OneTrust DataGuidance_ , September 2024\n\n[ VIEW MORE ](https://www.mwe.com/media/?ser=367)\n\n###  GET IN TOUCH\n\n[ ](https://www.mwe.com/people/morgan-michael/)\n\n### [ Michael G. Morgan  ](https://www.mwe.com/people/morgan-michael/)\n\nPartner  | [ Los Angeles ](https://www.mwe.com/locations/los-angeles/) , [ Silicon Valley ](https://www.mwe.com/locations/silicon-valley/)\n\n[ __ Email ](mailto:mmorgan@mwe.com) /  [ +1 310 551 9366 ](tel:+1 310 551\n9366) /  [ +1 650 815 7529 ](tel:+1 650 815 7529)  \n[ View Profile ](https://www.mwe.com/people/morgan-michael/)\n\n  * [ Alumni ](https://www.mwe.com/alumni/)\n  * [ Legal Notices/Imprint ](/legal/legal-notices/)\n  * [ Privacy & Cookie Policy ](/legal/privacy-policy/)\n  * [ Terms of Use ](/legal/terms-of-use/)\n  * [ McDermott Remote Desktop ](https://remote.mwe.com)\n  * [ McDermott Access ](https://access.mwe.com)\n\n  * [ Subscribe ](https://www.mwe.com/subscribe/)\n  * [ Contact Us ](https://www.mwe.com/contact-us/)\n\n[ ](https://www.linkedin.com/company/mcdermott-will-&-emery) [\n](https://www.xing.com/pages/mcdermott) [\n](https://www.facebook.com/McDermottWillandEmery) [\n](https://www.instagram.com/mcdermott_law/) [ ](https://x.com/mcdermottlaw) [\n](https://www.youtube.com/user/mcdermottchannel)\n\n* * *\n\n  * Related Site: \n\n  * [ McDermott+ ](https://www.mcdermottplus.com/)\n  * [ Farragut Square Group ](https://www.farragutsquaregroup.com/)\n\n* * *\n\nAttorney Advertising  \n\u00a9 2025 McDermott Will & Emery\n\nCALIFORNIA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-california/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nCalifornia Consumer Privacy Act of 2018 as amended by California Privacy\nRights Act of 2020 (CCPA As Amended)\n\n**_Statute Cite_ **\n\n[ CAL. CIV. CODE \u00a7\u00a7 1798.100-1798.199.100 (West 2023)\n](https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?division=3.&part=4.&lawCode=CIV&title=1.81.5)\n\n**_Regulation Cite_ **\n\n[ Cal. Code Regs. tit. 11, \u00a7\u00a7 7000-7304 (2023)\n](https://govt.westlaw.com/calregs/Browse/Home/California/CaliforniaCodeofRegulations?guid=I5E53FC80FEDE11ECA3A49C17D1AA5D7C&originationContext=documenttoc&transitionType=Default&contextData=\\(sc.Default\\))\n\n**_Effective Date_ **\n\n01/01/2020\n\n**_Applicability Thresholds_ **\n\nFor-profit entity that collects consumers\u2019 personal information, or on the\nbehalf of which such information is collected and that alone, or jointly with\nothers, determines the purposes and means of the processing of consumers\u2019\npersonal information, that does business in the State of California, and that:  \n  \n(1) As of January 1 of the calendar year, had annual gross revenues in excess\nof $26,625,000 in the preceding calendar year;  \n  \n(2) Alone or in combination, annually buys, sells, or shares the personal\ninformation of 100,000 or more consumers or households; or  \n  \n(3) Derives 50 percent or more of its annual revenues from selling or sharing\nconsumers\u2019 personal information.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nYes\n\n**_Statutory Penalties_ **\n\nUp to $7,500 for each intentional violation and each violation involving the\npersonal information of minor consumers\n\n**_Private Right of Action_ **\n\nYes (limited to data breach claims)\n\n**_McDermott Resources_ **\n\n[ CPPA Releases Updates to Proposed CCPA Regulations\n](https://www.mwe.com/insights/cppa-releases-updates-to-proposed-ccpa-\nregulations/) , March 28, 2025\n\n[ CPPA Puts the Brakes on Honda\u2019s Data Privacy Practices\n](https://www.mwe.com/insights/cppa-puts-the-brakes-on-hondas-data-privacy-\npractices/) , March 14, 2025\n\n[ CPPA Opens Public Comment Period for Proposed CCPA Regulations\n](https://www.mwe.com/insights/cppa-opens-public-comment-period-for-proposed-\nccpa-regulations/) , November 26, 2024\n\n[ California Amends Key CCPA Definitions\n](https://www.mwe.com/insights/california-amends-key-ccpa-definitions/) ,\nOctober 2, 2024\n\n[ Draft CCPA Regulations Stalled as Agency Struggles with Applicability of\nADMT Rules ](https://www.mwe.com/insights/draft-ccpa-regulations-stalled-as-\nagency-struggles-with-applicability-of-admt-rules/) , July 22, 2024\n\n[ New Cybersecurity, Privacy and Automated Decisionmaking Rules Coming Soon to\nCalifornia ](https://www.mwe.com/insights/new-cybersecurity-privacy-and-\nautomated-decisionmaking-rules-coming-soon-to-california/) , December 12, 2023\n\n[ California Reveals Draft Regulations Requiring Onerous Cybersecurity Audits\nand Privacy Risk Assessments ](https://www.mwe.com/insights/california-\nreveals-draft-regulations-requiring-onerous-cybersecurity-audits-and-privacy-\nrisk-assessments/) , September 1, 2023\n\n[ State Regulators Step Up Enforcement of New Privacy Laws\n](https://www.mwe.com/insights/state-regulators-step-up-enforcement-of-new-\nprivacy-laws/) , August 8, 2023\n\n[ Ruling Delays Enforcement of Latest CCPA Regulations\n](https://www.mwe.com/insights/ruling-delays-enforcement-of-latest-ccpa-\nregulations/) , July 5, 2023\n\n[ California Privacy Protection Agency Approves CCPA Regulations\n](https://www.mwe.com/insights/california-privacy-protection-agency-approves-\nccpa-regulations/) , February 10, 2023\n\n[ California Privacy Rights Act Takes Effect\u2026Sort Of\n](https://www.mwe.com/insights/california-privacy-rights-act-takes-effectsort-\nof/) , January 4, 2023\n\n[ California Voters Approve the California Privacy Rights Act\n](https://www.mwe.com/insights/california-voters-approve-the-california-\nprivacy-rights-act/) , November 4, 2020\n\nCOLORADO\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-colorado/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nColorado Privacy Act of 2021 (CPA)\n\n**_Statute Cite_ **\n\n[ COLO. REV. STAT. \u00a7 6-1-1301 to -1313 (2022)\n](https://leg.colorado.gov/sites/default/files/2021a_190_signed.pdf)\n\n**_Regulation Cite_ **\n\n[ Colo. Code Regs. Tit. 4, \u00a7 904-3 (2023)\n](https://coag.gov/app/uploads/2023/03/FINAL-CLEAN-2023.03.15-Official-CPA-\nRules.pdf)\n\n**_Effective Date_ **\n\n07/01/2023\n\n**_Applicability Thresholds_ **\n\nA business that conducts business in Colorado or produces or delivers\ncommercial products or services that are intentionally targeted to residents\nof Colorado, and satisfies one or both of the following thresholds:  \n  \n(1) Controls or processes the personal data of 100,000 consumers or more\nduring a calendar year;  \n  \n(2) Derives revenue or receives a discount on the price of goods or services\nfrom the sale of personal data and processes or controls the personal data of\n25,000 consumers or more; or  \n  \n(3) Controls or processes any amount of biometric identifiers or biometric\ndata regardless of the amount of biometric identifiers or biometric data\ncontrolled or processed annually (effective July 1, 2025).\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nNot more than $20,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Colorado Advances Privacy Act Regulations\n](https://www.mwe.com/insights/colorado-advances-privacy-act-regulations/) ,\nDecember 10, 2024\n\n[ Trick or Treat: Colorado AG Announces Public Hearing on Proposed CPA\nRegulations ](https://www.mwe.com/insights/trick-or-treat-colorado-ag-\nannounces-public-hearing-on-proposed-cpa-regulations/) , October 31, 2024\n\n[ Colorado AG Proposes Draft Amendments to the Colorado Privacy Act Rules\n](https://www.mwe.com/insights/colorado-ag-proposes-draft-amendments-to-the-\ncolorado-privacy-act-rules/) , September 17, 2024\n\n[ State Regulators Step Up Enforcement of New Privacy Laws\n](https://www.mwe.com/insights/state-regulators-step-up-enforcement-of-new-\nprivacy-laws/) , August 8, 2023\n\n[ Colorado Finalizes Sweeping New Privacy Rules; Iowa Joins the Fray\n](https://www.mwe.com/insights/colorado-finalizes-sweeping-new-privacy-rules-\niowa-joins-the-fray/) , March 21, 2023\n\n[ Preparing for New Consumer Privacy Laws in Colorado, Connecticut, and Utah\n](https://www.mwe.com/insights/preparing-for-new-consumer-privacy-laws-in-\ncolorado-connecticut-and-utah/) , February 3, 2023\n\n[ \u2018Tis the Season: Colorado Attorney General Releases New Draft CPA\nRegulations ](https://www.mwe.com/insights/tis-the-season-colorado-attorney-\ngeneral-releases-new-draft-cpa-regulations/) , December 22, 2022\n\n[ Colorado Attorney General\u2019s Office Issues Draft Colorado Privacy Act\nRegulations ](https://www.mwe.com/insights/colorado-attorney-generals-office-\nissues-draft-colorado-privacy-act-regulations/) , October 3, 2022\n\n[ State Privacy Patchwork Spreads with Signing of Colorado Privacy Act\n](https://www.mwe.com/insights/state-privacy-patchwork-spreads-with-signing-\nof-colorado-privacy-act/) , July 9, 2021\n\nCONNECTICUT\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-connecticut/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nConnecticut Data Privacy Act of 2022 (CTDPA)\n\n**_Statute Cite_ **\n\n[ CONN. GEN. STAT. \u00a7\u00a7 42-515 to -525 (2022)\n](https://www.cga.ct.gov/2024/sup/chap_743jj.htm)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/01/2023\n\n**_Applicability Thresholds_ **\n\nCompanies that conduct business in Connecticut or companies that produce\nproducts or services that are targeted to residents of this state and that\nduring the preceding calendar year:  \n  \n(1) Controlled or processed the personal data of not less than 100,000\nconsumers, excluding personal data controlled or processed solely for the\npurpose of completing a payment transaction; or  \n  \n(2) Controlled or processed the personal data of not less than 25,000\nconsumers and derived more than 25 percent of their gross revenue from the\nsale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $5,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Nevada and Connecticut Pass Consumer Health Data Laws\n](https://www.mwe.com/insights/nevada-and-connecticut-pass-consumer-health-\ndata-laws/) , June 28, 2023\n\n[ Connecticut Steps Up to the Consumer Privacy Law Plate\n](https://www.mwe.com/insights/connecticut-steps-up-to-the-consumer-privacy-\nlaw-plate/) , May 2, 2022\n\nDELAWARE\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-delaware/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nDelaware Personal Data Privacy Act (DPDPA)\n\n**_Statute Cite_ **\n\n[ DEL. CODE ANN. tit. 6, \u00a7\u00a7 12D-101 to -111 (2023)\n](https://legis.delaware.gov/BillDetail?LegislationId=140388)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2025\n\n**_Applicability Thresholds_ **\n\nAny person that conducts business in Delaware or provides products or services\nto Delaware residents and:  \n  \n(1) Controls or processes personal data of 35,000 or more Delaware consumers\n(excluding data controlled or processed solely for the purpose of completing a\npayment transaction); or  \n  \n(2) Controls or processes personal data of 10,000 or more Delaware consumers\nand derives over 20% of gross revenue from the sale of that data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Baker\u2019s Dozen: Delaware Becomes 13th State to Enact State Consumer Privacy\nLaw ](https://www.mwe.com/insights/bakers-dozen-delaware-becomes-13th-state-\nto-enact-state-consumer-privacy-law/) , September 13, 2023\n\nFLORIDA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-florida/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nFlorida Digital Bill of Rights (FDBR)\n\n**_Statute Cite_ **\n\n[ FLA. STAT. \u00a7\u00a7 501.702\u201372 (2023)\n](https://www.flsenate.gov/Session/Bill/2023/262/BillText/er/PDF)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/01/2024\n\n**_Applicability Thresholds_ **\n\nMost of the FDBR applies to for-profit entities that conduct business in\nFlorida and collect personal data about Florida consumers (or are the entity\non behalf of which such information is collected) that meet the following\nrequirements:  \n  \n(1) Make in excess of $1 billion in global gross annual revenues; and  \n  \n(2) Satisfy at least one of the following:  \n  \n(a) Derive 50% or more of its global gross annual revenues from the sale of\nadvertisements online, including providing targeted advertising or the sale of\nads online;  \n  \n(b) Operate a consumer smart speaker and voice command component service with\nan integrated virtual assistant connected to a cloud computing service that\nuses hands-free verbal activation. For purposes of this sub-subparagraph, a\nconsumer smart speaker and voice command component service does not include a\nmotor vehicle or speaker or device associated with or connected to a vehicle\nthat is operated by a motor vehicle manufacturer or a subsidiary or affiliate\nthereof; or  \n  \n(c) Operate an app store or a digital distribution platform that offers at\nleast 250,000 different software applications for consumers to download and\ninstall.  \n  \nHowever, under \u00a7 501.715(1), even companies that do not meet the requirements\nof (1) and (2) are required to obtain consent before selling sensitive data if\nthey are a for-profit entity conducting business in Florida and collecting\npersonal data from Florida residents.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $15,000 per violation, with the possibility of treble damages for any of\nthe following violations:\n\n  * A violation involving a known child \n  * Failure to delete or correct personal data after receiving an authenticated consumer request, unless an exception applies to the request \n  * Continuing to sell personal data after a consumer opts-out \n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Florida Adds a New Twist to Consumer Privacy Patchwork\n](https://www.mwe.com/insights/florida-adds-a-new-twist-to-consumer-privacy-\npatchwork/) , May 10, 2023\n\nINDIANA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-indiana/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nIndiana Consumer Data Protection Act of 2023 (Indiana CDPA)\n\n**_Statute Cite_ **\n\n[ IND. CODE \u00a7 24-15 (2023) ](https://iga.in.gov/documents/8806200c)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2026\n\n**_Applicability Thresholds_ **\n\nA company that conducts business in Indiana or produces products or services\nthat are targeted to residents of Indiana and that during a calendar year:  \n  \n(1) Controls or processes personal data of at least 100,000 consumers who are\nIndiana residents; or  \n  \n(2) Controls or processes personal data of at least 25,000 consumers who are\nIndiana residents and derives more than 50 percent of gross revenue from the\nsale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ And Then There Were Seven: Indiana Passes Consumer Privacy Bill\n](https://www.mwe.com/insights/and-then-there-were-seven-indiana-passes-\nconsumer-privacy-bill/) , April 14, 2023\n\nIOWA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-iowa/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nIowa Consumer Data Protection Act of 2023 (Iowa CDPA)\n\n**_Statute Cite_ **\n\n[ IOWA CODE \u00a7 715D.1\u20139 (2023)\n](https://www.legis.iowa.gov/docs/publications/LGE/90/SF262.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2025\n\n**_Applicability Thresholds_ **\n\nA company conducting business in Iowa or producing products or services that\nare targeted to consumers who are residents of Iowa and that during a calendar\nyear does either of the following:  \n  \n(1) Controls or processes personal data of at least 100,000 consumers; or  \n  \n(2) Controls or processes personal data of at least 25,000 consumers and\nderives over 50 percent of gross revenue from the sale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Iowa\u2019s New Privacy Law: The Basics ](https://www.mwe.com/insights/iowas-new-\nprivacy-law-the-basics/) , April 10, 2023\n\nKENTUCKY\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-kentucky/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nKentucky act relating to consumer data privacy\n\n**_Statute Cite_ **\n\n[ KY. REV. STAT. ANN. \u00a7 367.3611\u201329 (2024)\n](https://apps.legislature.ky.gov/record/24RS/hb15.html)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2026\n\n**_Applicability Thresholds_ **\n\nPersons that conduct business in Kentucky or produce products or services that\nare targeted to residents of Kentucky and that, during a calendar year:  \n  \n(1) Control or process the personal data of at least 100,000 consumers; or  \n  \n(2) Control or process the personal data of at least 25,000 consumers and\nderived over 50% of their gross revenue from the sale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ The List Grows: Kentucky Lawmakers Close in on Comprehensive Privacy Law\n](https://www.mwe.com/insights/the-list-grows-kentucky-lawmakers-close-in-on-\ncomprehensive-privacy-law/) , March 20, 2024\n\nMARYLAND\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-maryland/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nMaryland Online Data Privacy Act of 2024\n\n**_Statute Cite_ **\n\n[ MD. CODE ANN., COM. LAW \u00a7 14-4607 (2024)\n](https://mgaleg.maryland.gov/2024RS/bills/sb/sb0541T.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n10/01/2025; applies to processing activities on or after 04/01/2026\n\n**_Applicability Thresholds_ **\n\nPersons that conduct business in Maryland or provide services or products that\nare targeted to residents of Maryland and that, during the immediately\npreceding calendar year, did either of the following:  \n  \n(1) Controlled or processed the personal data of at least 35,000 consumers,\nexcluding the personal data controlled or processed solely for the purpose of\ncompleting a payment transaction; or  \n  \n(2) Controlled or processed the personal data of at least 10,000 consumers and\nderived more than 20% of their gross revenue from the sale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per violation and up to $25,000 per repeat violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Maryland Joins Growing Ranks and Passes Its Own Consumer Data Privacy Law\n](https://www.mwe.com/insights/maryland-joins-growing-ranks-and-passes-its-\nown-consumer-data-privacy-law/) , April 10, 2024\n\nMINNESOTA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-minnesota/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nMinnesota Consumer Data Privacy Act (MCDPA)\n\n**_Statute Cite_ **\n\n[ MINN. STAT. \u00a7\u00a7 325O.01\u201311 (2024)\n](https://www.revisor.mn.gov/bills/text.php?number=HF4757&session=ls93&version=latest&session_number=0&session_year=2024&format=pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/31/2025; applies to postsecondary institutions on or after 07/31/2029\n\n**_Applicability Thresholds_ **\n\nAny person that conducts business in Minnesota or provides products or\nservices that are targeted to Minnesota residents and, during the immediately\npreceding calendar year, either:  \n  \n(1) Controlled or processed the personal data of at least 100,000 Minnesota\nconsumers (excluding that personal data controlled or processed solely for the\npurpose of completing a payment transaction); or  \n  \n(2) Controlled or processed the personal data of at least 25,000 Minnesota\nconsumers and derives more than 25% of their gross revenue from the sale of\npersonal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ The Gopher State Goes for It: Minnesota Passes Consumer Data Privacy Law\n](https://www.mwe.com/insights/the-gopher-state-goes-for-it-minnesota-passes-\nconsumer-data-privacy-law/) , May 22, 2024\n\nMONTANA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-montana/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nMontana Consumer Data Privacy Act of 2023 (MCDPA)\n\n**_Statute Cite_ **\n\n[ MONT. CODE ANN. \u00a7\u00a7 30-14-2801\u201317 (2023)\n](https://leg.mt.gov/bills/2023/billpdf/SB0384.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n10/01/2024\n\n**_Applicability Thresholds_ **\n\nCompanies that conduct business in Montana or persons that produce products or\nservices that are targeted to residents of Montana and:  \n  \n(1) Control or process the personal data of not less than 50,000 consumers,\nexcluding personal data controlled or processed solely for the purpose of\ncompleting a payment transaction; or  \n  \n(2) Control or process the personal data of not less than 25,000 consumers and\nderive more than 25% of gross revenue from the sale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per willful violation per Mont. Code Ann. \u00a7 30-14-142, Unfair\nTrade Practices\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Consumer Privacy Law Comes to Big Sky Country as Montana Passes New Law\n](https://www.mwe.com/insights/montana-passes-consumer-privacy-law/) , April\n25, 2023\n\nNEBRASKA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-nebraska/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nNebraska Data Privacy Act (NEDPA)\n\n**_Statute Cite_ **\n\n[ NEB. REV. STAT. \u00a7\u00a7 87-1101\u201330 (2024)\n](https://nebraskalegislature.gov/FloorDocs/108/PDF/Final/LB1074.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2025\n\n**_Applicability Thresholds_ **\n\nCompanies that:  \n  \n(1) Conduct business in Nebraska or produces a product or service consumed by\nNebraska residents;  \n  \n(2) Process or engage in the sale of personal data; and  \n  \n(3) Are not a small business as determined under the federal Small Business\nAct.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Go Big Red! Nebraska Passes Consumer Data Privacy Law  , April 18, 2024\n](https://www.mwe.com/insights/go-big-red-nebraska-passes-consumer-data-\nprivacy-law/)\n\nNEVADA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-nevada/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nNevada\u2019s Consumer Health Data Privacy Law\n\n**_Statute Cite_ **\n\n[ S.B. 370, 2023 Leg., 82nd Sess. (Nev. 2023)\n](https://www.leg.state.nv.us/App/NELIS/REL/82nd2023/Bill/10323/Text)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n03/31/2024\n\n**_Applicability Thresholds_ **\n\nAny legal entity that:  \n  \n(1) Conducts business in Nevada, or produces or provides products or services\nthat are target to consumers in Nevada; and  \n  \n(2) Alone or jointly with others, determines the purpose and means of\ncollecting, processing, sharing, or selling of consumer health data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nVia the Nevada Deceptive Trade Practices Act which can impose, among other\nthings, a civil penalty of up to $12,500 per violation.\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Nevada and Connecticut Pass Consumer Health Data Laws  , June 28, 2023\n](https://www.mwe.com/insights/nevada-and-connecticut-pass-consumer-health-\ndata-laws/)\n\nNEW HAMPSHIRE\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-new-hampshire/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nNew Hampshire Privacy Act (NHPA)\n\n**_Statute Cite_ **\n\n[ N.H. REV. STAT. ANN. \u00a7 507-H1 to -12 (2023)\n](https://gencourt.state.nh.us/bill_status/billinfo.aspx?id=865&inflect=1)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2025\n\n**_Applicability Thresholds_ **\n\nBusinesses or persons that produce products or services that are targeted to\nresidents of New Hampshire that, during a one-year period:  \n  \n(1) Controlled or processed the personal data of not less than 35,000 unique\nconsumers, excluding personal data controlled or processed solely for the\npurpose of completing a payment transaction; or  \n  \n(2) Controlled or processed the personal data of not less than 10,000 unique\nconsumers and derived more than 25% of their gross revenue from the sale of\npersonal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ And Another: New Hampshire Passes New Consumer Privacy Law  , January 24,\n2024  ](https://www.mwe.com/insights/and-another-new-hampshire-passes-new-\nconsumer-privacy-law/)\n\nNEW JERSEY\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-new-jersey/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nNew Jersey Data Privacy Act (NJDPA)\n\n**_Statute Cite_ **\n\n[ N.J. STAT ANN. \u00a7\u00a7 56:8-166.4 to -166.19 (2023)\n](https://pub.njleg.state.nj.us/Bills/2022/S0500/332_R6.PDF)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/15/2025\n\n**_Applicability Thresholds_ **\n\nAny person that conducts business in New Jersey or provides products or\nservices to New Jersey residents and:  \n  \n(1) Controls or processes personal data of 100,000 or more New Jersey\nconsumers (excluding data controlled or processed solely for the purpose of\ncompleting a payment transaction); or  \n  \n(2) Controls or processes personal data of 25,000 or more New Jersey consumers\nand derives revenue or receives a discount on the price of any good or\nservices from the sale of data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ And We\u2019re Back: New Jersey Kicks Off 2024 With New Consumer Privacy Law  ,\nJanuary 10, 2024  ](https://www.mwe.com/insights/and-were-back-new-jersey-\nkicks-off-2024-with-new-consumer-privacy-law/)\n\nNEW YORK\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-new-york/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nHealth Information Privacy Act (HIPA)\n\n**_Statute Cite_ **\n\n[ S.B. S929 ](https://www.nysenate.gov/legislation/bills/2025/S929)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\nTo be determined (awaiting signature by the governor)\n\n**_Applicability Thresholds_ **\n\nAny legal entity that:  \n  \n(1) Controls the processing of regulated health information of an individual\nwho is a New York resident;  \n  \n(2) Controls the processing of regulated health information of an individual\nwho is physically present in New York while that individual is in New York; or  \n  \n(3) Is located in New York and controls the processing of regulated health\ninformation.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nYes\n\n**_Statutory Penalties_ **\n\nUp to $15,000 per violation, or 20% of revenue obtained from New York\nconsumers within the past fiscal year, whichever is greater, as well as other\nforms of relief.\n\n**_Private Right of Action_ **\n\nYes\n\n**_McDermott Resources_ **\n\n[ New York Assembly Passes Restrictive Health Information Privacy Act  ,\nJanuary 24, 2025  ](https://www.mwe.com/insights/new-york-passes-restrictive-\nhealth-information-privacy-act/)\n\nOREGON\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-oregon/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nOregon Consumer Privacy Act (OCPA)\n\n**_Statute Cite_ **\n\n[ OR. REV. STAT. \u00a7\u00a7 646A.570\u2013589 (2023)\n](https://olis.oregonlegislature.gov/liz/2023R1/Measures/Overview/SB619)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/01/2024\n\n**_Applicability Thresholds_ **\n\nAny person that conducts business in Oregon or provides products/services to\nOregon residents and:  \n  \n(1) Controls or processes personal data of 100,000 or more Oregon consumers\n(excluding personal data controlled or processed solely for the purpose of\ncompleting a payment transaction); or  \n  \n(2) Controls or processes personal data of 25,000 or more Oregon consumers and\nderives over 25% of gross revenue from the sale of that data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ ](https://www.mwe.com/insights/oregon-joins-the-consumer-privacy-trend/)\nOregon Joins the Consumer Privacy Trend , June 26, 2023\n\nRHODE ISLAND\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-rhode-island/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nRhode Island Data Transparency and Privacy Protection Act (DTPPA)\n\n**_Statute Cite_ **\n\n[ R.I. G.L. 6-48.1-1 et. seq\n](https://legiscan.com/RI/text/H7787/id/3008296/Rhode_Island-2024-H7787-Amended.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2026\n\n**_Applicability Thresholds_ **\n\n**Website privacy policy requirements:**** **\n\nAny operator of a commercial website or internet service provider conducting\nbusiness in Rhode Island or with Rhode Island consumers or otherwise subject\nto Rhode Island jurisdiction.  \n\n**All other requirements:**** **\n\nAny for-profit entities that conducts business in Rhode Island or provides\nproducts or services that are targeted to Rhode Island residents and, during\nthe immediately preceding calendar year, either:  \n  \n(1) Controlled or processed the personal data of at least 35,000 Rhode Island\nconsumers (excluding that personal data controlled or processed solely for the\npurpose of completing a payment transaction); or  \n  \n(2) Controlled or processed the personal data of at least 10,000 Rhode Island\nconsumers and derives more than 20% of their gross revenue from the sale of\npersonal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $10,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ No Longer Adrift in the Ocean State: Rhode Island Enacts Consumer Data\nPrivacy Law ](https://www.mwe.com/insights/no-longer-adrift-in-the-ocean-\nstate-rhode-island-enacts-consumer-data-privacy-law/) , July 1, 2024\n\nTENNESSEE\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-tennessee/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nTennessee Information Protection Act of 2023 (TIPA)\n\n**_Statute Cite_ **\n\n[ TENN. CODE ANN. \u00a7\u00a7 47-18-3301 to -3315 (2023)\n](https://wapp.capitol.tn.gov/apps/BillInfo/Default.aspx?BillNumber=HB1181&ga=113)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/01/2025\n\n**_Applicability Thresholds_ **\n\nCompanies that conduct business in Tennessee or target products or services to\nresidents of Tennessee and:  \n  \n(1) Have more than $25,000,000 in \u201crevenue;\u201d and  \n  \n(2) Control or process personal information of 175,000 or more Tennessee\nconsumers; or  \n  \n(3) Control or process personal information of 25,000 or more Tennessee\nconsumers and derive over 50 percent of gross revenue from the sale of that\ndata.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $15,000 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Tennessee Joins the Fray as Legislature Passes Consumer Privacy Law\n](https://www.mwe.com/insights/tennessee-passes-consumer-privacy-law/) , April\n25, 2023\n\nTEXAS\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-texas/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nTexas Data Privacy and Security Act (TDPSA)\n\n**_Statute Cite_ **\n\n[ TEX. BUS. & COM. CODE ANN. \u00a7\u00a7 541.001\u2013205 (2023)\n](https://capitol.texas.gov/tlodocs/88R/billtext/pdf/HB00004E.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/01/2024\n\n**_Applicability Thresholds_ **\n\nTDPSA applies to for-profit businesses or persons that:  \n  \n(1) Does business in Texas or produces a product or service consumed by a\nTexas resident;  \n  \n(2) Processes or engages in the sale of personal data; and  \n  \n(3) Is not considered a \u201csmall business\u201d by the US Small Business\nAdministration (except to the extent that the small business sells sensitive\npersonal data).\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Texas Consumer Privacy Law Nears Governor\u2019s Signature\n](https://www.mwe.com/insights/texas-consumer-privacy-law-nears-governors-\nsignature/) , May 31, 2023\n\nUTAH\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-utah/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nUtah Consumer Privacy Act of 2022 (UCDPA)\n\n**_Statute Cite_ **\n\n[ UTAH CODE ANN. \u00a7\u00a7 13-61-101 to -404\n](https://le.utah.gov/~2022/bills/sbillenr/SB0227.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n12/31/2023\n\n**_Applicability Thresholds_ **\n\nA company that conducts business in Utah or produces a product or service that\nis targeted to consumers in Utah, has annual revenue of $25,000,000 or more,\nand satisfies one or more of the following thresholds:  \n  \n(1) During a calendar year, controls or processes personal data of 100,000 or\nmore consumers; or  \n  \n(2) Derives over 50% of the entity\u2019s gross revenue from the sale of personal\ndata and controls or processes personal data of 25,000 or more consumers.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Utah Poised to Enact Consumer Privacy Law\n](https://www.mwe.com/insights/utah-poised-to-enact-consumer-privacy-law/) ,\nMarch 4, 2022\n\nVERMONT\n\n_The governor vetoed the Vermont Data Privacy Act and the veto was sustained\nby the Vermont State Senate on June 17, 2024._\n\n**_McDermott Resources_ **\n\n[ Mixing Things Up Like a Certain Ice Cream Maker: Vermont Passes Consumer\nData Privacy Law ](https://www.mwe.com/insights/mixing-things-up-like-a-\ncertain-ice-cream-maker-vermont-passes-consumer-data-privacy-law/) , May 29,\n2024\n\nVIRGINIA\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-virginia/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nVirginia Consumer Data Protection Act of 2021 (VCDPA)\n\n**_Statute Cite_ **\n\n[ VA. CODE ANN. \u00a7\u00a7 59.1-571 to -585 (West 2023)\n](https://lis.virginia.gov/cgi-bin/legp604.exe?211+ful+SB1392+pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n01/01/2023\n\n**_Applicability Thresholds_ **\n\nCompanies that conduct business in Virginia or produce products or services\nthat are targeted to residents of Virginia and that:  \n  \n(1) During a calendar year, control or process personal data of at least\n100,000 consumers; or  \n  \n(2) Control or process personal data of at least 25,000 consumers and derive\nover 50 percent of gross revenue from the sale of personal data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nUp to $7,500 per violation\n\n**_Private Right of Action_ **\n\nNo\n\n**_McDermott Resources_ **\n\n[ Virginia Consumer Data Protection Act: A Growing Wave of Comprehensive State\nPrivacy Laws ](https://www.mwe.com/insights/virginia-consumer-data-protection-\nact-a-growing-wave-of-comprehensive-state-privacy-laws/) , February 23, 2021\n\nWASHINGTON\n\n_Click below to download a full summary of the law._\n\n[ ](https://www.mwe.com/pdf/mapping-consumer-privacy-washington/)\n\n_At a glance:_\n\n**_Title of Law (and Acronym)_ **\n\nMy Health My Data Act\n\n**_Statute Cite_ **\n\n[ WASH. REV. CODE \u00a7\u00a7 19.373.005\u2013900 (2023)\n](https://lawfilesext.leg.wa.gov/biennium/2023-24/Pdf/Bills/House Passed\nLegislature/1155-S.PL.pdf)\n\n**_Regulation Cite_ **\n\nN/A\n\n**_Effective Date_ **\n\n07/23/2023 (but most provisions come online 03/31/2024)\n\n**_Applicability Thresholds_ **\n\nAny legal entity that:  \n  \n(1) Conducts business in Washington, or produces or provides products or\nservices that are target to consumers in Washington; and  \n  \n(2) Alone or jointly with others, determines the purpose and means of\ncollecting, processing, sharing or selling of consumer health data.\n\n**_Applicable to Employees and Business Contacts?_ **\n\nNo\n\n**_Statutory Penalties_ **\n\nVia the Washington Consumer Protection Act.  \nCivil penalties for unfair or deceptive trade acts and unfair competition\nunder the CPA can rise to $7,500 per violation. Additionally, consumers\nbringing civil actions can recover actual damages, attorney\u2019s fees and costs.\nThe court can treble damages.\n\n**_Private Right of Action_ **\n\nYes\n\n**_McDermott Resources_ **\n\n[ Washington Legislature Passes My Health My Data Act  , April 13, 2023\n](https://www.mwe.com/insights/washington-legislature-passes-my-health-my-\ndata-act/)\n\n__\n\n",
                "url": "https://www.mwe.com/resource/global-privacy-cybersecurity-resource-center/"
            },
            "reason": "This is a resource center from the law firm McDermott Will & Emery, specializing in global privacy and cybersecurity. Law firms are generally reliable sources for legal and regulatory information, though they may present information in a way that benefits their clients.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Resource center from McDermott Will & Emery on global privacy and cybersecurity.",
            "url": "https://www.mwe.com/resource/global-privacy-cybersecurity-resource-center/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "ae37d775-999f-4013-964b-128463b86aa1",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://content.naic.org/industry/ucaa/chart-domestic-dsli"
                },
                "page_content": "Skip to main content\n\n__\n\n#  Search NAIC\n\n##  Recommended\n\n[ Insurance Summit\n](https://content.naic.org/search?q=Insurance%20Summit#gsc.tab=0&gsc.q=Insurance%20Summit&gsc.page=1)\n[ International Forum\n](https://content.naic.org/search?q=International%20Forum#gsc.tab=0&gsc.q=International%20Forum&gsc.page=1)\n[ N.A.I.C. Foundation\n](https://content.naic.org/search?q=N.A.I.C.%20Foundation#gsc.tab=0&gsc.q=N.A.I.C.%20Foundation&gsc.page=1)\n[ Insurance Departments Contacts\n](https://content.naic.org/search?q=Insurance%20Departments%20Contacts#gsc.tab=0&gsc.q=Insurance%20Departments%20Contacts&gsc.page=1)\n[ Consumer Insurance Search\n](https://content.naic.org/search?q=Consumer%20Insurance%20Search#gsc.tab=0&gsc.q=Consumer%20Insurance%20Search&gsc.page=1)\n[ Insurance Terms\n](https://content.naic.org/search?q=Insurance%20Terms#gsc.tab=0&gsc.q=Insurance%20Terms&gsc.page=1)\n\nDomestic Surplus Line Insurers\n\n[ ](/industry/ucaa)\n\nDomestic Surplus Line Insurers\n\nStates listed on the Domestic Surplus Lines Insurers (DSLI) chart have enacted\nstatutes or regulations that allow for DSLI carriers in their state. States\nthat have not enacted statutes or regulations allowing DSLI carriers are not\nincluded on the chart.\n\nLast update: 03/17/2025  \n**Updates to the information will be noted with a \u201c*\u201d next to the state name\nand edits will be italicized and bolded.**\n\nState  |  Statute/ Regulation  |  Initial Application  |  Additional Requirements  |  Board of Directors - Resolution Required  |  Minimum Capital & Surplus  |  Existing Admitted Business  |  Fees  |  Website  |  State Contact   \n---|---|---|---|---|---|---|---|---|---  \nAZ  |  20-407.01  |  UCAA Primary  |  [ Form SL-112 ](https://difi.az.gov/insurers/licensingregistration/surplus-lines-insurer) |  Yes  |  $15 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Director  |  New: $370.00  Conversion: $195.00  |  [ Arizona Website - Surplus Lines Insurer ](https://difi.az.gov/insurers/licensingregistration/surplus-lines-insurer) |  Cary Cook   \n[ cary.cook@difi.az.gov ](mailto:cary.cook@difi.az.gov)  \n602.364.3986  \n_***AR** _ |  Ark. Code Ann. [ 23-65-320 ](https://www.insurance.arkansas.gov/uploads/pages/aca_23-65-320.pdf) |  UCAA Primary  |  No state specific forms.  |  Yes  |  $20 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Insurance Commissioner.  |  New: $1,000.00  Conversion: $500.00  |  [ Arkansas Website - Surplus Lines Insurer ](https://www.insurance.arkansas.gov/pages/industry-regulation/finance/surplus-lines-insurers/) |  **Clara D. Mezza**   \n**501-683-3497**  \n[ **clara.mezza@arkansas.gov** ](mailto:Kimberly.johnson@arkansas.gov)  \nCT  |  Sec. 38a-271a  |  UCAA Primary  |  See the State Specific Information below   \nfor additional detail.  |  Yes  |  $15 million  |  Written confirmation that the company does not have any admitted business in any jurisdiction where the company writes business.  |  $40 certified statement fee for a Certified Statement of DSLI Designation.  |  [ Connecticut Website - Surplus Lines Insurer ](https://portal.ct.gov/-/media/CID/SL4SurplusLinesEligibilitypdf.pdf) |  [ cid.financial@ct.gov ](mailto:cid.financial@ct.gov)  \nDE  |  [ 18 Del. C. \u00a7 1900 ](https://legis.delaware.gov/SessionLaws?volume=78&chapter=176) |  UCAA Primary  |  [ See Checklist on Delaware Website - Surplus Lines Insurer ](https://insurance.delaware.gov/divisions/berg/) |  Yes  |  $15 million  |  |  $1,000 Application fee. Retaliatory fee for Redomestication   \n$150 Issuance of CoA  |  [ Delaware Website - Surplus Lines Insurer ](https://insurance.delaware.gov/divisions/berg/) |  [ berg@delaware.gov ](mailto:berg@delaware.gov)  \nGA  |  33-5-20.2  |  UCAA Primary  |  None  |  Yes  |  $15 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Director.  |  New: $605  Conversion: $80  |  N/A  |  Scott Sanders   \n[ ssanders@oci.ga.gov ](mailto:ssanders@oci.ga.gov) ;  Patricia Coppel  \n[ pcoppel@oci.ga.gov ](mailto:pcoppel@oci.ga.gov)  \nIL  |  (215 ILCS 5/445a)  |  In the Articles of Incorporation, they need to state that they are forming as a DSLI under Section 445a of the Illinois Insurance Code  |  [ Checklist ](IL%20Requirements%20for%20Formation%20of%20Stock.pdf) |  Yes  |  $15 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Director.  |  New: $2,000  Conversion: $250 \u2013 $200 (Amended Articles of Incorporation) + $50 (Amended CoA)  |  Information available from Marcy Savage at IL DOI  |  Marcy Savage   \n[ marcy.savage@illinois.gov ](mailto:marcy.savage@illinois.gov)  \n217-524-0016  \nIA^  |  \u00a7515I.4A  |  UCAA Primary Application  |  See the Footnote^ below for   \nthe state-specific information that  \nthe applicant would need to comply.  |  Yes  |  $15M or 300% of   \nACL RBC pursuant to chapter 521E  |  |  All fees are subject to retaliation. Retaliatory fees are collected at time of application if greater than the Iowa basis.   \nTotal admission fees - $100.  \nFiling application - $50.  \nIssuing Certificate of Authority - $50.  \nDesk audit fee - $2000.  \nTotal renewal fees - $100.  \nFiling renewal application - $50.  \nIssuing renewal Certificate of Authority - $50.  \nFiling amended Articles of Incorporation - $50.  \nIssuing amended Certificate of Authority - $25.  \nAffixing official seal (certification) - $10.  |  |   \nLA  |  RS 22:436.1  |  UCAA Primary or State Application Form  |  For Primary, same state specific   \nitems as all other.  |  Yes  |  $15 million  |  Must have no active admitted business.  |  New: $2,525.00  Conversion: No fees unless amendment to Articles is required then it is $25.00 fee.  |  [ Louisiana Website - Application Forms ](https://www.ldi.la.gov/industry/company-licensing/application-forms/ucaa/initial-application) [ Louisiana Website - Domestic Surplus Lines ](https://www.ldi.la.gov/industry/company-licensing/domestic-admitted-insurers) |  Tangela Byrd   \nCompany Licensing  \n(225) 342-5972 [ tangela.byrd@ldi.la.gov ](mailto:tangela.byrd@ldi.la.gov)  \nMO  |  384.018  |  UCAA Primary  |  Proof of being an eligible surplus   \nlines carrier in another state.  |  Yes  |  $20 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Director.  |  If already a Missouri domestic, the fee relates to a change in the Articles of Incorporation and Certificate of Authority and charged at $150. If not a domestic, they can redomesticate. The application fee for redomestication is $1000. They then can convert at the $150 fee. Post conversion, annual renewal is $2000 per year.  |  [ Missouri Website - Surplus Lines ](https://insurance.mo.gov/industry/filings/admissions/index.php) |  Kelly Hopper  Chief of Regulatory Operations  Insurance Company Regulation Division    \n[ kelly.hopper@insurance.mo.gov ](kelly.hopper@insurance.mo.gov)  \n573-751-2711  \nNE  |  Neb Rev Stat 44-5506.01  |  Contact the DOI for additional information  |  [ Checklists provided for reference (Establishing DSLI and Conversion to DSLI) ](NE%20-%20Establishing%20and%20Conerting%20DSLI.pdf)   \n  \n|  Yes  |  $15M  |  Any existing admitted business is not allowed.  |  New: $1,000.00 \u2013 pre-admission + $300.00 for issuance of Certificate of Authority.  Conversion: $100.00 amended Certificate of Authority and $20.00 Amended Articles of Incorporation.  |  [ https://doi.nebraska.gov/insurers/company-admissionslicensingregistration ](https://doi.nebraska.gov/insurers/company-admissionslicensingregistration) |  NE Legal Division (402) 471-2201   \nNV  |  NRS 685A.072  |  UCAA Primary  |  Written declaration as a domestic surplus lines insurer by the Commissioner.  |  No  |  $15 million  |  |  Filing initial application - $2,450   \nIssuance of certificate - $283  \nCharter documents, other than those filed with an application for a\ncertificate of authority.  \nFiling amendments to articles of incorporation, charter, bylaws, power of\nattorney and other constituent documents of the insurer, each document $10  \nNRS 685A.180 - 3. For the purposes of this section, the \u201cpremium\u201d on surplus\nlines coverages includes:  \n(a) The gross amount charged by the insurer for the insurance, less any return\npremium;  \n(b) Any fee allowed by NRS 685A.155;(c) Any policy fee;  \n(d) Any membership fee;  \n(e) Any inspection fee; and  \n(f) Any other fees or assessments charged by the insurer as consideration for the insurance.  |  [ Nevada Website - Surplus Lines Insurer ](https://doi.nv.gov/Insurers/Property-Casualty/Surplus-Lines-Insurers/) |  Joe Casey   \n[ jcasey@doi.nv.gov ](mailto:jcasey@doi.nv.gov)  \nNH  |  405:24  |  UCAA Primary  |  |  Yes  |  $15 million  |  Would need to be novated.  |  New: $1,000.00  Conversion: $100.00 to convert from surplus lines to domestic surplus lines  |  [ New Hampshire website - Surplus Lines ](https://www.nh.gov/insurance/) |  Linda Zalinskie [ linda.m.zalinskie@ins.nh.gov ](mailto:linda.m.zalinskie@ins.nh.gov)  \nNJ  |  17:22-6.69b  |  UCAA Primary \u2013 same as authorized domestic insurer.   \n[ State Specific Forms ](https://www.nj.gov/dobi/division_insurance/sleo.htm#faq) |  Submission of a Feasibility Study - See Department's website  |  Yes  |  $15 million  |  |  $1,000.00  |  [ New Jersey website - Surplus Lines ](https://www.nj.gov/dobi/division_insurance/sleo.htm#domestic) |   \n_***NC^** _ |  \u00a7 58-21-21  |  The Department requires the same forms and documentation as would be required for a domestic P&C insurer. See Footnote^ below for the specific items to include.  |  |  Yes  |  $15 million  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Department.  |  New: $500.00  Conversion: None, if already a North Carolina domestic insurer.  |  [ North Carolina website - Surplus Lines ](https://www.ncdoi.gov/licensees/company-licensing-and-registration/nonadmitted-domestic-surplus-lines-insurers) |  _**Scott Wicker, Company Admission Manager** _   \n[ _**Scott.Wicker@ncdoi.gov** _ ](mailto:Scott.Wicker@ncdoi.gov)  \n_**(919) 807-6142** _ Jessica Price, Chief Financial Analyst  \n[ Jessica.Price@ncdoi.gov ](mailto:Jessica.Price@ncdoi.gov)  \n(919) 807-6169  \nND  |  26.1-44-03.2  |  UCAA Primary  |  Pre-licensing examination  |  Yes  |  $15 million  |  Allowed to expire  |  New: $500.00  Conversion: $25.00 for Articles  |  |  Company Licensing & Examinations 701-328-2440   \n[ colicexam@nd.gov ](mailto:colicexam@nd.gov)  \nNM  |  59A-14  |  NM State Specific Application  |  |  No  |  $15 million  |  |  $1,000.00  |  |  Victoria A. Baca   \nLicensing Director  \n(505) 827-4554  \n[ Victoriaa.baca@osi.nm.gov ](mailto:Victoriaa.baca@osi.nm.gov) Ursula Almada  \nCompany Licensing Bureau  \n(505) 827-4524  \n[ Ursula.almada@osi.nm.gov ](mailto:Ursula.almada@osi.nm.gov)  \nOH  |  [ https://codes.ohio.gov/ohio-revised-code/section-3905.332 ](https://codes.ohio.gov/ohio-revised-code/section-3905.332) |  UCAA Primary (new companies and redomestications) OR   \nRequest to change form from a PC to a DSLI  |  Letter from the Company  |  Yes  |  $15 million  |  Company would need to obtain novation.  |  $1,000.00   \n  \nOhio Domestic S/L also pay domestic fee Domestic Assessment based on the Ohio Department Bulletin 2002-1 premium scale ($500 - $29000).  |  |  [ Risk.assessment@insurance.ohio.gov ](mailto:Risk.assessment@insurance.ohio.gov)  \nOK  |  \u00a736-1101.1  |  UCAA Primary  |  [ SL Foreign & Domestic checklist ](https://www.oid.ok.gov/wp-content/uploads/2020/01/070115_SL-Foreign-Domestic-Checklist-for-Application.pdf) |  Yes  |  $15 million  |  |  New: N/A  Conversion: N/A  |  [ Oklahoma Website - Surplus Lines ](https://www.oid.ok.gov/regulated-entities/surplus-lines/) |   \nTX  |  Sec. 981.072.  |  UCAA Primary & Name Reservation Application submitted to [ CLRFilings@tdi.texas.gov ](mailto:CLRFilings@tdi.texas.gov) .   \nMust also file a copy of the UCAA Primary Application with the Surplus Lines Stamping Office of Texas( [ https://www.sltx.org/ ](https://www.sltx.org/) ).  |  Require a qualifying exam  |  No  |  Sec. 981.054.(a) Except as provided by Subsection (b), an eligible surplus lines insurer must maintain capital and surplus in an amount of at least $15 million.  |  Not allowed to write or have existing Admitted business  |  New: N/A  Conversion: N/A  |  [ Texas Website ](https://www.tdi.texas.gov/forms/fincolicense/fin300nameapp.pdf) |  Company Licensing and Registration   \n512-676-6365  \nVT  |  8 V.S.A.\u00a75023a  |  UCAA Primary  |  Sections of Title 8, Chapter 101 apply, specifically \u00a73305, petition, hearing.  |  Yes  |  $15M  |  Must be removed from the company through novation, cancellation or non-renewal of policies or some other mechanism approved by the Director.  |  Based on examiner rate per hour and the number of hours for review.   \nAnnual Statement Filing Fee $100.00  |  [ Vermont Website - Domestic Surplus Lines ](https://dfr.vermont.gov/industry/insurance/company-licensing/how-apply/vermont-domestic-insurers) |  Department of Financial Regulation (802)828-2470 or [ DFR.CompLic@vermont.gov ](mailto:DFR.CompLic@vermont.gov)  \nVA  |  \u00a7 38.2-4811.1  |  UCAA Primary \u2013 modified as needed for situation  |  |  Yes  |  _**$15 million** _   \n  \n_**Allowed to Expire** _ |  Allowed to expire  |  New: $500.00  Conversion: N/A  |  [ Virginia Website ](https://law.lis.virginia.gov/vacode/title38.2/chapter48/) |  Kevin McClain   \nInsurance Financial Analyst, Company Licensing & Regulatory Compliance  \n[ kevin.mcclain@scc.virginia.gov ](mailto:kevin.mcclain@scc.virginia.gov)  \n(804) 371-9432  \nWI  |  (Ch. 600 to 655) \u00a7 618.41  |  UCAA Primary \u2013 newly formed DSLI   \nStreamlined process for conversions of existing domestic insurer.  |  |  Yes  |  $15 million  |  If an admitted carrier converts to DSLI, there is a specific date on which it stops writing admitted business and begins to write surplus lines business. The admitted block is in run-off.  |  New: $400.00 application fee & $400.00 licensing fee  Conversion: $25 filing of amended or restated articles if needed, and $25 amended Certificate of Authority fee.  |  [ Wisconsin Website ](https://oci.wi.gov/Pages/Consumers/PI-026.aspx) |  Mark McNabb   \nCompany Licensing & Analytics Supervisor  \n[ mark.mcnabb@wisconsin.gov ](mailto:mark.mcnabb@wisconsin.gov)  \n  \n**^IA \u2013 Additional Requirements**  \nIf the applicant currently holds a Certificate of Authority in Iowa, then the\napplicant would submit the following documentation to the Division:  \na. A balance sheet for the most recent calendar quarter that demonstrates the\napplicant possesses the greater of minimum capital and surplus of at least $15\nmillion or three hundred percent of authorized-control-level risk-based\ncapital pursuant to Iowa Code chapter 521E.  \nb. The applicant is an eligible surplus lines insurer in at least one\njurisdiction other than Iowa.  \nc. Duly executed resolution of the applicant\u2019s board of directors to be\ndesignated as an Iowa domestic surplus lines insurer and stating that the\ninsurer shall only write surplus lines business. The resolution shall not be\namended without approval of the commissioner.  \nd. A plan of operations regarding the applicant\u2019s specialty lines program and\nfinancial projections for at least three years.  \ne. Revised Articles of Incorporation and Bylaws.  \n**^NC \u2013 Initial Application**  \nThese specific items include the following:  \n\u2022 A nonrefundable application fee of $500.00.  \n\u2022 Biographical information, including names, addresses, and official\npositions, on each promoter, incorporator, director, trustee, and the proposed\nmanagement personnel, including a completed NAIC biographical affidavit form.  \n\u2022 Chart(s) showing the internal organizational structure of the applicant\u2019s\nmanagement and administrative staff.  \n\u2022 A disclosure identifying all affiliates, including a description of any\nmanagement, service, or cost-sharing arrangement between an affiliate and the\napplicant. Include corporate organizational charts, which clearly identify the\nrelationships between the applicant and any affiliates.  \n\u2022 Draft copies of any management, service, cost-sharing, tax allocation,\nadministrative, or custodial agreements that will be entered into pursuant to\nNCGS \u00a7 58-19-30 or NCGS \u00a7 58-34-10, which will require review and approval by\nthe Department.  \n\u2022 A detailed and complete plan of operation  \n\u2022 Five-year financial projections, including a balance sheet, income\nstatement, cash flow statement, and risk-based capital forecast. A qualified\nindividual must prepare the projections, and they must be in sufficient detail\nfor the Department to perform a complete analysis. Projections must be\naccompanied by a list of the assumptions used.  \n\u2022 A description of the source of the initial capitalization of the applicant,\nincluding financial statements for the applicant\u2019s parent or other source(s)\nof financial support.  \n\u2022 Evidence that adequate technical expertise (accounting, actuarial,\nunderwriting, etc.) is available either with the applicant through the\nincorporators and proposed initial staff of the applicant or that the\napplicant has retained the necessary expertise.  \n\u2022 An original and two copies of the proposed Articles of Incorporation.  \n\u2022 A copy of the proposed bylaws.  \n\u2022 Fingerprint cards on all key personnel as defined by NCGS \u00a7 58-7-37.  \n  \n**State Specific Information:**\n\n_CT:_  \n1\\. The company must have policyholder surplus of at least $15 million.  \n2\\. The company must submit to the Connecticut Insurance Department (\u201cCID\u201d) a\nBoard of Directors Resolution authorizing the company to become a Domestic\nSurplus Lines Insurer.  \n3\\. The CID needs written confirmation that the company does not have and does\nnot write any admitted business in any jurisdiction where the company writes\nbusiness.  \n4\\. The CID will need either: a.) An Amended and Restated Certificate of\nIncorporation that allows the company to become a DSLI, or b.) Written\ncertification by the company that the current Certificate of Incorporation\nallows the company to become a DSLI.  \n5\\. If the company chooses number 4.a. above, the CID will need to review any\nchanges to the Certificate of Incorporation before they are submitted to the\nCT Secretary of State. Skip to Item 9 below if the company chooses number 4.b.\nabove since Items 6 through 8 below do not apply in this case.  \n6\\. After the CID reviews the documents in number 5 above, the CID will issue\na Certificate of Acknowledgement to the company saying: \u201cThis is to Certify,\nthat the Amended and Restated Certificate of Incorporation of the (company\nname) has been filed with the Connecticut Insurance Department.\u201d (Company will\nbe charged a $40 certified statement fee.)  \n7\\. Once the company receives the CID\u2019s Certificate of Acknowledgement, the\ncompany would need to file with the CT Secretary of State all required\ndocuments to amend their Certificate of Incorporation. This would include, but\nis not limited to: a.) A Certificate of Amendment (from the CT Secretary of\nState \u2013 \u201cForm CAS-1-1.0, REV. 10/2014\u201d); b.) The Amended and Restated\nCertificate of Incorporation for the company; c.) The Certificate of\nAcknowledgement from the CID; d.) The Board of Directors Resolution\nauthorizing the company to become a DSLI; e.) If a stock company, consent from\nthe company\u2019s shareholder(s) to the company becoming a DSLI. If a mutual\ncompany, consent from the policyholders.  \n8\\. The CID should receive from the company a complete and original certified\ncopy of the CT Secretary of State\u2019s approval of the changes to the company\u2019s\nCertificate of Incorporation.  \n9\\. If the company chose Item 4.b. above, then the CID will issue a Certified\nStatement of DSLI Designation, otherwise, the CID will review the CT Secretary\nof State\u2019s approval and documents and then issue a Certified Statement of DSLI\nDesignation. See sample - Certificate for Domestic Surplus Lines Insurer. No\nCertificate of Authority and Compliance (license) will be issued by the CID,\nonly a Certified Statement of DSLI Designation. (Company will be charged a $40\ncertified statement fee.)  \n10\\. At the time that the company is issued the Certified Statement of DSLI\nDesignation (see Item 9 above), the company must surrender its physical\nCertificate of Authority and Compliance to the CID.  \n11\\. A copy of the Certificate for Domestic Surplus Lines Company (with the\nCommissioner\u2019s signature) should be placed in a manila folder, labeled with\nthe name of the company, and filed in the cabinet where all the Certificates\nof Compliance are filed.  \n12\\. The company may start writing surplus lines business in CT as of the\neffective date listed in the CID\u2019s Certified Statement of DSLI Designation\n(described in number 9 above.)  \n13\\. The company will be a Domestic Surplus Lines Non-Admitted Insurer in CT.\nThis means that the company will NOT be licensed in CT (there will be NO\nCertificate of Authority and Compliance), therefore, the company cannot be\nlicensed in any other state and may only write non-admitted business.\n\n_IA :_  \nMust be eligible surplus lines insurer in at least one jurisdiction other than\nthis state. A streamlined process is available for an existing admitted\ncarrier to convert to a DSLI. The specific documents for review by the\nDivision are as follows:  \na. A balance sheet for the most recent calendar quarter that demonstrates the\napplicant possesses the greater of minimum capital and surplus of at least $15\nmillion or three hundred percent of authorized-control-level risk-based\ncapital pursuant to Iowa Code chapter 521E.  \nb. The applicant is an eligible surplus lines insurer in at least one\njurisdiction other than Iowa.  \nc. Duly executed resolution of the applicant\u2019s board of directors to be\ndesignated as an Iowa domestic surplus lines insurer and stating that the\ninsurer shall only write surplus lines business. The resolution shall not be\namended without approval of the commissioner.  \nd. A plan of operations regarding the applicant\u2019s specialty lines program and\nfinancial projections for at least three years.  \ne. Revised Articles of Incorporation and Bylaws.\n\n_IL:_  \nFor conversion: Company would have to file duplicate copies of the amended\narticles of incorporation along with the board resolution indicating that the\ncompany wants to convert to a DSLI. We check and make sure that the company\nhas no admitted business on their statements and to confirm that the company\nhas at least $15M in surplus. If the company has any admitted business on\ntheir books, they have to either run that business off or transfer the book of\nbusiness to another company. They have to provide an updated business plan\nwith writing business on a surplus lines basis. Once that review is completed,\nwe route the Amended Articles of Incorporation and amended certificate of\nauthority for the Director\u2019s approval\n\n_LA:_  \nFor conversion from an admitted carrier to DSLI - Submit written request to\namend the C of A to be a DSLI. Submit a resolution from the Board of Directors\nconfirming the desire to convert. Amend Articles of Incorporation to provide\nminimum capital and surplus of $15 million. Submit financial projections for\nat least 3 years using UCAA Form 13P.\n\n_MO:_  \nThe entity must apply with a UCAA primary or redomestication application and\nbe licensed as a domestic property and casualty insurer in Missouri. The\nentity must then register in a foreign state as a surplus lines carrier (if\nnot already registered as such) and notify Missouri of the registration and\nintention to be converted to a domestic surplus lines insurer. Steps are set\nforth in 20 CSR 200-6.700: [\nhttps://www.sos.mo.gov/cmsimages/adrules/csr/current/20csr/20c200-6.pdf\n](https://www.sos.mo.gov/cmsimages/adrules/csr/current/20csr/20c200-6.pdf) .  \n  \n_NE:_  \nThe licensing process is different for new company formations vs. conversions\nfrom an traditional insurer to a DSLI. Applicants are required to file an NAIC\nUCAA Corporate Amendment, as well as provide additional information pursuant\nto a state specific checklist, including an attestation that the insurer does\nnot have any outstanding admitted policies/liabilities.\n\n[ ](/)\n\n\u00a9 1991-2025 National Association of Insurance Commissioners.\n\nAll rights reserved.\n\nStop.Call.Confirm is a registered service mark of the National Association of\nInsurance Commissioners.\n\n[ Privacy Policy ](/privacy_statement.htm)\n\n[ Accessibility ](/accessibility-policy.htm)\n\n[ Connect ](https://community.naic.org/)\n\n[ Workplace ](https://naiconline.sharepoint.com/)\n\n[ Web CMS ](/user/login)\n\n[ ](https://www.facebook.com/NAIC.News) [ ](https://twitter.com/NAIC) [\n](https://www.youtube.com/user/NAICCommunications) [\n](https://www.linkedin.com/company/naic/)\n\n##  Services\n\n__\n\n[ MyNAIC ](https://eapps.naic.org/lhub/products.html#/home) [ iSite+\n](https://isiteplus.naic.org/iSiteUI/faces/pages/Home.xhtml) [ Financial\nStatement Filing ](/industry_financial_filing.htm) [ Automated Valuation\nService ](/node/2487) [ Account Manager ](/account_manager.htm)\n\n##  Resources\n\n__\n\n[ Resource Center ](/resource-center) [ Newsroom ](/newsroom) [ Publications\n](/publications) [ Meetings and Events\n](https://www.naic.org/meetings_events.htm) [ Education and Training\n](/node/594) [ Glossary of Insurance Terms ](/glossary-insurance-terms)\n\n##  Support\n\n__\n\n[ Contact ](/contact) [ Help ](/help) [ Careers ](/about/careers)\n\n",
                "url": "https://content.naic.org/industry/ucaa/chart-domestic-dsli"
            },
            "reason": "This is a document from the National Association of Insurance Commissioners (NAIC), a reputable source for insurance regulation information. It provides a chart of domestic insurers, which is directly relevant to regulatory compliance in the insurance industry.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "This document from the NAIC provides a chart of domestic insurers, relevant to regulatory compliance in the insurance industry.",
            "url": "https://content.naic.org/industry/ucaa/chart-domestic-dsli"
        },
        {
            "content": {
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                    "source": "https://secureframe.com/blog/security-frameworks"
                },
                "page_content": "  * [ blog  ](/blog)\n  * Understanding Security Frameworks: 14 Common Frameworks Explained \n\nTable of Contents\n\n  *   * What is a security framework? \n  * 14 common security frameworks \n  *   *   *   *   *   *   *   *   *   *   *   *   *   *   * Which security framework is right for me? \n  * Questions to help you select a security framework \n  *   * How Secureframe can get you on track \n  * \n\n[\n](http://twitter.com/share?text=Understanding%20Security%20Frameworks%3A%2014%20Common%20Frameworks%20Explained&url=https%3A%2F%2Fsecureframe.com%2Fblog%2Fsecurity-\nframeworks)\n\n[\n](http://www.linkedin.com/shareArticle?mini=true&title=Understanding%20Security%20Frameworks%3A%2014%20Common%20Frameworks%20Explained&url=https%3A%2F%2Fsecureframe.com%2Fblog%2Fsecurity-\nframeworks)\n\n[\n](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fsecureframe.com%2Fblog%2Fsecurity-\nframeworks)\n\n##  Understanding Security Frameworks: 14 Common Frameworks Explained\n\n  *   * January 03, 2024 \n\nAuthor\n\nEmily Bonnie\n\nSenior Content Marketing Manager\n\nReviewer\n\nRob Gutierrez\n\nSenior Cybersecurity and Compliance Manager, CISA, CCSK, CMMC RP\n\nWhile most CEO and compliance experts understand the value of cybersecurity\nmeasures, security frameworks can make safeguarding your organization feel\ndaunting. You know you need to put something formal in place but might not\nknow which frameworks and security standards you should consider (or legally\nneed to adhere to).\n\nThis guide explores 14 common security frameworks and provides actionable\ninsight so you can confidently choose the right one(s) for your organization.\n\n##  What is a security framework?\n\nA security framework defines policies and procedures for establishing and\nmaintaining security controls. Frameworks clarify processes used to protect an\norganization from cybersecurity risks. They help IT security professionals and\nsecurity teams keep their organizations compliant and insulated from cyber\nthreats.\n\nIt\u2019s important to note that once you\u2019ve implemented a security framework, you\nshouldn\u2019t check \u201ccompliance\u201d off your to-do list.\n\nOne of the biggest security-related mistakes that companies make is reviewing\ncompliance once then forgetting about it.\n\nAs our CEO Shrav Mehta explains, \u201cCompliance requirements, controls, and\npolicies are all things that need to be reviewed and updated on an ongoing\nbasis in order to stay truly secure.\u201d\n\n##  14 common security frameworks\n\nNow that we\u2019ve established why security frameworks are important, let\u2019s take a\nlook at some of the most common frameworks to help you decide which are right\nfor your organization.\n\nFramework  |  Purpose  |  Best Suited For  |  Certification  |  Certification Method  |  Audit Duration  |  Audit Frequency   \n---|---|---|---|---|---|---  \nSOC 2  |  Manage customer data  |  Companies and their third-party partners  |  N/A  |  Authorized CPA firms  |  6-month period  |  Every year   \nISO 27001  |  Build and maintain an information security management system (ISMS)  |  Any company handling sensitive data  |  Yes  |  Accredited third-party  |  1 week-1 month  |  Every year   \nNIST Cybersecurity Framework  |  Comprehensive and personalized security weakness identification  |  Anyone  |  N/A  |  Self  |  N/A  |  N/A   \nHIPAA  |  Protect patient health information  |  The healthcare sector  |  Yes  |  The Department of Health and Human Services (third-party)  |  12 weeks  |  6 per year   \nPCI DSS  |  Keep cardholder data safe  |  Any company handling cardholder information  |  Yes  |  PCI Qualified Security Assessor (third-party)  |  18 weeks  |  Every year   \nGDPR  |  Protect the data of people in the EU  |  All businesses that collect the data of EU citizens  |  Yes  |  Third-party  |  About 30 days  |  Depends on preference   \nHITRUST CSF  |  Enhance security for healthcare organizations and technology vendors  |  The healthcare sector / Anyone  |  Yes  |  Third-party  |  3-4 months  |  Every year   \nCOBIT  |  Alignment of IT with business goals, security, risk management, and information governance  |  Publicly traded companies  |  Yes  |  ISACA (third-party)  |  N/A  |  N/A   \nNERC-CIP  |  Keep North America\u2019s bulk electric systems operational  |  The utility and power sector  |  Yes  |  Third-party  |  Up to 3 years  |  Every 5 years   \nFISMA  |  Protect the federal government\u2019s assets  |  The federal government and third parties operating on its behalf  |  Yes  |  The FISMA Center  |  12 weeks  |  Every year   \nNIST Special Publication 800-53  |  Compliance with the Federal Information Processing Standards' (FIPS) 200 requirements and general security advice  |  Government agencies  |  N/A  |  Self  |  N/A  |  N/A   \nNIST Special Publication 800-171  |  Management of controlled unclassified information (CUI) to protect federal information systems  |  Contractors and subcontractors of federal agencies  |  N/A  |  Self  |  N/A  |  N/A   \nCCPA  |  Protecting California consumers\u2019 data  |  For-profit businesses that collect California residents\u2019 personal information  |  N/A  |  Self  |  N/A  |  N/A   \nCIS Controls  |  General protection against cyber threats  |  Anyone  |  Yes  |  Third-party  |  N/A  |  N/A   \n  \n###  1\\. SOC 2\n\n[ Systems and Organization Controls (SOC) 2\n](https://us.aicpa.org/interestareas/frc/assuranceadvisoryservices/aicpasoc2report)\nis a set of compliance criteria developed by the American Institute of\nCertified Public Accountants (AICPA).\n\n  * **Who it\u2019s for:** Companies and their third-party partners \n  * **Focus:** Customer data management and third-party risk management \n\nSOC 2 evaluates a company\u2019s security posture as it relates to five [ Trust\nServices Criteria ](https://secureframe.com/hub/soc-2/trust-services-criteria)\n. Following an audit, the auditor gives the company a SOC 2 report with\ninsight into its cybersecurity quality as it relates to the TSC: security,\navailability, confidentiality, processing integrity, and privacy.\n\nDespite the value it provides an organization, implementing SOC 2 can be\nchallenging and time-consuming. Secureframe streamlines that process, helping\ncompanies [ become SOC 2 compliant ](https://secureframe.com/products/soc-2)\nin record time.\n\n##  The Ultimate Guide to SOC 2\n\nLearn everything you need to know about the requirements, process, and costs\nof getting SOC 2 certified.\n\n###  2\\. ISO 27001\n\nThe [ International Organization for Standardization (ISO)\n](https://www.iso.org/home.html) and the International Electrotechnical\nCommission (IEC) established [ the ISO 27000 series\n](https://secureframe.com/blog/iso-27000) to introduce guidelines for\nimplementing information security policies. As the international standard for\nsecurity program validity, ISO/IEC certification tells partners that you are\nreliable and trustworthy.\n\nSpecifically, ISO 27001 lists requirements for building and maintaining an\ninformation security management system (ISMS). An ISMS is a tool used to keep\ninformation security risk at a minimum by helping you manage people,\nprocesses, and technology.\n\n  * **Who it\u2019s for:** Companies that handle sensitive data \n  * **Focus:** Building and maintaining an information security management system (ISMS) \n\nIf attaining [ ISO 27001 compliance\n](https://secureframe.com/products/iso-27001) will improve the trustworthiness\nof your brand, consider streamlining your certification process with\nSecureframe.\n\n##  The Ultimate Guide to ISO 27001\n\nIf you\u2019re looking to build a compliant ISMS and achieve certification, this\nguide has all the details you need.\n\n###  3\\. NIST Cybersecurity Framework\n\nThe [ U.S. National Institute of Standards and Technology (NIST)\n](https://www.nist.gov/cyberframework) developed the NIST Cybersecurity\nFramework (also known as the NIST Risk Management Framework) in response to a\n2013 initiative from former President Obama. The initiative called for the\ngovernment and the private sector to collaborate in the fight against cyber\nrisk.\n\n  * **Who it\u2019s for:** Anyone \n  * **Focus:** Comprehensive and personalized security weakness identification \n\nThe framework is separated into three components: the Core, the Implementation\nTiers, and Profiles.\n\n  * **The Core:** Defines cybersecurity goals and organizes them into five phases: identify, protect, detect, respond, and recover. For example, addressing supply chain risk management is a part of the \u201cidentify\u201d phase. \n  * **The Implementation Tiers:** Determine how effectively an organization\u2019s cybersecurity efforts target the framework\u2019s goals. They range from partial (Tier 1) to adaptive (Tier 4). An organization aiming for Tier 4 would want to make sure their cybersecurity efforts are top-notch according to the framework\u2019s standards. \n  * **Profiles:** Help organizations compare their existing objectives to the framework\u2019s core and identify opportunities for improvement. They guide how NIST can best serve the organization\u2019s specific needs. \n\nCompliance with the framework is voluntary. That said, [ NIST\n](https://www.nist.gov/) is widely respected for locating security weaknesses.\nIt can help organizations adhere to regulations, and even offer personalized\nsecurity suggestions.\n\n##  The Ultimate Guide to Federal Frameworks\n\nGet an overview of the most common federal frameworks, who they apply to, and\nwhat their requirements are.\n\n###  4\\. HIPAA\n\nThe [ Health Insurance Portability and Accountability Act (HIPAA)\n](https://www.hhs.gov/hipaa/index.html) is a 1996 federal statute that created\nstandards for protecting patient health information. All healthcare\norganizations must follow cybersecurity practices and run risk assessments to\ncomply with HIPAA.\n\n  * **Who it\u2019s for:** The healthcare sector \n  * **Focus:** Protection of patient health information \n\nThe healthcare sector is the [ seventh most frequent target\n](https://www.forbes.com/sites/forbestechcouncil/2021/08/17/stopping-the-\nattacks-cybersecurity-in-healthcare-manufacturing/?sh=543e9e861a8d) of\ncyberattacks, so organizations within the sector need to be vigilant.\n\n##  The Ultimate Guide to HIPAA\n\nLearn everything you need to know about the requirements, process, and costs\nof becoming HIPAA compliant.\n\n###  5\\. PCI DSS\n\nThe [ Payment Card Industry Data Security Standard (PCI DSS)\n](https://www.pcicomplianceguide.org/) was created in 2006 to ensure that all\ncompanies that accept, process, store, transmit, or impact the security of\ncardholder data maintain a secure environment. All companies handling this\ninformation must comply with PCI DSS, regardless of size.\n\n  * **Who it\u2019s for:** Any company handling cardholder data \n  * **Focus:** Card payment information security \n\nUnlike government-mandated frameworks, payment brands (MasterCard, Visa, etc.)\nenforce [ PCI DSS compliance ](https://secureframe.com/products/pci) .\n\n##  The Ultimate Guide to PCI DSS\n\nThis guide will help you understand the requirements, process, and costs of\ngetting certified.\n\n###  6\\. GDPR\n\nThe European Union passed the [ General Data Protection Regulation (GDPR)\n](https://secureframe.com/hub/gdpr) to protect the data of EU citizens. It\napplies to all businesses that collect and process EU citizens\u2019 data, whether\nthose businesses are based in the EU or internationally. The framework lists\nregulations related to consumer data access rights, data protection rights,\nconsent, and more. It is enforced by the Information Commissioner's Office\n(ICO).\n\n  * **Who it\u2019s for:** All businesses that collect EU citizens\u2019 data \n  * **Focus:** Privacy and data protection for citizens of the EU \n\nThe regulation is extensive \u2014 88 pages, to be exact \u2014 and ICO is notorious for\nheavily fining companies that fail to comply. For example, in 2018 (the same\nyear that GDPR was established), [ the ICO fined Google \u20ac50 million\n](https://9to5google.com/2019/01/21/google-largest-gdpr-fine-ads/) .\n\n###  7\\. HITRUST CSF\n\nDespite HIPAA being a helpful framework to mitigate cyber threats, data\nbreaches in healthcare are still far too common. [ 42% of healthcare\norganizations ](https://www.hipaajournal.com/42-of-healthcare-organizations-\nhave-not-developed-an-incident-response-plan/) lack an incident response plan,\nand HIPAA compliance is not always sufficient.\n\n  * **Who it\u2019s for:** Anyone (especially the healthcare sector) \n  * **Focus:** Enhance security for healthcare organizations and technology vendors \n\n[ HITRUST CSF ](https://hitrustalliance.net/product-tool/hitrust-csf/)\nenhances security for healthcare organizations and technology vendors by\ncombining elements of other security frameworks. Specifically, the framework\nutilizes risk analysis and risk management to ensure organizational security.\n\nWhile HITRUST CSF was developed to supplement HIPAA, it has been globally\nadopted by organizations in nearly every industry.\n\n##  Recommended reading\n\nHITRUST vs HIPAA: The Similarities and Differences Healthcare Organizations\nNeed to Know\n\n###  8\\. COBIT\n\nIn the mid-\u201990s, the Information Systems Audit and Control Association (ISACA)\ndeveloped [ Control Objectives for Information and Related Technology (COBIT)\n](https://www.isaca.org/resources/cobit) . The framework reduces\norganizational technical risk by helping companies develop and implement\ninformation management strategies.\n\nCOBIT has been updated several times since the \u201990s to keep up with security\nthreats. The most updated versions focus on aligning IT with business goals,\nsecurity, risk management, and information governance. COBIT is often used to\ncomply with Sarbanes-Oxley (SOX) rules, which were enacted in the early 2000s\nto protect investors.\n\n  * **Who it\u2019s for:** Publicly traded companies \n  * **Focus:** Align IT with business goals, security, risk management, and information governance \n\n###  9\\. NERC-CIP\n\nThe [ North American Electric Reliability Corporation - Critical\nInfrastructure Protection (NERC-CIP)\n](https://www.nerc.com/pa/Stand/Pages/CIPStandards.aspx) was created in 2008\nin response to attacks on U.S. infrastructure. It applies to businesses\noperating in the utility and power sector. The framework\u2019s goal is to minimize\nrisk in this sector and keep North America\u2019s bulk electric systems\noperational.\n\n  * **Who it\u2019s for:** The utility and power sector \n  * **Focus:** Protect North America\u2019s bulk electric systems \n\nThe framework lays out specific requirements for service providers in this\nsector. These include taking inventory of all protected assets, outlining\nexisting security measures, properly training employees, developing an\nincident response plan, and more.\n\n###  10\\. FISMA\n\nThe [ Federal Information Security Management Act (FISMA)\n](https://www.cisa.gov/federal-information-security-modernization-act)\ninsulates the U.S. government\u2019s assets from cyber threats. It applies to the\nfederal government and third parties operating on its behalf. The Department\nof Homeland Security is responsible for overseeing its implementation.\n\n  * **Who it\u2019s for:** The federal government and third parties operating on its behalf \n  * **Focus:** Government asset protection \n\nMuch like NIST, FISMA mandates documentation of digital assets and network\nintegrations. Organizations must also monitor their IT infrastructure and\nregularly evaluate risks and vulnerabilities.\n\n###  11\\. NIST Special Publication 800-53\n\nNIST published [ NIST Special Publication 800-53\n](https://secureframe.com/blog/nist-800-53-compliance) in 1990, but the\nframework has developed over time. It now advises agencies and other\norganizations on nearly every area of information security. It lists security\nand privacy controls for all U.S. federal information systems (excluding\nnational security).\n\nGovernment agencies follow NIST SP 800-53 to follow the Federal Information\nProcessing Standards (FIPS) 200 requirements. However, companies in nearly\nevery industry can implement it. In fact, many existing security frameworks\nwere built using NIST SP 800-53 as a starting point.\n\n  * **Who it\u2019s for:** Anyone (especially government agencies) \n  * **Focus:** Compliance with FIPS\u2019s 200 requirements and general security advice \n\n###  12\\. NIST Special Publication 800-171\n\n[ NIST SP 800-171 ](https://secureframe.com/blog/nist-800-171-compliance) is a\ncompanion document to NIST SP 800-53 intended to protect federal information\nsystems. It explains how contractors and subcontractors of federal agencies\n(often within the manufacturing sector) must manage controlled unclassified\ninformation (CUI). Contractors must comply with NIST 800-171 to pursue new\nbusiness opportunities.\n\n  * **Who it\u2019s for:** Contractors and subcontractors of federal agencies \n  * **Focus:** Defense of federal information systems \n\nWhile many frameworks require third-party certification, contractors can self-\ncertify with NIST SP 800-171 by following NIST\u2019s documentation.\n\n###  13\\. CCPA\n\nIf you live in the state of California and have ever seen a link saying \u201cDo\nNot Sell My Personal Information\u201d on a website, you\u2019ve encountered the [\nCalifornia Consumer Privacy Act (CCPA) ](https://secureframe.com/blog/ccpa-\ncompliance) , as amended by the [ California Privacy Rights Act of 2020 (CPRA)\n](https://secureframe.com/blog/cpra-compliance) . This framework provides\nCalifornia consumers with more control over their personal data. It requires\ncompliance from for-profit organizations that collect the personal information\nof California residents and meet certain thresholds.\n\n  * **Who it\u2019s for:** Businesses that collect, process, or share California residents\u2019 personal data \n  * **Focus:** Protecting California consumers\u2019 data \n\nCCPA requires companies to implement a range of privacy initiatives, including\nestablishing a legitimate business or commercial purpose for collecting\npersonal information from consumers, allowing consumers to opt-out of data\ncollection, and more.\n\n###  14\\. CIS Controls\n\nMost cybersecurity frameworks focus on risk identification and management. In\ncontrast, [ CIS Controls ](https://secureframe.com/blog/cis-critical-security-\ncontrols) are simply a list of actions that any organization can take to\nprotect itself from cyber threats. Some examples of controls include data\nprotection measures, audit log management, malware defenses, [ penetration\ntesting ](https://secureframe.com/blog/pen-testing-101) , and more.\n\n  * **Who it\u2019s for:** Anyone \n  * **Focus:** General protection against cyber threats \n\nEssentially, other frameworks are great for locating where the security \u201cpipe\u201d\nis leaking. CIS Controls provide guidance on how to seal the leak.\n\n##  Which IT security framework is right for me?\n\nNow that we\u2019ve explored some of the most common security frameworks, you\u2019re\nprobably wondering which apply to your business.\n\nYour decision depends on a variety of factors, such as your industry\u2019s\nstandards, any compliance requirements enforced by the government or your\nsector, and your susceptibility to cyber threats.\n\nTo help you get started, ask yourself the following questions:\n\n  * Are you or your clients in the retail or healthcare industry? You'll likely need to be compliant with PCI DSS or HIPAA. \n  * Do you collect, process, or store user data for EU citizens or California residents? GDPR or CCPA may be legally required. \n  * Do you process or store customer data in the cloud? SOC 2 and ISO 27001 compliance can strengthen your security posture and build trust with customers. \n  * Are you a publicly traded company? COBIT will help you become SOX-compliant. \n  * Are you a U.S. federal agency or a contractor employed by one? You\u2019re probably required to comply with NIST SP 800-53 or NIST SP 800-171. \n\nThankfully, many frameworks share a similar foundation. If you later learn\nthat your organization should comply with another framework, there may be an\neasy path from your current framework.\n\n##  Questions to help you select a security framework\n\nWe've created a decision tree to help you select frameworks that align with\nthe unique requirements and regulatory obligations of your organization, using\na series of high-level business and geographical questions. We\u2019ve limited our\nfocus to the 14 security frameworks and standards discussed above.\n\n##  Security frameworks decision tree\n\nUse this series of questions to help select the best security framework(s)\nbased on your or your clients' industry, data, and needs.\n\n##  How Secureframe can get you on track\n\nWhile security frameworks can help clarify which critical security controls\norganizations should implement to safeguard their data, compliance can still\nbe complex.\n\nSecureframe streamlines the process by providing thorough compliance checks\nagainst the most in-demand frameworks, including [ SOC 2\n](https://secureframe.com/blog/soc-2-compliance) , [ ISO 27001\n](https://secureframe.com/products/iso-27001) , [ HIPAA\n](https://secureframe.com/products/hipaa) , [ PCI DSS\n](https://secureframe.com/products/pci) , and more.\n\nWhat used to take months of manual work now takes just weeks.\n\nTo learn more about how Secureframe can save you time implementing security\nframeworks, [ request a demo ](https://secureframe.com/request-demo) of our\nplatform today.\n\n##  FAQs\n\nWhat is a security framework?\n\nA security framework defines policies and procedures for establishing and\nmaintaining controls that help protect an organization from cybersecurity\nrisks and maintain compliance with relevant laws, regulations, and standards.\n\nWhat are some common security frameworks?\n\nCommon security frameworks include SOC 2, ISO 27001, NIST CSF, HIPAA, PCI DSS,\nHITRUST, COBIT, NIST 800-53, and NIST 800-171.\n\nIs NIST a security framework?\n\nNIST is the National Institute of Standards and Technology at the U.S.\nDepartment of Commerce. This agency was established by Congress to advance\nmeasurement science, standards, and technology in ways that enhance economic\nsecurity and improve our quality of life. Towards this goal it has created\nseveral security frameworks, including NIST 800-53, NIST 800-171, and NIST\nCSF.\n\n[ ](https://www.linkedin.com/company/secureframe/)\n\n[ ](https://twitter.com/secureframe)\n\n[ ](https://www.youtube.com/channel/UCgLRXVQAveomOrDgvK-sJXA)\n\nProducts\n\n  * [ Secureframe Comply ](/comply)\n  * [ Secureframe Trust ](/trust)\n  * [ Why Secureframe? ](/why)\n  * [ Product Updates ](/product-updates)\n  * [ Pricing ](/pricing)\n\nSolutions\n\n  * [ Small Business ](/company-small)\n  * [ Enterprise ](/company-enterprise)\n\nFrameworks\n\n  * [ SOC 2 ](/frameworks/soc-2)\n  * [ ISO 27001 ](/frameworks/iso-27001)\n  * [ HIPAA ](/frameworks/hipaa)\n  * [ PCI DSS ](/frameworks/pci)\n  * [ CCPA ](/frameworks/ccpa)\n  * [ GDPR ](/frameworks/gdpr)\n  * [ View All ](/en-us/frameworks)\n\nFrameworks\n\n  * [ SOC 2 ](/frameworks/soc-2)\n  * [ ISO 27001 ](/frameworks/iso-27001)\n  * [ HIPAA ](/frameworks/hipaa)\n  * [ PCI DSS ](/frameworks/pci)\n  * [ CCPA ](/frameworks/ccpa)\n  * [ GDPR ](/frameworks/gdpr)\n  * [ View All ](/en-us/frameworks)\n\nPartners\n\n  * [ Trusted Partners ](/partners)\n  * [ Auditors ](/audit-partner)\n  * [ Service Providers ](/partners/service-providers)\n  * [ Become a Partner ](/contact/partner)\n  * [ Explore Partners ]()\n\nCompany\n\n  * [ About ](/about)\n  * [ Careers ](/careers) We\u2019re hiring \n  * [ Newsroom ](/newsroom)\n  * [ Customers ](/customers)\n  * [ Trust Center ](https://trust.secureframe.com/)\n\nCompany\n\n  * [ About ](/about)\n  * [ Careers ](/careers) We\u2019re hiring \n  * [ Newsroom ](/newsroom)\n  * [ Customers ](/customers)\n  * [ Trust Center ](https://trust.secureframe.com/)\n\nResources\n\n  * [ Blog ](/blog)\n  * [ Compliance Hubs ](https://secureframe.com/compliance-resources?types=Knowledge%20Hubs)\n  * [ Compliance Resources ](/compliance-resources)\n  * [ Guides ](/books)\n  * [ Glossary ](/glossary)\n  * [ Knowledge Base Extension ](/products/knowledge-base)\n  * [ API Reference ](https://developer.secureframe.com/)\n\nSupport\n\n  * [ Help ](https://support.secureframe.com/hc/en-us)\n  * [ Contact us ](/contact)\n  * [ Schedule a demo ](/request-demo)\n  * [ Status ](https://status.secureframe.com/) 99.99% \n  * [ Support Metrics ](/support-metrics)\n  * [ Your privacy choices ](/dsarwebform)\n\n[ ](https://www.aicpa.org/soc4so)\n\n[ ]()\n\n[ ]()\n\n[ ]()\n\n\u00a9 2025 Secureframe. 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                "url": "https://secureframe.com/blog/security-frameworks"
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                "page_content": "##  Programs\n\nPrograms are the specific actions, research areas, or regulatory\nresponsibilities of the California Air Resources Board.\n\nPrograms are how the Board works to protect public health by improving and\nprotecting air quality. Programs support all aspects of the work of the CARB,\nfrom research and measurements, to policy implementation and regulation\nenforcement.\n\n  * [ Agriculture  ](/our-work/programs?f%5B0%5D=topics%3A219)\n  * [ Airborne Toxics  ](/our-work/programs?f%5B0%5D=topics%3A421)\n  * [ Aircraft & Airports  ](/our-work/programs?f%5B0%5D=topics%3A228)\n  * [ Air Pollution  ](/our-work/programs?f%5B0%5D=topics%3A224)\n  * [ Air Quality Monitoring  ](/our-work/programs?f%5B0%5D=topics%3A384)\n  * [ Air Quality Plans  ](/our-work/programs?f%5B0%5D=topics%3A412)\n  * [ Clean Cars  ](/our-work/programs?f%5B0%5D=topics%3A322)\n  * [ Climate Change  ](/our-work/programs?f%5B0%5D=topics%3A323)\n  * [ Communities  ](/our-work/programs?f%5B0%5D=topics%3A1755)\n  * [ Construction & Earthmoving Equipment  ](/our-work/programs?f%5B0%5D=topics%3A324)\n  * [ Consumer Products  ](/our-work/programs?f%5B0%5D=topics%3A402)\n  * [ Energy  ](/our-work/programs?f%5B0%5D=topics%3A320)\n  * [ Enforcement  ](/our-work/programs?f%5B0%5D=topics%3A400)\n  * [ Environmental Justice  ](/our-work/programs?f%5B0%5D=topics%3A227)\n  * [ Freight & Goods Movement  ](/our-work/programs?f%5B0%5D=topics%3A407)\n  * [ Fuels  ](/our-work/programs?f%5B0%5D=topics%3A406)\n  * [ Health  ](/our-work/programs?f%5B0%5D=topics%3A262)\n  * [ Incentives  ](/our-work/programs?f%5B0%5D=topics%3A409)\n  * [ Indoor Air Quality & Exposure  ](/our-work/programs?f%5B0%5D=topics%3A452)\n  * [ Industry & Manufacturing  ](/our-work/programs?f%5B0%5D=topics%3A403)\n  * [ Lawn, Garden & Landscape Equipment  ](/our-work/programs?f%5B0%5D=topics%3A319)\n  * [ Oceangoing Vessels & Harbor Craft  ](/our-work/programs?f%5B0%5D=topics%3A420)\n  * [ On-Road Heavy-Duty Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A2737)\n  * [ Power Equipment  ](/our-work/programs?f%5B0%5D=topics%3A410)\n  * [ Recreational Vehicles & Watercraft  ](/our-work/programs?f%5B0%5D=topics%3A416)\n  * [ Research  ](/our-work/programs?f%5B0%5D=topics%3A414)\n  * [ Simple Solutions to Improve Air Quality  ](/our-work/programs?f%5B0%5D=topics%3A424)\n  * [ Smoke  ](/our-work/programs?f%5B0%5D=topics%3A418)\n  * [ Sustainable Communities  ](/our-work/programs?f%5B0%5D=topics%3A491)\n  * [ Trains & Railyards  ](/our-work/programs?f%5B0%5D=topics%3A415)\n  * [ Transit  ](/our-work/programs?f%5B0%5D=topics%3A422)\n  * [ Truck & Bus  ](/our-work/programs?f%5B0%5D=topics%3A313)\n  * [ VW Diesel Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A425)\n  * [ Zero-Emission Transportation  ](/our-work/programs?f%5B0%5D=topics%3A143)\n\n267 results found\n\nPROGRAM  |  SUB PROGRAM  |  TOPICS  |  DIVISION   \n---|---|---|---  \n[ AB 2588 Air Toxics \"Hot Spots\" ](/our-work/programs/ab-2588-air-toxics-hot-spots) |  N/A  |  N/A  |  N/A   \n[ AB 2766 Motor Vehicle (MV) Fees Program ](/our-work/programs/ab-2766-mv-fees) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) |  Sustainable Transportation and Communities Division   \n[ AB 32 Climate Change Scoping Plan ](/our-work/programs/ab-32-climate-change-scoping-plan) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ AB 32 Cost of Implementation Fee Regulation ](/our-work/programs/ab-32-cost-implementation-fee-regulation) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Abrasive Blasting Program ](/our-work/programs/abrasive-blasting-program-certified-abrasives) |  N/A  |  N/A  |  Monitoring and Laboratory Division   \n[ Access Clean California ](/our-work/programs/access-clean-california) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Accessible Clean Transportation Options SB 350 ](/our-work/programs/accessible-clean-transportation-options-sb-350) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Adult Education & Vocational School Zero-Emission Vehicle Technology Training Project ](/our-work/programs/adult-education-vocational-school-zero-emission-vehicle-technology-training) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Advanced Clean Cars Program ](/our-work/programs/advanced-clean-cars-program) |  N/A  |  [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Sustainable Transportation and Communities Division   \n[ Advanced Clean Fleets ](/our-work/programs/advanced-clean-fleets) |  N/A  |  [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) |  N/A   \n[ Advanced Clean Trucks ](/our-work/programs/advanced-clean-trucks) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Advanced Technology Demonstration and Pilot Projects ](/our-work/programs/advanced-technology-demos-and-pilots) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Aftermarket, Performance, and Add-on Parts ](/our-work/programs/aftermarket-performance-and-add-parts) |  N/A  |  N/A  |  Emissions Certification and Compliance Division   \n[ Agricultural & Prescribed Burning ](/our-work/programs/agricultural-prescribed-burning) |  N/A  |  [ Smoke ](/our-work/topics/smoke) |  N/A   \n[ Agricultural Burning ](/our-work/programs/agricultural-burning) |  N/A  |  N/A  |  N/A   \n[ Air Cleaners & Ozone Generating Products ](/our-work/programs/air-cleaners-ozone-generating-products) |  N/A  |  N/A  |  Research Division   \n[ Air Quality Training ](/our-work/programs/air-quality-training) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Air Resources Board Equipment Registration (ARBER) System ](/our-work/programs/air-resources-board-equipment-registration-arber-system) |  N/A  |  N/A  |  N/A   \n[ Air Toxics Listening Session Series ](/our-work/programs/air-toxics-listening-session-series) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Freight & Goods Movement ](/our-work/topics/freight-goods-movement) , [ Trains & Railyards ](/our-work/topics/trains-railyards) , [ Air Pollution ](/our-work/topics/air-pollution) |  Transportation and Toxics Division   \n[ Air Toxics Program ](/our-work/programs/air-toxics-program) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Consumer Products ](/our-work/topics/consumer-products) |  Transportation and Toxics Division   \n[ Airborne Toxic Control Measure to Limit Diesel-Fueled Commercial Motor Vehicle Idling ](/our-work/programs/atcm-to-limit-vehicle-idling) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) |  Mobile Source Control Division   \n[ Aliso Canyon Natural Gas Leak ](/our-work/programs/aliso-canyon-natural-gas-leak) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Research Division   \n[ Almanac of Emissions & Air Quality ](/our-work/programs/almanac-emissions-air-quality) |  N/A  |  N/A  |  N/A   \n[ Alternative Diesel Fuels ](/our-work/programs/alternative-diesel-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Alternative Fuels ](/our-work/programs/alternative-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Ambient Air Monitoring - Regulatory ](/our-work/programs/ambient-air-monitoring-regulatory) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) , [ Health ](/our-work/topics/health) , [ Air Quality Monitoring ](/our-work/topics/air-quality-monitoring) |  Mobile Source Laboratory Division   \n[ Asbestos NESHAP Program ](/our-work/programs/asbestos-neshap-program) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Board Meetings ](/our-work/programs/board-meetings) |  N/A  |  N/A  |  Executive Office   \n[ Building Decarbonization ](/our-work/programs/building-decarbonization) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) , [ Climate Change ](/our-work/topics/climate-change) , [ Indoor Air Quality & Exposure ](/our-work/topics/indoor-air-quality-exposure) |  N/A   \n[ California Bioresources Economy Summit ](/our-work/programs/biosummit) |  N/A  |  N/A  |  N/A   \n[ California Clean Construction Program ](/our-work/programs/california-clean-construction-program) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ California Climate Investments ](/our-work/programs/california-climate-investments) |  N/A  |  N/A  |  Transportation and Toxics Division   \n[ California Corporate Greenhouse Gas (GHG) Reporting and Climate Related Financial Risk Disclosure Programs ](/our-work/programs/california-corporate-greenhouse-gas-ghg-reporting-and-climate-related-financial) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ California E-Bike Incentive Project ](/our-work/programs/california-e-bike-incentive-project) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Simple Solutions to Improve Air Quality ](/our-work/topics/simple-solutions-improve-air-quality) |  Mobile Source Control Division   \n[ California Greenhouse Gas Emission Inventory Program ](/our-work/programs/ghg-inventory-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) |  Air Quality Planning and Science Division   \n[ California Methane Research Program ](/our-work/programs/california-methane-research-program) |  N/A  |  N/A  |  N/A   \n[ California Racing Vehicles ](/our-work/programs/california-racing-vehicles) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ California Satellite Methane Project ](/our-work/programs/california-satellite-methane-project) |  N/A  |  N/A  |  N/A   \n[ California Significant New Alternatives Policy (SNAP) ](/our-work/programs/california-significant-new-alternatives-policy-snap) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Industry & Manufacturing ](/our-work/topics/industry-manufacturing) |  Research Division   \n[ California State Implementation Plans ](/our-work/programs/california-state-implementation-plans) |  N/A  |  [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Air Quality Planning and Science Division   \n[ California State Plan for Compliance with U.S. EPA\u2019s Landfill Emission Guidelines ](/our-work/programs/ca-state-plan-landfills) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Industrial Strategies Division   \n[ California Tropical Forest Standard ](/our-work/programs/california-tropical-forest-standard) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Cap-and-Trade Program ](/our-work/programs/cap-and-trade-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ CARB\u2019s Certified Regulatory Program, Implementing the California Environmental Quality Act (CEQA) ](/our-work/programs/carbs-certified-regulatory-program-implementing-california-environmental-quality) |  N/A  |  N/A  |  N/A   \n  \n##  Contact Us\n\n[ (800) 242-4450 ](tel:8002424450) | [ helpline@arb.ca.gov ](mailto:helpline@arb.ca.gov)   \n1001 I Street, Sacramento, CA 95814  \nP.O. Box 2815, Sacramento, CA 95812\n\n[\n](https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/Immunization/ncov2019.aspx)\n\n  * [ twitter  ](https://twitter.com/AirResources)\n  * [ facebook  ](https://www.facebook.com/people/California-Air-Resources-Board/100087562832527/)\n  * [ youtube  ](https://www.youtube.com/user/calairinfo)\n  * [ linkedin  ](https://www.linkedin.com/company/california-air-resources-board)\n  * [ email  ](https://public.govdelivery.com/accounts/CARB/subscriber/new?topic_id=listserv)\n\n  * [ Accessibility ](/accessibility)\n  * [ Privacy Policy ](https://ww2.arb.ca.gov/carbis-privacy-and-conditions-use)\n  * [ Conditions of Use ](/privacy-conditions-use)\n  * [ Air Districts ](/california-air-districts \"Contact information for California's 35 air pollution control districts\")\n  * [ Register to Vote ](https://registertovote.ca.gov/ \"California online voter registration\")\n\nCalifornia Governor\n\n[ Gavin Newsom  Opens a New Window.  ](https://www.gov.ca.gov/)\n\nSecretary for Environmental Protection\n\n[ Yana Garcia  Opens a New Window.  ](https://calepa.ca.gov/yana-garcia-\nsecretary-for-environmental-protection/)\n\nChair, California Air Resources Board\n\n[ Liane M. Randolph  Opens a New Window.\n](//ww2.arb.ca.gov/about/leadership/liane-m-randolph)\n\nThe California Air Resources Board is one of six boards, departments, and\noffices under the umbrella of the California Environmental Protection Agency.\n\n  * [ CalEPA ](http://www.calepa.ca.gov/ \"California Environmental Protection Agency\")\n  * [ CalRecycle ](https://www.calrecycle.ca.gov/)\n  * [ DPR ](http://www.cdpr.ca.gov/)\n  * [ DTSC ](http://www.dtsc.ca.gov/)\n  * [ OEHHA ](https://oehha.ca.gov/)\n  * [ SWRCB ](https://www.waterboards.ca.gov/)\n\nCopyright \u00a9 2025 State of California\n\n",
                "url": "https://ww2.arb.ca.gov/our-work/programs"
            },
            "reason": "This is the official website for the California Air Resources Board (CARB). It provides information on their programs, making it a highly reliable source for environmental regulatory compliance in California.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Official website for the California Air Resources Board (CARB) providing information on their programs.",
            "url": "https://ww2.arb.ca.gov/our-work/programs"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "c05b1fbf-b886-4a5e-904b-7785a51cfdb8",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.fca.org.uk/publications/corporate-documents/regulatory-initiatives-grid/interim-update"
                },
                "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"
            },
            "reason": "This is a document from the Financial Conduct Authority (FCA) in the UK. It is a reliable source for information on regulatory initiatives in the financial sector.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Document from the Financial Conduct Authority (FCA) in the UK on regulatory initiatives.",
            "url": "https://www.fca.org.uk/publications/corporate-documents/regulatory-initiatives-grid/interim-update"
        },
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                    "ext_id": "a64b7be6-50cd-4fc5-89c0-58cc97de09e0",
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                    "source": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-cybersecurity-roles"
                },
                "page_content": "Skip to main content\n\n#  Guidelines for cybersecurity roles\n\n__\n\nThis rating relates to the complexity of the advice and information provided\non the page.\n\nFirst published:  18 Mar 2025\n\nLast updated:  18 Mar 2025\n\n####  Content written for\n\n__ Large organisations & infrastructure\n\n__ Government\n\n####  Attachments\n\n  * [ __ Guidelines for cybersecurity roles (March 2025) _1.14MB .pdf_ ](/sites/default/files/2025-03/03.%20ISM%20-%20Guidelines%20for%20cybersecurity%20roles%20%28March%202025%29.pdf)\n\nShare on\n\n[\n](https://x.com/intent/tweet?text=Want%20to%20be%20more%20secure%20online%20but%20don%27t%20know%20how%3F&url=https://www.cyber.gov.au/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-cybersecurity-roles) [\n](https://www.facebook.com/sharer/sharer.php?u=https://www.cyber.gov.au/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-cybersecurity-roles) [\n](https://www.linkedin.com/sharing/share-\noffsite/?url=https://www.cyber.gov.au/resources-business-and-\ngovernment/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-\ncybersecurity-roles) [ ](mailto:?body=https://www.cyber.gov.au/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-cybersecurity-roles&subject=Guidelines for cybersecurity\nroles.%20Learn%20how%20to%20protect%20yourself%20online.)\n\n##  Board of directors and executive committee\n\n###  Embedding cybersecurity\n\nTo ensure that cybersecurity is embedded throughout an organisation, it is\nimportant that the board of directors or executive committee commits to\ndefining clear roles and responsibilities for cybersecurity, integrating\ncybersecurity throughout all business functions within their organisation,\naligning the cybersecurity strategy for their organisation with the\noverarching strategic direction and business strategy, and seeking regular\nbriefings or reporting on the cybersecurity posture of their organisation and\nthe threat environment in which it operates.\n\n_**Control: ISM-1997; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee defines clear roles and\nresponsibilities for cybersecurity both within the board of directors or\nexecutive committee and broadly within their organisation._\n\n_**Control: ISM-1998; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee ensures that cybersecurity is\nintegrated throughout all business functions within their organisation._\n\n_**Control: ISM-1999; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee ensures the cybersecurity\nstrategy for their organisation is aligned with the overarching strategic\ndirection and business strategy for their organisation._\n\n_**Control: ISM-2000; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee seeks regular briefings or\nreporting on the cybersecurity posture of their organisation, as well as the\nthreat environment in which they operate, from internal and external subject\nmatter experts._\n\n###  Championing a positive cybersecurity culture\n\nTo provide cybersecurity leadership within an organisation, it is important\nthat the board of directors or executive committee champions a positive\ncybersecurity culture, including through leading by example.\n\n_**Control: ISM-2001; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee champions a positive\ncybersecurity culture within their organisation, including through leading by\nexample._\n\n###  Building cybersecurity expertise\n\nTo assist with embedding cybersecurity throughout an organisation, it is\nimportant that the board of directors or executive committee maintains a\nsufficient level of cybersecurity literacy to fulfil both their fiduciary\nduties and any legislative or regulatory obligations. In addition, the board\nof directors or executive committee should maintain awareness of key\ncybersecurity recruitment activities, retention rates for cybersecurity\npersonnel, and cybersecurity skills and experience gaps for their\norganisation. Finally, the board of directors or executive committee should\nsupport the development of cybersecurity skills and experience for all\npersonnel within their organisation.\n\n_**Control: ISM-2002; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee maintains a sufficient level of\ncybersecurity literacy to fulfil both their fiduciary duties and any\nlegislative or regulatory obligations._\n\n_**Control: ISM-2003; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee maintains awareness of key\ncybersecurity recruitment activities, retention rates for cybersecurity\npersonnel, and cybersecurity skills and experience gaps within their\norganisation._\n\n_**Control: ISM-2004; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee supports the development of\ncybersecurity skills and experience for all personnel via internal and\nexternal cybersecurity awareness raising and training opportunities._\n\n###  Identifying critical business assets\n\nIn order for the board of directors or executive committee to fulfil both\ntheir fiduciary duties and any legislative or regulatory obligations, it is\nimportant that they understand the business criticality of their\norganisation\u2019s systems, applications and data, including a basic understanding\nof what exists, their value, where they reside, who has access, who might seek\naccess, how they are protected, and how that protection is verified.\n\n_**Control: ISM-2005; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee understands the business\ncriticality of their organisation\u2019s systems, applications and data, including\nat least a basic understanding of what exists, their value, where they reside,\nwho has access, who might seek access, how they are protected, and how that\nprotection is verified._\n\n###  Planning for major cybersecurity incidents\n\nIn order for the board of directors or executive committee to fulfil both\ntheir fiduciary duties and any legislative or regulatory obligations, it is\nimportant that they plan for major cybersecurity incidents, including by\nparticipating in exercises, and understand their duties in relation to such\ncybersecurity incidents.\n\n_**Control: ISM-2006; Revision: 0; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The board of directors or executive committee plans for major cybersecurity\nincidents, including by participating in exercises, and understand their\nduties in relation to such cybersecurity incidents._\n\n###  Further information\n\nFurther information on how the board of directors or executive committee can\nprotect themselves from cyberthreats can be found in the Australian Signals\nDirectorate\u2019s (ASD) [ _Practical cybersecurity tips for business leaders_\n](/resources-business-and-government/governance-and-user-education/practical-\ncybersecurity-tips-business-leaders \"Practical cybersecurity tips for business\nleaders\") publication.\n\nFurther information on questions the board of directors or executive committee\nshould be asking of their organisation can be found in ASD\u2019s [ _Questions for\nthe board of directors to ask about cybersecurity_ ](/resources-business-and-\ngovernment/governance-and-user-education/governance/questions-board-directors-\nask-about-cybersecurity \"Questions for the board of directors to ask about\ncybersecurity\") and [ _Ten things to know about data security_ ](/resources-\nbusiness-and-government/governance-and-user-education/governance/ten-things-\nknow-about-data-security \"Ten things to know about data security\")\npublications.\n\nFurther information on how the board of directors or executive committee can\nplan for major cybersecurity incidents can be found in ASD\u2019s [ _Planning for\ncritical vulnerabilities: What the board of directors needs to know_\n](/resources-business-and-government/governance-and-user-education/incident-\nresponse/planning-critical-vulnerabilities-what-board-directors-needs-know\n\"Planning for critical vulnerabilities: What the board of directors needs to\nknow\") publication.\n\nFurther information on cybersecurity considerations for the board of directors\nor executive committee during mergers, acquisitions and Machinery of\nGovernment changes can be found in ASD\u2019s [ _Mergers, acquisitions and\nmachinery of government changes_ ](/resources-business-and-\ngovernment/governance-and-user-education/governance/mergers-acquisitions-and-\nmachinery-government-changes \"Mergers, acquisitions and Machinery of\nGovernment changes\") publication.\n\nFurther information on cybersecurity responsibilities and duties of the board\nof directors or executive committee can be found in the United Kingdom\u2019s\nNational Cyber Security Centre\u2019s [ Cyber Security Toolkit for boards\n](https://www.ncsc.gov.uk/collection/board-toolkit) .\n\n##  Chief information security officer\n\n###  Breadth of responsibilities\n\nThe role of the chief information security officer (CISO) within an\norganisation should extend to information technology and operational\ntechnology. However, where appropriate and practical to do so, responsibility\nfor operational technology cybersecurity may be delegated by the CISO.\n\nWithin this section, the breadth of responsibilities for information\ntechnology and operational technology are collectively referenced under the\nbanner of cybersecurity.\n\n###  Required skills and experience\n\nThe role of the CISO requires a combination of technical and soft skills, such\nas business acumen, leadership, communications and relationship building.\nAdditionally, a CISO should adopt a continuous approach to learning and up-\nskilling in order to maintain pace with the cyberthreat landscape and new\ntechnologies. It is expected that a CISO show innovation and imagination in\nconceiving and delivering cybersecurity strategies for their organisation.\n\n###  Providing cybersecurity leadership and guidance\n\nTo provide cybersecurity leadership and guidance within an organisation (for\ninformation technology and operational technology), it is important that the\norganisation appoints a CISO.\n\n_**Control: ISM-0714; Revision: 7; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_A CISO is appointed to provide cybersecurity leadership and guidance for\ntheir organisation (covering information technology and operational\ntechnology)._\n\n###  Overseeing the cybersecurity program\n\nThe CISO within an organisation is responsible for overseeing their\norganisation\u2019s cybersecurity program and ensuring compliance with\ncybersecurity policy, standards, regulations and legislation. They are likely\nto work with a chief security officer, a chief information officer and other\nsenior executives within their organisation.\n\n_**Control: ISM-1478; Revision: 2; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees their organisation\u2019s cybersecurity program and ensures\ntheir organisation\u2019s compliance with cybersecurity policy, standards,\nregulations and legislation._\n\n_**Control: ISM-1617; Revision: 1; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO regularly reviews and updates their organisation\u2019s cybersecurity\nprogram to ensure its relevance in addressing cyberthreats and harnessing\nbusiness and cybersecurity opportunities._\n\n_**Control: ISM-1966; Revision: 0; Updated: Dec-24; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO develops, implements, maintains and verifies on a regular basis a\nregister of systems used by their organisation._\n\n_**Control: ISM-0724; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO implements cybersecurity measurement metrics and key performance\nindicators for their organisation._\n\n###  Coordinating cybersecurity\n\nThe CISO is responsible for ensuring the alignment of cybersecurity and\nbusiness objectives within their organisation. To achieve this, they should\nfacilitate communication between cybersecurity and business stakeholders. This\nincludes translating cybersecurity concepts and language into business\nconcepts and language, as well as ensuring that business teams consult with\ncybersecurity teams to determine appropriate controls when planning new\nbusiness projects. Additionally, as the CISO is responsible for the\ndevelopment of their organisation\u2019s cybersecurity program, they are best\nplaced to advise projects on the strategic direction of cybersecurity within\ntheir organisation.\n\n_**Control: ISM-0725; Revision: 4; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO coordinates cybersecurity and business alignment through a\ncybersecurity steering committee or advisory board, comprising of key\ncybersecurity and business executives, which meets formally and on a regular\nbasis._\n\n_**Control: ISM-0726; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO coordinates security risk management activities between\ncybersecurity and business teams._\n\n###  Reporting on cybersecurity\n\nThe CISO is responsible for reporting cybersecurity matters to their\norganisation\u2019s board of directors or executive committee, as well as their\norganisation\u2019s audit, risk and compliance committee (or equivalent). In doing\nso, it is important that reporting is done directly by the CISO rather than\nvia other senior executives within their organisation. This ensures reporting\nremains accurate and free of any conflicts of interest.\n\nReporting should cover:\n\n  * the organisation\u2019s security risk profile \n  * the status of key systems and any outstanding security risks \n  * any planned cybersecurity uplift activities \n  * any recent cybersecurity incidents \n  * expected returns on cybersecurity investments. \n\nReporting on cybersecurity matters should be structured by business functions,\nregions or legal entities and support a consolidated view of an organisation\u2019s\nsecurity risks.\n\nIt is important that the CISO is able to translate security risks into\noperational risks for their organisation, including financial and legal risks,\nin order to enable more holistic conversations about their organisation\u2019s\nrisks.\n\n_**Control: ISM-0718; Revision: 5; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO regularly reports directly to their organisation\u2019s board of\ndirectors or executive committee on cybersecurity matters._\n\n_**Control: ISM-1918; Revision: 1; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO regularly reports directly to their organisation\u2019s audit, risk and\ncompliance committee (or equivalent) on cybersecurity matters._\n\n###  Overseeing cybersecurity incident response activities\n\nTo ensure the CISO is able to accurately report to their organisation\u2019s board\nof directors or executive committee on cybersecurity matters, it is important\nthey are fully aware of all cybersecurity incidents within their organisation.\n\nThe CISO is also responsible for overseeing their organisation\u2019s response to\ncybersecurity incidents, including how internal teams respond and communicate\nwith each other during cybersecurity incidents. In the event of a major\ncybersecurity incident, the CISO should be prepared to step into a crisis\nmanagement role. They should understand how to bring clarity to the situation\nand communicate effectively with internal and external stakeholders.\n\n_**Control: ISM-0733; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO is fully aware of all cybersecurity incidents within their\norganisation._\n\n_**Control: ISM-1618; Revision: 1; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees their organisation\u2019s response to cybersecurity incidents._\n\n###  Contributing to business continuity and disaster recovery planning\n\nThe CISO is responsible for contributing to the development, implementation\nand maintenance of their organisation\u2019s business continuity and disaster\nrecovery plans, with the aim to improve business resilience and ensure the\ncontinued operation of critical business processes.\n\n_**Control: ISM-0734; Revision: 4; Updated: Sep-23; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO contributes to the development, implementation and maintenance of\nbusiness continuity and disaster recovery plans for their organisation to\nensure that business-critical services are supported appropriately in the\nevent of a disaster._\n\n###  Communicating a cybersecurity vision and strategy\n\nTo assist in facilitating cybersecurity cultural change and awareness within\ntheir organisation, across their organisation\u2019s cyber supply chain and among\ntheir organisation\u2019s customers, the CISO should act as a cybersecurity leader\nand continually communicate the cybersecurity vision and strategy for their\norganisation. In doing so, a cybersecurity communications strategy can be\nhelpful in achieving this outcome. As part of this, communication styles and\ncontent should be tailored to different target audiences.\n\n_**Control: ISM-0720; Revision: 4; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees the development, implementation and maintenance of a\ncybersecurity communications strategy to assist in communicating the\ncybersecurity vision and strategy for their organisation._\n\n###  Working with suppliers\n\nThe CISO is responsible for ensuring that consistent vendor management\nprocesses are applied across their organisation, from discovery through to\nongoing management. As supplier relationships come with additional security\nrisks, the CISO should assist personnel with assessing cyber supply chain\nrisks and understand the security impacts of entering into contracts with\nsuppliers.\n\n_**Control: ISM-0731; Revision: 2; Updated: Oct-20; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees cyber supply chain risk management activities for their\norganisation._\n\n###  Receiving and managing a dedicated cybersecurity budget\n\nReceiving and managing a dedicated cybersecurity budget will ensure the CISO\nhas sufficient access to funding to support their cybersecurity program,\nincluding cybersecurity uplift activities and responding to cybersecurity\nincidents.\n\n_**Control: ISM-0732; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO receives and manages a dedicated cybersecurity budget for their\norganisation._\n\n###  Overseeing cybersecurity personnel\n\nThe CISO is responsible for the cybersecurity workforce within their\norganisation, including plans to attract, train and retain cybersecurity\npersonnel. The CISO should also delegate relevant tasks to cybersecurity\nmanagers and other personnel as required and provide them with adequate\nauthority and resources to perform their duties.\n\n_**Control: ISM-0717; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees the management of cybersecurity personnel within their\norganisation._\n\n###  Overseeing cybersecurity awareness raising\n\nTo ensure personnel are actively contributing to the security culture of their\norganisation, a cybersecurity awareness training program should be developed,\nimplemented and maintained. As the CISO is responsible for cybersecurity\nwithin their organisation, they should oversee the development, implementation\nand maintenance of the cybersecurity awareness training program.\n\n_**Control: ISM-0735; Revision: 4; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_The CISO oversees the development, implementation and maintenance of their\norganisation\u2019s cybersecurity awareness training program._\n\n###  Further information\n\nFurther information on responding to cybersecurity incidents can be found in\nthe managing cybersecurity incidents section of the [ _Guidelines for\ncybersecurity incidents_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-cybersecurity-incidents\n\"Guidelines for cybersecurity incidents\") .\n\nFurther information on the development of a cybersecurity strategy can be\nfound in the development and maintenance of cybersecurity documentation\nsection of the [ _Guidelines for cybersecurity documentation_ ](/resources-\nbusiness-and-government/essential-cybersecurity/ism/cybersecurity-\nguidelines/guidelines-cybersecurity-documentation \"Guidelines for\ncybersecurity documentation\") .\n\nFurther information on cyber supply chain risk management can be found in the\ncyber supply chain risk management section of the [ _Guidelines for\nprocurement and outsourcing_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-procurement-and-\noutsourcing \"Guidelines for procurement and outsourcing\") .\n\nFurther information on the procurement of outsourced services can be found in\nthe managed services and cloud services section of the [ _Guidelines for\nprocurement and outsourcing_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-procurement-and-\noutsourcing \"Guidelines for procurement and outsourcing\") .\n\nFurther information on cybersecurity awareness training programs can be found\nin the cybersecurity awareness training section of the [ _Guidelines for\npersonnel security_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-personnel-security\n\"Guidelines for personnel security\") .\n\n##  System owners\n\n###  System ownership and oversight\n\nSystem owners are responsible for ensuring the secure operation of their\nsystems. However, system owners may delegate the day-to-day management and\noperation of their systems to system managers.\n\n_**Control: ISM-1071; Revision: 1; Updated: Sep-18; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_Each system has a designated system owner._\n\n_**Control: ISM-1525; Revision: 1; Updated: Jan-21; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners register each system with its authorising officer._\n\n###  Protecting systems and their resources\n\nBroadly, the risk management framework used by the [ _Information security\nmanual_ ](/resources-business-and-government/essential-cybersecurity/ism\n\"Information security manual\") has six steps: define the system, select\ncontrols, implement controls, assess controls, authorise the system and\nmonitor the system. System owners are responsible for the implementation of\nthis six-step risk management framework for each of their systems.\n\n_**Control: ISM-1633; Revision: 1; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners, in consultation with each system\u2019s authorising officer,\ndetermine the system boundary, business criticality and security objectives\nfor each system based on an assessment of the impact if it were to be\ncompromised._\n\n_**Control: ISM-1634; Revision: 2; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners, in consultation with each system\u2019s authorising officer, select\ncontrols for each system and tailor them to achieve desired security\nobjectives._\n\n_**Control: ISM-1635; Revision: 2; Updated: Jun-22; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners implement controls for each system and its operating\nenvironment._\n\n_**Control: ISM-1636; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS; Essential Eight: N/A** _  \n_System owners, in consultation with each system\u2019s authorising officer, ensure\ncontrols for each non-classified, OFFICIAL: Sensitive, PROTECTED and SECRET\nsystem and its operating environment undergo a security assessment by their\norganisation\u2019s own assessors or Infosec Registered Assessor Program (IRAP)\nassessors to determine if they have been implemented correctly and are\noperating as intended._\n\n_**Control: ISM-1967; Revision: 1; Updated: Mar-25; Applicability: TS;\nEssential Eight: N/A** _  \n_System owners, in consultation with each system\u2019s authorising officer, ensure\ncontrols for each TOP SECRET system and its operating environment, including\neach sensitive compartmented information system and its operating environment,\nundergo a security assessment by ASD assessors (or their delegates) to\ndetermine if they have been implemented correctly and are operating as\nintended._\n\n_**Control: ISM-0027; Revision: 5; Updated: Dec-24; Applicability: NC, OS, P,\nS; Essential Eight: N/A** _  \n_System owners obtain authorisation to operate each non-classified, OFFICIAL:\nSensitive, PROTECTED and SECRET system from its authorising officer based on\nthe acceptance of the security risks associated with its operation._\n\n_**Control: ISM-1968; Revision: 0; Updated: Dec-24; Applicability: TS;\nEssential Eight: N/A** _  \n_System owners obtain authorisation to operate each TOP SECRET system,\nincluding each sensitive compartmented information system, from Director-\nGeneral ASD (or their delegate) based on the acceptance of the security risks\nassociated with its operation._\n\n_**Control: ISM-1526; Revision: 3; Updated: Mar-25; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners monitor each system, and associated cyberthreats, security\nrisks and controls, on an ongoing basis._\n\n###  Annual reporting of system security status\n\nAnnual reporting by system owners on the security status of their systems to\ntheir authorising officer can assist the authorising officer in maintaining\nawareness of the security posture of systems within their organisation.\n\n_**Control: ISM-1587; Revision: 0; Updated: Aug-20; Applicability: NC, OS, P,\nS, TS; Essential Eight: N/A** _  \n_System owners report the security status of each system to its authorising\nofficer at least annually._\n\n###  Further information\n\nFurther information on using the [ _Information security manual_ ](/resources-\nbusiness-and-government/essential-cybersecurity/ism \"Information security\nmanual\") \u2019s six-step risk management framework can be found in the applying a\nrisk-based approach to cybersecurity section of [ _Using the Information\nsecurity manual_ ](/resources-business-and-government/essential-\ncybersecurity/ism/using-information-security-manual \"Using the Information\nsecurity manual\") .\n\nFurther information on [ the purpose of IRAP ](/irap \"Infosec Registered\nAssessors Program \\(IRAP\\)\") , and [ a list of current IRAP assessors\n](/resources-business-and-government/assessment-and-evaluation-\nprograms/infosec-registered-assessors-program/irap-assessors-list \"IRAP\nAssessors List\") , is available from ASD.\n\nFurther information on monitoring systems and their operating environments can\nbe found in the event logging and monitoring section of the [ _Guidelines for\nsystem monitoring_ ](/resources-business-and-government/essential-\ncybersecurity/ism/cybersecurity-guidelines/guidelines-system-monitoring\n\"Guidelines for system monitoring\") .\n\n[ _ _ Report a cybersecurity incident for critical infrastructure\n](/threats/report-cybercrime/report-a-cyber-security-incident#no-back) [ _ _\nGet alerts on new threats  Alert Service  ](/about-us/register) [ _ _ Become\nan  ASD Partner  ](/resources-business-and-government/partner-hub) [ _ _\nReport a cybercrime or cybersecurity incident  ](/report-and-recover/report)\n\n#####\n\nAcknowledgement of Country\n\n_We acknowledge the Traditional Owners and Custodians of Country throughout\nAustralia and their continuing connections to land, sea and communities.  \nWe pay our respects to them, their cultures and their Elders; past, present\nand emerging. We also recognise Australia's First Peoples' enduring\ncontribution to Australia's national security.  _\n\nAustralian Cyber Security Hotline  1300 CYBER1 _(1300 292 371)_\n\n  * [ ](https://twitter.com/ASDGovAu)\n  * [ ](https://www.facebook.com/cybergovau)\n  * [ ](https://www.instagram.com/asd.gov.au)\n  * [ ](https://www.linkedin.com/company/australian-signals-directorate)\n  * [ ](/about-us/about-acsc/who-we-are/ACSC-social-media-community#RSS_Feeds)\n\nAuthorised by the Australian Government, Canberra\n\n",
                "url": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-cybersecurity-roles"
            },
            "reason": "This is a document from the Australian Cyber Security Centre (ACSC). It provides cybersecurity guidelines, making it a highly reliable source for regulatory compliance in cybersecurity in Australia.",
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            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Document from the Australian Cyber Security Centre (ACSC) providing cybersecurity guidelines.",
            "url": "https://www.cyber.gov.au/resources-business-and-government/essential-cybersecurity/ism/cybersecurity-guidelines/guidelines-cybersecurity-roles"
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                    "source": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
                },
                "page_content": "#  SGI target: reduce carbon emissions by 278 mtpa by 2030\n\nA mission to accelerate Saudi Arabia\u2019s green energy transition and mitigate\nthe impacts of climate change.\n\n  * [ SAUDI & MIDDLE EAST GREEN INITIATIVES ](/)\n  * [ About SGI ](/about-sgi/)\n  * Reducing emissions \n\n##  Paving the way to net zero emissions by 2060\n\n######  Saudi Arabia is taking a multidimensional approach to emissions\nreduction.\n\nThe Kingdom has committed to have 50% of its power generated from renewable\nsources by 2030. Beyond a domestic energy mix transformation, SGI is steering\na range of ambitious initiatives that will reduce emissions. These include\ninvesting in new energy sources, improving energy efficiency, and developing a\ncarbon capture and storage program.\n\nTogether, these initiatives will help Saudi Arabia meet its climate goals and\nensure a sustainable future.\n\n###  Reducing emissions is essential in the fight against climate change\n\n#####  Efforts across the Kingdom are already having a positive impact.\n\n  * 6.2 GW \n\nRenewable energy capacity connected to the grid\n\n  * 44.2 GW \n\nRenewable energy capacity under development\n\n  * 7 million \n\nHomes could be powered by renewables under development\n\n  * 100-130 GW \n\nRenewable energy capacity to be tendered by 2030\n\n##  Saudi Arabia takes a whole-of-society approach to reach its emissions\nreduction goals.\n\n####  Action 1\n\n###  Implementing the CCE framework\n\nAccelerating broad implementation of the Circular Carbon Economy National\nProgram to reduce, reuse, recycle and remove CO  2  emissions.\n\n####  Action 2\n\n###  Investing in renewable energy\n\nChanging the Kingdom\u2019s current energy mix towards a more sustainable one,\nconsisting of 50% renewable energy.\n\n####  Action 3\n\n###  Spearheading a new sustainable energy source\n\nBecoming the world\u2019s leading producer and exporter of clean hydrogen.\n\n####  Action 4\n\n###  Increasing energy efficiency\n\nEnhancing Saudi Arabia\u2019s Energy Efficiency Program (SEEP).\n\n####  Action 5\n\n###  Transforming waste management\n\nUndertaking an ambitious waste management transformation project in Riyadh.\n\n} }\n\n##  Saudi Arabia\u2019s journey to net zero\n\n#####  Green Hydrogen Project\n\n(under development)\n\n######  Oxagon, NEOM, Tabuk Province\n\nBy 2026 will have the capacity to produce 250,000 tons of green hydrogen\nannually\n\n#####  Sudair Solar PV Project\n\n######  Sudair, Riyadh Province\n\n  * Connected: 1,500 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Sakaka Solar PV project\n\n######  Sakaka City, Al Jouf Province\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Dumat Al Jandal Wind Project\n\n######  Dumat Al-Jandal, Al-Jouf Province\n\n  * Connected: 400 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Aramco Research Center\n\n######  KAUST (Thuwal, Makkah Province)\n\nWill spur innovation for the Circular Carbon Economy\n\n#####  Layla Solar PV Project\n\n######  Layla, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 91 MW \n  * Under Development: N/A \n\n#####  AlUla solar energy hubs\n\n(under development)\n\n######  AlUla, Medina Province\n\n500MW+ generation capacity\n\n#####  Rabigh Solar PV Project\n\n######  Rabigh Industrial City, Makkah\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: 300 MW \n\n#####  Jeddah Solar PV Project\n\n######  Jeddah Industrial City, Western Province\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Ar Rass Solar PV Project\n\n######  Ar Rass, Al Qassim Province\n\n  * Connected: 700 MW \n  * Under Construction: 2,000 MW \n  * Under Development: N/A \n\n#####  Saad Solar PV Project\n\n######  Sa'ad, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 300 MW (Plant 1) and 1,125 MW (Plant 2) \n  * Under Development: N/A \n\n#####  Shuaibah Solar PV Project\n\n######  Al Shuaibah, Makkah Province\n\n  * Connected: 600 MW \n  * Under Construction: 2,060 MW \n  * Under Development: N/A \n\n#####  Al Ghat Wind Project\n\n######  Al Ghat, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 600 MW \n\n#####  Wa\u2019ad Al Shamal Wind Project\n\n######  Waad Al Shamal, Northern Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 500 MW \n\n#####  Al Henakiyah Solar PV project\n\n######  Al Henakiyah, Al Madinah Province\n\n  * Connected: N/A \n  * Under Construction: 1,100 MW \n  * Under Development: 400 MW \n\n#####  Tubarjal Solar PV project\n\n######  Tabarjal, Al-Jawf Province\n\n  * Connected: N/A \n  * Under Construction: 400 MW \n  * Under Development: N/A \n\n#####  Wadi Al Dawaser Solar PV\n\n######  Wadi al-Dawasir, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 112 MW \n  * Under Development: N/A \n\n#####  Al Kahfah Solar PV Park\n\n######  Al Kahafah, Eastern Province\n\n  * Connected: N/A \n  * Under Construction: 1,425 MW \n  * Under Development: N/A \n\n#####  Al Sadawi Solar PV Project\n\n######  As Sadawi, Eastern Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Al Masa'a Solar PV Project\n\n######  \u1e24a'il Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 1,000 MW \n\n#####  Muwayh Solar PV Project\n\n######  Al Muwayh, Makkah Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Al Khushaybi Solar PV Project\n\n######  Al Khushaybi, Qassim Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 1,500 MW \n\n#####  Haden Solar PV Project\n\n######  Ateef, Makkah Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Carbon Capture and Storage (CCS) hub JV\n\n(under development)\n\n######  Jubail Industrial City, Eastern Province\n\nObjective to capture 9 mtpa of CO  2  starting in 2027 and 44 mtpa by 2035.\n\n2030\n\n######  278  mtpa  CO  2  e  emissions reduced\n\n2060\n\n######  KSA  Net zero\n\n  * __ Wind Project \n  * __ Solar PV project \n  * __ green hydrogen facility \n  * __ carbon capture \n\n###  One emissions reduction target, many contributing initiatives\n\nAmbitious initiatives are being implemented across Saudi Arabia to combat the\nimpacts of climate change and create a cleaner, greener future for all. These\ninclude implementing comprehensive energy efficiency programs, making\nsignificant investments in clean hydrogen and renewable energy sources, and\ndeveloping cutting-edge carbon capture technology.\n\n[ __ Explore Saudi\u2019s initiatives to reduce emissions  __ ](/sgi-initiatives/)\n\n####  Discover SGI\u2019s other targets\n\n####  Greening Saudi\n\n[ Learn more  ](/about-sgi/sgi-targets/greening-saudi/plant-10-billion-trees/)\n\n####  Protecting land and sea\n\n[ Learn more  ](/about-sgi/sgi-targets/protecting-land-and-sea/protecting-\nsaudi-arabia-s-land-and-sea/)\n\n####  Follow our journey towards a green future\n\n  * [ Announcements ](/knowledge-hub/?type=Announcements)\n\n  * [ SGI Day ](/knowledge-hub/?topic=SGIDay)\n\n####  SGI DAY 2025: PROMOTING A CULTURE OF ENVIRONMENTAL STEWARDSHIP\n\nMarch 27, 2025  [ Read More ](/knowledge-hub/sgi-day-2025-promoting-a-culture-\nof-environmental-stewardship/)\n\n  * [ Video ](/knowledge-hub/?type=Video)\n  * [ Highlights ](/knowledge-hub/?type=Highlights)\n\n  * [ Events ](/knowledge-hub/?topic=Events)\n  * [ SGI Forum ](/knowledge-hub/?topic=SGIForum)\n\n####  The fourth edition of Saudi Green Initiative Forum welcomed 1,500+\ndelegates to 20+ sessions, delivered progress on all targets\n\nDecember 05, 2024  [ Read More ](/knowledge-hub/the-fourth-edition-of-saudi-\ngreen-initiative-forum-welcomed-1-500plus-delegates-to-20plus-sessions-\ndelivered-progress-on-all-targets/)\n\n  * [ Announcements ](/knowledge-hub/?type=Announcements)\n  * [ Highlights ](/knowledge-hub/?type=Highlights)\n\n  * [ Events ](/knowledge-hub/?topic=Events)\n  * [ SGI Forum ](/knowledge-hub/?topic=SGIForum)\n  * [ Greening Saudi ](/knowledge-hub/?topic=GreeningSaudi)\n  * [ Marine protection ](/knowledge-hub/?topic=Marineprotection)\n  * [ Land protection ](/knowledge-hub/?topic=Landprotection)\n  * [ Emissions Reduction ](/knowledge-hub/?topic=EmissionsReduction)\n\n####  Saudi Arabia advances climate action at the 2024 SGI Forum\n\nDecember 03, 2024  [ Read More ](/knowledge-hub/saudi-arabia-advances-climate-\naction-at-the-2024-sgi-forum/)\n\n[ __ View all news  __ ](/knowledge-hub/)\n\n####  Stay up to date with the latest from SGI and MGI\n\nAre you interested in the action being taken to achieve SGI\u2019s and MGI\u2019s goals?\nStay updated on new initiatives and innovations as they happen. Sign up to our\nnewsletter to have the latest updates delivered directly to your inbox.\n\n  * [ Get In Touch ](/contact-us)\n  * [ Privacy Policy ](/privacy-policy/)\n  * [ Terms of Use ](/terms-of-use/)\n\n\u00a9 2024 Saudi Green Initiatives\n\n  * [ ](https://twitter.com/gi_saudi)\n  * [ ](https://www.linkedin.com/company/saudi-green-initiative)\n  * [ ](https://www.facebook.com/SaudiGreenInitiative)\n  * [ ](https://www.instagram.com/gi_saudi)\n  * [ ](https://www.youtube.com/@gi_saudi/streams)\n\nWe use cookies to ensure that we give you the best experience on our website.\nIf you click \u201cAccept Cookies\u201d, or continue browsing, you consent to their use.\nTo learn more about how we collect and use cookies, please read our Cookies\nPolicy\n\n",
                "url": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
            },
            "reason": "This is the official website of the Saudi Geological Survey, a government organization. It directly discusses their targets for reducing carbon emissions, making it a reliable source of information on this topic.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "N/A",
            "url": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "95a70653-99a9-4b4a-aded-1b92dedf2f59",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.uab.edu/compliance/contact/compliance-contacts"
                },
                "page_content": "Less  More  in this section\n\n#  Compliance Contacts\n\n##  University Compliance & Risk Assurance\n\n(205) 996-6540  \nThis email address is being protected from spambots. You need JavaScript\nenabled to view it.\n\n##  UAB Medicine Enterprises Compliance\n\n(205) 975-0585  \nThis email address is being protected from spambots. You need JavaScript\nenabled to view it.\n\n##  [ UAB Athletics Compliance __ opens a new website\n](https://uabsports.com/sports/2017/6/10/compliance-albr-compliance-html.aspx)\n\n(205) 975-3055  \nThis email address is being protected from spambots. You need JavaScript\nenabled to view it.\n\n  * [ Accreditation ]()\n\n**Compliance Topic:** Accreditation\n\n**Liaison:** Vice Provost Office for Institutional Effectiveness and Academic\nPlanning, Eva Lewis, Vice Provost\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-6092\n\n  * [ Alabama Ethics Law/Personal Gifts ]()\n\n**Compliance Topic:** Alabama Ethics Law/Personal Gifts\n\n**Liaison:** Office of Counsel; Office of Compliance & Risk Assurance,\nCourtney Champion, University Compliance Coordinator\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3474; (205) 975-4979\n\n  * [ Animal Research ]()\n\n**Compliance Topic:** Animal Research\n\n**Liaison:** Institutional Animal Care and Use Committee (IACUC), Amanda\nWatts, Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-7847\n\n  * [ Behavioral Threats ]()\n\n**Compliance Topic:** Behavioral Threats\n\n**Liaison:** Behavioral Threat Assessment and Management (BTAM), James Erwin,\nTeam Chair\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5577\n\n  * [ Child Protection ]()\n\n**Compliance Topic:** Child Protection\n\n**Liaison:** Office of the Senior Vice President for Finance & Administration,\nSteve Murray, Executive Director Operations\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5493\n\n  * [ Clinical Billing ]()\n\n**Area:** Community Counseling Clinic\n\n**Liaison:** Shannon McCarthy, PhD, Executive Director and Faculty Supervisor\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 996-2414\n\n* * *\n\n**Area:** Dentistry\n\n**Liaison:** Kathleen Diveley, Director of Clinical Operations\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3077\n\n* * *\n\n**Area:** Optometry\n\n**Liaison:** Melendi Morton, Clinic Operations Manager\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 996-6038\n\n  * [ Clinicaltrials.gov ]()\n\n**Compliance Topic:** Clinicaltrials.gov\n\n**Liaison:** Tamara Howard and Dunia Ritchey\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3796 or (205) 492-5703\n\n  * [ Clinical Trials Research Billing ]()\n\n**Compliance Topic:** Clinical Trials Research Billing\n\n**Liaison:** Clinical Trials Administrative Office, Mark Marchant, Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-2098\n\n  * [ Conflict of Interest with Research ]()\n\n**Area:** Investigator\n\n**Liaison:** Office of Research, Conflict of Interest Review Board, Karen\nIles, Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-9690\n\n* * *\n\n**Area:** Institutional\n\n**Liaison:** Office of Compliance & Risk Assurance, Katie Crenshaw, Chief Risk\n& Compliance Officer\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 996-6540\n\n  * [ Data/Information Security ]()\n\n**Compliance Topic:** Data/Information Security\n\n**Liaison:** Information Technology, Robert Ferrill, AVP, Chief Information\nSecurity Officer\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-2400\n\n  * [ Disability Support Services ]()\n\n**Area:** Students\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4205\n\n* * *\n\n**Area:** Employees\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-9973\n\n  * [ Effort Reporting ]()\n\n**Compliance Topic:** Effort Reporting\n\n**Liaison:** Departmental Effort Officer (DEO)\n\n  * [ Employee Misconduct or Grievances ]()\n\n**Compliance Topic:** Employee Misconduct or Grievances\n\n**Liaison:** Employee Relations\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4458\n\n  * [ Export Control ]()\n\n**Compliance Topic:** Export Control\n\n**Liaison:** UAB Office of Research Safety & Security\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n  * [ External Activities ]()\n\n**Compliance Topic:** External Activities\n\n**Liaison:** School-level Reviewer in Dean\u2019s Office OR VP level Reviewer\n\n  * [ Gifts to UAB/ Endowments/ Donations ]()\n\n**Compliance Topic:** Gifts to UAB/ Endowments/ Donations\n\n**Liaison:** Office of the Vice President of Advancement, Tom Brannan, Vice\nPresident\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-0180\n\n  * [ HIPAA/ Patient Records/ Privacy: ]()\n\n**Area:** Data Security\n\n**Liaison:** HIPAA - [ Entity Security Coordinators __ opens a new website\n](https://www.hipaa.uab.edu/index.php/committees/24-committees/56-entity-\nsecurity-coordinators.html)\n\n* * *\n\n**Area:** Patient Records\n\n**Liaison:** HIPAA - [ Entity Security Coordinators __ opens a new website\n](https://www.hipaa.uab.edu/index.php/committees/2-uncategorised/55-entity-\nprivacy-coordinators.html)\n\n_NOTE: these websites are only accessible on campus on UAB-network computers_\n\n  * [ Hospital Compliance ]()\n\n**Compliance Topic:** Hospital Compliance\n\n**Liaison:** UAB Hospital Compliance\n\n**Phone:** (205) 975-0585\n\n  * [ HR/Employment Regulatory Compliance (FLSA/FMLA) ]()\n\n**Compliance Topic:** HR/Employment Regulatory Compliance (FLSA/FMLA)\n\n**Liaison:** HR Records\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4408\n\n  * [ Human Subjects Research ]()\n\n**Compliance Topic:** Human Subjects Research\n\n**Liaison:** UAB Office of Institutional Review Board\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3789\n\n  * [ Insurance/Risk Management ]()\n\n**Compliance Topic:** Insurance/Risk Management\n\n**Liaison:** Office of Risk Management and Insurance, Jeannine Bailes, Senior\nDirector\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5382\n\n  * [ Intellectual Property ]()\n\n**Compliance Topic:** Intellectual Property\n\n**Liaison:** UAB Harbert Institute of Innovation and Entrepreneurship (HIIE),\nKathy Nugent, Executive Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-9911\n\n  * [ Internal Audit ]()\n\n**Compliance Topic:** Internal Audit\n\n**Liaison:** Office of Internal Audit, UAB, Greg Lemley, Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4851\n\n  * [ International Travel ]()\n\n**Area:** Employees\n\n**Liaison:** UAB Office of Research Safety & Security\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n* * *\n\n**Area:** [ Students __ opens a new website  ](https://www.uab.edu/global/)\n\n**Liaison:** Office of Global Affairs\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-6611\n\n  * [ Legal Matters ]()\n\n**Compliance Topic:** la\n\n**Liaison:** Office of Counsel, UAB, John Daniel, Chief University Counsel\n\n**Phone:** (205) 975-3474\n\n  * [ Media or Press Inquiries ]()\n\n**Compliance Topic:** Media or Press Inquiries\n\n**Liaison:** University Relations, Jim Bakken, Chief Communications Officer\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3887\n\n  * [ NCAA Athletics ]()\n\n**Compliance Topic:** NCAA Athletics\n\n**Liaison:** Chandler Derieux, Associate Athletic Director of Compliance\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-3055\n\n  * [ Nepotism ]()\n\n**Compliance Topic:** Nepotism\n\n**Liaison:** UAB Employee Relations\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4458\n\n  * [ Open Records Requests ]()\n\n**Compliance Topic:** Open Records Requests\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n  * [ OSHA-Related Safety ]()\n\n**Area:** Biosafety, Laboratory, and Workplace\n\n**Liaison:** Lee Stone, Executive Director of Environmental Health & Safety\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-1265\n\n  * [ Patient Safety ]()\n\n**Area:** Dentistry\n\n**Liaison:** School of Dentistry, Kathleen Diveley, Director of Clinical\nOperations\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3077\n\n* * *\n\n**Area:** Optometry\n\n**Liaison:** School of Optometry, Elizabeth Steele, Associate Dean, Clinical\nAffairs\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-9374\n\n* * *\n\n**Area:** Medicine\n\n**Liaison:** UAB Medicine Enterprises Compliance, Brian Bates, Chief\nCompliance Officer\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 731-9863\n\n  * [ Records Requests ]()\n\n**Compliance Topic:** Records Requests\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3884\n\n  * [ Records Retention ]()\n\n**Area:** Archives\n\n**Liaison:** UAB Libraries, Tim Pennycuff, Associate Professor\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-1896 or 934-9671\n\n* * *\n\n**Area:** Scientific/ Research Records\n\n**Liaison:** Office of VP Research, Matt Ronning, Assistant Vice President\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-5063\n\n* * *\n\n**Area:** Student Records\n\n**Liaison:** Office of the Registrar, Cynthia Terry, Registrar\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-8112\n\n* * *\n\n**Area:** University Records\n\n**Liaison:** Office of Compliance & Risk Assurance\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 996-6540\n\n  * [ Reporting Wrongful Conduct/ Ethics Hotline ]()\n\n**Compliance Topic:** Reporting Wrongful Conduct/ [ Ethics Hotline __ opens a\nnew website  ](https://www.uab.edu/ethics/)\n\n**Liaison:** Office of Compliance & Risk Assurance, Courtney Champion,\nUniversity Compliance Coordinator\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-4979\n\n  * [ Research Misconduct/ Responsible Research Practices ]()\n\n**Compliance Topic:** Research Misconduct/ Responsible Research Practices\n\n**Liaison:** Office of VP Research, Matt Ronning, Assistant Vice President\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 975-5063\n\n  * [ Safety of Persons on Campus ]()\n\n**Area:** Emergency\n\n**Liaison:** UAB Police\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-3535\n\n* * *\n\n**Area:** Non-emergency\n\n**Liaison:** Behavioral Threat Assessment and Management (BTAM), Jamie Erwin,\nDirector\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5577\n\n  * [ Sponsored Programs ]()\n\n**Area:** Grants and Contracts Administration\n\n**Liaison:** Office of Sponsored Programs, Melinda Cotton, Associate VP\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5266\n\n* * *\n\n**Area:** Grants and Contracts Accounting\n\n**Liaison:** Financial Accounting, Tina Ealy, Director\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-9388\n\n* * *\n\n**Area:** Clinical Trials Administration\n\n**Liaison:** Clinical Trials Administrative Office (CTAO), Mark Marchant,\nDirector\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-7130\n\n  * [ Student Misconduct or Grievances ]()\n\n**Compliance Topic:** Student Misconduct or Grievances\n\n**Liaison:** Office of Assistant VP Student Experience, Mary Wallace,\nAssistant VP\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-4175\n\n  * [ Student Records/FERPA ]()\n\n**Compliance Topic:** Student Records/FERPA\n\n**Liaison:** Office of the Registrar, Cynthia Terry, Registrar\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-8112\n\n  * [ Title IX ]()\n\n**Compliance Topic:** Title IX\n\n**Liaison:** Title IX, Kasey Robinson, Coordinator\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 996-1340\n\n  * [ University Contracts ]()\n\n**Compliance Topic:** University Contracts\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-0387\n\n  * [ Visiting International Scientists ]()\n\n**Compliance Topic:** Visiting International Scientists\n\n**Liaison:** Office of Global Engagement, Majd Zayzafoon, Assistant Provost,\nInternational Education\n\n**Email:** This email address is being protected from spambots. You need\nJavaScript enabled to view it.\n\n**Phone:** (205) 934-5574\n\nCOMPLIANCE TOPIC  |  LIAISON  |  EMAIL  |  PHONE   \n---|---|---|---  \nAccreditation  |  Vice Provost Office for Institutional Effectiveness and Academic Planning, Eva Lewis, Vice Provost  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 975-6092   \nAlabama Ethics Law/Personal Gifts  |  Office of Counsel;   \nOffice of Compliance & Risk Assurance, Courtney Champion, Director - University Compliance  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-3474;   \n(205) 975-4979  \nAnimal Research  |  Institutional Animal Care and Use Committee (IACUC), Amanda Watts, Director  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-7847   \nBehavioral Threats  |  Behavioral Threat Assessment and Management (BTAM), Jamie Erwin, Team Chair  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-5577   \nChild Protection  |  Office of the Senior Vice President for Finance & Administration, Steve Murray, Executive Director Operations  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-5493   \nClinical Billing: Community Counseling Clinic  |  Shannon McCarthy, PhD, Executive Director and Faculty Supervisor  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 996-2414   \nClinical Billing: Dentistry  |  Kathleen Diveley, Director of Clinical Operations  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-3077   \nClinical Billing: Optometry  |  Melendi Morton, Clinic Operations Manager  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 996-6038   \nClinicaltrials.gov  |  Tamara Howard and Dunia Ritchey  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-3796 or (205) 492-5703   \nClinical Trials Research Billing  |  Clinical Trials Administrative Office, Mark Marchant, Director  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-2098   \nConflict of Interest with Research: Investigator  |  Office of Research, Conflict of Interest Review Board, Karen Iles, Director  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 975-9690   \nConflict of Interest with Research: Institutional  |  Office of Compliance & Risk Assurance, Katie Crenshaw, Chief Risk & Compliance Officer  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 996-6540   \nData/Information Security  |  Information Technology, Robert Ferrill, AVP, Chief Information Security Officer  |  This email address is being protected from spambots. You need JavaScript enabled to view it.  |  (205) 934-2400   \nDisability Support Services: Students  |  N/A  |  This email address is being protected from spambots. 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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#a09fd3d5c2cac5c3d49df5cec5d086c2cfc4d99dc8d4d4d0d39a8f8fd7d7d78ed2c5d3cfd5d2c3c5d0c1cec5cc8ecfd2c78fd2c5d0cfd2d4d38fd2c5d3cfd5d2c3c58dc5c6c6c9c3c9c5cec3d98dc1cec48dc3ccc9cdc1d4c58dc3c8c1cec7c5)\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  ](/file/2231/download?node=867)\n\n[ Resource Efficiency and Climate Change full report  173 pages  |  pdf, 6.77 MB  ](/file/1966/download?node=867)\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#fbc4888e99919e988fc6ae959e8bdd99949f82c6938f8f8b88c1d4d48c8c8cd5899e88948e89989e8b9a959e97d594899cd4899e8b94898f88d4899e88948e89989ed69e9d9d9298929e959882d69a959fd6989792969a8f9ed698939a959c9e)\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#16296563747c7375622b43787366307479726f2b7e626266652c3939616161386473657963647573667778737a3879647139647366796462653964736579636475733b7370707f757f7378756f3b7778723b757a7f7b7762733b757e77787173)\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#4b74383e29212e283f761e252e3b6d29242f3276233f3f3b387164643c3c3c65392e38243e39282e3b2a252e276524392c64392e3b24393f3864392e38243e39282e662e2d2d2228222e252832662a252f66282722262a3f2e6628232a252c2e)\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": "  * [ TOP ](/en/)\n  * [ Sustainability ](/en/sustanability/)\n  * Climate change \n\n##  Climate change\n\n###  Basic ideas\n\nTokai Carbon Group recognizes that addressing climate change is an important\nmanagement issue. In November 2021, by resolution of the Board of the\nDirectors, the Group expressed its support the Task Force on Climate-related\nFinancial Disclosure (TCFD).  \nWe will take appropriate measures toward achieving a low-carbon and carbon-\nneutral society by understanding the impact of climate change on our business\nbased on TCFD recommendations.\n\n###  Initiatives\n\n####  Information disclosure in line with TCFD recommendations\n\nTraditionally, we have implemented measures such as flood-control measures for\nhigh-priority offices, diversifying risks in main businesses by establishing\nmultiple bases, and incorporating natural disasters into business continuity\nplans (BCPs). In order to better understand the risks and opportunities of\nclimate change for the Group, we made the initial calculation of business\nimpact through scenario analysis, which is a requirement of the TCFD\nrecommendations, in December 2020, and reviewed the calculation in May 2023.  \nThe TCFD recommendations call for disclosure of governance, strategy, risk\nmanagement, targets, and indicators related to climate change. In line with\nthe TCFD recommendations, we are analyzing the impact of climate change on our\nbusiness and taking measures to address it.\n\n####  \u00e2\u0096 Governance\n\nAt Tokai Carbon, the Board of Directors controls the climate change risk\nwithin the Company-wide risk management system. Under the umbrella of Board of\nDirectors, the Risk Management and Compliance Committee conducts assessments\nof material risks affecting the Company, including climate change risk, and\nreports the findings to the Board of Directors. In addition, following the\npolicies made by Board of Directors, Carbon Neutral Committee led by the\nPresident, formulates policies for low-carbon/carbon-neutral and reports\nquarterly to Board of Director safter discussing the CO2 emission reduction\ntargets and plans to achieve. We continue to monitor the progress under the\nsupervision of the Board of Directors and focus on achieving targets by\nplanning and executing measures according to the progress.\n\n####  \u00e2\u0096 Risk management\n\nTo mitigate the risk of losses in business operations, each department\nimplements daily risk management in accordance with rules and policies related\nto accounting and financial, business partner, export, environmental and\ndisaster prevention, quality, information security, and investment management.\nIn addition, the Risk Management and Compliance Committee meets in principle\nevery quarter to discuss important matters related to risk and compliance.\nBased on the results of these discussions, the Committee provides advice to\nrelevant parties and reports to the Board of Directors and other management\nbodies in an effort to identify risks and improve risk management. Climate\nchange risk was identified by the Risk Management and Compliance Committee as\none of the material risk for the company. Following the policies made by Board\nof Directors, Carbon Neutral Committee led by the President, formulates\npolicies for low-carbon/carbon-neutral and reports quarterly to Board of\nDirectors after discussing the CO2 emission reduction targets and plans to\nachieve.\n\n####  \u00e2\u0096 Analysis of strategy, risks, and opportunities\n\nTo analyze the impact of climate change on our business (risks and\nopportunities), we selected 1.5\u00e2\u0084\u0083 and 4\u00e2\u0084\u0083 scenarios* as climate change\nscenarios and conducted scenario analyses with the time axis set to 2030 and\n2050.\n\n*1.5\u00e2\u0084\u0083 scenario: A control scenario in which the necessary measures are taken to limit the temperature rise to 1.5\u00e2\u0084\u0083 above pre-industrial levels.   \n4\u00e2\u0084\u0083 scenario: A scenario in which the average temperature rises by 4\u00e2\u0084\u0083 above\npre-industrial levels. This is a business as usual scenario where economic\nmeasures and additional measures against climate change are not taken.\n\n####  \u00e3\u0080\u0087Scenario analysis process\n\n(1) Decide the scope of analysis  \n(2) Identify risks and opportunities from climate change  \n(3) Specify key risks and opportunities (key drivers)  \n(4) Calculate the financial impact of material risks and opportunities\nspecified  \n(5) Formulate response policies and concrete strategies\n\n####  \u00e3\u0080\u0087Set scenario\n\nScroll horizontally to view the whole table\n\nScenario category  |  Scenario summary  |  Reference scenario   \n---|---|---  \n1.5\u00e2\u0084\u0083 scenario  |  A control scenario in which the necessary measures are taken to limit the temperature rise to 1.5\u00e2\u0084\u0083 above pre-industrial levels.  |  \u00e3\u0083\u00bbNet Zero Emissions by 2050 Scenario(IEA, WEO2022)  \u00e3\u0083\u00bbSustainable Development Scenario(IEA, ETP2020)  \u00e3\u0083\u00bbBeyond 2\u00e2\u0084\u0083 Scenario(IEA, ETP2017)  \u00e3\u0083\u00bbRCP 2.6/4.5 (IPCC, AR5)   \n4\u00e2\u0084\u0083 Scenario  |  A Scenario in which the average temperature rises by 4\u00e2\u0084\u0083 above pre-industrial levels. This is a business as usual scenario where economic measures and additional measures against climate change are not taken.  |  \u00e3\u0083\u00bbRCP 8.5 (IPCC, AR5)  \u00e3\u0083\u00bbStated Policies Scenario(IEA, WEO2022)   \n  \n####  \u00e3\u0080\u0087Scenario analysis targets\n\nScroll horizontally to view the whole table\n\nTarget businesses  |  Four major businesses (Graphite Electrodes, Carbon Black, Fine Carbon, and Smelting and Lining) accounting for approximately 90% of Tokai Carbon's sales as of 2022   \n---|---  \nTimeline  |  2030 and 2050 *2040 if there is no reference data for 2050   \n  \n####  \u00e3\u0080\u0087Results of scenario analysis\n\n4\u00e2\u0084\u0083 scenario: High physical risk, relatively low transition risk  \n1.5\u00e2\u0084\u0083 scenario: High transition risk, relatively low physical risk\n\n4\u00e2\u0084\u0083\n\nScroll horizontally to view the whole table\n\nBusiness  |  Factors  |  Opportunities/risks  |  Envisioned financial impact on the Company  |  Strategy & response   \n---|---|---|---|---  \nCommon to all four businesses  |  Production stoppages and supply chain disruptions due to increased typhoons, flooding, and torrential rains  |  Physical risk  |  Our BCP measures have limited the risk of serious impact on operations, but our businesses may be affected if an unexpected event occurs in the future.  |  Implementation and periodic review of BCP measures from a medium- to long-term perspective   \n  \n1.5\u00e2\u0084\u0083\n\nScroll horizontally to view the whole table\n\nBusiness  |  Factors  |  Opportunities/risks  |  Envisioned financial impact on the Company  |  Strategy & response   \n---|---|---|---|---  \nCommon to all four businesses  |  Increased burden due to expanded introduction of carbon pricing  |  Transition risk  |  Most of the raw materials used in our businesses are derived from fossil fuels, and if we include not only the CO2 emissions from the combustion of fossil fuels and the use of electricity, which are energy sources, but also the CO2 emissions emitted in the production process, the burden of introducing carbon pricing is enormous.  |  Reduction of CO2 emissions, through fuel conversion, use of renewable energy, CO2 capture, product recycling, etc.   \nCommon to all four businesses  |  Compulsory use of renewable energy (use is unavoidable)  |  Transition risk  |  Electricity accounts for a high percentage of the energy used in the production processes of our businesses. Purchasing electricity generated from renewable energy sources will lead to increased operating costs.  |  \u00e3\u0083\u00bbReduction of CO2 emission coefficient due to the spread of renewable energy in society   \n\u00e3\u0083\u00bbConsider the efficient procurement of renewable energy  \nCommon to all four businesses  |  \u00e3\u0083\u00bbDissemination of technologies that do not use fossil fuel-derived raw materials   \n\u00e3\u0083\u00bbIncreasing demand for low-carbon products, changing consumer attitudes toward fossil fuel-derived materials  |  Transition risk  |  \u00e3\u0083\u00bbDecrease in sales due to increased pressure to use alternative materials for products that use fossil fuel-derived raw materials. In addition, R&D expenses for product development using alternative raw materials increased.  |  \u00e3\u0083\u00bbIn the CB business, promote development of technologies for use of raw materials other than fossil fuel-derived, reuse of used tires, and recovery and reuse of energy. We aim to increase the added value of products by reducing CO2 emissions during product manufacturing, and to minimize risk factors by reducing the burden of carbon pricing.   \nElectrodes  |  Increasing advantages of electric furnaces  |  Opportunities  |  Increased demand for graphite electrodes  |  \u00e3\u0083\u00bbPursuing the production of even higher quality graphite electrodes   \n\u00e3\u0083\u00bbStable supply in response to increased demand  \n  \n####  Carbon-neutral initiatives\n\nIn May 2021, we launched a Carbon Neutral Project led by the President. This\nwas to propel the group\u00e2\u0080\u0099s efforts for low-carbon/carbon neutral. In January\n2022, the project was re-formulated as Carbon Neutral Committee to become a\nhigh level command tower of carbon neutral efforts of the entire organization.\nThe committee will monitor the progress under the supervision of the Board of\nDirectors and focus on achieving targets by planning and executing measures\naccording to the progress.  \n[ \u00e2\u0086\u0092Carbon neutral initiatives\n](https://www.tokaicarbon.co.jp/en/sustanability/carbon_neutral.html)\n\n####  \u00e2\u0096 Indicators and targets\n\nTokai Carbon Group target to reduce CO2 emissions by 25% (VS 2018) before 2030\nand achieve carbon-neutral in 2050.\n\n* Scope of the targets: Scope 1 and Scope 2 \n\n####  Membership in external organizations\n\n####  \u00e3\u0080\u0090Japan Chemical Industry Association (JCIA)\u00e3\u0080\u0091\n\nWe participate in the activities of the Association as the member of the JCIA.\nThe purpose of the JCIA is to conduct surveys and research for production,\ndistribution, consumption and other aspects and on various issues related to\ntechnology, labor, the environment, safety, etc., related to the chemical\nindustry. It also conducts planning and promotion of various countermeasures\nfor the sound development of the chemical industry and to contribute to the\nprosperity of Japan\u00e2\u0080\u0099s economy and daily life. Above all, the Association\nparticipates in the Carbon neutral action plan (formally, Low carbon society\nimplementation plan) sponsored by the Japan Business Federation, and has\npublished a target of a 32% reduction in CO2 emissions by FY2030, with a view\nto achieving carbon neutrality by FY2050. Tokai Carbon, as a member of the\nAssociation shall promote the reduction of CO2 emissions and energy\nconservation towards achieving this goal.  \n[ (Japan Chemical Industry Association (JCIA) website\nhttps://www2.nikkakyo.org/english) ](https://www2.nikkakyo.org/english)\n\n####  \u00e3\u0080\u0090Japan Carbon Association\u00e3\u0080\u0091\n\nJapan Carbon Association is an organization of carbon products manufacturers\nto further develop the carbon products and the industries. President of Tokai\nCarbon has been appointed as a chairman of this association. In March 2022, as\na response to climate change, the association announced its \u00e2\u0080\u009cPolicy on\nCarbon Association Initiatives to Achieve Carbon Neutral by 2050\u00e2\u0080\u009d, to\nclarify its aim to achieve carbon neutral by 2050 through energy conservation,\nfuel conversion, power conversion and use of energy sources that are not\ndependent on fossil fuels. President of Tokai Carbon has taken the roll to\nlead this initiatives as the chairman of the association.  \nAs we had announced our commitment to achieve carbon neutral by 2050 prior to\nthe association, we will work on reducing CO2 emissions as an industry-wide\neffort based on the association policy.  \n[ (Japan Carbon Association website\u00e3\u0080\u0080https://tansokyoukai.org/)\n](https://tansokyoukai.org/)\n\n###  Performance\n\n####  Environmental data\n\nEnergy consumption\n\n|  Unit  |  2018  |  2019  |  2020  |  2021  |  2022  |  2023   \n---|---|---|---|---|---|---|---  \nNon-renewable energy  \nconsumption  |  Electricity  |  MWH  |  1,169,635  |  999,935  |  855,232  |  845,256  |  938,079  |  799,244   \nsteam  |  MWH  |  2,251  |  4,004  |  5,358  |  1,045  |  546  |  571   \nFuels  |  MWH  |  925,532  |  998,431  |  1,122,098  |  1,020,462  |  1,239,842  |  1,350,829   \nTotal  |  MWH  |  2,097,418  |  2,002,370  |  1,982,688  |  18,666,762  |  2,178,467  |  2,150,643   \nRenewable energy  \nconsumption  |  Electricity  |  MWH  |  3  |  3  |  3  |  180,090  |  203,747  |  240,265   \nTotal energy consumption  |  MWH  |  2,097,421  |  2,002,373  |  1,982,691  |  2,046,852  |  2,382,215  |  2,390,908   \n  \n[Boundary]  \nEmissions from all the consolidated production bases, head office, branches,\nand laboratories, are calculated.\n\n[Period covered]\n\nJapan  |  Overseas   \n---|---  \n2018-2020:April to March(Tokai Konetsu Kogyo: January to December)  \n2021: January to December  |  January to December   \n  \nGHG emissions(Scope1\u00e3\u0080\u0081Scope2\u00ef\u00bc\u0089(consolidated)\n\n|  2018  |  2019  |  2020  |  2021  |  2022  |  2023   \n---|---|---|---|---|---|---  \nCO2 emissions  \n\u00ef\u00bc\u0088thousand tCO2e\u00ef\u00bc\u0089  |  3,056  |  2,687  |  2,232  |  2,409  |  2,408  |  2,219   \nScope1\u00ef\u00bc\u0088thousand tCO2e\u00ef\u00bc\u0089  |  2,430  |  2,164  |  1,825  |  2,070  |  2,018  |  1,900   \nScope2\u00ef\u00bc\u0088thousand tCO2e\u00ef\u00bc\u0089  |  626  |  523  |  406  |  339  |  391  |  318   \n  \nCalculation of Scope 1 and Scope 2 GHG emissions\n\n[Scope of coverage]\n\nCO2  |  All the consolidated production sites, head office, branches, and laboratories (Tokai Carbon (Dalian) Co., Ltd., Tokai Carbon (Suzhou) Co., Ltd., Shanghai Tokai Konetsu Co., Ltd., Tokai Konetsu (Suzhou) Co., Ltd., and Tokai Carbon Europe Ltd. Italia Branch were added in 2022)   \n---|---  \nCH4\u00e3\u0080\u0081N2O  |  Starting in 2022, major production sites that account for approximately 98% of consolidated CO2 emissions have been added to the scope of the calculation   \n  \n[Period covered]\n\n|  Japan  |  Overseas   \n---|---|---  \nCO2  |  Energy sources  |  Until 2020: April to March   \n(Tokai Konetsu Kogyo: January to December)  \n2021 and after: January to December  |  January to December   \nNon-energy sources  |  January to December  |  January to December   \nCH4\u00e3\u0080\u0081N2O  |  \\-  |  January to December (*calculation period from 2022)   \n  \n[Calculation Method]\n\nCO2 equivalent emissions are calculated using the global warming potentials of\nCO2, CH4, and N2O gases. HFCs, PFCs, SF6, and NF  3  are excluded from\ncalculations because these emissions are negligible.\n\nScope 1: Direct GHG emissions from corporate activities, including energy-\nderived GHG emissions and non-energy-derived GHG emissions (emissions from\nindustrial processes) are calculated. In principle, GHG emissions from non-\nenergy sources are calculated from the amount of raw and auxiliary materials\nused and the balance of products and waste.\n\nScope 2:\n\n  * Indirect CO2 emissions associated with use of energy in corporate activities \n  * The market-based method in the GHG Protocol is used. For emissions in Japan, the emission coefficient by electricity utility under the Act on Promotion of Global Warming Countermeasures applies. For overseas emissions, emission coefficients published by electricity utilities are used, although the latest emission coefficients published by IEA or national and regional authorities are used for emissions from some plants. \n\nCO2 emissions\u00ef\u00bc\u0088Scope3\u00ef\u00bc\u0089 Unit : thousand tCO2e\n\n|  2019  |  2020  |  2021  |  2022  |  2023   \n---|---|---|---|---|---  \nScope3  |  3,322  |  1,619  |  1,599  |  1,805  |  1,659   \nCategory1\u00e3\u0080\u0080Purchased goods and services  |  469  |  189  |  341  |  1,343  |  1,188   \nCategory2 Capital goods  |  20  |  23  |  22  |  51  |  99   \nCategory3 Fuel-and energy-related activities not included in Scope1 or Scope2  |  N/A  |  N/A  |  N/A  |  82  |  74   \nCategory4 Upstream transport and delivery  |  5  |  5  |  6  |  6  |  7   \nCategory5 Waste generated in operations  |  0.5  |  0.4  |  0.7  |  0.5  |  0.6   \nCategory6 Business travel  |  N/A  |  N/A  |  N/A  |  0.4  |  0.5   \nCategory7 Employee commuting  |  0.4  |  0.4  |  0.4  |  0.4  |  0.4   \nCategory8 Upstream leased assets  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nCategory9 Downstream transportation and delivery  |  N/A  |  N/A  |  N/A  |  N/A  |  0.7   \nCategory10 Processing of sold products  |  N/A  |  N/A  |  N/A  |  N/A  |  0.9   \nCategory11 Use of sold products  |  2,827  |  1,402  |  1,228  |  321  |  288   \nCategory12 End-of-life treatment of sold products  |  \\-  |  \\-  |  \\-  |  \\-  |  \\-   \nCategory13 Downstream Leased Assets  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nCategory14 Franchises  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nCategory15 Investments  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \n  \nScope 3 calculation method\n\n[Boundary]\n\n  * The reporting boundary from 2019 to 2021 is Tokai Carbon Co., Ltd. That for Categories 1, 2, 3, 11 and 12 is Tokai Carbon Co., Ltd. and its consolidated subsidiaries. \n  * However, Categories 9, 10, 11 and 12 cover only some businesses and products. \n\n[Period of tabulation]\n\nCategory 1\u00e2\u0080\u00933, 5\u00e2\u0080\u009315: January\u00e2\u0080\u0093December\n\nCategory 4: April\u00e2\u0080\u0093March of the following year\n\n[Calculation method]\n\n  * References used in calculation of Scope 3 include \u00e2\u0080\u009cBasic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain Ver 2.5\u00e2\u0080\u009d and \u00e2\u0080\u009cThe Emissions Unit Database for Accounting of Greenhouse Gas Emissions, etc., by Organizations Throughout the Supply Chain (Ver. 3.3)\u00e2\u0080\u009d from the Ministry of the Environment and the Ministry of Economy, Trade and Industry; emission coefficients by electrical utility published by the Ministry of the Environment; and emissions factor specified in LCI Database IDEA v3.3. \n  * Category 1: Through 2021, calculated as total value of procurement of major raw materials multiplied by emission factor. From 2022, it is calculated for the top 80% or more of the value of purchased raw materials and auxiliary materials by multiplying the annual purchase for each target item by the emission factor. \n  * Category 2: Calculated by multiplying the purchase value of capital goods by emission factor. \n  * Category 3: Calculated by multiplying the amount of energy totaled in Scope 1 and 2 by emission factor. \n  * Category 4: Calculated by multiplying the fuel consumption and transport ton-kilometers by emission factor. \n  * Category 5: Calculated by multiplying type-specific amount of waste disposal and recycling by emission factor. \n  * Category 6: Calculated by means-of-transportation-specific value of transportation expenses by emission intensity, and adding the number of accommodation stays multiplied by the emission factor of the accommodation facilities. \n  * Category 7: Calculated by multiplying the number of employees by number of business days and by emission factor. \n  * Category 9: The scope of this report is the Fine Carbon Division. Calculations were made by multiplying the transportation ton-kilometers by the emissions intensity for the logistics of products sold by the Fine Carbon Division to the final consumer. \n  * Category 10: The scope of this report is the Fine Carbon Division. Calculated by multiplying the sales volume of intermediate products from the Fine Carbon Division by the emissions intensity per processed amount. \n  * Category 11: The scope of reporting through 2021 is the Graphite Electrode Division. Calculated by multiplying products\u00e2\u0080\u0099 energy consumption and sales volume by emission factor, and adding the CO2 generated from the products themselves during use. The scope from 2022 is the Graphite Electrode Division and the S&L Division. CO2 generated from the products themselves during use is calculated. \n  * Category 12: The scope of reporting is the Graphite Electrode Division. \n\nTOP\n\n  * [ Company  ](/en/company/)\n    * [ Welcome toTokai Carbon. ](/en/first/)\n    * [ The Tokai Carbon Business Model ](/en/company/summary/)\n    * [ CEO\u00e2\u0080\u0099s Greeting ](/en/company/message.html)\n    * [ Philosophy ](/en/company/philosophy.html)\n    * [ Overview ](/en/company/profile.html)\n    * [ Management ](/en/company/officer.html)\n    * [ Location ](/en/company/office.html)\n    * [ History ](/en/company/history.html)\n    * [ Organization ](/en/company/organization.html)\n\n  * [ Business  ](/en/products/)\n    * [ Graphite Electrodes ](/en/products/graphite/)\n    * [ Carbon black ](/en/products/carbon_b/)\n    * [ Fine Carbon ](/en/products/fine_carbon)\n    * [ Smelting and Lining ](/en/products/cobex/)\n    * [ Industrial Furnaces and Related Products ](/en/products/furnace/)\n    * [ Friction Materials ](/en/products/friction/)\n    * [ Anode Materials ](/en/products/nem/)\n    * [ Research & Development ](/en/products/research/)\n\n  * [ IR  ](/en/ir/)\n    * [ Financial Highlights ](/en/ir/highlight.html)\n    * [ Stock price chart ](/en/ir/chart.html)\n    * [ Mid-term management plans ](/en/ir/plan.html)\n    * [ IR Event ](/en/ir/event.html)\n    * [ IR Documents ](/en/ir/library)\n    * [ Stock Information ](/en/ir/information.html)\n    * [ Rating\u00e3\u0083\u00bbBonds ](/en/ir/corporate_bond.html)\n    * [ Shareholders meeting ](/en/ir/shareholders-meeting.html)\n    * [ FAQ ](/en/ir/support.html)\n\n  * [ Sustainability  ](/en/sustanability/)\n    * [ Message ](/en/sustanability/message.html)\n    * [ Basic idea, Target ](/en/sustanability/csr_management.html#anchor01)\n    * [ Establishing a strong business platform ](/en/sustanability/#anchor01)\n    * [ Harmony with the global environment ](/en/sustanability/#anchor02)\n    * [ Governance ](/en/sustanability/#anchor03)\n    * [ Supply chain management ](/en/sustanability/#anchor04)\n    * [ Sustainability related materials ](/en/sustanability/#anchor05)\n\n  * [ News  ](/en/news/) [ Recruit  ](/recruitment/) [ Inquiry  ](/en/inquiry/)\n\n[ Site Policy  ](/en/sitepolicy/) [ Privacy Policy  ](/en/privacy/)\n\n[ Site Policy ](/en/sitepolicy/) [ Privacy Policy ](/en/privacy/)\n\n\u00e3\u0080\u0092107-8636 Aoyama Building, 1-2-3 Kita Aoyama, Minato-ku, Tokyo\u00e3\u0080\u0080  \nTel\u00ef\u00bc\u009a03-3746-5100\n\nCopyright\u00c2\u00a9 Tokai Carbon Co., Ltd. All rights reserved.\n\n",
                "url": "https://www.tokaicarbon.co.jp/en/sustanability/climate-change.html"
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                "page_content": "\ud83d\udce3  **Postmark has been acquired by ActiveCampaign**\n\n[ Continue reading \u2192 ](/blog/postmark-has-been-acquired-by-activecampaign)\n\n[ x ](/blog/wildbits-2020-environmental-footprint#)\n\n[ ](/blog/author/mattwest) [ Matt  West  ](/blog/author/mattwest) June 8th  \n2021\n\n#  Wildbit\u2019s 2020 environmental footprint\n\nFollowing on from our [ first environmental impact study\n](/blog/2020/06/30/measuring-wildbits-environmental-impact) last year, we\nentered 2020 with optimistic plans to reduce our carbon footprint. It turns\nout that nature had some plans of its own.\n\nWildbit has been a remote company for 20 years, but the COVID-19 pandemic\nstill impacted how we operate. While our day-to-day operations stayed mostly\nthe same, travel plummeted this year as we canceled our annual team retreat\nand conferences moved online.\n\nFor 2020, we again focused on measuring our three main areas of emissions:\ninfrastructure, travel, and operations. We have a little more experience\nmeasuring our emissions this year, but there are still some significant\ndifficulties in calculating [ the impact of a remote SaaS business ](/people-\nfirst/impact) .\n\n##  Infrastructure emissions\n\nOur engineering team continued to move services from our colocated data center\nto AWS in 2020. This has helped reduce our estimated infrastructure footprint\nfrom 61.4 tCO2e in 2019 to 58.4 tCO2e in 2020.\n\n> tCO2e means metric tonnes of Carbon Dioxide Equivalent. This unit\n> incorporates the [ global warming potential\n> ](https://www.epa.gov/ghgemissions/understanding-global-warming-potentials)\n> of a range of polluting gases and converts the amount of each gas into the\n> equivalent amount of Carbon Dioxide, giving us a single figure to track\n> emissions by.\n\nCloud providers like AWS operate data centers that run far [ more efficiently\nthan most colocated operations\n](https://sustainability.aboutamazon.com/carbon_reduction_aws.pdf) . However,\nwe lose the ability to monitor the energy consumption of our hardware with\nthese providers, making it incredibly difficult to report emissions caused by\nour usage. We haven\u2019t found a way to estimate emissions from our AWS usage\nyet. For Google Cloud, we\u2019ve applied [ research done by the team at Etsy\n](https://codeascraft.com/2020/04/23/cloud-jewels-estimating-kwh-in-the-\ncloud/) to estimate emissions from our usage and billing data.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nCo-located data center  |  60.2  |  57.8   \nGoogle Cloud  |  N/A  |  0.001*   \nAWS  |  N/A  |  N/A   \nOther _Marketing websites estimated emissions based on page views_ |  1.2  |  0.6   \n**Totals** |  61.4  |  58.4   \n  \n_*_ [ _Google cloud runs on 100% renewable energy_\n](https://cloud.google.com/sustainability) _, so we\u2019re only accounting for\nemissions associated with transmission and distribution losses._\n\n##  Travel emissions\n\nAfter starting the year with exciting plans for a blowout team retreat to\ncelebrate [ Wildbit\u2019s 20th birthday ](/labs/modalbox/) , COVID-19 brought all\nof our plans to an abrupt halt. With the exception of a leads team retreat in\nearly January, we canceled almost all our travel plans in 2020.  \n  \nOur overall travel footprint in 2020 was 3.4 tCO2e compared to 20.5 tCO2e in\n2019, an 83% reduction. We\u2019ve made the call not to hold an annual retreat in\n2021 either, so we expect this number to remain low in 2021.\n\n**Flights  \n** With no retreat, we made just 19 flights in 2020. Traveling a total of\n17,936 miles compared to the 100,148 miles we flew in 2019. Our carbon\nfootprint went from 16.2 tCO2e in 2019 to 2.8 tCO2e in 2020, a huge 83%\nreduction.\n\n**Ground** **t** **ransport  \n** Taxis, trains, and bus travel accounted for 530 miles and 0.1 tCO2e in 2020\ncompared to 1,376 miles and 0.5 tCO2e in 2019. This covers travel associated\nwith company trips and conferences. Some team members use local co-working\nspaces but we don't currently track their commutes.\n\nThe percentage of ground travel using public transport increased from 13% in\n2019 to 45% in 2020. Pre-pandemic we had set out to encourage the use of\npublic transport over Uber and private taxis to help reduce our travel\nfootprint. Given the low level of travel in 2020, it\u2019s difficult to say\nwhether those efforts actually contributed to the increase in public transport\nusage or not. It\u2019s something we want to continue working on once travel\nincreases again though.\n\n**Hotel** **s** **tays  \n** With the cancellation of our annual retreat and in-person conferences,\nhotel stays were drastically reduced. Going from 184 nights in 2019 to 21\nnights in 2020. Emission associated with hotel stays reduced from 3.7 tCO2e to\n0.5 tCO2e.\n\n|  **2019** |  |  **2020** |   \n---|---|---|---|---  \n|  **Miles / Nights** |  **Emissions** **(tCO2e)** |  **Miles / Nights** |  **Emissions** **(tCO2e)**  \nAir Transport  |  100,148  |  16.210  |  17,936  |  2.766   \nPrivate Transport _Ubers, taxis, private-hire buses, etc._ |  1,194  |  0.525  |  290  |  0.098   \nPublic Transport _Trains, trams, buses, etc._ |  182  |  0.026  |  240  |  0.039   \nHotel Stays  |  184  |  3.735  |  21  |  0.456   \n**Total** |  **101,524 / 184** |  **20.5** |  **18,466 / 21** |  **3.4**  \n  \n##  Operations emissions\n\nIn 2019 we decided to [ downsize our HQ in Philadelphia\n](/blog/2019/11/08/downsizing-the-office-upsizing-remote-first) and move to a\ndedicated area in a co-working space. That worked out pretty well for a while,\nbut once the pandemic hit and we were all bound to our homes the office didn\u2019t\nget much use.\n\nWildbit office in a co-working apace\n\nAs the co-working space has shared utility meters, we lost our ability to\naccurately measure our electricity and gas usage after the move. Instead, we\nestimated our usage based on figures released by the US Energy Information\nAdministration ( [ electricity\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) [ data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) , [\ngas data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c24.php) ).\nBased on these estimates, our electricity footprint came in at 1 tCO2e and our\ngas footprint at 2.3 tCO2e in 2020.  \n  \nThat\u2019s not the full picture though. The tenants we sub-let our old HQ to are\nin the travel industry and were badly impacted when the pandemic hit. They\nmoved out in June and we took on responsibility for the building again.\nAccounting for the electricity and gas usage to keep the old office ticking\nover while it was unoccupied pushes the footprint of our total operations for\n2020 up to 14.2 tCO2e, an increase of ~20%.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nPhiladelphia HQ  |  12  |  10.9   \nDedicated co-working space  |  N/A  |  3.3   \n**Total** |  12  |  14.2   \n  \nWe\u2019ve since decided to go fully remote and vacated the co-working space when\nour lease expired in March 2021.\n\n##  Wildbit\u2019s 2020 footprint\n\nLooking back on an unusual year, our 2020 estimate footprint came out at 76\ntCO2e. 20% lower than our footprint in 2019. That\u2019s about the same as the\nemissions from burning a tanker full of gasoline.\n\n|  **2019** |  **2020**  \n---|---|---  \nInfrastructure  |  61.4  |  58.4   \nTravel  |  20.5  |  3.4   \nOperations  |  11.9  |  14.2   \n**Total** |  **93.8 tCO2e** |  **76 tCO2e**  \n  \nWe worked with [ Gold Standard ](https://www.goldstandard.org/) again this\nyear to purchase carbon credits from a [ solar power project in Bhadla, India\n](https://marketplace.goldstandard.org/collections/projects/products/eki-\nenergy-services-gold-standard-foundation-400-mw-solar-power-project-at-bhadla-\nrajasthan-india) to offset our footprint. While purchasing carbon offsets is\nnot a long-term solution to the climate crisis, it can help some of the\ncommunities most at risk from the effects of climate change.  \n  \nOur next big challenge is to find a way to estimate the energy usage of our\nfully remote team and factor that into our footprint. Last year we tried\nrunning a survey with the team to collect information about their energy use\nbut found it difficult to get hold of accurate numbers due to the wide range\nof energy sources and billing intervals used across our team.  \n  \nWe\u2019re currently looking into ways we can estimate energy usage based on\nlocation-based averages. We\u2019ll be sure to share our approach once we\u2019ve\nfigured it out. If you\u2019ve tackled this for your own team, we\u2019d love to hear\nfrom you. Send us [ an email ](mailto:hello@wildbit.com) or give us a shout [\non Twitter ](https://twitter.com/Wildbit) !\n\n##  More in  Culture\n\n  * [ Leading during a crisis... again. ](/blog/newsletter-march-2022)\n  * [ Should we *really* aim for work-life balance? ](/blog/newsletter-february-2022)\n  * [ The 4 Rs of people-first culture ](/blog/people-first-culture)\n  * [ Deep work, chill work: a conversation with Rand Fishkin ](/events/rand-fishkin)\n  * [ Asking deep questions about what \u2018work\u2019 is ](/blog/newsletter-january-2022)\n\nCopyright \u00a9 2024 Wildbit LLC\n\n",
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                    "source": "https://www.onetrust.com/blog/corporate-carbon-footprint-guide/"
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In fact, [ more than one-third\n](https://zerotracker.net/insights/pr-net-zero-stocktake-2022) of the world\u2019s\nlargest publicly traded companies, now have net-zero targets. But a systematic\nreduction of greenhouse gas (GHG) emissions is only possible if emission\nintensive hotspots can be identified and quantified. The Corporate Carbon\nFootprint offers a proven methodology for companies to pinpoint emission\nhotspots and reduction opportunities. This guide will cover what a Corporate\nCarbon Footprint is, how to calculate it, and the value it can provide to your\nbusiness.\n\n**Download[ The Guide for Setting Corporate Climate Goals\n](https://www.onetrust.com/resources/setting-corporate-climate-goals-guide/)\nto learn more. **\n\n##  What\u2019s a Corporate Carbon Footprint?\u200d\n\nA company\u2019s carbon footprint, also known as Corporate Carbon Footprint (CCF),\nis the total amount of [ GHG emissions ](https://www.onetrust.com/blog/what-\nare-scope-1-2-3-emissions/) that are directly or indirectly caused by a\ncompany\u2019s activities. Calculating the CCF is usually the first step toward\ncarbon neutrality, because it provides clarity on your emissions hotspots.\nWithout visibility on where those hotspots are and how your business\nactivities are contributing, it\u2019s difficult to define realistic climate goals\nand reduction strategies.\n\n##  What\u2019s included in a CCF?\u200d\n\nA Corporate Carbon Footprint covers all direct and indirect emissions related\nto a company\u2019s activities. This means that emissions across the entire value\nchain are included. For example, manufacturing companies will include all\nemissions from sourcing, logistics, use of sold products, and end-of-life\ndisposal.\n\nA CCF is usually calculated for a specific period, such as a calendar year.\nAfter that, any changes to the CCF are tracked by reporting periods (e.g.,\nannually, quarterly, etc.).\n\n##  Why should companies measure their carbon footprint? What are the\nbenefits?\n\nA CCF calculation can serve various purposes. It creates the transparency\nneeded to discover your optimal emissions reduction opportunities. It also\nhelps you identify the most relevant climate risks and opportunities for your\nbusiness.\n\nMeasuring and tracking your carbon footprint also signals to stakeholders\n(investors, customers, employees, etc.) that you are serious about owning your\nresponsibility for environmental impact. And, as regulators and investors\nincreasingly focus on fighting climate change, demonstrating carbon\naccountability will be critical to long-term business survival. As a case in\npoint, banks and investors representing over [ $130 trillion in assets\n](https://www.bcg.com/publications/2022/companies-climate-change-strategies)\nare rapidly moving that capital toward decarbonization of the global economy.\n\n##  How do you calculate a Corporate Carbon Footprint?\n\nWhen measuring the carbon footprint of a business, one of the first steps is\nto define the scope of consideration. For a CCF calculation, this is largely\ndefined by standards such as the [ GHG Protocol\n](https://ghgprotocol.org/standards) or [ ISO 14064\n](https://www.iso.org/standard/66453.html) .\n\nThe basis for calculating a CCF is the data on your business activities.\nAlmost every action and decision made by a company can contribute to carbon\nemissions, so the more comprehensive and exact this data is, the more accurate\nyour CCF will be. Keep in mind that getting to net-zero is a journey, so the\nmost important thing you can do is take the first step. You can increase the\naccuracy over time as you learn more.\n\n###  Collecting data for your CCF\n\nData from company-controlled activities is typically well-documented and easy\nto retrieve. This can include things such as energy consumption (electrical,\nnatural gas, etc.) or business travel. By coupling this activity data with the\nappropriate emission factors, you can estimate the GHG emissions for each\nactivity.\n\nSome data may be more difficult to obtain, such as production or service\nactivities performed by your suppliers. Employee commuter traffic and energy\nconsumption of your products during the usage phase can also fall into this\ncategory. Companies are often unaware that indirect emissions from activities\nlike these should also be included in the CCF. Even though these emissions\nhappen outside a company\u2019s direct influence, they are occurring because of\ndecisions made by the company. These activities can represent a significant\npart of the company\u2019s emissions.\n\n###  Alternative methods for estimating indirect emissions\n\nWhile the most accurate method for capturing indirect emissions is to request\nconsumption data directly from employees, suppliers, and service providers, it\nisn\u2019t always feasible. There are various databases that can help you fill the\ngap with estimated GHG emissions from common business activities based on\nwidely available data. Examples include Scope 3 resources and databases\nprovided by the [ GHG Protocol ](https://ghgprotocol.org/life-cycle-databases)\n, [ US EPA ](https://www.epa.gov/climateleadership/scope-3-inventory-guidance)\n, and [ Impact Institute ](https://www.impactinstitute.com/products/global-\nimpact-database/gid-scope-3-emissions-data/) . Combining data from these\nresources with key figures from your business, such as the number of\nemployees, materials purchased, sales volume, etc. can help you evaluate your\nindirect emissions. The accuracy of your CCF will vary depending on the method\nused. Purely cost-based approaches tend to be imprecise because they rely on\nsector-wide averages averages and cost data is usually not available for use\nof sold products and end-of-life disposal. By using purchased material\nquantities (as opposed to the cost) as the basis for calculating carbon\nemissions, you can improve the accuracy of your carbon footprint.\n\n###  How to address product-related GHG emissions\n\nOnce you have calculated your CCF and put reduction strategies in place, you\ncan increase the depth of analysis with a Product Carbon Footprint (PCF). A\nPCF measures your product-related emissions and can leverage the data\ncollection and analyses already established with your CCF.\n\n##  How can businesses reduce their carbon emissions?\n\nAfter completing your CCF analysis and identifying all the emissions generated\nby your company, you can start looking for reduction opportunities. Because\nthe CCF looks at all emission sources, it provides a great starting point for\ndefining and implementing carbon reduction strategies. Every company\u2019s\napproach to reducing and offsetting its business carbon footprint will look\ndifferent, but a few common ways include:\n\n  * Terminating contracts with GHG-intensive suppliers in favor of others with a lower CCF. \n  * Reducing resource consumption in production processes. \n  * Introducing energy efficiency measures. \n  * Considering the frequency and necessity of business travel. \n  * Invest in [ high-quality carbon offset projects ](https://www.onetrust.com/blog/carbon-offsets-101-guide-for-going-climate-neutral/) . \n\nOne thing to note is that many standards, including the [ Science Based\nTargets initiative (SBTi) ](https://www.onetrust.com/blog/science-based-\ntargets-initiative-sbti-net-zero-standard/) , require you to reduce emissions\nfirst before offsetting residual emissions.\n\n##  Advance your ethical compliance\n\nEffective ethical management is crucial in today\u2019s business environment. The\nOneTrust Ethics Program Management solution provides your organization with\nthe tools necessary to enhance ethical practices and compliance. Our platform\nhelps manage and train on ethical policies, ensuring your business operates\nwith integrity and transparency. Equip your organization with the means to\nhandle ethical dilemmas effectively and maintain trust with all stakeholders.\n\n** **\n\n**Learn more about our[ Ethics Program Management solution\n](https://www.onetrust.com/platform/ethics-program-management/) today. **\n\n* * *\n\n#  You may also like\n\nWebinar\n\n####  Ethics Program Management\n\n###  From reactive to proactive: Transforming your ethics & compliance program\n\n###\n\nJoin this webinar to hear experts explore actionable strategies employed by\nEthics & Compliance programs to drive a more ethical culture.\n\n####  September 12, 2024\n\n[ Learn more  __ ](/resources/from-reactive-to-proactive-transforming-your-\nethics-and-compliance-program-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Drive employee engagement with Ethics Program Management\n\n###\n\nIn this tech talk, we will walk you through the customer's employee journey\nutilizing our Ethics Program Management suite of tools.\n\n####  May 21, 2024\n\n[ Learn more  __ ](/resources/drive-employee-engagement-with-ethics-program-\nmanagement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  EthicsConnect: Risk - It\u2019s not just for breakfast anymore\n\n###\n\nJoin us for a deep dive into embedding privacy by design into the fabric of\nyour business to promote the responsible use of data.\n\n####  April 25, 2024\n\n[ Learn more  __ ](/resources/ethicsconnect-risk-its-not-just-for-breakfast-\nanymore-webinar/)\n\neBook\n\n####  Ethics Program Management\n\n###  Business messaging apps: A guide to corporate compliance\n\n###\n\nHow can your business use third-party messaging apps while staying compliant?\nDive into key usage considerations based on the DOJ\u2019s 2023 guidance.\n\n####  February 13, 2024\n\n[ Learn more  __ ](/resources/business-messaging-apps-a-guide-to-corporate-\ncompliance-ebook/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Third-party applications and ephemeral apps\n\n###\n\nLearn practical advice on how to navigate the risks of ephemeral apps and\nemployee privacy in BYOD world.\n\n####  December 05, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-third-party-applications-\nand-ephemeral-apps-webinar/)\n\nWebinar\n\n####  Speak-Up Program Management\n\n###  Navigating the EU Whistleblower Protection Directive: New rules, new\nrisks\n\n###\n\nJoin our expert-led webinar where we explore the EU Whistleblower Protection\nDirective and practical steps towards compliance.\n\n####  November 02, 2023\n\n[ Learn more  __ ](/resources/navigating-the-eu-whistleblower-protection-\ndirective-new-rules-new-risks-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Risk assessments\n\n###\n\nJoin our risk assessments experts as we discuss best practices, program\ntemplates, and how provide an assessment that provides the best value for your\norganization.\n\n####  October 25, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-risk-assessments-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Ethics Exchange: Investigations\n\n###\n\nJoin our live webinar and learn how to conduct comprehensive ethics\ninvestigations that are trustworthy and efficient.\n\n####  September 07, 2023\n\n[ Learn more  __ ](/resources/ethics-exchange-topic-investigations-webinar/)\n\nWebinar\n\n####  Third-Party Due Diligence\n\n###  Driving excellence in third-party risk management: An in-depth look at\ndifferent due diligence approaches\n\n###\n\nJoin our in-depth webinar and learn how to define third-party due dilligence\nlevels and when to apply them during your vendor management lifecycle.\n\n####  July 20, 2023\n\n[ Learn more  __ ](/resources/driving-excellence-in-third-party-risk-\nmanagement-an-in-depth-look-at-different-due-diligence-approaches-webinar/)\n\neBook\n\n####  Third-Party Due Diligence\n\n###  The global regulations driving third-party due diligence\n\n###\n\nDownload our eBook learn how to start building a robust third-party due\ndilligence (TPDD) strategy that protects your brand and minimizes risk.\n\n####  May 30, 2023\n\n[ Learn more  __ ](/resources/the-global-regulations-driving-third-party-due-\ndiligence-ebook/)\n\nChecklist\n\n####  Ethics Program Management\n\n###  Policy on development and administration of policies template\n\n###\n\nGet a head start on your ethics program and create a policy on development and\nadministration of policies with our customizable template.\n\n####  May 10, 2023\n\n[ Learn more  __ ](/resources/policy-on-development-and-administration-of-\npolicies-template-checklist/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  Unpacking the global third-party due diligence regulatory landscape\n\n###\n\nLearn how a strategic plan for compliance can help companies eliminate human\nrights and environmental violations and avoid costly consequences.\n\n####  March 06, 2023\n\n[ Learn more  __ ](/resources/unpacking-the-global-third-party-due-diligence-\nregulatory-landscape-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  The number one metric for effective compliance programs: Continuous\nimprovement\n\n###\n\nJoin our webinar to learn how to develop and/or maintain a High-Quality E&C\nProgram and what role data analytics play in improving your compliance\nprogram.\n\n####  November 27, 2022\n\n[ Learn more  __ ](/resources/the-number-one-metric-for-effective-compliance-\nprogram-continuous-improvement-webinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Live demo: Conflicts of interest management webinar\n\n###\n\nLearn how to develop a holistic disclosure program, how to make it part of\nyour risk assessment, and how to use it to meet regulatory obligations.\n\n####  November 01, 2022\n\n[ Learn more  __ ](/resources/live-demo-conflicts-of-interest-management-\nwebinar/)\n\nWebinar\n\n####  Ethics Program Management\n\n###  Local vs. central intake and case management: What the EU Whistleblower\nDirective requires\n\n###\n\nOne of the challenges to come out of the EU Whistleblower Protection Directive\nis how companies should adopt local vs. centralized case management.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/local-vs-central-intake-requirements-webinar/)\n\nWebinar\n\n####  Ethics & Compliance\n\n###  GDPR and the EU Whistleblower Protection Directive webinar\n\n###\n\nJoin this webinar to learn how to review your whistleblowing processes to\ncomply with the EU Whistleblower Protection Directive, the GDPR and others.\n\n####  July 06, 2022\n\n[ Learn more  __ ](/resources/gdpr-and-eu-whistleblower-protection-directive-\nwebinar/)\n\n* * *\n\n* * *\n\n###  Top Searches\n\n  * [ Trust Center  ](/trust/)\n  * [ Consent & Preferences  ](/solutions/consent-and-preferences/)\n  * [ Third-Party Management  ](/solutions/third-party-management/)\n  * [ AI Governance  ](/products/ai-governance/)\n\n###  Resources\n\n  * [ 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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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                    "source": "https://report.lufthansagroup.com/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/e1-climate-change/metrics-and-targets/"
                },
                "page_content": "  * [ Combined management report ](/2024/annual-report/en/combined-management-report/)\n    * [ Combined non-financial declaration ](/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/)\n      * [ E1 \u2013 Climate change ](/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/e1-climate-change/)\n        * [ Metrics and targets ](/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/e1-climate-change/metrics-and-targets/)\n\n#  Metrics and targets\n\n#####  E1-4 \u2013 Targets related to climate change mitigation and adaptation\n\n######  Scientifically proven carbon reduction targets underpin climate\nprotection ambitions\n\nThe Lufthansa Group has set itself ambitious climate change mitigation\ntargets. The SBTi validation in 2022 made the Lufthansa Group the first\nairline group in Europe and the second worldwide with a scientifically\nverified CO\u2082 reduction target in line with the goals of the Paris Climate\nAgreement of 2015. In terms of the SBTi criteria the Lufthansa Group has set\nitself a target of reducing its carbon intensity, i.e. its CO\u2082 emissions in\ngrammes of CO  2  per revenue tonne-kilometre (passenger and freight) \u2013 by\n30.6 % from 2019 to 2030. The Lufthansa Group aligns its targets for reducing\nGHG emissions through the SBTi target with the political goal of limiting\nglobal warming to well below two degrees as set out in the Paris Agreement.\n\nThe Lufthansa Group\u2019s SBTi target is supplemented by a net-zero target for\n2050 and a net-emissions target of -50% for 2030 compared with 2019 to help\nlimit global warming to only 1.5\u00b0C as set out by the IPCC. The Lufthansa Group\nused 2019 as its base year because that was the last operating year unaffected\nby the coronavirus crisis in terms of emissions when the targets were set. The\ntargets for reducing carbon emissions also account for future developments,\nsuch as the growth in the number of flights based on the current company-wide\ngrowth scenarios. In addition, the Company has set a target for ground\noperations in Germany, Austria and Switzerland to source electricity\nexclusively from renewable energies. The Lufthansa Group has consolidated its\ncarbon emissions reductions. The validated SBTi target for aircraft operations\ncovers Scope 1 as well as Scope 3, Category 3. The targets defined for climate\nchange mitigation with regard to ground operations cover market-based Scope 2\nemissions.\n\nThe Lufthansa Group\u2019s mitigation pathway incorporates business development and\nforecasts the mitigation amounts of individual measures. It defines the key\nlevers by which the Lufthansa Group will decarbonise aircraft operations and\nachieve its targets. Numerous investments and partnerships support the\npathway, driving emissions reductions in the short to medium term and\nadvancing the development of the technologies needed over the long term.\n\n######  Management of SBTi targets is embedded within the Company\n\nThe Corporate Responsibility department, in close collaboration with the\nrelevant business areas and specialist departments, develops the strategy and\ndesigns the reduction targets for the Lufthansa Group\u2019s airlines. The\nExecutive Board has ultimate oversight of the climate change mitigation and\nenvironmental strategy, as well as the organisation, management and\nimplementation of these targets. The Group\u2019s ESG reporting team coordinates\nthe targets to ensure consistency with the GHG inventory.\n\n######  The contribution of individual decarbonisation levers has been\nquantified\n\nThe Lufthansa Group has identified a number of decarbonisation levers, which\nare described within its four-pillar strategy and the measures taken. The\nLufthansa Group quantifies the following contributions of its individual\ndecarbonisation levers to achieving the SBTi target in 2030:\n\n  * Fleet renewal reduces GHG emissions per revenue tonne-kilometre (RTK) by a projected 15% based on current framework conditions such as the supply reliability of aircraft manufacturers \n  * Operational efficiency measures reduce GHG emissions per RTK by a projected 3.8% based on current framework conditions such as the networked utilisation of European airspace \n  * The use of SAF additionally reduces GHG emissions per RTK by a projected 3.4% based on current framework conditions such as the availability and economic viability of SAF. \n\nTo achieve its net climate change mitigation targets, the Lufthansa Group\nrelies not only on decarbonisation measures but also on compensation\ninitiatives, such as supporting certified climate change mitigation projects.\n\n######  Progress on target achievement measured annually\n\nOverall, the combined reduction in carbon emissions per RTK compared with the\nbase year 2019 (SBTi KPI) across all measures amounted to 3.8% in the\nreporting year.\n\nThe main influencing factors were delays in the delivery of modern aircraft,\nwhich prevented the planned fleet renewal from being implemented as originally\nscheduled. Additionally, current geopolitical situations, such as Russia\u2019s war\nof aggression against Ukraine and the Middle East crisis, have required\nflights to detour around large-scale airspace restrictions, leading to\nincreased fuel consumption on the affected routes in recent years.\n\nThe Lufthansa Group is continuously working on modernising its fleet,\nincreasing the use of sustainable aviation fuels (SAF) and implementing\nfurther efficiency measures. The Lufthansa Group is also expanding its\nservices and offerings for more sustainable flight options, enabling further\nreductions in carbon emissions.\n\n######  The handling of other gases with an impact on climate remains\nunresolved\n\nThe Lufthansa Group has not yet defined targets for other climate-relevant\nnon-CO  2  gases. It is currently conducting research to develop a uniform\nstandard for converting these into CO  2  equivalents (CO  2  eq) or another\nappropriate metric. Once established, the Lufthansa Group will define and set\ntargets. To date, neither researchers nor legislators have made a clear\ndetermination regarding the parameters to be used or the time period over\nwhich the effects are to be considered.\n\n######  Energy-related targets for ground mobility have been adopted\n\nIn addition to the certified climate change mitigation targets for aircraft\noperations, the Lufthansa Group also aims to become carbon-neutral in ground\nmobility in the DACH region by 2030. However, it does not follow a defined\nsector-specific pathway, and these targets are not verified as compatible with\nthe target of 1.5 degrees.\n\n#####  E1-5 - Energy consumption and mix\n\nThe Lufthansa Group records and analyses its global energy consumption\nannually. The energy consumption figures are of high significance for the\nLufthansa Group, serving both as the basis for calculating its carbon\nfootprint and for verifying the effectiveness of implemented energy reduction\nmeasures, and because the Lufthansa Group operates in sectors classified as\nclimate-intensive. These climate-intensive sectors include both passenger and\nfreight air transport as well as activities of Lufthansa Technik in the\nMaintenance, Repair and Overhaul (MRO) segment. An overview of the ESRS\nsectors is provided in [ ESRS 2 General disclosures - Strategy, business model\nand value chain. ](/2024/annual-report/en/combined-management-report/combined-\nnon-financial-declaration/esrs2-general-disclosures/strategy/#headline-158650)\n\nThe following table provides a detailed overview of the energy sources and\ntheir consumption across all the business areas of the Company:\n\n**T057** |  **ESRS E1-5 | AR34 Energy consumption and mix in 2024**  \n---|---  \n|  |   \n|  |   \n(1) Fuel consumption from crude oil and petroleum products  |  MWh  |  109,875,298   \n(2) Fuel consumption from natural gas  |  MWh  |  122,282   \n(3) Fuel consumption from other fossil sources  |  MWh  |  0   \n(4) Consumption from purchased or acquired electricity, heat, steam and cooling from fossil sources  |  MWh  |  213,602   \n**(5) Total fossil energy consumption** |  **MWh** |  **110,211,182**  \n**Percentage of fossil sources in total energy consumption** |  **%** |  **99.6%**  \n**(6) Consumption from nuclear sources** |  **MWh** |  **0**  \n**Percentage of consumption from nuclear sources in total energy consumption** |  **%** |  **0.0%**  \n(7) Fuel consumption from renewable sources, including biomass (also industrial and municipal waste of biological origin, biogas, hydrogen from renewable sources, etc.)  |  MWh  |  247,319   \n(8) **** Consumption from purchased or acquired electricity, heat, steam and cooling from renewable sources  |  MWh  |  220,819   \n**(9) Total renewable energy consumption** |  **MWh** |  **468,137**  \n**Percentage of renewable sources in total energy consumption** |  **%** |  **0.4%**  \n**Total energy consumption** |  **MWh** |  **110,679,319**  \n|  |   \n  \nIn addition to the absolute energy consumption figures, the Lufthansa Group\nhas, for the first time this reporting year, calculated the energy intensity\nfor the climate-intensive sectors. This amounted to 2.7 KWh per euro of\nrevenue for 2024.\n\nA detailed description of the calculation methodologies for energy use and\nenergy intensity can be found under [ Calculation methods in 2024 -\nEnvironment. ](/2024/annual-report/en/combined-management-report/combined-non-\nfinancial-declaration/e5-resource-use-and-circular-economy/metrics-and-\ntargets-2/#table_159021)\n\n#####  E1-6 - Gross Scopes 1, 2, 3 and Total GHG emissions\n\n######  The carbon footprint in accordance with the GHG Protocol is determined\nannually\n\nThe Lufthansa Group calculates its carbon footprint each year. The carbon\nfootprint of the Lufthansa Group represents the total of all carbon dioxide\nand other GHG emissions generated by its operations as defined by the\ninternationally recognised GHG Protocol standards \u2013 including significant\nemissions from the supply chain. To establish the greatest possible level of\ntransparency and comparability, the Lufthansa Group\u2019s carbon footprint is\nverified annually by an independent external audit organisation and detailed\ninformation is provided, including by means of the Group\u2019s participation in\nthe recognised CDP rating scheme. However, because ESRS has been applied for\nthe first time, there are some isolated changes in the data collection and\ncalculation methodology. A detailed description of these changes, as well as\ntheir impact on the carbon footprint, is provided under [ Calculation methods\nin 2024 - Environment. ](/2024/annual-report/en/combined-management-\nreport/combined-non-financial-declaration/e5-resource-use-and-circular-\neconomy/metrics-and-targets-2/#table_159021)\n\nThe carbon emissions for 2024 are presented in the following table.\n\n**T058** |  **ESRS E1-6 | AR48 GHG** **emissions** **in 2024**  \n---|---  \n|  |  |  Retrospective  |  Milestones and target years   \n|  |  Base year   \n(2019)  |  2023  |  2024  |  Change in %  |  2025  |  2030  |  Annual % of target/   \nBase year  \n|  |  |  |  |  |  |  |   \n**Scope 1** **GHG** **emissions** |  |  |  |  |  |  |  |   \nGross Scope 1 GHG emissions  |  in 1,000 tonnes CO  2  e  |  33,349  |  26,822  |  29,159  |  9%  |  n/a  |  see E1-4 targets  |  n/a   \nPercentage of Scope 1 emissions from regulated  \nemissions trading systems  |  %  |  26%  |  32%  |  33%  |  3%  |  n/a  |  n/a  |  n/a   \n**Scope 2** **GHG** **emissions** |  |  |  |  |  |  |  |   \nGross location-based Scope 2  \nGHG emissions  |  in 1,000 tonnes CO  2  e  |  260  |  161  |  124  |  -23%  |  n/a  |  n/a  |  n/a   \nGross market-based Scope 2  \nGHG emissions  |  in 1,000 tonnes CO  2  e  |  200  |  91  |  49  |  -46%  |  n/a  |  see E1-4 targets  |  n/a   \n**Significant Scope 3**  \n**GHG** **emissions** |  |  |  |  |  |  |  |   \nTotal indirect (Scope 3)  \ngross GHG emissions  |  in 1,000 tonnes CO  2  e  |  10,589  |  10,063  |  13,734  |  36%  |  n/a  |  n/a  |  n/a   \n(1) Purchased goods and  \nservices  |  in 1,000 tonnes CO  2  e  |  12  |  9  |  3,326  |  36,856%  |  n/a  |  n/a  |  n/a   \n(2) Assets  |  in 1,000 tonnes CO  2  e  |  806  |  369  |  301  |  -18%  |  n/a  |  n/a  |  n/a   \n(3) Activities related to fuels and energy (not in Scope 1 or Scope 2)  |  in 1,000 tonnes CO  2  e  |  7,893  |  5,995  |  6,313  |  5%  |  n/a  |  see E1-4 targets  |  n/a   \n(4) Upstream transport and distribution  |  in 1,000 tonnes CO  2  e  |  1,441  |  1,123  |  1,821  |  62%  |  n/a  |  n/a  |  n/a   \n(5) Waste generated in operations  |  in 1,000 tonnes CO  2  e  |  271  |  3  |  12  |  300%  |  n/a  |  n/a  |  n/a   \n(6) Business travel  |  in 1,000 tonnes CO  2  e  |  63  |  41  |  46  |  12%  |  n/a  |  n/a  |  n/a   \n(7) Commuting own workforce  |  in 1,000 tonnes CO  2  e  |  38  |  55  |  58  |  5%  |  n/a  |  n/a  |  n/a   \n(8) Upstream leased  \nassets  |  in 1,000 tonnes CO  2  e  |  n/a  |  1  |  0  |  -100%  |  n/a  |  n/a  |  n/a   \n(9) Downstream transport  |  in 1,000 tonnes CO  2  e  |  n/a  |  1  |  1  |  0%  |  n/a  |  n/a  |  n/a   \n(10) Processing of sold products  |  in 1,000 tonnes CO  2  e  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a   \n(11) Use of sold products  |  in 1,000 tonnes CO  2  e  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a   \n(12) End-of-life treatment of products  |  in 1,000 tonnes CO  2  e  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a   \n(13) Downstream leased  \nassets  |  in 1,000 tonnes CO  2  e  |  65  |  502  |  631  |  26%  |  n/a  |  n/a  |  n/a   \n(14) Franchises  |  in 1,000 tonnes CO  2  e  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a  |  n/a   \n(15) Capital expenditure  |  in 1,000 tonnes CO  2  e  |  not available  |  1,964  |  1,225  |  -38%  |  n/a  |  n/a  |  n/a   \n**Total GHG emissions** |  |  |  |  |  |  |  |   \nTotal GHG emissions  \n(location-based)  |  in 1,000 tonnes CO  2  e  |  44,198  |  37,046  |  43,017  |  16%  |  n/a  |  see E1-4 targets  |  14%  1  )   \nTotal GHG emissions  \n(market-based)  |  in 1,000 tonnes CO  2  e  |  44,138  |  36,976  |  42,942  |  16%  |  n/a  |  see E1-4 targets  |  14%  1  )   \n|  |  |  |  |  |  |  |   \n1)  Relates to Scope 1 and Scope 3, Category 3 and is variable depending on\nthe assumed RTK growth until 2030.  \n  \nFor Scope 3 Category 1 and Category 5, there are significant deviations\ncompared with the previous year. These are due to an expanded data collection\nmethodology. Further details can be found under [ Calculation methods in 2024\n- Environment. ](/2024/annual-report/en/combined-management-report/combined-\nnon-financial-declaration/e5-resource-use-and-circular-economy/metrics-and-\ntargets-2/#table_159021)\n\nIn addition to the GHG emissions from fossil fuel sources, the Lufthansa Group\nalso calculates the emissions resulting from the combustion of biogenic energy\nsources, particularly SAF. For 2024, these amount to 63,741 t CO2e in Scope 1.\nThere were no biogenic emissions in Scope 2 or Scope 3.\n\nSimilar to energy intensity, this is the first year that the Lufthansa Group\nis reporting on carbon intensity. The amount of carbon dioxide equivalents\nemitted per million euros of net revenue is detailed in the following table.\n\n**T059** |  **ESRS E1-6 | 54 GHG intensity by net revenue in 2024**  \n---|---  \n|  |  2023  |  2024  |  Change in %   \n|  |  |  |   \nGHG emissions intensity by net revenue (location-based)  |  t CO  2  e/EUR m  |  n/a  |  1,145  |  n/a   \nGHG emissions intensity by net revenue (market-based)  |  t CO  2  e/EUR m  |  n/a  |  1,143  |  n/a   \n|  |  |  |   \n  \n#####  E1-7 \u2013 GHG removals and GHG mitigation projects financed through carbon\ncredits\n\n######  The Lufthansa Group incorporates carbon offset contributions to\nachieve its voluntary climate change mitigation target\n\nBeyond the reduction defined by the SBTi targets, the Lufthansa Group aims to\nmeet its self-imposed goal \u2013 to halve its net carbon emissions by 2030\ncompared with 2019. This includes voluntary carbon offsets. These offsets\ncontribute significantly to the climate change mitigation target. The carbon\noffset contributions flow into a portfolio of climate change mitigation\nprojects, which includes initiatives in various countries around the world,\nsuch as Germany, Austria and Switzerland. Currently, the Lufthansa Group is\nsupported in this endeavour by the organisations myclimate, Climate Austria,\nSQUAKE and ClimatePartner. The project portfolio includes modern, technology-\nbased projects such as CarbonCure\u2019s sustainable concrete (which captures\ncarbon and stores it longterm in concrete) and Biochar (carbon removal through\nplant-based biomass). In doing so, the Lufthansa Group fosters the development\nof the carbon offset market towards new technologies and offerings that\ndeliver long-term carbon sequestration. This standard is recommended by the\nGerman Environment Agency. Passengers contribute through offerings for more\nsustainable flying, such as the Green Fares flight tariff offered by the\nLufthansa Group\u2019s airlines Lufthansa Airlines, Austrian Airlines, Brussels\nAirlines, SWISS, Edelweiss, Discover Airlines and Air Dolomiti. In addition to\nthe voluntary offsetting activities described in this report, the Lufthansa\nGroup also participates in CORSIA as a mandatory offsetting scheme in the\naviation sector. In the long term, the Lufthansa Group aims to become carbon\nneutral by 2050 through measures such as these.\n\nReducing emissions through measures such as fleet modernisation, improvements\nin operational efficiency and the use of SAF is associated with high costs. As\na sector that is difficult to decarbonise, aviation will be reliant on the use\nof carbon certificates in the long term.\n\nBy using carbon credits, the Lufthansa Group ensures that measures which help\nto prevent the generation of GHG in the first place, such as fleet\nmodernisation, are not hindered. Investments in operational measures are\nprioritised over carbon credits as a reduction measure. However, based on the\ncurrent state-of-the-art, further reduction measures beyond those already\nimplemented are not economically viable for the Lufthansa Group at this time.\nFor this reason, carbon credits are indispensable as a means of carbon\noffsetting. In addition, customers purchase and finance carbon credits. This\nmeans no investment funds become permanently tied up that could otherwise be\nallocated to other reduction measures.\n\nAll current projects in the Lufthansa Group climate change mitigation\nportfolio are certified to a high standard. Over 90% of these projects are\nverified against the Gold Standard, which is recommended by the German\nEnvironment Agency. In addition, two technology-based projects (CarbonCure\u2019s\nsustainable concrete and biochar) are certified under the Puro Earth Standard\nand the Verified Carbon Standard (VCS). Projects by Climate Austria are\ncertified in accordance with local Austrian standards and national\nenvironmental funding regulations. Another local project within Europe is\ncertified under the MoorFutures Standard.\n\nThe amount of retired carbon certificates, as well as the planned amount of\ncarbon certificates to be retired in the future, is listed in the following\ntable. The total amount of carbon credits planned for retirement is\nexclusively based on contracts concluded with carbon credit providers.\nHowever, deviations between the planned values and the actual values may occur\nfor 2025. A detailed description of the calculation methodologies can be found\nunder [ Calculation methods in 2024 - Environment. ](/2024/annual-\nreport/en/combined-management-report/combined-non-financial-\ndeclaration/e5-resource-use-and-circular-economy/metrics-and-\ntargets-2/#table_159021)\n\n**T060** |  **ESRS E1-7 | 59a & b Carbon certificates retired in reporting year 2024 **  \n---|---  \n|  |   \n|  |   \nTotal  |  t CO  2  e  |  606,007   \nPercentage of reduction projects  |  t CO  2  e  |  545,580   \nPercentage of removal projects  |  t CO  2  e  |  60,427   \nOf which on a technological basis  |  %  |  5%   \nOf which on a biogenic basis  |  %  |  95%   \n**Percentage by primary standards used** |  |   \nPercentage Plan Vivo  |  %  |  6%   \nPercentage Gold Standard  |  %  |  90%   \nPercentage MoorFutures  |  %  |  1%   \nPercentage Puro Earth Standard  |  %  |  1%   \n**Carbon certificates to be retired in future reporting years** |  |   \nCarbon certificates to be retired in future based on the volume sold by the Lufthansa Group in 2024  |  t CO  2  e  |  657,235   \n|  |   \n  \nBased on the absolute amounts of retired carbon certificates presented in the\nabove table, 10% relate to removal projects and 90% to reduction projects. 3%\nof the retired certificates relate to projects carried out in Europe.\nMoreover, the Lufthansa Group has not retired any carbon certificates that\nfall under Article 6 of the Paris Climate Agreement.\n\n#####  E1-9 \u2013 Anticipated financial effects from material physical and\ntransition risks and potential climate-related opportunities\n\nThe Lufthansa Group is making use of the option available under ESRS 1\nParagraph 137 to omit the disclosures required under ESRS E1-9 in the first\nyear of preparation of its consolidated non-financial statement.\n\n[ Back  Impact, risk and opportunity management  ](/2024/annual-\nreport/en/combined-management-report/combined-non-financial-\ndeclaration/e1-climate-change/impact-risk-and-opportunity-management-1/) [\nNext  E2 - Pollution  ](/2024/annual-report/en/combined-management-\nreport/combined-non-financial-declaration/e2-pollution/)\n\n##  REPORTING COCKPIT\n\nFind content relevant to you by entering a search term or selecting a topic.\nOr select a topic:\n\n##\n\n  * [ Lufthansa Group ](https://www.lufthansagroup.com/en/home.html)\n    * [ Company ](https://www.lufthansagroup.com/en/company.html)\n    * [ Responsibility ](https://www.lufthansagroup.com/en/responsibility.html)\n    * [ Investor Relations ](https://investor-relations.lufthansagroup.com/de.html)\n    * [ Jobs & Careers ](https://lufthansagroup.careers/en)\n    * [ Supply Chain Management ](https://www.lufthansagroup.com/en/suppliers.html)\n  * [ Current ](https://newsroom.lufthansagroup.com/en)\n    * [ Newsroom ](https://newsroom.lufthansagroup.com/en)\n    * [ Media Lounge ](https://medialounge.lufthansagroup.com/en)\n    * [ Policy brief ](https://politikbrief.lufthansagroup.com/en)\n  * [ Service ](https://www.lufthansagroup.com/en/service.html)\n    * [ Contact ](https://www.lufthansagroup.com/en/service/contact.html)\n    * [ Imprint ](https://www.lufthansagroup.com/en/service/imprint.html)\n    * [ Disclaimer ](https://investor-relations.lufthansagroup.com/en/service/disclaimer.html)\n    * [ Privacy ](https://www.lufthansagroup.com/en/service/privacy.html)\n  * [ German ](/2024/annual-report/de/)\n  *     * [ Twitter  ](https://www.twitter.com/LufthansaNews/)\n\n  *   * [ Key figures  ](/2024/annual-report/en/key-figures/)\n  * [ Download  ](/2024/annual-report/en/downloads/)\n\n",
                "url": "https://report.lufthansagroup.com/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/e1-climate-change/metrics-and-targets/"
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            "reason": "This is part of the Lufthansa Group's annual report, specifically addressing climate change metrics and targets. As an official company report, it's a reliable source of information on their environmental performance.",
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            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "N/A",
            "url": "https://report.lufthansagroup.com/2024/annual-report/en/combined-management-report/combined-non-financial-declaration/e1-climate-change/metrics-and-targets/"
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                    "source": "https://www.asahi-kasei.com/sustainability/basic_information/sasb/"
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                "page_content": "[ TOP ](/) [ Sustainability ](/sustainability/) [ Basic Information on Our\nSustainability Website ](/sustainability/basic_information/) **SASB Content\nIndex**\n\n#  SASB Content Index\n\nThis is an index of disclosed information in accordance with the ESG\ninformation disclosure framework \u201cSASB Standards\u201d issued by the U.S.\nSustainability Accounting Standards Board (SASB).  \n(The table below refers to the criteria for the Chemicals industry in the\nResource Transformation sector, and shows the location of the relevant\ninformation.)\n\nTopic  |  Accounting Metric  |  Unit of Measure  |  Code  |  Disclosure and Website Link   \n---|---|---|---|---  \nGreenhouse  \nGas Emissions  |  Gross global Scope 1 emissions, percentage covered under emissions-limiting regulations  |  Metric tons (t)   \nCO  2  -e,  \nPercentage (%)  |  RT-CH-110a.1  | \n\n  * [ Climate Change > Reducing GHG Emissions > Scope 1 and 2 GHG emissions (Japan and Overseas) ](/sustainability/environment/climate_change/#anc-05)\n  * [ ESG Data (Environment) ](/sustainability/esg_data/)\n\n  \nDiscussion of long and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets  |  n/a  |  RT-CH-110a.2  | \n\n  * [ Climate Change > Asahi Kasei Group's Carbon Neutrality Policy ](/sustainability/environment/climate_change/#anc-01)\n\n  \nAir Quality  |  Air emissions of the following pollutants: (1) NO  x  (excluding N  2  O), (2) SO  x  , (3) volatile organic compounds (VOCs), and (4) hazardous air pollutants (HAPs)  |  Metric tons (t)  |  RT-CH-120a.1  | \n\n  * [ (1), (2) Pollution Prevention and Resource Circulation > Air pollution, ](/sustainability/environment/resources/#anc-05) [ Environmental Management, ](/sustainability/environment/management/) [ ESG Data (Environment) ](/sustainability/esg_data/)\n  * [ (3) Pollution Prevention and Resource Circulation > Reducing emissions of chemical substances, ](/sustainability/environment/resources/#anc-04) [ Environmental Management, ](/sustainability/environment/management/) [ ESG Data (Environment) ](/sustainability/esg_data/)\n  * [ (4) ESG Data (Environment) ](/sustainability/esg_data/#anc-23)\n\n  \nEnergy Management  |  (1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable and (4) total self-generated energy  |  Gigajoules (GJ),   \nPercentage (%)  |  RT-CH-130a.1  | \n\n  * [ (1) Environmental Management ](/sustainability/environment/management/)   \n(2) -\n\n  * [ (3)Climate Change > Efforts to Reduce CO  2  Emissions > Renewable energy ](/sustainability/environment/climate_change/#anc-07)   \n(4) -\n\n  \nWater Management  |  (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with high or extremely high baseline water stress  |  Thousand cubic   \nmeters (m  3  ),  \nPercentage (%)  |  RT-CH-140a.1  | \n\n[ (1) Water Resource Preservation > Reducing water use,\n](/sustainability/environment/water_use/#anc-02) [ ESG Data (Environment)\n](/sustainability/esg_data/)  \n(2) -\n\n  \nNumber of incidents of non-compliance associated with water quality permits, standards, and regulations  |  Number  |  RT-CH-140a.2  | \n\n  * [ Water Resource Preservation > Prevention of water pollution ](/sustainability/environment/water_use/#anc-03)\n\n  \nDescription of water management risks and discussion of strategies and practices to mitigate those risks  |  n/a  |  RT-CH-140a.3  |  \\-   \nHazardous Waste Management  |  Amount of hazardous waste generated, percentage recycled  |  Metric tons (t),   \nPercentage (%)  |  RT-CH-150a.1  | \n\n  * [ Pollution Prevention and Resource Circulation > Reduction of Industrial Waste and Promotion of Recycling ](/sustainability/environment/resources/#anc-02)\n\n  \nCommunity Relations  |  Discussion of engagement processes to manage risks and opportunities associated with community interests  |  n/a  |  RT-CH-210a.1  | \n\n  * [ Social Activities > Local communities > Dialog and interaction ](/sustainability/social/community/#anc-04)\n\n  \nWorkforce Health & Safety  |  (1) Total recordable incident rate (TRIR) and (2) fatality rate for (a) direct employees and (b) contract employees  |  Rate  |  RT-CH-320a.1  | \n\n  * [ Health & Productivity Management and Occupational Health & Safety > Occupational Health and Safety > Workplace Accidents ](/sustainability/social/workplace/#anc-06)\n\n  \nDescription of efforts to assess, monitor, and reduce exposure of employees and contract workers to long-term (chronic) health risks  |  n/a  |  RT-CH-320a.2  | \n\n  * [ Health & Productivity Management and Occupational Health & Safety > Health & Productivity Management > Health Management Goals ](/sustainability/social/workplace/?target=anc-14#tab-02)\n\n  \nProduct Design for Use phase Efficiency  |  Revenue from products designed for use-phase resource efficiency  |  Reporting currency  |  RT-CH-410a.1  |  \\-   \nSafety & Environmental  \nStewardship of Chemicals  |  (1) Percentage of products that contain Globally Harmonized System of Classification and Labeling of Chemicals (GHS) Category 1 and 2 Health and Environmental Hazardous Substances, (2) percentage of such products that have undergone a hazard assessment  |  Percentage (%) by revenue, Percentage (%)  |  RT-CH-410b.1  | \n\n  * (1) [ Quality Assurance ](/sustainability/social/quality/)   \n(2) -\n\n  \nDiscussion of strategy to (1) manage chemicals of concern and (2) develop alternatives with reduced human and/or environmental impact  |  n/a  |  RT-CH-410b.2  | \n\n  * [ Quality Assurance > Product safety initiatives, ](/sustainability/social/quality/#anc-03) [ Chemical substance management ](/sustainability/social/quality/#anc-04)\n  * [ Pollution Prevention and Resource Circulation > Reducing emissions of chemical substances ](/sustainability/environment/resources/#anc-04)\n\n  \nGenetically Modified  \nOrganisms  |  Percentage of products by revenue that contain genetically modified organisms (GMOs)  |  Percentage (%) by revenue  |  RT-CH-410c.1  |  \\-   \nManagement of the Legal & Regulatory Environment  |  Discussion of corporate positions related to government regulations and/or policy proposals that address environmental and social factors affecting the industry  |  n/a  |  RT-CH-530a.1  | \n\n  * [ Environmental Management > Policy ](/sustainability/environment/management/#anc-01)\n  * [ Climate Change > Asahi Kasei Group's Carbon Neutrality Policy ](/sustainability/environment/climate_change/#anc-01)\n\n  \nOperational Safety, Emergency Preparedness & Response  |  Process Safety Incidents Count (PSIC), Process Safety Total Incident Rate (PSTIR), and Process Safety Incident Severity Rate (PSISR)  |  Number, Rate  |  RT-CH-540a.1  | \n\n  * [ Process Safety > Process safety management ](/sustainability/social/safety/#anc-03)\n\n  \nNumber of transport incidents  |  Number  |  RT-CH-540a.2  | \n\n  * [ Process Safety > Transportation and Distribution Safety ](/sustainability/social/safety/#anc-08)\n\n  \n  \nPage top\n\n[ ](/)\n\n  * [ Terms and Conditions ](/legal/)\n  * [ Data Protection ](/privacy/)\n  * [ Site Map ](/sitemap/)\n\n  * [ ](https://www.youtube.com/c/AsahiKaseiOfficial)\n  * [ ](https://www.linkedin.com/company/asahi-kasei/)\n\nCopyright \u00a9 Asahi Kasei Corporation. All rights reserved.\n\n",
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                    "source": "https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html"
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                "page_content": "[ ](/english)\n\n  * [ \u00e6\u0097\u00a5\u00e6\u009c\u00ac\u00e8\u00aa\u009e ](/)\n  * English \n  * [ \u00e4\u00b8\u00ad\u00e6\u0096\u0087 ](//www.kobelco.cn/)\n\nMenu\n\n[ Outline of KOBELCO ](/english/about_kobelco/outline/index.html)\n\n    \n\n  * [ Message from the Chief Officer Responsible for Companywide Environmental Management ](/english/about_kobelco/outline/integrated-reports/subordinate2020/message.html)\n  * [ Material Balance ](/english/about_kobelco/outline/integrated-reports/subordinate2020/resource.html)\n  * [ Initiatives to Reduce Energy and CO  2  Emissions ](/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html)\n  * [ Promoting Resource Recycling ](/english/about_kobelco/outline/integrated-reports/subordinate2020/resourcere-cycling.html)\n  * [ Appropriate Management of Chemical Substances ](/english/about_kobelco/outline/integrated-reports/subordinate2020/chemical.html)\n  * [ Measures to Counter Dust at Kakogawa Works ](/english/about_kobelco/outline/integrated-reports/subordinate2020/dust.html)\n  * [ Appropriate Management of Water Resources ](/english/about_kobelco/outline/integrated-reports/subordinate2020/water.html)\n  * [ Environmental Accounting ](/english/about_kobelco/outline/integrated-reports/subordinate2020/accounting.html)\n  * [ Status of Compliance with Environmental Laws and Regulations in Fiscal 2019 ](/english/about_kobelco/outline/integrated-reports/subordinate2020/compliance.html)\n  * [ Promoting Environmental Qualifications ](/english/about_kobelco/outline/integrated-reports/subordinate2020/promotion.html)\n  * [ Contribution to Biodiversity ](/english/about_kobelco/outline/integrated-reports/subordinate2020/biodiversity.html)\n  * [ Disclosing Environmental Information via Public Monitors ](/english/about_kobelco/outline/integrated-reports/subordinate2020/monitor.html)\n  * [ Disaster Prevention Initiatives ](/english/about_kobelco/outline/integrated-reports/subordinate2020/efforts.html)\n\n  * [ About Us ](/english/about_kobelco/index.html)\n  * [ Products ](/english/products/index.html)\n  * [ Investor Relations ](/english/ir/index.html)\n  * [ Locations ](/english/about_kobelco/kobesteel/locations)\n\n  1. [ Home  ](//www.kobelco.co.jp/english/)\n  2. [ About Us ](/english/about_kobelco/index.html)\n  3. [ Outline of KOBELCO ](/english/about_kobelco/outline/index.html)\n  4. [ Integrated Report & ESG Data Book ](/english/about_kobelco/outline/integrated-reports/index.html)\n  5. [ Supplementary Material for Integrated Report 2020 ](/english/about_kobelco/outline/integrated-reports/subordinate2020/index.html)\n  6. _Initiatives to Reduce Energy and CO 2  Emissions _\n\nSupplementary Material for Integrated Report 2020\n\n#  Initiatives to Reduce Energy and CO  2  Emissions  \n\n##  Energy Usage during Manufacturing Processes\n\nIn fiscal 2019, the KOBELCO Group worldwide used a total of 196 PJ of energy\n(equivalent to 5.06 million kl of crude oil) in all of its business divisions.\n\n###  KOBELCO Group worldwide energy data over the past three years\n\n|  Unit  |  FY 2017  |  FY 2018  |  FY 2019   \n---|---|---|---|---  \nEnergy usage  |  PJ  |  218  |  206  |  196   \nNet sales  |  Million yen  |  1,881,158  |  1,971,869  |  1,869,835   \nEnergy intensity per Net sales  |  GJ/ Million yen  |  116  |  104  |  105   \nCompared to FY2017  |  \\-  |  -10%  |  -10%   \nProducts (crude steel, aluminum rolled  \nproducts, copper rolled products)  |  Million t  |  8.1  |  7.5  |  7.0   \nEnergy intensity per t-product  |  GJ/ t-Product  |  27.1  |  27.5  |  27.8   \n  \n  * Note: \n\n1\\. Emissions for past years have been recalculated due to revisions to\nelectric power coefficients, etc.\n\n2\\. The data above covers 99% of the environmental impact of the KOBELCO\nGroup.\n\n##  CO  2  Emissions\n\nIn response to global warming, the KOBELCO Group promotes rationalization and\nR&D to reduce energy consumption throughout its operations in an effort to\ndecrease greenhouse gas emissions.\n\nIn fiscal 2019, the KOBELCO Group\u2019s businesses generated 16.5 Mt of CO  2\nemissions in total.\n\n###  KOBELCO Group worldwide CO  2  emissions over the past three years\n\n|  Unit  |  FY 2017  |  FY 2018  |  FY 2019   \n---|---|---|---|---  \nCO  2  emissions (Scope 1 + 2)  |  Million t-CO  2  |  18.7  |  17.4  |  16.5 (16.3  *1  \u2714)   \nCO  2  emissions (Scope1)  |  Million t-CO  2  |  17.7  |  16.4  |  15.6 (15.5  *1  \u2714)   \nCO  2  emissions (Scope2)  |  Million t-CO  2  |  1.0  |  1.0  |  0.9 (0.8  *1  \u2714)   \nNet sales  |  Million yen  |  1,881,158  |  1,971,869  |  1,869,835   \nCO  2  emission intensity per Net sales  |  t-CO  2  / Million yen  |  9.9  |  8.8  |  8.8   \nCompared to FY2017  |  \\-  |  -11%  |  -11%   \nProducts (crude steel, aluminum rolled  \nproducts, copper rolled products)  |  Million t  |  8.1  |  7.5  |  7.0   \nCO  2  emission intensity per t-Product  |  t-CO  2  / t-Product  |  2.3  |  2.3  |  2.3   \n  \n  * *1 Kobe Steel, Ltd. and group companies in Japan \n\n*2 The data above covers 99% of the environmental impact of the KOBELCO Group. Emissions from offices are not included. \n\n*3 Emissions from the Iron & Steel Business include those from coke production. \n\n*4 As emission factors from purchased power in fiscal 2019 have yet to be announced, results for fiscal 2018 were used. \n\n*5 Emissions for past years have been recalculated due to revisions to electric power coefficients, etc. \n\n\u2714: Items covered by third-party assurance. In order to improve the reliability\nand transparency of CO  2  emissions data, Kobe Steel receives a third-party\nassurance.\n\n    * [ Third Party Assurance ](/english/sustainability/assurance.html)\n\n###  Kobe Steel, Ltd. Scope 3 emissions over the past three years (unit:\nthousand t-CO  2  ) (Amended December, 2020)\n\nCategory  |  FY 2017  |  FY 2018  |  FY 2019  |  Calculation method   \n---|---|---|---|---  \n1\\. Purchased goods and services  |  5,805  |  5,353  |  5,214 \u2714  |  Annual amount of iron ore, coking coal, aluminum and copper multiplied by CO  2  emissions unit values  *1   \n2\\. Capital goods  |  289  |  273  |  263 \u2714  |  Capital investment cost multiplied by CO  2  emissions unit values  *1   \n3\\. Fuel- and energy-related activities  |  295  |  278  |  302 \u2714  |  Annual consumption of electricity, steam and fuel etc. multiplied by CO  2  emissions unit values  *1   \n4\\. Upstream transportation and distribution  |  211  |  201  |  192 \u2714  |  Using the calculation method for energy-derived CO  2  emissions related to freight transportation by shippers as stipulated in the Act  *2  .   \n5\\. Waste generated in operations  |  41  |  34  |  39 \u2714  |  The amount of industrial waste for each type multiplied by CO  2  emissions unit values  *1    \n* Figures for FY 2017 are estimated based on data from 2018.   \n6\\. Business travel  |  1  |  1  |  2 \u2714  |  Number of employees multiplied by CO  2  emissions unit values  *1   \n7\\. Employee commuting  |  5  |  5  |  5 \u2714  |  Number of employees multiplied by CO  2  emissions unit values  *1   \n8\\. Upstream leased assets  |  N/A  |  N/A  |  N/A  |  CO  2  emissions associated with the operation of assets leased to Kobe Steel are included in Scope 1 and Scope 2 emissions.   \n9\\. Downstream transportation and distribution  |  N/A  |  N/A  |  N/A  |  We have no applicable business activities.   \n10\\. Processing of sold products  |  3,131  |  2,946  |  2,713 \u2714  |  Calculated by multiplying the volume of major steel products by the CO  2  emissions per unit of production for each type of steel product.   \n11\\. Use of sold products  |  \\-  |  \\-  |  24,702 \u2714  |  Covers major products sold by Machinery business of Kobe Steel.   \nCalculated based on the emissions associated with use for the duration of the\nservice life.  \n12\\. End-of-life treatment of sold products  |  71  |  66  |  62 \u2714  |  Calculated by multiplying CO  2  emissions unit values  *1  by the production volume of crude steel, aluminum and copper products   \n13\\. Downstream leased assets  |  N/A  |  N/A  |  N/A  |  We have no applicable business activities.   \n14\\. Franchises  |  N/A  |  N/A  |  N/A  |  We do not have franchises.   \n15\\. Investments  |  N/A  |  N/A  |  N/A  |  We have no applicable business activities.   \nTotal  *3  |  9,850  |  9,157  |  33,494 \u2714  |   \n  \n  * *1 Green Value Chain Platform of Ministry of the Environment (Used Ver 2.6 for FY 2017 and FY 2018, and Ver 3.0 for FY 2019), etc. \n\n*2 Act on the Rational Use of Energy \n\n*3 As each category is rounded off to a whole number, the total of each category and the sum of categories 1 to 15 may not match. \n\n\u2714: Items covered by third-party assurance. In order to improve the reliability\nand transparency of CO  2  emissions data, Kobe Steel receives a third-party\nassurance.\n\n    * [ Third Party Assurance ](/english/sustainability/assurance.html)\n\n###  Estimated GHG Emissions (Kobe Steel, Ltd.) (Scope1)\n\nItem  |  FY 2017  |  FY 2018  |  FY 2019   \n---|---|---|---  \n1\\. Energy-derived CO  2  emissions  *1  |  17,700,000 t-CO  2  |  16,400,000 t-CO  2  |  15,600,000 t-CO  2   \n2\\. Non-energy derived CO  2  emissions  |  624,000 t-CO  2  |  565,000 t-CO  2  |  574,000 t-CO  2   \n3\\. Methane (CH  4  )  |  6,230 t-CO  2  |  5,750 t-CO  2  |  5,570 t-CO  2   \n4\\. Nitrous oxide (N  2O  )  |  43,700 t-CO  2  |  40,500 t-CO  2  |  43,600 t-CO  2   \n5\\. Hydrofluorocarbons (HFCs)  |  0 t-CO  2  |  0 t-CO  2  |  0 t-CO  2   \n6\\. Perfluorocarbons (PFCs)  |  0 t-CO  2  |  0 t-CO  2  |  0 t-CO  2   \n7\\. Sulfur hexafluoride (SF  6  )  |  12,900 t-CO  2  |  15,600 t-CO  2  |  16,900 t-CO  2   \n8\\. Nitrogen trifluoride (NF  3  )  |  0 t-CO  2  |  0 t-CO  2  |  0 t-CO  2    \n  \n  \n  * *1 Includes emissions of Group companies in and outside Japan \n\n##  Initiatives to Save Energy and Reduce CO  2  Emissions\n\nInitiatives to Save Energy and Reduce CO  2  Emissions in the Iron & Steel\nBusiness\n\n     The Iron & Steel Business have been pursuing various improvements to its facilities and operations in fiscal 2019.   \nWe will continue to implement energy conservation measures and reduce\nenvironmental impact, striving to achieve industry targets described in\nKeidanren (Japan Business Federation)\u2019s Commitment to a Low Carbon Society.\n\nInitiatives to Save Energy and Reduce CO  2  Emissions in the Welding Business\n\n     The Welding Business aims to thoroughly increase plant efficiency and reduce energy loss.   \nIn fiscal 2019, we introduced LED lighting and updated to more efficient\nelectric motors systematically at all locations.  \nWe will continue to pursue additional energy-saving measures and further\nreduce environmental impact in order to achieve a low-carbon society.\n\nInitiatives to Save Energy and Reduce CO  2  Emissions in the Aluminum &\nCopper Business\n\n     The Aluminum & Copper Business has been switching from oil-based fuels to natural gas, as well as striving for greater energy efficiency through improvements to productivity and introduction of highly efficiency equipment.   \nImprovements made in fiscal 2019 include improving insulation for the heating\nfurnace and introducing LED lighting and electric motor inverters.  \nWe will continue to implement energy conservation measures and reduce\nenvironmental impact, striving to achieve industry targets described in\nKeidanren (Japan Business Federation)'s Commitment to a Low Carbon Society.\n\nInitiatives to Save Energy and Reduce CO  2  Emissions in the Machinery\nBusiness\n\n     As demand for energy-saving compressors, heat pumps and other products increases, the Machinery Business is striving to improve energy efficiency through high-efficiency equipment and higher productivity.   \nWe will continue to implement energy conservation measures and reduce\nenvironmental impact, striving to achieve industry targets described in Nippon\nKeidanren(Japan Business Federation)'s Commitment to a Low Carbon Society.\n\n###  Examples of Energy-saving and CO  2  Emission Reduction Initiatives in\nthe KOBELCO Group (FY2019)\n\nProduction facility / company name  |  Location  |  Examples of initiatives   \n---|---|---  \nKakogawa Works, Kobe Steel, Ltd.  |  Kakogawa, Hyogo Prefecture  |  Improved output of the furnace top pressure recovery turbine (TRT) power generation facility   \nIntroduced latest-model, high-efficiency compressors  \nSwitched fuel  \nFujisawa Plant, Kobe Steel, Ltd.  |  Fujisawa, Kanagawa Prefecture  |  Switched fuel with boiler upgrade   \nUpgraded to invertor-controlled chillers  \nUpgraded the cooling tower to an inverter system  \nIbaraki Plant, Kobe Steel, Ltd.  |  Ibaraki, Osaka Prefecture  |  Upgraded the heating furnace   \nSwitched a portion of plant lighting to LED lighting  \nUpgraded chillers to latest models  \nUpgraded air conditioners to latest models  \nSaijo Plant, Kobe Steel, Ltd.  |  Higashihiroshima, Hiroshima Prefecture  |  Upgraded high voltage power receiving and substation facilities to latest models   \nSwitched a portion of plant lighting to LED lighting  \nFukuchiyama Plant, Kobe Steel, Ltd.  |  Fukuchiyama, Kyoto Prefecture  |  Switched a portion of plant lighting to LED lighting   \nMoka Works, Kobe Steel, Ltd.  |  Moka, Tochigi Prefecture  |  Improved insulation for the heating furnace   \nUpgraded compressors to latest models  \nSwitched a portion of plant lighting to LED lighting  \nChofu Works, Kobe Steel, Ltd.  |  Shimonoseki, Yamaguchi Prefecture  |  Upgraded combustion burners on the heating furnace   \nImproved insulation for the heating furnace  \nSwitched a portion of plant lighting to LED lighting  \nImproved insulation for heaters  \nDaian Works, Kobe Steel, Ltd.  |  Inabe, Mie Prefecture  |  Switched a portion of plant lighting to LED lighting   \nHarima Plant, Kobe Steel, Ltd.  |  Kakogun, Hyogo Prefecture  |  Switched mercury lamps and fluorescent lights at standard plant, office, and distribution center to LED lighting   \nUpgraded transformers to latest models  \nTakasago Works, Kobe Steel, Ltd.  |  Takasago, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nUpgraded boilers to latest models  \nUpgraded transformers to latest models  \nKobelco Engineered Construction Materials Co., Ltd.  |  Amagasaki, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nUpgraded boilers to latest models  \nAmagasaki Works, Shinko Wire Company, Ltd.  |  Amagasaki, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nUpgraded transformers to latest models  \nUpgraded air conditioners to latest models  \nOnoe Works, Shinko Wire Company, Ltd.  |  Kakogawa, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nShinko Wire Stainless Co., Ltd.  |  Izumisano, Osaka Prefecture  |  Switched a portion of plant lighting to LED lighting   \nShinko Bolt, Ltd.  |  Ichikawa, Chiba Prefecture  |  Switched a portion of plant lighting to LED lighting   \nToyama Works, Nippon Koshuha Steel Co., Ltd.  |  Imizu, Toyama Prefecture  |  Switched fuel and introduced regenerative burners for the heating furnace   \nKoshuha-Foundry Co., Ltd.  |  Hachinohe, Aomori Prefecture  |  Switched a portion of plant lighting to LED lighting   \nUpgraded transformers to latest models  \nShinko Leadmikk Co., Ltd.  |  Kitakyushu, Fukuoka Prefecture  |  Switched a portion of plant lighting to LED lighting   \nUpgraded air conditioners to latest models  \nKobelco & Materials Copper Tube, Ltd.  |  Hadano, Kanagawa Prefecture  |  Upgraded chillers to latest models   \nSwitched a portion of plant lighting to LED lighting  \nShinko Engineering Co., Ltd.  |  Ogaki Gifu Prefecture  |  Switched a portion of plant lighting to LED lighting   \nHiroshima Factory, Kobelco Construction Machinery Co., Ltd.  |  Hiroshima, Hiroshima Prefecture  |  Switched a portion of plant lighting to LED lighting   \nOgaki Factory, Kobelco Construction Machinery Co., Ltd.  |  Ogaki, Gifu Prefecture  |  Switched a portion of plant lighting to LED lighting   \nOkubo factory, Kobelco Construction Machinery Co., Ltd.  |  Akashi, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nHarima Plant, Kobelco Eco-Solutions Co., Ltd.  |  Harimacho, Hyogo Prefecture  |  Upgraded compressors to latest models   \nSwitched a portion of plant lighting to LED lighting  \nShinko Industrial Co., Ltd.  |  Kurayoshi, Tottori Prefecture  |  Switched a portion of plant lighting to LED lighting   \nSaved energy by adding a steam decompression valve  \nKobelco Power Kobe Inc.  |  Kobe, Hyogo Prefecture  |  Switched a portion of plant lighting to LED lighting   \nKobelco MIG Wire (Thailand) Co., Ltd.  |  Thailand  |  Optimized equipment motor capacity   \nThai Kobelco Welding Co., Ltd.  |  Thailand  |  Upgraded to invertor-controlled chillers   \nSwitched a portion of plant lighting to LED lighting  \nKobe Precision Technology Sdn. Bhd.  |  Malaysia  |  Upgraded compressors to latest models   \nSwitched a portion of plant lighting to LED lighting  \nKobe Aluminum Automotive Products, LLC  |  USA  |  Switched a portion of plant lighting to LED lighting   \nKobelco Aluminum Products & Extrusions Inc.  |  USA  |  Installed new invert-type high-efficiency compressors   \nKobelco Automotive Aluminum Rolled Products (China) Co., Ltd.  |  China  |  Switched a portion of plant lighting to LED lighting   \nKobelco & Materials Copper Tube (Thailand) Co., Ltd.  |  Thailand  |  Upgraded compressors to inverter types   \nSwitched a portion of plant lighting to LED lighting  \nUpgraded pumps to latest models  \nKobelco & Materials Copper Tube (M) Sdn. Bhd.  |  Malaysia  |  Upgraded the cooling tower\u2019s motor to the latest model   \nSwitched a portion of plant lighting to LED lighting  \nKobelco Construction Machinery (China) Co., Ltd.  |  China  |  Switched a portion of plant lighting to LED lighting   \nKobelco Construction Machinery Southeast Asia Co., Ltd.  |  Thailand  |  Upgraded some equipment to inverter types    \n  \n  \n##  Climate-related Organizations to Which We Belong\n\nIn December 2020, Kobe Steel announced that it supports the recommendations of\nthe Task Force on Climate-related Financial Disclosures (TCFD).\n\n  * [ Kobe Steel supports the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) (December 10, 2020 Notice) ](/english/notices/1206300_13389.html)\n\nAs a member of the Global CCS Institute and the Carbon Recycling Fund\nInstitute, we actively acquire the latest information on CCUS (Carbon dioxide\nCapture, Utilization and Storage) technology and work on technological\ndevelopment and research on CO  2  separation, capture, recycling and\nsequestration for future practical use.\n\n  * Global CCS Institute \n\nThe Global CCS Institute is an international think tank whose mission is to\naccelerate the deployment of carbon capture and storage (CCS), a vital\ntechnology to tackle climate change and deliver climate neutrality. The\ninstitute is headquartered in Melbourne, Australia, with offices in Tokyo,\nWashington DC, Brussels, Beijing and London.\n\n  * [ Global CCS Institute ](https://www.globalccsinstitute.com/)\n\n  * Carbon Recycling Fund Institute \n\nThe Carbon Recycling Fund Institute aims to address the global warming issue\nand improve the energy access throughout the world. The institute promotes\ninnovation in carbon recycling by public relations and sponsoring the research\nand development in the field.\n\n  * [ Carbon Recycling Fund Institute (Japanese only) ](https://carbon-recycling-fund.jp/)\n\nIn addition, each of the following industry groups to which the KOBELCO Group\nbelongs has formulated a Commitment to a Low Carbon Society. We will\ncontribute to the achievement of the targets set out in the Commitment to a\nLow Carbon Society of each industry group to which we belong by pursuing\nenergy savings and CO  2  reduction in production processes.\n\nIndustry groups  |  Industry targets for reducing CO  2  emissions from production processes in the Commitment to a Low Carbon Society   \n---|---  \nFY 2020 target  |  FY 2030 target   \nThe Japan Iron and Steel Federation  |  Eco Process: Reduction  *1  of over 3 million tons versus BAU  *2  |  Eco Process: Reduction of 9 million tons versus BAU   \nJapan Aluminium Association  |  Reduction of 1.0 GJ/t energy intensity per unit of rolled volume versus BAU in FY 2005  |  Reduction of 1.2 GJ/t energy intensity per unit of rolled volume versus BAU in FY 2005 (best effort target)   \nJapan Copper and Brass Association  |  Reduction of 4% energy intensity versus BAU with production activity volume of 380,000 tons  |  Reduction of 6% energy intensity versus BAU with production activity volume of 380,000 tons   \nThe Japan Society of Industrial Machinery Manufacturers  |  Average annual improvement of at least 1% energy consumption per unit (kL/\u00a5100 million)  |  Reduction of 10% in CO  2  emissions versus FY 2013   \nJapan Construction Equipment Manufacturers Association  |  Reduce the manufacturing energy consumption rate by 8% from the 5-year average of 2008 to 2012.  |  Reduce the manufacturing energy consumption rate by 17% from the actual achievement of 2013.   \n  \n  * *1 The Japan Iron and Steel Federation prioritizes 3 million tons of reduction arising from energy conservation and other voluntary actions by steelmakers. For waste plastics and other recycled materials, the emission reduction counts only a decrease resulting from the increase in the volume of these materials collected compared to FY2005. \n\n*2 BAU (Business As Usual): emissions of greenhouse gases, or emissions per unit, assuming no additional measures are taken \n\n##  Relationship with Industry Associations\n\nThe President and CEO of Kobe Steel has been appointed as vice chairman of the\nJapan Iron and Steel Federation, and Kobe Steel is actively and deeply\ninvolved in the activities of the industry organizations to which it belongs.\n\nKobe Steel\u2019s officers and employees have been appointed to various committees\nof industry associations related to climate change. They are actively involved\nin industry association activities such as setting goals, following-up the\nresults and summary, sharing information, and attending meetings organized by\nindustry organizations to exchange opinions with government officials.\n\nKobe Steel has taken the following steps to ensure consistency with the\npositions of industry associations. When business associations discuss matters\nrelated to public policy, relevant committees present draft proposals. As Kobe\nSteel\u2019s officers and employees are appointed as members of various committees\nrelated to climate change, they share the proceedings of these committees\nwithin the company to confirm whether they are in line with Kobe Steel\u2019s\nposition and policy. If there are any inconsistencies, they make adjustments\nthrough the committees. We also constantly exchange information with industry\ngroups on Kobe Steel\u2019s climate change strategies and targets in order to\nensure consistency with their positions and targets. Through this process, we\nensure Kobe Steel\u2019s climate change strategy is aligned with the efforts of\nindustry associations.\n\n  * [ Share with Facebook  ](http://www.facebook.com/share.php?u=https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html \"Share on Facebook\")\n  * [ Share on Linkedin  ](http://www.linkedin.com/shareArticle?mini=true&url=https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html&title=Initiatives to Reduce Energy and CO<sub>2</sub> Emissions \"Share on LinkedIn\")\n  * [ Share with Twitter  ](https://twitter.com/share?text=%e7%a5%9e%e6%88%b8%e8%a3%bd%e9%8b%bc%e6%89%80%e3%80%80%e3%83%97%e3%83%ac%e3%82%b9%e3%83%aa%e3%83%aa%e3%83%bc%e3%82%b9%20%23KobelcoOfficial&url=https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html \"Tweet\")\n  * [ Send an Email  ](mailto:?body=https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html)\n  * [ Print  ](javascript:void\\(0\\);)\n\nPage top\n\n  * [ About Us ](/english/about_kobelco/)\n  * [ Products ](/english/products/)\n  * [ Investor Relations ](/english/ir/)\n  * [ Locations ](/english/about_kobelco/kobesteel/locations/index.html)\n\n[ Site Map ](/english/sitemap/) \u00e3\u0080\u0080|\u00e3\u0080\u0080 [ Handling of Privacy & Personal\nInformation ](/english/privacy/) \u00e3\u0080\u0080|\u00e3\u0080\u0080 [ About the website\n](/english/copyright/) \u00a9 KOBE STEEL, LTD. 1995-2025\n\n",
                "url": "https://www.kobelco.co.jp/english/about_kobelco/outline/integrated-reports/subordinate2020/production.html"
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            "summary": "N/A",
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                    "source": "https://www.mass.gov/info-details/electric-sector-modernization-plans-order-findings"
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                "page_content": "  * Official websites use .mass.gov \n\nA .mass.gov website belongs to an official government organization in\nMassachusetts.\n\n  * Secure websites use HTTPS certificate \n\nA lock icon  ( )  or https:// means you\u2019ve safely connected to the official\nwebsite. Share sensitive information only on official, secure websites.\n\n  * This page, Electric sector modernization plans order findings, is  offered by \n  * [ Electric Power Division ](/orgs/electric-power-division)\n  * \n\n#  Electric sector modernization plans order findings\n\nHere you will find information on electric sector modernization plans (ESMP)\nfindings and directives that the electric companies (Eversource, National\nGrid, and Unitil) must follow.\n\nSkip table of contents\n\n##  Table of Contents\n\nYou skipped the table of contents section.\n\n##  Overview\n\nOn August 11, 2022, the Commonwealth of Massachusetts enacted G.L. c. 164, \u00a7\u00a7\n[ **92B**\n](https://malegislature.gov/Laws/GeneralLaws/PartI/TitleXXII/Chapter164/Section92B)\n\\- [ **92C**\n](https://malegislature.gov/Laws/GeneralLaws/PartI/TitleXXII/Chapter164/Section92C)\n, through An Act Driving Clean Energy and Offshore Wind, St. 2022, c. [\n**179** ](https://malegislature.gov/Laws/SessionLaws/Acts/2022/Chapter179) , \u00a7\n53, that requires the electric companies operating in Massachusetts to each\nsubmit an ESMP with the DPU every 5 years. The first ESMPs were submitted to\nthe DPU on January 29, 2024, and identified proposed ESMP investments beyond\nthose investments already planned by the companies during the 5-year ESMP\ninvestment term.\n\nOn August 29, 2024, the DPU issued the [ **D.P.U. 24-10/24-11/24-12 Order**\n](https://fileservice.eea.comacloud.net/FileService.Api/file/FileRoom/19554888)\napproving with modification the electric companies' inaugural ESMPs and\nidentifying several next steps with the process.\n\nThe DPU determined that the ESMP filings complied with the statutory\nrequirements outlined in G.L. c. 164, \u00a7\u00a7 [ **92B**\n](https://malegislature.gov/Laws/GeneralLaws/PartI/TitleXXII/Chapter164/Section92B)\n. DPU identified the ESMPs as strategic roadmaps for accelerated electric\ncompany investments. These investments are above and beyond planned company\ninvestments and geared towards modernizing and upgrading the electric grid at\na pace to enable an affordable, equitable clean energy transition. The DPU\nestablished the first ESMP investment term as July 1, 2024 through June 30,\n2030. The DPU did not pre-approve any costs or specific investments,\nexplaining that it would determine in a subsequent phase of the proceedings\nhow the electric companies may recover costs for ESMP investments. The DPU\nexplained that the subsequent phase would also address near-term ESMP\nreporting requirements and ESMP investment metrics.\n\nThe anticipated investments identified in these strategic plans aim to:\n\n  * improve grid reliability and resiliency. This is important to address expected more frequent and extreme weather events in the Commonwealth. \n  * prepare the grid for rapid deployment of renewable energy sources, \n  * support energy storage and emerging electrification technologies essential for reducing carbon emissions, and \n  * enable increasing electrification in transportation and buildings. \n\nSpecific aspects of the ESMPs and the DPU's findings are described below. The\nDPU\u2019s findings relied on:\n\n  1. interpreting legislative intent behind the comprehensive ESMP statutory directives, and \n  2. extensive DPU precedent, in particular, associated with DPU reviews for previous grid modernization investments. \n\n##  Investment proposal summary\n\n###  ESMP investment category descriptions\n\nInvestment category  |  Description   \n---|---  \nCustomer investments  |  New programs and demonstrations to advance virtual power plants (VPPs) and use of distributed energy resources (DER) for grid services, and investments in new clean energy customer portals & enabling technologies   \nPlatform investments  |  Investments identified to leverage data, digitalization, and other platforms to optimize infrastructure and meet evolving customer needs   \nNetwork investments  |  New substation and distribution line upgrades to support electrification load growth and DER interconnections, as well as investments to install and manage additional technology hardware to improve network operations and management   \nResiliency  |  Undergrounding, reconductoring and other storm hardening infrastructure upgrades   \nCapital investment project (CIP)  |  Substation and line upgrades to enable DER interconnections with cost allocation   \nEV program  |  Continuation of existing electric vehicle (EV) make ready and charging infrastructure enablement programs   \nSolar  |  Programs to support adoption of solar and storage technologies in environmental justice populations   \nProgram administration  |  Program administration of incremental ESMP projects   \n  \n###  Summary of Estimated Spending ($ Nominal) 2025-2029\n\nNote: The below numbers are initial estimates subject to revision and exclude\ntotals associated with each company\u2019s planned investments outside the ESMP\nframework. The electric companies did not propose particular ESMP investments\nfor every investment category and identified for informational purposes\nnon\u2011ESMP investment plans where certain investments, e.g., resiliency and\nnetwork investments, may otherwise be accounted for.\n\nInvestment category  |  Eversource  ($ million)  |  National Grid  ($ million)  |  Unitil  ($ million)   \n---|---|---|---  \nCustomer investments  |  $58.5  |  $99.7  |  $1.0   \nPlatform investments  |  $55.5  |  $400.1  |  $0.7   \nNetwork investments  |  N/A  |  $1,634.0  |  $42.6   \nResiliency  |  $225.0  |  N/A  |  $5.0   \nCIP  |  $261.8  |  $71.8  |  N/A   \nEV program  |  $168.9  |  $299.2  |  $1.2   \nSolar  |  $50.0  |  N/A  |  N/A   \nProgram administration  |  N/A  |  $20.1  |  $0.4   \n  \n##  Net benefits of the ESMPs\n\nThe electric companies estimated that their proposed ESMP investments would\ncollectively provide over $7.5 billion in net benefits and would indirectly\ncreate over 5,200 jobs between 2025 and 2029. The DPU found that the electric\ncompanies calculated net benefits for their ESMP investments using reasonable\nmethods and inputs for the purpose of strategic planning. The DPU determined\nthat the net benefits analysis in the ESMPs met statutory requirements and\nthat the plans provided net benefits for customers. The DPU analyzed the net\nbenefits based on the full suite of investments as a plan, rather than based\non each individual investment or category.\n\n##  Minimization of customer costs\n\nThe DPU identified and acknowledged the substantial costs and corresponding\nbenefits associated with the proposed ESMP investments. The DPU directed the\nelectric companies to aggressively seek to minimize ESMP costs charged to\nratepayers through diligent pursuit of:\n\n  * grants, \n  * tax incentives, and \n  * low-cost financing programs. \n\nEnsuring affordability and minimizing customer costs for electric investments\nare DPU priorities. The DPU explained that we would continue to consider these\nissues in future stages of the ESMP proceedings. The DPU also explained that\nthe ESMPs are only one of several initiatives overseen by the DPU to further\nthe Commonwealth\u2019s critical energy policy goals that deliver substantial\nbenefits to its residents, all with associated costs charged to customers. In\nconsideration of the costs and benefits of these essential policy programs,\nthe DPU noted the value in a process where policymakers, stakeholders, and the\nDPU can work together to comprehensively address the cumulative effect of\nthese programs on customer bills now and in the future.\n\n##  Equity and stakeholder engagement\n\nIn their ESMPs, the electric companies proposed to incorporate into their\ndistribution system planning a common overall equity framework with company-\nspecific elements applicable to both ESMP and non-ESMP investments to guide\nstakeholder engagement efforts and assist in addressing the needs and concerns\nof their customers and the communities they serve. This proposed equity\nframework was the electric companies\u2019 first comprehensive strategy to\nincorporate equity principles into their distribution system planning\nprocesses.\n\nTo ensure direct benefits for communities that host clean energy\ninfrastructure projects, the electric companies proposed to enter into\ncommunity benefit agreements (CBAs) with host communities on a case-by-base\nbasis. The companies also proposed to establish a Community Engagement\nStakeholder Advisory Group (CESAG) to develop a statewide community engagement\nframework to inform stakeholder engagement efforts involving proposed clean\nenergy infrastructure projects. The CESAG would consist of members from:\n\n  * the electric companies, \n  * community-based organizations, and \n  * an environmental or equity advocacy organization. \n\nThe DPU found that the equity framework is consistent with the Commonwealth\u2019s\npublic policy goals and DPU policies but determined that certain modifications\nto specific elements of the electric companies\u2019 proposed equity framework was\nappropriate, including requirements to:\n\n  * Develop equity policies, including environmental justice and language access policies, in coordination with the CESAG, \n  * Develop best practices for incorporating plain language into public-facing materials, \n  * Develop policies and practices on how to integrate environmental justice principles into their siting decisions for large electric distribution system infrastructure projects, \n  * Provide regular trainings for their employees on internal equity-related policies, and \n  * Report on how they are addressing equity in the implementation of their ESMPs, and distribution system planning generally, and to describe how any lessons learned could shape the next iteration of their equity framework. \n\nThe DPU also:\n\n  * Found that the electric companies\u2019 CBA proposal requires a discussion with a broader group of stakeholders, including the [ Energy Facilities Siting Board ](/orgs/energy-facilities-siting-board) , and that it is premature for the Department to consider cost recovery for CBAs while legislation is pending that would address CBAs and CBA cost recovery, \n  * Will consider proposals for equity-related metrics at a later time, and \n  * Acknowledged that the equity framework is only the first step in an ongoing process for the electric companies to meaningfully engage, educate, and respond to stakeholders and communities and to address inequities by mitigating the negative impacts on those communities that bear the burden of hosting electric distribution system infrastructure that provides benefits that often extend beyond the impacted communities. \n\n##  Electric load forecasts\n\nEach electric company develops a 5 and 10-year demand forecast to inform their\ncapital investment plans and to fulfill their obligations to provide safe and\nreliable service. These forecasts are updated annually to account for up-to-\ndate data and trends, including electrification and EV usage, on the company\u2019s\nelectric system and to inform reprioritization of and updates to planned\ninvestments. The forecast inputs and assumptions vary between the companies,\nin part, due to varying characteristics of each company\u2019s service territory.\nThese forecasting and planning practices were in place long before the ESMPs,\nand are reported annually to the DPU by the companies on March 31st through\ntheir annual reliability reports.\n\nThe electric companies relied on their existing forecasts and planning\npractices, with additional inputs derived from the Commonwealth\u2019s\nelectrification estimates, to inform their proposed ESMP investments. For\npurposes of the ESMPs, the electric companies also developed a longer term\nassessment of electric demand out to 2050, which also helped to inform their\nproposed ESMP investments.\n\nThe DPU found that each company\u2019s forecasting methods and assumptions were\nreasonable, appropriate, and reliable, and that variations in forecasting\nbetween the companies is necessary and allowable. The DPU also determined that\neach company\u2019s ESMP complied with the statutory forecasting and demand\nassessment requirements. For purposes of ESMP reporting, the DPU required the\nelectric companies to provide a comparison of forecasted and actual demand,\nseparated by categories by year, determining that this would allow the DPU and\nstakeholders to assess the reliability of each company\u2019s forecast.\n\n##  Investments to support electric vehicles, heat pumps, and energy storage\n\nIn their ESMPs, the electric companies identified accelerated investments in\nthe electric system to meet the Commonwealth\u2019s projected electric vehicle,\nheat pump, and battery energy storage adoption targets for customers. Although\nthe DPU did not pre-approve the proposed ESMP investments, the DPU noted that\nour approval with modification of the ESMPs as strategic plans was a\nsignificant step towards equitably achieving the Commonwealth\u2019s clean energy\ngoals and greenhouse gas emissions reductions.\n\n##  Interconnecting clean energy resources to the electric grid\n\nIn a prior proceeding ( [ D.P.U. 20-75\n](https://eeaonline.eea.state.ma.us/dpu/fileroom/#/dockets/docket/11744) ),\nthe DPU investigated the possibility of establishing a Long Term System\nPlanning Program, or LTSPP, to help interconnect clean energy sources\nincluding solar and other distributed energy resources into the electric grid.\nA LTSPP is intended to:\n\n  * reduce interconnection costs, \n  * accelerate deployment of clean energy resources, \n  * provide benefits to ratepayers, and \n  * support the Commonwealth\u2019s clean energy policies. \n\nIn its ESMP order, the DPU directed the electric companies to create a LTSPP\nWorking Group with stakeholders, beginning a 6-month process towards\ndeveloping a LTSPP framework informed, in part, by the information identified\nin D.P.U. 20-75. By April 4, 2025, the electric companies must submit a report\nto the DPU that summarizes all issues on which the electric companies and\nstakeholders agree, as well as areas of disagreement. The DPU will review this\nreport and then direct next steps.\n\nGiven the time needed to establish a LTSPP, and the number of solar and\ndistributed energy resource projects currently waiting to interconnect to the\ngrid, the DPU extended the existing [ Provisional Program for Capital\nInvestment Projects ](/guides/provisional-system-planning-program-guide)\n(CIPs). This will allow the companies to file proposed CIPs included in the\nESMPs in the near term, subject to certain criteria and filing requirements\ndescribed in the ESMP order.\n\n##  Climate change resilience\n\nIn their ESMPs, each electric company described their plans to proactively\nupgrade the distribution system to improve grid reliability and resiliency and\nprepare for climate risks. The electric companies also described their planned\nclimate vulnerability assessments, which will be used to target both ESMP and\nnon-ESMP resiliency investments. The DPU found that the electric companies\ncomplied with statutory requirements regarding climate change resilience.\nHowever, the DPU directed the electric companies to modify their targeted\nresiliency planning processes, including their climate vulnerability\nassessment frameworks, to ensure more consistency and to meet certain\nrequirements outlined in the order. The electric companies must also provide\ndetailed explanations of their planned resiliency investments in their ESMP\nreports.\n\n##  Next steps\n\nIn future proceedings, the DPU will consider issues not addressed in its\ninitial ESMP order, including ESMP cost recovery mechanisms, performance\nmetrics, and reporting requirements.\n\n##  Contact\n\n####  Phone\n\n[ Call DPU electric power division at  (617) 305-3575 ](tel:6173053575)\n\nOpen M-F 9 a.m. - 5 p.m.\n\nLast updated:  |  December 10, 2024   \n---|---  \n  \n##  Related\n\n  * [ D.P.U. 24-10/24-11/24-12 ESMP order ](https://fileservice.eea.comacloud.net/FileService.Api/file/FileRoom/19554888)\n  * [ Background and procedural requirements on electric sector modernization plans ](/info-details/background-and-procedural-requirements-on-electric-sector-modernization-plans)\n  * [ Grid Modernization Advisory Council (GMAC) ](/orgs/grid-modernization-advisory-council-gmac)\n  * [ GMAC - modernizing MA's electric grid ](https://storymaps.arcgis.com/stories/3ffe24f1b25144b5814656e47f27aad6)\n\nImage credits:  Jacob Licht\n\n##  Help Us Improve Mass.gov  with your feedback\n\nThank you for your website feedback! We will use this information to improve\nthis page.\n\nIf you would like to continue helping us improve Mass.gov, [ join our user\npanel ](https://www.mass.gov/user-panel?utm_source=survey) to test new\nfeatures for the site.\n\n[ ](/ \"Mass.gov home page\")\n\n\u00a9 2025 Commonwealth of Massachusetts.\n\nMass.gov\u00ae is a registered service mark of the Commonwealth of Massachusetts.\n[ Mass.gov Privacy Policy ](/privacypolicy)\n\nFeedback\n\n",
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                    "source": "https://www.cdtfa.ca.gov/taxes-and-fees/special-taxes-and-fees-tax-rates/"
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                "page_content": "#  Tax Rates \u2014 Special Taxes and Fees [ Espa\u00f1ol ](/taxes-and-fees/special-\ntaxes-and-fees-tax-rates-spanish/)\n\n##  Alcoholic Beverage Tax\n\nAlcoholic Beverage Tax  Categories  |  Rate Per Wine Gallon   \nJuly 15, 1991 \u2013 Present  \n---|---  \nDistilled Spirits (100 proof or less)  |  $3.30   \nDistilled Spirits (over 100 proof)  |  $6.60   \nBeer  |  $0.20   \nWine  |  $0.20   \nSparkling hard cider  |  $0.20   \nChampagne and sparkling wine  |  $0.30   \n  \n##  California Electronic Cigarette Excise Tax (CECET)\n\nCalifornia Electronic Cigarette Excise Tax (CECET)  Effective Date  |  Rate on Retail Sales Price (excluding sales and use tax)   \n---|---  \nJuly 1, 2022 \u2013 Present  |  12.5%   \n  \n##  California Firearms, Firearm Precursor Parts, and Ammunition Excise Tax\n(CFET)\n\nEffective Date  |  Rate on the Gross Receipts of Retail Sales   \n---|---  \nJuly 1, 2024  |  11%   \n  \n##  California Lumber Products Assessment\n\nBeginning January 1, 2013, California law requires a one percent (1%)\nassessment on purchases of lumber products and engineered wood products for\nuse in California, based on the selling price of the products.\n\nThe law affects retailers of lumber products or engineered wood products and\npurchasers, including construction contractors, who use these products in\nCalifornia. Visit our [ California Lumber Products Assessment Guide\n](/industry/california-lumber-products-assessment/) for additional\ninformation.\n\n##  California Tire Fee\n\nCalifornia Tire Fee  Effective Date  |  Rate Per New Tire   \n---|---  \nJanuary 1, 2005 \u2013 Present  |  $1.75   \nJanuary 1, 2001  |  $1.00   \nJanuary 1, 1997  |  $0.25   \n  \n##  Cannabis Taxes\n\nCannabis Excise Tax  Effective Date  |  Excise Tax Rate of Gross Receipts   \n---|---  \nJanuary 1, 2023 \u2013 Present  |  15%   \n  \n* Assembly Bill 195 (Stats. 2022, ch. 56) amended the Cannabis Tax Law, which provides that the cannabis excise tax is based on gross receipts from the retail sale of cannabis or cannabis products effective January 1, 2023. \n\n###  Historical Cannabis Tax Rates\n\nCannabis Excise Tax  Effective Date  |  Excise Tax Rate   \nof Average Market Price  |  Mark-Up Rate    \nfor Arm's Length Transactions  \n---|---|---  \nJuly 1, 2022 \u2013 December 31, 2022  |  15%  |  75%   \nJanuary 1, 2020 \u2013 June 30, 2022  |  15%  |  80%   \nJanuary 1, 2018 \u2013 December 31, 2019  |  15%  |  60%   \n  \n* The mark-up rate was determined by CDTFA on a biannual basis in six-month intervals through the reporting period ending December 31, 2022. \n\nCultivation Tax  Effective Date  |  Cannabis Flower  |  Cannabis Leaves  |  Fresh Cannabis Plants   \n---|---|---|---  \nJanuary 1, 2022 \u2013 June 30, 2022  |  $10.08 per dry-weight ounce  |  $3.00 per dry-weight ounce  |  $1.41 per ounce   \nJanuary 1, 2020 \u2013 December 31, 2021  |  $9.65 per dry-weight ounce  |  $2.87 per dry-weight ounce  |  $1.35 per ounce   \nJanuary 1, 2018 \u2013 December 31, 2019  |  $9.25 per dry-weight ounce  |  $2.75 per dry-weight ounce  |  $1.29 per ounce   \n  \n* All [ fresh cannabis plants ](/lawguides/vol3/ctr/ctr-reg3700.html) must be weighed within two hours of harvesting. \n\n** Effective 7/1/22, the cultivation tax ends. AB 195 (Stats. 2022, ch. 56)\n\n##  Childhood Lead Poisoning Prevention Fee\n\nFor assessment years after 2000, the fee is determined by the Department of\nPublic Health based on market share and there is no longer a per gallon rate.\n\n###  Childhood Lead Poisoning Prevention Fee Historical Rates\n\nChildhood Lead Poisoning Prevention Fee  Prod.  \nDist.  \nYear  |  Fee   \nAssessment  \nYear  |  Fee   \nDue  \nYear  |  Rate Per Gallon   \nArchitectural  \nCoating  |  Rate Per Gallon   \nPetroleum Industry  |  Rate Per Pound   \nAmbient Air Industry  \n---|---|---|---|---|---  \n1999  |  2000  |  2001  |  $.022757  |  $.000697  |  $.757024   \n1998  |  1999  |  2000  |  $.026053  |  $.000756  |  $.757024   \n1997  |  1998  |  1999  |  $.030614  |  $.000754  |  $.757245   \n1996  |  1997  |  1998  |  $.032380  |  $.000740  |  $.757200   \n1995  |  1996  |  1997  |  $.037400  |  $.000755  |  $.757200   \n1994  |  1995  |  1996  |  $.033481  |  $.000760  |  $.726618   \n1993  |  1994  |  1995  |  $.030947  |  $.000764  |  $.756899   \n1992  |  1993  |  1994  |  $.030859  |  $.000758  |  $.756981   \n1991  |  1992  |  1993  |  $.023880  |  $.000762  |  $.769199   \n  \n##  Cigarette and Tobacco Products Licensing Act\n\nCigarette and Tobacco Products License Fees  License Types  |  Fees for January 1, 2008 \u2013 June 8, 2016  |  Fees for June 9, 2016 \u2013 December 31, 2016  |  Fees Effective January 1, 2017   \n---|---|---|---  \nRetailer (Application Fee)  |  $100 per location (one-time fee)  |  $265 per location (one-time fee)  |  $265 per location (one-time fee)   \nRetailer (Renewal Fee)  |  N/A  |  N/A  |  $265 per location (annually)   \nRetailer License Reinstatement Fee  |  $100 per location  |  N/A  |  N/A   \nWholesaler/Distributor  |  $1,000 per location (annually)  |  $1,200 per location (annually)  |  $1,200 per location (annually)   \nManufacturer/Importer of cigarettes (administration fee)  |  Market share based on Business & Professions Code \u00a722979.2(c) (one-time fee)  |  Market share based on Business & Professions Code \u00a722979.2(c) (one-time fee)  |  Market share based on Business & Professions Code \u00a722979.2(c) (one-time fee)   \nManufacturer/Importer of chewing tobacco or snuff  |  $10,000 (one-time fee)  |  $10,000 (one-time fee)  |  $10,000 (one-time fee)   \nManufacturer/Importer of all other tobacco products excluding chewing tobacco & snuff  |  $2,000 (one-time fee)  |  $2,000 (one-time fee)  |  $2,000 (one-time fee)   \n  \n##  Cigarette and Tobacco Products Tax\n\nCigarette and Tobacco Products Tax  Effective Date  |  Cigarettes  |  Tobacco Products   \n---|---|---  \nJuly 1, 2025  |  $0.1435/cigarette ($2.87/pack of 20s)  |  54.27% of wholesale cost   \nJuly 1, 2024  |  $0.1435/cigarette ($2.87/pack of 20s)  |  52.92% of wholesale cost   \nJuly 1, 2023  |  $0.1435/cigarette ($2.87/pack of 20s)  |  56.32% of wholesale cost   \nJuly 1, 2022  |  $0.1435/cigarette ($2.87/pack of 20s)  |  61.74% of wholesale cost   \nJuly 1, 2021  |  $0.1435/cigarette ($2.87/pack of 20s)  |  63.49% of wholesale cost   \nJuly 1, 2020  |  $0.1435/cigarette ($2.87/pack of 20s)  |  56.93% of wholesale cost   \nJuly 1, 2019  |  $0.1435/cigarette ($2.87/pack of 20s)  |  59.27% of wholesale cost   \nJuly 1, 2018  |  $0.1435/cigarette ($2.87/pack of 20s)  |  62.78% of wholesale cost   \nJuly 1, 2017  |  $0.1435/cigarette ($2.87/pack of 20s)  |  65.08% of wholesale cost   \nApril 1, 2017  |  $0.1435/cigarette ($2.87/pack of 20s)  |  27.30% of wholesale cost   \nJuly 1, 2016  |  $0.0435/cigarette ($0.87/pack of 20s)  |  27.30% of wholesale cost   \nJuly 1, 2015  |  $0.0435/cigarette ($0.87/pack of 20s)  |  28.13% of wholesale cost   \nJuly 1, 2014  |  $0.0435/cigarette ($0.87/pack of 20s)  |  28.95% of wholesale cost   \nJuly 1, 2013  |  $0.0435/cigarette ($0.87/pack of 20s)  |  29.82% of wholesale cost   \nJuly 1, 2012  |  $0.0435/cigarette ($0.87/pack of 20s)  |  30.68% of wholesale cost   \nJuly 1, 2011  |  $0.0435/cigarette ($0.87/pack of 20s)  |  31.73% of wholesale cost   \nJuly 1, 2010  |  $0.0435/cigarette ($0.87/pack of 20s)  |  33.02% of wholesale cost   \nJuly 1, 2009  |  $0.0435/cigarette ($0.87/pack of 20s)  |  41.11% of wholesale cost   \nJuly 1, 2008  |  $0.0435/cigarette ($0.87/pack of 20s)  |  45.13% of wholesale cost   \n  \n##  Covered Electronic Waste Recycling Fee\n\nElectronic Waste Recycling Fee  Categories  |  2005 to 2008  |  2009 to 2010  |  2011 to 2012  |  2013 to 2016  |  2017 to 2019  |  January 1, 2020 to Present   \n---|---|---|---|---|---|---  \nMore than four inches but less than 15 inches  |  $6  |  $8  |  $6  |  $3  |  $5  |  $4   \nAt least 15 inches but less than 35 inches  |  $8  |  $16  |  $8  |  $4  |  $6  |  $5   \n35 inches or more  |  $10  |  $25  |  $10  |  $5  |  $7  |  $6   \n  \n##  Emergency Telephone Users Surcharge \u2013 911 Surcharge and 988 Surcharge\n\nThis rate section is for telecommunication service suppliers registered and\nreporting to CDTFA under the Emergency Telephone Users Surcharge Program. The\nsurcharge amounts are based on each access line when a service user subscribes\nwith a service supplier and with each retail purchase of prepaid mobile\ntelephony services in California. Sellers of prepaid wireless services may\nvisit the [ Prepaid MTS Local Charge Rates ](/taxes-and-fees/mts.htm) for\ndetailed information on local charge rates.\n\n911 and 988 Surcharges  Effective Date  |  911 Surcharge  |  988 Surcharge   \n---|---|---  \nJanuary 1, 2025 \u2014 December 31, 2025  |  $0.41  |  $0.08   \nJanuary 1, 2023 \u2014 December 31, 2024  |  $0.30  |  $0.08   \nJanuary 1, 2020 \u2014 December 31, 2022  |  $0.30  |  N/A   \n  \n##  Notes\n\n  1. Senate Bill 96 (Stats.2019, Ch. 54) amends the Emergency Telephone Users Surcharge from a percentage-based surcharge to a flat rate surcharge amount effective January 1, 2020. \n  2. Senate Bill 988 (Stats.2022, Ch. 747) amends the Emergency Telephone Users Surcharge Act adding a new 988 surcharge effective January 1, 2023. \n\n###  Historical Emergency Telephone Users Surcharge and Prepaid 911 Surcharge\nRates\n\nEmergency Telephone Users Surcharge and Prepaid 911 Surcharge for Telecommunication Service Suppliers  Surcharge Rates  |  2008-2013  |  2014-2015  |  2016-2018  |  2019   \n---|---|---|---|---  \nEmergency telephone users surcharge rate as a percentage applied to intrastate telephone communication service charges billed, including intrastate VoIP (excluding prepaid mobile telephony services)  |  0.50%  |  0.75%  |  0.75%  |  0.75%   \nPrepaid 911 surcharge rate as a percentage applied to the selling price of prepaid mobile telephony products/services sold by a direct seller (see below for information on the total prepaid mobile telephony surcharge rate and local charges)  |  N/A  |  N/A  |  0.75%  |  N/A   \n  \n##  Notes\n\n  1. Assembly Bill 1717 (Stats. 2014, Ch. 885) added the prepaid mobile telephony services surcharge effective January 1, 2016, to January 1, 2020. \n  2. Effective January 1, 2019, the Prepaid Mobile Telephony Services Surcharge no longer applies, and intrastate prepaid telephone services are subject to the Emergency Telephone Users Surcharge. For information on the local charge rates, see [ Prepaid MTS Local Charges ](/taxes-and-fees/mts.htm) . \n\n##  Energy Resources (Electrical Energy) Surcharge\n\nEnergy Resources Surcharge (Electrical)  Effective Date  |  Rate Per Kilowatt Hour   \n---|---  \nJanuary 1, 2019 \u2013 Present  |  $.00030   \nJanuary 1, 2011  |  $.00029   \nJanuary 1, 2008  |  $.00022   \n  \n##  Fire Prevention Fee\n\nFire Prevention Fee  Fiscal Year  |  Fee Amount Per Billed Fiscal Year*   \n---|---  \nJuly 1, 2017 \u2013 Present  |  N/A**   \nJuly 1, 2013 \u2013 June 30, 2017  |  $152.33 per habitable structure located in a State Responsibility Area (SRA).***   \nJuly 1, 2011 \u2013 June 30, 2013  |  $150.00 per habitable structure located in a State Responsibility Area (SRA).***   \n* A fiscal year is July 1 through June 30.   \n** Effective July 1, 2017, the fee is suspended for future billing periods. [\nAB 398\n](http://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180AB398)\n(Stats. 2017, Ch. 135)  \n*** Owners of habitable structures located in the SRA on record as of July 1\nthat are within the boundaries of a local fire protection agency will receive\na reduction of $35 per habitable structure.  \n  \n##  Insurance Tax (Tax on Insurers)\n\nFor the tax on insurers program, the agency's responsibilities include issuing\ndeficiency assessments, refunds, and evaluating appeals. For detailed\ninformation regarding rates, please contact the Department of Insurance at\n1-800-927-4357 or visit their website at [ www.insurance.ca.gov\n](http://www.insurance.ca.gov/) .\n\n##  Integrated Waste Management Fee (Solid Waste)\n\nIntegrated Waste Management Fee (Solid Waste)  Categories  |  January 1, 1990 \u2013 June 30, 1990   \nRate Per Ton  |  July 1, 1990 \u2013 June 30, 1994   \nRate Per Ton  |  July 1, 1994 \u2013 June 30, 2002   \nRate Per Ton  |  July 1, 2002 \u2013 Present   \nRate Per Ton  \n---|---|---|---|---  \nSolid Waste  |  $0.50  |  $0.75  |  $1.34  |  $1.40   \nNonhazardous Wood Waste  |  $0.75  |  $0.75  |  $0.75  |  $0.75   \n  \n##  Lead-Acid Battery Fees\n\nLead-Acid Battery Fees  Battery Fee Type  |  April 1, 2017   \nto March 31, 2022  |  Effective April 1, 2022   \n---|---|---  \nCalifornia Battery Fee  |  $1.00  |  $2.00   \nManufacturer Battery Fee  |  $1.00  |  $2.00   \n  \n##  Lithium Extraction Excise Tax\n\nLithium Extraction Excise Tax \u2014  Applicable tax (per metric ton extracted)  Effective Date  |  Lifetime cumulative metric tons of lithium carbonate equivalent extracted by a producer:   \n---|---  \n20,000 or less  |  Over 20,000 but not over 30,000  |  Over 30,000   \nJanuary 1, 2025  |  $413  |  $620  |  $826   \nJanuary 1, 2023  |  $400  |  $600  |  $800   \n  \n##  Notes\n\n  1. The lithium extraction excise tax is set by statute (Revenue and Taxation Code section 47010(a). Beginning January 1, 2025 and every January thereafter, we will adjust the lithium extraction excise tax rate based on changes in the California Consumer Price Index. \n\n##  Marine Invasive Species Fee (Ballast Water)\n\nMarine Invasive Species Fee (Ballast Water)  Effective Date  |  Rate Per Qualifying Vessel*   \n---|---  \nApril 1, 2017 \u2013 Present  |  $1000   \nNovember 1, 2009 \u2013 March 31, 2017  |  $850   \nAugust 1, 2008 \u2013 October 31, 2009  |  $625   \nSeptember 1, 2005 \u2013 July 31, 2008  |  $850   \nFebruary 1, 2004 \u2013 August 31, 2005  |  $500   \nJuly 1, 2002 \u2013 January 31, 2004  |  $200   \nApril 30, 2000 \u2013 June 30, 2002  |  $400   \nJanuary 1, 2000 \u2013 April 29, 2000  |  $600   \n  \n*Arrival in a California port from a port or place outside California waters \n\n##  Natural Gas Surcharge\n\nALPINE NATURAL GAS  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.027025  |  0.0541  |  0.0285  |  0.0649  |  0.03420  |  0.10280  |  0.03870  |  0.13500   \nCommercial/Retail  |  N/A  |  0.0541  |  N/A  |  0.0649  |  N/A  |  0.10280  |  N/A  |  0.13500   \n  \nPACIFIC GAS & ELECTRIC  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.06215  |  0.10346  |  0.06438  |  0.11055  |  0.06070  |  0.11051  |  0.08425  |  0.14324   \nSmall Commercial  |  0.02106  |  0.06237  |  0.03867  |  0.08484  |  0.04712  |  0.09693  |  0.06903  |  0.12802   \nLarge Commercial  |  0.0148  |  0.05611  |  0.02650  |  0.07267  |  0.03203  |  0.08184  |  0.04464  |  0.10363   \nIndustrial (G-NT-Distribution)  |  N/A  |  0.0627  |  N/A  |  0.08576  |  N/A  |  0.09807  |  N/A  |  0.15277   \nIndustrial (G-NT-Transmission/ Backbone)  |  N/A  |  0.0492  |  N/A  |  0.05824  |  N/A  |  0.06463  |  N/A  |  0.08192   \nNatural Gas Vehicle  |  N/A  |  0.0438  |  N/A  |  0.04866  |  N/A  |  0.05218  |  N/A  |  0.06181   \nLiquid Natural Gas  |  N/A  |  0.0438  |  N/A  |  0.04866  |  N/A  |  0.05218  |  N/A  |  0.06181   \n  \nSAN DIEGO GAS & ELECTRIC CO.  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.04035  |  0.09557  |  0.04462  |  0.08881  |  0.04445  |  0.10133  |  0.07705  |  0.11541   \nCommercial/Industrial  |  0.0492  |  0.10443  |  0.03891  |  0.08310  |  0.07889  |  0.13577  |  0.13974  |  0.17809   \nNatural Gas Vehicle  |  N/A  |  0.11353  |  N/A  |  0.11783  |  N/A  |  0.05928  |  N/A  |  0.04239   \n  \nSAN DIEGO GAS & ELECTRIC CO. \u2014 Noncore  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.1116  |  N/A  |  0.08838  |  N/A  |  0.13920  |  N/A  |  0.18519   \n  \nSOUTHERN CALIFORNIA GAS CO. \u2014 Core  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.02241  |  0.07682  |  0.06681  |  0.11301  |  0.07954  |  0.14310  |  0.07879  |  0.11884   \nCommercial/Industrial  |  0.05821  |  0.11262  |  0.08963  |  0.13583  |  0.08905  |  0.15261  |  0.09011  |  0.13017   \nGas Air Conditioning  |  0.1922  |  0.24661  |  0.29915  |  0.34535  |  0.29710  |  0.36067  |  0.29842  |  0.33848   \nGas Engine  |  N/A  |  0.10494  |  N/A  |  0.12351  |  N/A  |  0.14006  |  N/A  |  0.11743   \nNatural Gas Vehicle  |  N/A  |  0.05441  |  N/A  |  0.04620  |  N/A  |  0.06356  |  N/A  |  0.04006   \n  \nSOUTHERN CALIFORNIA GAS CO. \u2014 Noncore  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.06014  |  N/A  |  0.05506  |  N/A  |  0.07221  |  N/A  |  0.04909   \n  \nSOUTHWEST GAS CORPORATION Southern California Territory \u2014 Core  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.03595  |  0.16288  |  0.06533  |  0.21467  |  0.04255  |  0.22423  |  0.01999  |  0.21283   \nCommercial/Industrial  |  0.03595  |  0.16288  |  0.06533  |  0.21467  |  0.04255  |  0.22423  |  0.01999  |  0.21283   \nGas Engine  |  N/A  |  0.16288  |  N/A  |  0.21467  |  N/A  |  0.22423  |  N/A  |  0.21283   \nNatural Gas Vehicle  |  N/A  |  0.16288  |  N/A  |  0.21467  |  N/A  |  0.22423  |  N/A  |  0.21283   \n  \nSOUTHWEST GAS CORPORATION Southern California Territory \u2014 Noncore  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.16288  |  N/A  |  0.21467  |  N/A  |  0.22423  |  N/A  |  0.21283   \n  \nNorthern CA/So. Lake Tahoe Territory \u2014 Core  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nResidential  |  0.03595  |  0.05245  |  0.06533  |  0.08786  |  0.04255  |  0.05887  |  0.01999  |  0.03218   \nCommercial/Industrial  |  0.03595  |  0.05245  |  0.06533  |  0.08786  |  0.04255  |  0.05887  |  0.01999  |  0.03218   \nGas Engine  |  N/A  |  0.05245  |  N/A  |  0.08786  |  N/A  |  0.05887  |  N/A  |  0.03218   \nNatural Gas Vehicle  |  N/A  |  0.05245  |  N/A  |  0.08786  |  N/A  |  0.05887  |  N/A  |  0.03218   \n  \nNorthern CA/So. Lake Tahoe Territory \u2014 Noncore  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.05245  |  N/A  |  0.08786  |  N/A  |  0.05887  |  N/A  |  0.03218   \n  \nWEST COAST GAS CO.  Category  |  2022 CARE (rates in dollars/ per therm)  |  2022 non-CARE (rates in dollars/ per therm)  |  2023 CARE (rates in dollars/ per therm)  |  2023 non-CARE (rates in dollars/ per therm)  |  2024 CARE (rates in dollars/ per therm)  |  2024 non-CARE (rates in dollars/ per therm)  |  2025 CARE (rates in dollars/ per therm)  |  2025 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---  \nNon-exempt  |  0.00251  |  0.01046  |  0.00248  |  0.01064  |  0.00267  |  0.03286  |  0.00240  |  0.07133   \n  \n###  Natural Gas Surcharge Historical Rates\n\nALPINE NATURAL GAS  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.04020  |  0.07890  |  0.04960  |  0.10250  |  0.05100  |  0.09020  |  0.04280  |  0.09410  |  0.04290  |  0.08730  |  0.04540  |  0.08970   \nCommercial/Retail  |  N/A  |  0.07890  |  N/A  |  0.10250  |  N/A  |  0.09020  |  N/A  |  0.09410  |  N/A  |  0.08730  |  N/A  |  0.08970   \n  \nPACIFIC GAS & ELECTRIC  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.08026  |  0.10197  |  0.06743  |  0.09580  |  0.06321  |  0.08849  |  0.06478  |  0.09047  |  0.01015  |  0.03651  |  0.02959  |  0.07021   \nSmall Commercial  |  0.02117  |  0.04472  |  0.02200  |  0.04371  |  0.01704  |  0.04232  |  0.01750  |  0.04319  |  0.03225  |  0.05861  |  0.03585  |  0.07647   \nLarge Commercial  |  0.08102  |  0.10273  |  0.06905  |  0.09750  |  0.06576  |  0.09104  |  0.06973  |  0.09542  |  0.02234  |  0.04870  |  0.02477  |  0.06539   \nIndustrial  (G-NT-Distribution)  |  N/A  |  0.04379  |  N/A  |  0.04650  |  N/A  |  0.04228  |  N/A  |  0.04351  |  N/A  |  0.05871  |  N/A  |  0.07656   \nIndustrial  (G-NT-Transmission/  Backbone)  |  N/A  |  0.03222  |  N/A  |  0.03710  |  N/A  |  0.03359  |  N/A  |  0.03439  |  N/A  |  0.03728  |  N/A  |  0.05305   \nNatural Gas Vehicle  |  N/A  |  0.02433  |  N/A  |  0.03090  |  N/A  |  0.02770  |  N/A  |  0.02811  |  N/A  |  0.02857  |  N/A  |  0.04308   \nLiquid Natural Gas  |  N/A  |  0.02433  |  N/A  |  0.03090  |  N/A  |  0.02770  |  N/A  |  0.02811  |  N/A  |  0.02857  |  N/A  |  0.04308   \n  \nSAN DIEGO GAS & ELECTRIC CO. \u2013 Core  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.03555  |  0.07226  |  0.04553  |  0.06658  |  0.05951  |  0.06758  |  0.03029  |  0.05491  |  0.04092  |  0.06970  |  0.00584  |  0.05761   \nCommercial/Industrial  |  0.01814  |  0.05485  |  0.05133  |  0.07238  |  0.05149  |  0.05956  |  0.04148  |  0.06610  |  0.01227  |  0.04105  |  0.00545  |  0.05722   \nNatural Gas Vehicle  |  N/A  |  0.04191  |  N/A  |  0.02427  |  N/A  |  0.01260  |  N/A  |  0.02660  |  N/A  |  0.03265  |  N/A  |  0.06114   \n  \nSAN DIEGO GAS & ELECTRIC CO. \u2013 Noncore  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.04946  |  N/A  |  0.06745  |  N/A  |  0.05123  |  N/A  |  0.06318  |  N/A  |  0.03504  |  N/A  |  0.05782   \n  \nSOUTHERN CALIFORNIA GAS CO. \u2013 Core  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.07607  |  0.09955  |  0.07268  |  0.09842  |  0.06977  |  0.09402  |  0.07558  |  0.10060  |  0.07423  |  0.10252  |  0.02278  |  0.07037   \nCommercial/Industrial  |  0.04779  |  0.07127  |  0.04560  |  0.07134  |  0.03990  |  0.06416  |  0.05384  |  0.07887  |  0.04888  |  0.07718  |  0.05953  |  0.10712   \nGas Air Conditioning  |  0.07794  |  0.10142  |  0.08331  |  0.10906  |  0.07254  |  0.09680  |  0.09938  |  0.12441  |  0.09051  |  0.11880  |  0.19682  |  0.24441   \nGas Engine  |  N/A  |  0.07518  |  N/A  |  0.06834  |  N/A  |  0.06150  |  N/A  |  0.07573  |  N/A  |  0.07434  |  N/A  |  0.09923   \nNatural Gas Vehicle  |  N/A  |  0.02347  |  N/A  |  0.02574  |  N/A  |  0.02425  |  N/A  |  0.02503  |  N/A  |  0.02829  |  N/A  |  0.04759   \n  \nSOUTHERN CALIFORNIA GAS CO. \u2013 Noncore  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.02811  |  N/A  |  0.03042  |  N/A  |  0.02834  |  N/A  |  0.03058  |  N/A  |  0.03330  |  N/A  |  0.05344   \n  \nSOUTHWEST GAS CORPORATION Southern California Territory \u2013 Core  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.03984  |  0.15841  |  0.01755  |  0.14256  |  0.01587  |  0.11505  |  0.04724  |  0.10691  |  0.05606  |  0.15990  |  0.03714  |  0.14395   \nCommercial/Industrial  |  0.03984  |  0.15841  |  0.01755  |  0.14256  |  0.01587  |  0.11505  |  0.04724  |  0.10691  |  0.05606  |  0.15990  |  0.03714  |  0.14395   \nGas Engine  |  N/A  |  0.15841  |  N/A  |  0.14256  |  N/A  |  0.11505  |  N/A  |  0.10691  |  N/A  |  0.15990  |  N/A  |  0.14395   \nNatural Gas Vehicle  |  N/A  |  0.15841  |  N/A  |  0.14256  |  N/A  |  0.11505  |  N/A  |  0.10691  |  N/A  |  0.15990  |  N/A  |  0.14395   \n  \nSOUTHWEST GAS CORPORATION Southern California Territory \u2013 Noncore  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.15841  |  N/A  |  0.14256  |  N/A  |  0.11505  |  N/A  |  0.10691  |  N/A  |  0.15990  |  N/A  |  0.14395   \n  \nNorthern CA/So. Lake Tahoe Territory \u2013 Core  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nResidential  |  0.03984  |  0.05362  |  0.01755  |  0.02947  |  0.01587  |  0.02841  |  0.04724  |  0.05815  |  0.05606  |  0.06385  |  0.03714  |  0.04621   \nCommercial/Industrial  |  0.03984  |  0.05362  |  0.01755  |  0.02947  |  0.01587  |  0.02841  |  0.04724  |  0.05815  |  0.05606  |  0.06385  |  0.03714  |  0.04621   \nGas Engine  |  N/A  |  0.05362  |  N/A  |  0.02947  |  N/A  |  0.02841  |  N/A  |  0.05815  |  N/A  |  0.06385  |  N/A  |  0.04621   \nNatural Gas Vehicle  |  N/A  |  0.05362  |  N/A  |  0.02947  |  N/A  |  0.02841  |  N/A  |  0.05815  |  N/A  |  0.06385  |  N/A  |  0.04621   \n  \nNorthern CA/So. Lake Tahoe Territory \u2013 Noncore  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nCommercial/Industrial  |  N/A  |  0.05362  |  N/A  |  0.02947  |  N/A  |  0.02841  |  N/A  |  0.05815  |  N/A  |  0.06385  |  N/A  |  0.04621   \n  \nWEST COAST GAS CO.  Category  |  2016 CARE (rates in dollars/ per therm)  |  2016 non-CARE (rates in dollars/ per therm)  |  2017 CARE (rates in dollars/ per therm)  |  2017 non-CARE (rates in dollars/ per therm)  |  2018 CARE (rates in dollars/ per therm)  |  2018 non-CARE (rates in dollars/ per therm)  |  2019 CARE (rates in dollars/ per therm)  |  2019 non-CARE (rates in dollars/ per therm)  |  2020 CARE (rates in dollars/ per therm)  |  2020 non-CARE (rates in dollars/ per therm)  |  2021 CARE (rates in dollars/ per therm)  |  2021 non-CARE (rates in dollars/ per therm)   \n---|---|---|---|---|---|---|---|---|---|---|---|---  \nNon-exempt  |  0.00211  |  0.00966  |  0.00218  |  0.00973  |  0.00221  |  0.00976  |  0.00251  |  0.01090  |  0.00238  |  0.01077  |  0.00243  |  0.01082   \n  \n##  Occupational Lead Poisoning Prevention Fee\n\nCategory A  |  Number of Employees   \n---|---  \nLess than 10  |  10 to 99  |  100 to 499  |  500 or more   \n2025  |  $0  |  $440  |  $882  |  $2,201   \n2024  |  $0  |  $426  |  $854  |  $2,132   \n2023  |  $0  |  $413  |  $828  |  $2,068   \n2022  |  $0  |  $381  |  $765  |  $1,910   \n2021  |  $0  |  $365  |  $733  |  $1,829   \n2020  |  $0  |  $360  |  $723  |  $1,804   \n2019  |  $0  |  $349  |  $701  |  $1,749   \n2018  |  $0  |  $336  |  $675  |  $1,684   \n2017  |  $0  |  $328  |  $658  |  $1,642   \n2016  |  $0  |  $321  |  $644  |  $1,608   \n  \nCategory B  |  Number of Employees   \n---|---  \nLess than 10  |  10 to 99  |  100 to 499  |  500 or more   \n2025  |  $0  |  $631  |  $1,760  |  $5,040   \n2024  |  $0  |  $611  |  $1,704  |  $4,881   \n2023  |  $0  |  $593  |  $1,653  |  $4,734   \n2022  |  $0  |  $548  |  $1,527  |  $4,372   \n2021  |  $0  |  $525  |  $1,462  |  $4,187   \n2020  |  $0  |  $518  |  $1,442  |  $4,130   \n2019  |  $0  |  $502  |  $1,398  |  $4,005   \n2018  |  $0  |  $483  |  $1,346  |  $3,855   \n2017  |  $0  |  $471  |  $1,312  |  $3,758   \n2016  |  $0  |  $461  |  $1,285  |  $3,680   \n  \n###  Occupational Lead Poisoning Prevention Fee Historical Rates\n\nCategory A  Number of Employees  |  2008  |  2009  |  2010  |  2011  |  2012  |  2013  |  2014  |  2015   \n---|---|---|---|---|---|---|---|---  \nLess than 10  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0   \n10 to 99  |  $278  |  $292  |  $288  |  $291  |  $299  |  $305  |  $310  |  $317   \n100 to 499  |  $559  |  $587  |  $578  |  $583  |  $599  |  $611  |  $622  |  $636   \n500 or more  |  $1,395  |  $1,465  |  $1,444  |  $1,458  |  $1,498  |  $1,527  |  $1,554  |  $1,588   \n  \nCategory B  Number of Employees  |  2008  |  2009  |  2010  |  2011  |  2012  |  2013  |  2014  |  2015   \n---|---|---|---|---|---|---|---|---  \nLess than 10  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0  |  $0   \n10 to 99  |  $400  |  $420  |  $414  |  $418  |  $429  |  $437  |  $445  |  $455   \n100 to 499  |  $1,116  |  $1,172  |  $1,155  |  $1,166  |  $1,198  |  $1,221  |  $1,242  |  $1,269   \n500 or more  |  $3,195  |  $3,355  |  $3,306  |  $3,337  |  $3,428  |  $3,494  |  $3,555  |  $3,633   \n  \n##  Oil Spill Response, Prevention, and Administration Fees\n\nOil Spill Prevention and Administration Fee  Effective Date  |  Rate Per Barrel   \n---|---  \nJuly 1, 2025  |  $0.096   \nJuly 1, 2024 \u2013 June 30, 2025  |  $0.094   \nJuly 1, 2023 \u2013 June 30, 2024  |  $0.091   \nOctober 1, 2021 \u2013 June 30, 2023  |  $0.085   \nJanuary 1, 2012 \u2013 September 30, 2021  |  $0.065   \nJanuary 20, 2003 \u2013 December 31, 2011  |  $0.050   \nSeptember 24, 1990 \u2013 January 19, 2003  |  $0.040   \n  \n*Beginning July 1, 2023, and every July 1 thereafter, the OSPA fee will adjust based on changes in the California Consumer Price Index. \n\n**Oil Spill Response Fee**\n\nOil Spill Response Fee  Effective Date  |  Rate Per Barrel  |  Fee   \n---|---|---  \nSeptember 24, 1990 \u2013 Present  |  $.25  |  **Not collected currently.**   \n**Fund maximum reached with January 1991 filing.**  \n  \n##  Prepaid Mobile Telephony Services (MTS) Surcharge Rates\n\nVisit the prepaid [ MTS surcharge rate webpage ](/taxes-and-fees/mts.htm) for\nrate details.\n\n[ Current Prepaid MTS Rates in California Cities & Counties ](/taxes-and-\nfees/mts-rates.aspx)\n\n[ Historical Prepaid MTS Rates in California Cities & Counties ](/taxes-and-\nfees/mts-rates-archive.htm)\n\n##  Timber Yield Tax\n\nTimber Yield Tax  Effective Date  |  Rate on Assessed Value   \n---|---  \nJanuary 1, 1982 \u2013 Present  |  2.90%   \nJune 6, 1978 to December 31, 1981  |  3.00%   \nApril 1, 1977 to June 5, 1978  |  6.00%   \n  \n##  Underground Storage Tank Maintenance Fee\n\nUnderground Storage Tank Maintenance Fee  Effective Date  |  Rate Per Gallon   \n---|---  \nJanuary 1, 2015 \u2013 Present  |  $.020   \nJanuary 1, 2014  |  $.014   \nJanuary 1, 2010  |  $.020   \nJanuary 1, 2006  |  $.014   \nJanuary 1, 2005  |  $.013   \nJanuary 1, 1997  |  $.012   \nJanuary 1, 1996  |  $.009   \nJanuary 1, 1995  |  $.007   \nJanuary 1, 1991  |  $.006   \n  \n##  Water Rights Fee\n\nWater Rights Fee  Categories  |  July 1, 2019 thru June 30, 2020  |  July 1, 2020 thru June 30, 2021  |  July 1, 2021 thru June 30, 2022  |  July 1, 2022 thru June 30, 2023  |  July 1, 2023 thru June 30, 2024  |  July 1, 2024 thru June 30, 2025   \n---|---|---|---|---|---|---  \nPermit & License  |  $300 plus $0.085 per each acre-foot greater than 10 acre-feet  |  $300 plus $0.090 per each acre-foot greater than 10 acre-feet  |  $300 plus $0.099 per each acre-foot greater than 10 acre-feet  |  $300 plus $0.106 per each acre-foot greater than 10 acre-feet  |  $300 plus $0.109 per each acre-foot greater than 10 acre-feet  |  $350 plus $0.12 per each acre-foot greater than 10 acre-feet   \nPending Application  |  $750 plus $0.085 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.090 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.099 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.106 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.109 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.12 per each acre-foot greater than 10 acre-feet   \nPetition  |  $1,000 + $0.40 per each acre-foot up to $10,000  |  $1,000 + $0.40 per each acre-foot up to $10,000  |  $1,000 + $0.40 per each acre-foot up to $10,000  |  $1,000 + $0.40 per each acre-foot up to $10,000  |  $1,000 + $0.40 per each acre-foot up to $10,000  |  $1,000 + $0.40 per each acre-foot up to $10,000   \nWater Lease (for leases under Water Code 1020 or 1025 starting with FY 2019-20, et seq. involving water districts)  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect  |  Same as Application Filing Fee except the fee shall be based on the amount of water proposed to be leased each year the lease is in effect   \nProjects under review for 401 certification for FERC licensing  |  $1,000 plus $0.50 per Kilowatt  |  $1,000 plus $0.61 per Kilowatt  |  $1,000 plus $0.669 per Kilowatt  |  $1,000 plus $0.717 per Kilowatt  |  $1,000 plus $0.717 per Kilowatt  |  $1,000 plus $0.717 per Kilowatt   \nProjects issued FERC licenses pursuant to 401 certification  |  $100 plus $0.25 per Kilowatt  |  $100 plus $0.30 per Kilowatt  |  $100 plus $0.329 per Kilowatt  |  $100 plus $0.353 per Kilowatt  |  $100 plus $0.353 per Kilowatt  |  $100 plus $0.353 per Kilowatt   \nSmall Domestic or Livestock Pond Annual Fee  |  $75  |  $100  |  $100  |  $100  |  $100  |  $100   \nSmall Irrigation Use Registration (SIUR) Annual Fee  |  $100  |  $100  |  $100  |  $100  |  $100  |  $100   \nSIUR filed with Cannabis SIUR Annual Fee with same water right Annual Fee  |  $50  |  $50  |  $50  |  $50  |  $50  |  $50   \nCannabis SIUR Annual Fee  |  $750  |  $750  |  $750  |  $750  |  $750  |  $750   \nCannabis SIUR with Onstream Reservoir Annual Fee  |  $1,000  |  $1,000  |  $1,000  |  $1,000  |  $1,000  |  $1,000   \n  \n###  Water Rights Fee Historical Rates\n\nWater Rights Fee  Categories  |  July 1, 2011 thru June 30, 2013  |  July 1, 2013 thru June 30, 2014  |  July 1, 2014 thru June 30, 2015  |  July 1, 2015 thru June 30, 2016  |  July 1, 2016 thru June 30, 2017  |  July 1, 2017 thru June 30, 2018  |  July 1, 2018 thru June 30, 2019   \n---|---|---|---|---|---|---|---  \nPermit & License  |  $150 plus $0.050 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.053 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.058 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.063 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.066 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.069 per each acre-foot greater than 10 acre-feet  |  $225 plus $0.073 per each acre-foot greater than 10 acre-feet   \nPending Application  |  $150 plus $0.050 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.053 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.058 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.063 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.066 per each acre-foot greater than 10 acre-feet  |  $150 plus $0.069 per each acre-foot greater than 10 acre-feet  |  $750 plus $0.073 per each acre-foot greater than 10 acre-feet   \nPetition  |  $1,000  |  $1,000  |  $1,000  |  $1,000  |  $1,000  |  $1,000  |  $1,000   \nWater Lease (for leases under Water Code 1020 et seq. involving water districts)  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.  |  $1,000 plus $15 per each acre-foot greater than 10 acre-feet based on the amount of water proposed to be leased for each year the lease is in effect.   \nProjects under review for 401 certification for FERC licensing  |  $1,000 plus $0.342 per Kilowatt  |  $1,000 plus $0.342 per Kilowatt  |  $1,000 plus $0.430 per Kilowatt  |  $1,000 plus $0.430 per Kilowatt  |  $1,000 plus $0.430 per Kilowatt  |  $1,000 plus $0.430 per Kilowatt  |  $1,000 plus $0.430 per Kilowatt   \nProjects issued FERC licenses pursuant to 401 certification  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt  |  $100 plus $0.125 per Kilowatt   \n  \n###  Leadership\n\n  * **Gavin Newsom**   \n[ Governor ](https://www.gov.ca.gov/)\n\n  * **Nick Maduros**   \n[ Secretary, Government Operations Agency\n](https://www.govops.ca.gov/about/leadership/)\n\n  * **Trista Gonzalez**   \nDirector, CDTFA\n\n###  Quick Links\n\n  * [ About CDTFA ](/about.htm)\n  * [ External Tax Resources ](/external-tax-resources.htm)\n  * [ Job Opportunities ](/jobs/)\n  * [ Tax Guide for Local Jurisdictions and Districts ](/industry/local-jurisdictions-and-districts/)\n\n###  [ Social Media ](/SocialMedia/)\n\n[ Facebook  ](https://www.facebook.com/CDTFA) [ Twitter\n](https://twitter.com/cdtfa) [ YouTube\n](https://www.youtube.com/channel/UChhR8089KCKrv2p4bbipu8w) [ LinkedIn\n](https://www.linkedin.com/company/cdtfa?trk=top_nav_home) [ Instagram\n](https://www.instagram.com/CDTFA/)\n\n###  State Campaigns\n\n  * [ COVID-19 Updates ](https://covid19.ca.gov/)\n  * [ Flex Alert ](https://flexalert.org)\n  * [ Register to Vote ](https://registertovote.ca.gov)\n  * [ Save Our Water ](https://saveourwater.com)\n\n###  Contact Us\n\n  * 1-800-400-7115 \n  * [ California Connect (TTY) ](https://caconnect.org/contact/) : 711 \n  * [ Email CDTFA ](/email/)\n  * [ Office Locations ](/office-locations.htm)\n  * [ CDTFA Directory ](/directory/)\n\n[ **Additional Contacts** ](/contact.htm)\n\n* * *\n\n[ Conditions of Use ](/use.htm) [ Privacy Policy ](/privacy.htm) [\nAccessibility ](/accessibility.htm) [ Languages ](/languages.htm)\n\nCopyright \u00c2\u00a9 California Department of Tax and Fee Administration\n\n###  Website Accessibility Certification\n\nWe strive to provide a website that is easy to use and understand. Our goal is\nto provide a good web experience for all visitors.\n\n####  Agency\n\nCalifornia Department of Tax and Fee Administration\n\n####  Certification date\n\nJune 13, 2023\n\n[ **Accessibility Technology Inquiry**\n](mailto:AccessibilityTechnologyInquiry@cdtfa.ca.gov)\n\nThe undersigned certify that, as of June 13, 2023, the internet website of the\nCalifornia Department of Tax and Fee Administration is designed, developed,\nand maintained to be in compliance with California Government Code Sections\n7405, 11135, and 11546.7 and the Web Content Accessibility Guidelines 2.1,\nLevel AA success criteria, published by the Web Accessibility Initiative of\nthe World Wide Web Consortium.\n\n  \nJune 14, 2023  \nNicolas Maduros  \nDirector\n\n  \nJune 13, 2023  \nScott Capulong  \nChief Information Officer\n\n",
                "url": "https://www.cdtfa.ca.gov/taxes-and-fees/special-taxes-and-fees-tax-rates/"
            },
            "reason": "This is a government website (.gov) providing tax rates, which is generally reliable due to its official and regulatory nature.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is a government website (.gov) providing tax rates, which is generally reliable due to its official and regulatory nature.",
            "url": "https://www.cdtfa.ca.gov/taxes-and-fees/special-taxes-and-fees-tax-rates/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "470c0c87-611d-43ac-9747-3459d01bc482",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://ww2.arb.ca.gov/our-work/programs"
                },
                "page_content": "##  Programs\n\nPrograms are the specific actions, research areas, or regulatory\nresponsibilities of the California Air Resources Board.\n\nPrograms are how the Board works to protect public health by improving and\nprotecting air quality. Programs support all aspects of the work of the CARB,\nfrom research and measurements, to policy implementation and regulation\nenforcement.\n\n  * [ Agriculture  ](/our-work/programs?f%5B0%5D=topics%3A219)\n  * [ Airborne Toxics  ](/our-work/programs?f%5B0%5D=topics%3A421)\n  * [ Aircraft & Airports  ](/our-work/programs?f%5B0%5D=topics%3A228)\n  * [ Air Pollution  ](/our-work/programs?f%5B0%5D=topics%3A224)\n  * [ Air Quality Monitoring  ](/our-work/programs?f%5B0%5D=topics%3A384)\n  * [ Air Quality Plans  ](/our-work/programs?f%5B0%5D=topics%3A412)\n  * [ Clean Cars  ](/our-work/programs?f%5B0%5D=topics%3A322)\n  * [ Climate Change  ](/our-work/programs?f%5B0%5D=topics%3A323)\n  * [ Communities  ](/our-work/programs?f%5B0%5D=topics%3A1755)\n  * [ Construction & Earthmoving Equipment  ](/our-work/programs?f%5B0%5D=topics%3A324)\n  * [ Consumer Products  ](/our-work/programs?f%5B0%5D=topics%3A402)\n  * [ Energy  ](/our-work/programs?f%5B0%5D=topics%3A320)\n  * [ Enforcement  ](/our-work/programs?f%5B0%5D=topics%3A400)\n  * [ Environmental Justice  ](/our-work/programs?f%5B0%5D=topics%3A227)\n  * [ Freight & Goods Movement  ](/our-work/programs?f%5B0%5D=topics%3A407)\n  * [ Fuels  ](/our-work/programs?f%5B0%5D=topics%3A406)\n  * [ Health  ](/our-work/programs?f%5B0%5D=topics%3A262)\n  * [ Incentives  ](/our-work/programs?f%5B0%5D=topics%3A409)\n  * [ Indoor Air Quality & Exposure  ](/our-work/programs?f%5B0%5D=topics%3A452)\n  * [ Industry & Manufacturing  ](/our-work/programs?f%5B0%5D=topics%3A403)\n  * [ Lawn, Garden & Landscape Equipment  ](/our-work/programs?f%5B0%5D=topics%3A319)\n  * [ Oceangoing Vessels & Harbor Craft  ](/our-work/programs?f%5B0%5D=topics%3A420)\n  * [ On-Road Heavy-Duty Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A2737)\n  * [ Power Equipment  ](/our-work/programs?f%5B0%5D=topics%3A410)\n  * [ Recreational Vehicles & Watercraft  ](/our-work/programs?f%5B0%5D=topics%3A416)\n  * [ Research  ](/our-work/programs?f%5B0%5D=topics%3A414)\n  * [ Simple Solutions to Improve Air Quality  ](/our-work/programs?f%5B0%5D=topics%3A424)\n  * [ Smoke  ](/our-work/programs?f%5B0%5D=topics%3A418)\n  * [ Sustainable Communities  ](/our-work/programs?f%5B0%5D=topics%3A491)\n  * [ Trains & Railyards  ](/our-work/programs?f%5B0%5D=topics%3A415)\n  * [ Transit  ](/our-work/programs?f%5B0%5D=topics%3A422)\n  * [ Truck & Bus  ](/our-work/programs?f%5B0%5D=topics%3A313)\n  * [ VW Diesel Vehicles  ](/our-work/programs?f%5B0%5D=topics%3A425)\n  * [ Zero-Emission Transportation  ](/our-work/programs?f%5B0%5D=topics%3A143)\n\n267 results found\n\nPROGRAM  |  SUB PROGRAM  |  TOPICS  |  DIVISION   \n---|---|---|---  \n[ AB 2588 Air Toxics \"Hot Spots\" ](/our-work/programs/ab-2588-air-toxics-hot-spots) |  N/A  |  N/A  |  N/A   \n[ AB 2766 Motor Vehicle (MV) Fees Program ](/our-work/programs/ab-2766-mv-fees) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) |  Sustainable Transportation and Communities Division   \n[ AB 32 Climate Change Scoping Plan ](/our-work/programs/ab-32-climate-change-scoping-plan) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ AB 32 Cost of Implementation Fee Regulation ](/our-work/programs/ab-32-cost-implementation-fee-regulation) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Abrasive Blasting Program ](/our-work/programs/abrasive-blasting-program-certified-abrasives) |  N/A  |  N/A  |  Monitoring and Laboratory Division   \n[ Access Clean California ](/our-work/programs/access-clean-california) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Accessible Clean Transportation Options SB 350 ](/our-work/programs/accessible-clean-transportation-options-sb-350) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Adult Education & Vocational School Zero-Emission Vehicle Technology Training Project ](/our-work/programs/adult-education-vocational-school-zero-emission-vehicle-technology-training) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Advanced Clean Cars Program ](/our-work/programs/advanced-clean-cars-program) |  N/A  |  [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Sustainable Transportation and Communities Division   \n[ Advanced Clean Fleets ](/our-work/programs/advanced-clean-fleets) |  N/A  |  [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) |  N/A   \n[ Advanced Clean Trucks ](/our-work/programs/advanced-clean-trucks) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ Advanced Technology Demonstration and Pilot Projects ](/our-work/programs/advanced-technology-demos-and-pilots) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ On-Road Heavy-Duty Vehicles ](/our-work/topics/road-heavy-duty-vehicles) , [ Zero-Emission Transportation ](/our-work/topics/zero-emission-transportation) |  Mobile Source Control Division   \n[ Aftermarket, Performance, and Add-on Parts ](/our-work/programs/aftermarket-performance-and-add-parts) |  N/A  |  N/A  |  Emissions Certification and Compliance Division   \n[ Agricultural & Prescribed Burning ](/our-work/programs/agricultural-prescribed-burning) |  N/A  |  [ Smoke ](/our-work/topics/smoke) |  N/A   \n[ Agricultural Burning ](/our-work/programs/agricultural-burning) |  N/A  |  N/A  |  N/A   \n[ Air Cleaners & Ozone Generating Products ](/our-work/programs/air-cleaners-ozone-generating-products) |  N/A  |  N/A  |  Research Division   \n[ Air Quality Training ](/our-work/programs/air-quality-training) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Air Resources Board Equipment Registration (ARBER) System ](/our-work/programs/air-resources-board-equipment-registration-arber-system) |  N/A  |  N/A  |  N/A   \n[ Air Toxics Listening Session Series ](/our-work/programs/air-toxics-listening-session-series) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Freight & Goods Movement ](/our-work/topics/freight-goods-movement) , [ Trains & Railyards ](/our-work/topics/trains-railyards) , [ Air Pollution ](/our-work/topics/air-pollution) |  Transportation and Toxics Division   \n[ Air Toxics Program ](/our-work/programs/air-toxics-program) |  N/A  |  [ Airborne Toxics ](/our-work/topics/airborne-toxics) , [ Consumer Products ](/our-work/topics/consumer-products) |  Transportation and Toxics Division   \n[ Airborne Toxic Control Measure to Limit Diesel-Fueled Commercial Motor Vehicle Idling ](/our-work/programs/atcm-to-limit-vehicle-idling) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) |  Mobile Source Control Division   \n[ Aliso Canyon Natural Gas Leak ](/our-work/programs/aliso-canyon-natural-gas-leak) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Research Division   \n[ Almanac of Emissions & Air Quality ](/our-work/programs/almanac-emissions-air-quality) |  N/A  |  N/A  |  N/A   \n[ Alternative Diesel Fuels ](/our-work/programs/alternative-diesel-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Alternative Fuels ](/our-work/programs/alternative-fuels) |  N/A  |  [ Fuels ](/our-work/topics/fuels) |  Industrial Strategies Division   \n[ Ambient Air Monitoring - Regulatory ](/our-work/programs/ambient-air-monitoring-regulatory) |  N/A  |  [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) , [ Health ](/our-work/topics/health) , [ Air Quality Monitoring ](/our-work/topics/air-quality-monitoring) |  Mobile Source Laboratory Division   \n[ Asbestos NESHAP Program ](/our-work/programs/asbestos-neshap-program) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ Board Meetings ](/our-work/programs/board-meetings) |  N/A  |  N/A  |  Executive Office   \n[ Building Decarbonization ](/our-work/programs/building-decarbonization) |  N/A  |  [ Sustainable Communities ](/our-work/topics/sustainable-communities) , [ Climate Change ](/our-work/topics/climate-change) , [ Indoor Air Quality & Exposure ](/our-work/topics/indoor-air-quality-exposure) |  N/A   \n[ California Bioresources Economy Summit ](/our-work/programs/biosummit) |  N/A  |  N/A  |  N/A   \n[ California Clean Construction Program ](/our-work/programs/california-clean-construction-program) |  N/A  |  N/A  |  Mobile Source Control Division   \n[ California Climate Investments ](/our-work/programs/california-climate-investments) |  N/A  |  N/A  |  Transportation and Toxics Division   \n[ California Corporate Greenhouse Gas (GHG) Reporting and Climate Related Financial Risk Disclosure Programs ](/our-work/programs/california-corporate-greenhouse-gas-ghg-reporting-and-climate-related-financial) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ California E-Bike Incentive Project ](/our-work/programs/california-e-bike-incentive-project) |  N/A  |  [ Incentives ](/our-work/topics/incentives) , [ Simple Solutions to Improve Air Quality ](/our-work/topics/simple-solutions-improve-air-quality) |  Mobile Source Control Division   \n[ California Greenhouse Gas Emission Inventory Program ](/our-work/programs/ghg-inventory-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) |  Air Quality Planning and Science Division   \n[ California Methane Research Program ](/our-work/programs/california-methane-research-program) |  N/A  |  N/A  |  N/A   \n[ California Racing Vehicles ](/our-work/programs/california-racing-vehicles) |  N/A  |  [ Enforcement ](/our-work/topics/enforcement) |  Enforcement Division   \n[ California Satellite Methane Project ](/our-work/programs/california-satellite-methane-project) |  N/A  |  N/A  |  N/A   \n[ California Significant New Alternatives Policy (SNAP) ](/our-work/programs/california-significant-new-alternatives-policy-snap) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Industry & Manufacturing ](/our-work/topics/industry-manufacturing) |  Research Division   \n[ California State Implementation Plans ](/our-work/programs/california-state-implementation-plans) |  N/A  |  [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Air Quality Planning and Science Division   \n[ California State Plan for Compliance with U.S. EPA\u2019s Landfill Emission Guidelines ](/our-work/programs/ca-state-plan-landfills) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) , [ Air Pollution ](/our-work/topics/air-pollution) , [ Air Quality Plans ](/our-work/topics/air-quality-plans) |  Industrial Strategies Division   \n[ California Tropical Forest Standard ](/our-work/programs/california-tropical-forest-standard) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ Cap-and-Trade Program ](/our-work/programs/cap-and-trade-program) |  N/A  |  [ Climate Change ](/our-work/topics/climate-change) |  Industrial Strategies Division   \n[ CARB\u2019s Certified Regulatory Program, Implementing the California Environmental Quality Act (CEQA) ](/our-work/programs/carbs-certified-regulatory-program-implementing-california-environmental-quality) |  N/A  |  N/A  |  N/A   \n  \n##  Contact Us\n\n[ (800) 242-4450 ](tel:8002424450) | [ helpline@arb.ca.gov ](mailto:helpline@arb.ca.gov)   \n1001 I Street, Sacramento, CA 95814  \nP.O. Box 2815, Sacramento, CA 95812\n\n[\n](https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/Immunization/ncov2019.aspx)\n\n  * [ twitter  ](https://twitter.com/AirResources)\n  * [ facebook  ](https://www.facebook.com/people/California-Air-Resources-Board/100087562832527/)\n  * [ youtube  ](https://www.youtube.com/user/calairinfo)\n  * [ linkedin  ](https://www.linkedin.com/company/california-air-resources-board)\n  * [ email  ](https://public.govdelivery.com/accounts/CARB/subscriber/new?topic_id=listserv)\n\n  * [ Accessibility ](/accessibility)\n  * [ Privacy Policy ](https://ww2.arb.ca.gov/carbis-privacy-and-conditions-use)\n  * [ Conditions of Use ](/privacy-conditions-use)\n  * [ Air Districts ](/california-air-districts \"Contact information for California's 35 air pollution control districts\")\n  * [ Register to Vote ](https://registertovote.ca.gov/ \"California online voter registration\")\n\nCalifornia Governor\n\n[ Gavin Newsom  Opens a New Window.  ](https://www.gov.ca.gov/)\n\nSecretary for Environmental Protection\n\n[ Yana Garcia  Opens a New Window.  ](https://calepa.ca.gov/yana-garcia-\nsecretary-for-environmental-protection/)\n\nChair, California Air Resources Board\n\n[ Liane M. Randolph  Opens a New Window.\n](//ww2.arb.ca.gov/about/leadership/liane-m-randolph)\n\nThe California Air Resources Board is one of six boards, departments, and\noffices under the umbrella of the California Environmental Protection Agency.\n\n  * [ CalEPA ](http://www.calepa.ca.gov/ \"California Environmental Protection Agency\")\n  * [ CalRecycle ](https://www.calrecycle.ca.gov/)\n  * [ DPR ](http://www.cdpr.ca.gov/)\n  * [ DTSC ](http://www.dtsc.ca.gov/)\n  * [ OEHHA ](https://oehha.ca.gov/)\n  * [ SWRCB ](https://www.waterboards.ca.gov/)\n\nCopyright \u00a9 2025 State of California\n\n",
                "url": "https://ww2.arb.ca.gov/our-work/programs"
            },
            "reason": "This is a government website (.gov) detailing various programs, indicating high reliability due to its official nature and accountability.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is a government website (.gov) detailing various programs, indicating high reliability due to its official nature and accountability.",
            "url": "https://ww2.arb.ca.gov/our-work/programs"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "9ac44576-9cb7-4a16-9257-d8a23582c5a2",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://ghgprotocol.org/Third-Party-Databases/Defra"
                },
                "page_content": "Skip to main content\n\nSubscribe to GHG Protocol's email list [ **HERE**\n](https://ghgprotocol.org/subscribe) , **** Access information about the\ncorporate suite of standards update process [ **HERE**\n](https://ghgprotocol.org/ghg-protocol-standards-and-guidance-update-\nprocess-0) , The  Built on GHG Protocol review service is now closed, learn\nmore  [ **HERE** ](https://ghgprotocol.org/review-service)\n\nDefra\n\nSummary  \n---  \nName of source  |  2010 Guidelines to Defra / DECC's GHG Conversion Factors for Company Reporting   \nProvider  |  Produced by AEA for DECC and Defra   \nSummary text  |  Conversion factors allowing organizations and individuals to calculate greenhouse gas (GHG) emissions from a range of activities, including energy use, water consumption, waste disposal, recycling and transport activities.   \nContact  |  [ ghgreporting@defra.gsi.gov.uk ](ghgreporting@defra.gsi.gov.uk)  \nLicensing  |  Free   \nLanguage(s)  |  English   \nWebsite  |  [ www.defra.gov.uk/environment/   \neconomy/business-efficiency/reporting/\n](http://www.defra.gov.uk/environment/economy/business-efficiency/reporting/)  \nAccess \u2013 data formats and accessibility  \n---  \nFile type  |  HTML (web) access to .xls or .pdf file   \nSoftware needs  |  Microsoft Office, Adobe Reader   \nContents \u2013 breadth and depth of datasets  \n---  \nAge  |  1990-2010   \nGeography  |  UK, Global   \nOriginal Data Source(s)  |  Original research, Industry statistics, Government publications, Other LCA databases   \nOther Databases Included  |  [ IEA ](http://www.ieaghg.org/index.php?/20091223127/co2-emissions-database.html) ; [ CENSA ](http://www.censa.org.uk/index.html)  \nLife cycle stages  |  Cradle-to-Grave   \nModeling approach  |  Various   \nEmissions results  |  Total CO2e, Separate GHGs, Separate scopes, Direct and Indirect emissions   \nNumber of datasets  |  +300   \nMain topics  |  Electricity; Crude oil based fuels; Natural gas based fuels; Road; Rail; Air   \nOther topics  |  End-of-life treatment; Water; Materials production; Other Services   \nData transparency \u2013 what metadata is provided for each dataset?  \n---  \nSystem boundaries  |  Yes   \nData Types  |  Process, Input-Output, Other   \nAllocation Methods  |  n/a   \nTechnology  |  Yes   \nData year  |  Yes   \nOriginal source  |  Yes   \nUncertainty  |  No   \nQuality \u2013 is information provided on data quality?  \n---  \nData quality score  |  No   \nQuality assurance  |  Yes   \nStandards compliant  |  Defra/DECC; GHG Protocol; Possible to use in product footprints   \n  \nShare this on Facebook  Share this on Twitter  Share this on LinkedIn  Share\nthis on Email  Print this\n\n##  Related News\n\nNew excel-based tool from Greenhouse Gas Protocol and WRI that helps companies\nestimate their greenhouse gas (GHG) emissions based on the GHG Protocol.\n\n04.19.2021\n\n|\n\nAnnouncement\n\n08.20.2021\n\n|\n\nAnnouncement\n\nCold-water laundry detergents, fuel-saving tires, energy-efficient ball\nbearings, emissions-saving data centers. Corporations are increasingly\nclaiming that their goods and services reduce emissions. But there is a big\nproblem: These avoided emissions claims are often unverifiable or inaccurate.\n\n09.07.2020\n\n|\n\nBlog post\n\n  * [ Read more news ](?page=1 \"Load more items\")\n\n##\n\nLogos Footer\n\n##\n\nGREENHOUSE GAS PROTOCOL\n\nWRI  \n10 G STREET NE, SUITE 800  \nWASHINGTON, D.C. 20002  \nU.S.A.\n\nWBCSD  \nAVENUE DU BOUCHET 2BIS  \n1209 GENEVA, SWITZERLAND\n\n##\n\nSUBSCRIBE FOR UPDATES\n\n[ Sign up for updates ](/subscribe-page)\n\n##\n\nFOLLOW US\n\n[ q ](https://twitter.com/GHGProtocol) [ a\n](https://www.linkedin.com/showcase/ghgprotocol/)\n\n##  [ Privacy Policy ](/privacy-policy)\n\n##  Cookie Preferences\n\n##  [ Terms of Use ](/terms-use)\n\n",
                "url": "https://ghgprotocol.org/Third-Party-Databases/Defra"
            },
            "reason": "The GHG Protocol is a widely recognized standard for greenhouse gas accounting and reporting. Information sourced through them, especially regarding databases like Defra, is considered highly reliable due to their rigorous standards and verification processes.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "Information from the GHG Protocol regarding the Defra database.",
            "url": "https://ghgprotocol.org/Third-Party-Databases/Defra"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "bb8904b2-addb-4b46-b9ec-a5e729336dec",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://portal.ct.gov/deep/permits-and-licenses/waste-and-materials-management-permits-and-general-permits"
                },
                "page_content": "Skip to Content  Skip to Chat\n\n  \n**Warning!**\n\nIt seems that JavaScript is not working in your browser. It could be because\nit is not supported, or that JavaScript is intentionally disabled. Some of the\nfeatures on CT.gov will not function properly with out javascript enabled.\n\nSettings Menu\n\n  * **Language**\n\n  * **High Contrast**\n\n  * **Font Size**\n  * [ Disclaimer ](/portal/policies/disclaimer/#translate \"See Translation Disclaimer\")\n  * \n\nTop\n\n[ ](https://portal.ct.gov/deep)\n\n##  Connecticut  Department of Energy & Environmental Protection\n\n  \n\n###  Waste and Materials Management Permits and [ General Permits\n](https://portal.ct.gov/deep/permits-and-licenses/waste-and-materials-\nmanagement-permits-and-general-permits#GeneralPermits)\n\nEffective October 1, 2013, if an applicant is required by law to publish\nnotice of their permit/license application, the applicant must submit a copy\nof the published notice and a completed \" [ Certification of Notice\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#CertificationofNotice) \" form **with** their application materials [\n(Public Act 13-209)\n](http://www.cga.ct.gov/2013/ACT/pa/pdf/2013PA-00209-R00HB-06653-PA.pdf) .\nApplications will **not** be processed by DEEP if the required notice\ndocuments and initial application fee are not included in the application\nsubmittal. Application forms and instructions are in the process of being\nupdated to include the new requirements.  \n---  \n  \nDEEP's ezFile on-line system can be used for submitting Pesticides Into State\nWaters; Re-Introduction of Pesticides Into State Waters and Waste Transporter\napplications. Please refer to the [ Waste Transporter Fact Sheet\n](https://portal.ct.gov/DEEP/Permits-and-Licenses/Factsheets-Waste-and-\nMaterials-Management/Waste-Transportation-Fact-Sheet#ezFile) for details on\nusing ezFile.\n\n** Permit Type and Related Information  ** |  ** Application   \nForms  ** |  ** Instructions  ** |  ** Last Revised  ** |  ** Required Common Forms   \nand Other Related Forms  **  \n---|---|---|---|---  \n** CGS Section 22a-454 Waste Facilities  **  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-\nwaste-and-materials-management/cgs-section-22a-454-waste-facility-fact-sheet)\n**Related Guidance and Other Information**  \n[ Non-RCRA Hazardous Waste Fact Sheet ](https://portal.ct.gov/deep/waste-management-and-disposal/hazardous-waste/connecticut-regulated-waste) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/454appdoc.doc?rev=a6cd1daee8e3478fb5bf2eb7340a6a6b&hash=12326488356A045F02B6AF6B9C337329) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/454apppdf.pdf?rev=4f83d0bc86a3465f97c3e47bdfb9d5ef&hash=307094A65EE9D018C287D1BCE08A430D)   \n9 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/454instpdf.pdf?rev=50f6d85609724819a83bc7dc733ff4a2&hash=34CB621E5EBAB0A630EE27B3B1982B94)   \n19 Pgs  |  10/01/09  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)\n[ Applicant Background Information  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#Background) [ Applicant Compliance Information\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#ComplianceInformation) [ Certification of Notice Form\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#CertificationofNotice)  \n**Permit Application for Construction and Operation of a Solid Waste Facility\n- for renewals without modifications use separate application below.**  \n**Construction and Operation of a Solid Waste Facility**  \n**(DEP-SW-APP-100)**  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-\nwaste-and-materials-management/solid-waste-facility-fact-sheet) [ Draft\nGuidance for a Facility Plan for Volume Reduction Plants\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/07-26-13_-draft-\ntechnical-guidance-\nvrp.pdf?rev=b4e9a8b10de342febbff3662115bea8b&hash=FBCC126C8DEE60594523EE2EF3B13E82)\n_Note: Depending on your proposed activity, you will need to use the main form\nlisted here**and** you will need to download one or more of the supporting\ndocuments listed below. _ **Related Guidance:  \n** [ Multi-Media Farm-Based Anaerobic Digesters Comprehensive Program Permitting Factsheet ](https://portal.ct.gov/-/media/deep/permits_and_licenses/factsheets_general/farm-anaerobic-digester-factsheet.pdf?rev=1776ac64efe5439683c6a1ed48680b26&hash=96AA759C9EA0381F214CE564A8E42F71) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfappdoc.doc?rev=48b81e8664b549d3bb48b2bcc7b28ac9&hash=61269EA6FFE468D90C4EEDE5B9FB08E7) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfapppdf.pdf?rev=55287af5d34247979682574e2a3796b8&hash=76FE75DBDCF776A768BEF507013ECAC3)   \n13 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfinstpdf.pdf?rev=99020100ccb9452f91ff2306904cb0b5&hash=7B78281DF6B2FF8648AB7E8047EAE4EB)   \n20 Pgs  |  09/16/10  (fee correction in application for minor amendment to permit to construct or operate Solid Waste Disposal Area)  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)\n[ Applicant Background Information  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#Background) [ Applicant Compliance Information\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#ComplianceInformation) [ Certification of Notice Form\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#CertificationofNotice) [ Natural Diversity Database Review\n](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) [\nEnvironmental Justice Public Participation Guidelines\n](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en)  \n**Attachment H: Background Information  \n**(DEEP-SW-APP-101)** ** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/atthswapp101doc.doc?rev=429a07baa7bd4ba49631e31bce8e33ba&hash=43EDD8F2764400D4AF04A6C9DA7A38FF) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/atthswapp101pdf.pdf?rev=740cf3e9d5f44e448051d9abc75ec588&hash=793A4C4A41244C6E165D7B69DFED3464)   \n|  Refer to the main instructions (DEP-SW-INST-100)  |  01/24/25  |  N/A   \n**Attachment I: Statement of Consistency with the Solid Waste Management\nPlan**  \n**(DEP-SW-APP-102)** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attiswapp102doc.doc?rev=7fda4baf633143788f34754d501138bc&hash=C48D7D75198F39C23219EA0669C53D60) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attiswapp102pdf.pdf?rev=e2db31822c894a4192c5c15af15c5f78&hash=855192B16C83ECED412FD8753652C55C)   \n4 Pgs  |  Refer to the main instructions (DEP-SW-INST-100)  |  01/14/09  |  N/A   \n**Attachment J: Business Information**  \n**(DEEP-SW-APP-103)** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attjswapp103doc.docx?rev=0ce5f02486e541d9b708794a33f7c263&hash=2149DA4056AECFD7CF1D5F6CC1A346A2) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attjswapp103pdf.pdf?rev=5339d7b09e3343f49d7e3df3ea8bf189&hash=B588C994808C63C5D2C95B07F7A51030) |  Refer to the main instructions (DEP-SW-INST-100)  |  01/24/25  |  N/A   \n**Attachment L: Determination of Need Information**  \n**(DEP-SW-APP-104)** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attlswapp104doc.doc?rev=0611223067df4ce29b045781330902b3&hash=291E4E7CD691E8F5887B0532176A9D75) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attlswapp104pdf.pdf?rev=4d91d770608d4dc58e50791fbde81476&hash=2ADFA1328887E254966C7B4194A204A9)   \n15 Pgs  |  Refer to the main instructions (DEP-SW-INST-100)  |  01/14/09  |  N/A   \n**Attachment M: Checklist for Solid Waste Disposal Areas (Landfills)**  \n**(DEP-SW/WD-APP-110)** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/solidwastechecklistleachatedoc.doc?rev=9baa96ed9c3e4d2cbde4393291de6644&hash=92F205298BC9105503466D14C2BFB984) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/solidwastechecklistleachatepdf.pdf?rev=4566a3de1b804632be528da197165d5b&hash=91AA51B4F165B0D94F06CFE98BE60A99)   \n8 Pgs  \nplus 17 pgs of Appendices  |  Refer to the main instructions (DEP-SW-INST-100)  |  08/17/11  |  N/A   \n**Attachment N: Certification Regarding Activities Previously Licensed by\nDEP**  \n**(DEP-SW-APP-105)** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attnswapp105doc.doc?rev=2092eefc437242e3b0c7b9ee546c99ff&hash=A72ADBF63896670CE7C509DDD5856930) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attnswapp105pdf.pdf?rev=48c4c9335078419b86d32de4c6b427fb&hash=60A428447986EE4378A0ED012CEE52E0)   \n1 Pg  |  Refer to the main instructions (DEP-SW-INST-100)  |  01/14/09  |  N/A   \n** Renewal Application for Construction and Operation of a Solid Waste\nFacility  \n(For facilities with no modifications) ** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfrenewalappdoc.docx?rev=d5965da81b9e430ca32dcec1432b85c7&hash=343A8B7731B0D7B29FFA83A276883289) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfrenewalapppdf.pdf?rev=8fb4105fe006451fb8137c22ddc4d203&hash=B67E822841013554C2635262CA735264)   \n10 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swfrenewalinst.pdf?rev=b2d0f2f85d45450b93dfd1375d32ed26&hash=FC84F65EBA39DB296982B3192F696AB7)   \n13 Pgs  |  08/25/20  |  N/A   \n**Disposal of Special Waste (Including Asbestos)**  \n**(DEP-WEED-APP-200)  \n** [ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-waste-and-materials-management/special-waste-or-asbestos-disposal-authorization-fact-sheet) **Guidance:** **** [ A List of Regional Solid Waste Disposal Areas (landfills)  ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdasolidguid201pdf.pdf?rev=655b2a9dde3d40d8a722fa581a01c4ce&hash=B382207AE60C6A1843A7E0317442091B) [ A List of Connecticut Resources Recovery Facilities (RRFs) ](https://portal.ct.gov/deep/waste-management-and-disposal/solid-waste/resources-recovery-facilities) [ Examples of Special Waste Categories And The Minimum Analysis Requirements ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdaexampleguid203pdf.pdf?rev=afdfb11cad0741b0adb49b3331bbb97d&hash=881D9111E44BAF7A9144D0E7298BC6CB) [ The Most Commonly Asked Questions And Answers ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdaquesguid204pdf.pdf?rev=76eccffdf6cf4831bbbda3c628a1572f&hash=1BBFDAA5B3CB7765C8CAA2814BDA4582) [ Glossary ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdaglosguid205pdf.pdf?rev=8db8f9570bf6440e95e00e07e4473292&hash=879FD9B688B2E65D9B243B5CEC435AF2) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdaappdoc.doc?rev=5f5f47094f38421187a8227aa256070b&hash=425F867DC24FAA44DD2B9ACD59E0A4BD) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdaapppdf.pdf?rev=1cf3d481f49e453295c4cd71cb0c1862&hash=E0A651298A7676C343E6CB82562164BA)   \n11 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/swdainstpdf.pdf?rev=63431a93d9ed466ab4642331ff5b769a&hash=21CEB7E1874C6304F690110B4803AE26)   \n8 Pgs  |  02/24/12  |  N/A   \n**Disruption of a Solid Waste Disposal Area** ** Related Guidance and Other\nInformation **  \n** ** [ Guidance Document ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/disruptguidpdf.pdf?rev=ebb0d61237464669b6238b7494ee61c9&hash=AA3661EC8FF39D9F492E7FC430526420) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/disruptappdoc.doc?rev=d9e5d6d3bb384a788ec2d4c5dbfa8e89&hash=52FAE05F3A548E145CE7CDCDF6FED964) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/disruptapppdf.pdf?rev=95f71f4112664767aeda85d0e755b9dc&hash=619E5C49C48F0B55209124C21A9C85FB)   \n3 Pgs  |  N/A  |  10/01/09  |  N/A   \n** Facilities which Treat, Store or Dispose of their Own RCRA Hazardous Waste\n** **Related Guidance and Other Information**  \n[ Non-RCRA Hazardous Waste Fact Sheet ](https://portal.ct.gov/deep/waste-management-and-disposal/hazardous-waste/connecticut-regulated-waste) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/rcrahazardouswasteappdoc.doc?rev=c9995e5788fa44708276d0a99b75aa52&hash=3037DE3EF6C934D4756058246C0DAF96) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/rcrahazardouswasteapppdf.pdf?rev=5dd9e84d22224b0b8b8b042a59018055&hash=92F3CF429659F1B9F41164F6A0B6372C)   \n8 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/rcrahazardouswasteinstpdf.pdf?rev=8a3cb255e2ed43d89e4b1599cea8c25f&hash=2DA18018B14133A3E39C8E6693144478)   \n17 Pgs  |  10/01/09  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n[ Applicant Background Information  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#Background) [ Applicant Compliance Information\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#ComplianceInformation) [ Certification of Notice Form\n](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#CertificationofNotice) [ Natural Diversity Database Review\n](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) [\nEnvironmental Justice Public Participation Guidelines\n](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en)  \n**Marine Terminals**  \n[ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-waste-and-materials-management/marine-terminal-license-fact-sheet) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/marineterminalsappdoc.doc?rev=9a5273db1c894b57a3764366c9f7913f&hash=439F5FD7FB18E21565CB53F7E419B7AB) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/marineterminalsapppdf.pdf?rev=c22d721acffc47f5b4521c8144f44ddc&hash=CCAEBD2918D8AC15B3BBDA6F03C895E6)   \n8 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/marineterminalsinstpdf.pdf?rev=59cadbe9dee846e9acb59d302eebdcde&hash=D8406028CAEAA14312A8CF960589F683)   \n9 Pgs  |  02/18/15  |  **Required Common Forms** [ Applicant Compliance Information  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#ComplianceInformation) [ Natural Diversity Database Review  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB)  \n** Pesticide Application by Aircraft  **  \n[ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-waste-and-materials-management/aerial-pesticide-application-fact-sheet) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aerialappdoc.doc?rev=a78d56f7fc074acd88b2c3e93cad41a7&hash=ED0E5D17DFABD0FFBF0179093091BF73) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aerialapppdf.pdf?rev=70f80aff9efe47a68c1e9a5ae996808a&hash=955492F1176A7EB1B781330B623C3FD2)   \n9 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aerialinstpdf.pdf?rev=518078f694bb4518926caa0f8856764f&hash=98B4227ADA082995231FDE9F4B507D76)   \n9 Pgs  |  10/01/09  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n[ Applicant Compliance Information  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#ComplianceInformation) [ Natural Diversity Database\nReview  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB)  \nPesticides in State Waters  \n[ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-\nwaste-and-materials-management/aquatic-pesticide-application-fact-sheet) **\nRelated Guidance and Other Information  \n** [ Nuisance Aquatic Vegetation Management: A Guidebook  ](https://portal.ct.gov/-/media/deep/pesticides/certification/supervisor/aweedspdf.pdf?rev=74a29d9f0b7c45a7a30029f9eb7f97df&hash=1ED416922166BC44A62EAF005AC704CA) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticappdoc.doc?rev=a3ef2229bdfa47c2b1cdae584c391443&hash=FC8622CAF9D010C5DBB151981B67C7AC) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticapppdf.pdf?rev=92f7ad28bf7e4b1c8fede15ed53b5338&hash=643C3A94FCD657EB326A1D1BA097ECF6)   \n9 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticinstpdf.pdf?rev=123e1667056a4454988cd2a00941312c&hash=AB94F497C5790AC29DE9BF8BB84AC615)   \n11 Pgs  |  11/20/18  |  **Required Common Forms** [ Applicant Compliance Information  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#ComplianceInformation) [ Natural Diversity Database Review  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) Land Management Request for State-owned Land or Water:   \n[ Word\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/landmanagementreviewappdoc.doc?rev=4042b5c75f2c4394be005c401061d20a&hash=99754B24D0B5581B3B96344A937D0AFA)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/landmanagementreviewapppdf.pdf?rev=b215d1d671064920ba1683613d97a6ba&hash=B8FACF187523F9771A190E7B6C693590)  \n[ Instructions\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/landmanagementreviewinst.pdf?rev=59a8dba8c5d5438aa3f745fcad9ae288&hash=19876A4A17B3A01FE68117D3CDC4FC7E)  \n** Re-Introduction of Pesticides into State Waters  ** |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticrenewalappdoc.doc?rev=14237a3e88104e31a0c198b1e1974424&hash=9ED77872AD7461C4766977BF53354CBA) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticrenewalapppdf.pdf?rev=5756be38618a4bf7bff9c15c25a71b03&hash=10056453A767BB827D7563B426816409)   \n2 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/aquaticrenewalinstpdf.pdf?rev=7bb0b2baef5b481ba2b896092bdd3c58&hash=8D22D35942BDC4B2839CDE7C99ACC0F9)   \n3 Pgs  |  11/17/18  |  N/A   \n**Stewardship (Solid Waste Disposal Areas)**  \n[ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/factsheets-waste-and-materials-management/stewardship-permits-fact-sheet) See Remediation Stewardship Permit for RCRA Stewardship Permits  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/stewardshipappdoc.doc?rev=611ba34b2bd84128853949d08169aada&hash=A9CA1B0AA9A5B295DAD31ECB0B04EAAB) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/stewardshipapppdf.pdf?rev=f65bd7d568f8430dba66abfe23a6900d&hash=1B584CF513414D5C5CA156542FDDE712)   \n9 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/stewardshipinstpdf.pdf?rev=8f4ce3b9ee0945caac7c1e5dac01bff3&hash=7D305F145457B96102F1DAAE95CE0B91)   \n21 Pgs  |  10/01/09  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n[ Applicant Compliance Information  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#ComplianceInformation) [ Natural Diversity Database\nReview  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB)  \n**Use of Beneficially Reclaimed Materials in Large Scale Filling Pilot Program  \n** **(Large Scale Filling Pilot Program)** [ Factsheet\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/largescalefs.pdf?rev=e787b81dc67042cdab24553366626cd6&hash=413E22A3C72EE11A21A9CF1367D8AD3B)\n[ Guidance\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/large-\nscale-\nguidance.pdf?rev=a225766fdfd34ef7a5af7b419231fdc0&hash=6A6D77FDE110B87F8AA748D407CF9BD1)  \n  \n[ Multi-Media Large Scale Filling Pilot Comprehensive Program Permitting Factsheet ](https://portal.ct.gov/-/media/deep/permits_and_licenses/factsheets_general/deep-large-scale-filling-pilot-program-factsheet-final.pdf?rev=4495830555804d509e38d636279b9261&hash=8A5854CE193E5026D56E1F71603A22F2) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/largescaleappdoc.docx?rev=b216e9ddc28f46c5acd73674d19c17bc&hash=51E6111CBBE48F4CB82C7A45C72CA41A) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/largescaleapppdf.pdf?rev=577592574f9d4d0ea23e5322913b50e7&hash=B8FCA37AC9864E4A0B0F9EEF6AB5B8A0) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/largescaleinst.pdf?rev=b911c7b5fa9d41a7abcdfdc9a4d987ac&hash=C5E02F0475515FFBC42734EB3D30D988) |  01/24/25  |  **Required Forms** [ Applicant Compliance Information ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#ComplianceInformation) [ Natural Diversity Database Review ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) [ Attachment H: Background Information \u2013 Applicant/Owner/Operator ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/atthswapp101doc.doc?rev=429a07baa7bd4ba49631e31bce8e33ba&hash=43EDD8F2764400D4AF04A6C9DA7A38FF) [ Attachment J: Business Information ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/attjswapp103doc.docx?rev=0ce5f02486e541d9b708794a33f7c263&hash=2149DA4056AECFD7CF1D5F6CC1A346A2) [ Attachment M: Checklist for the Use of Beneficially Reclaimed Materials in Large-Scale Filling Pilot Projects ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/largescalechecklistdoc.docx?rev=5c7c92e9a16248d7b4b3a6ff58f11d58&hash=F761CAD43BB06AA872EBB07E28EF8011)  \n** Waste Transportation  (including Spill Clean-up Contractor License) **  \n[ Fact Sheet  \n](https://portal.ct.gov/deep/permits-and-licenses/factsheets-waste-and-\nmaterials-management/waste-transportation-fact-sheet) ** Related Guidance and\nOther Information  \n** [ Non-RCRA Hazardous Waste Fact Sheet  ](https://portal.ct.gov/deep/waste-management-and-disposal/hazardous-waste/connecticut-regulated-waste) |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/transporterappdoc.doc?rev=1cbaef1439f3424989cc2636fd86b0dc&hash=F9B15D1B38C7F9A37580F986BD598106) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/transporterapppdf.pdf?rev=4660ad5be7ab445698ba17767d4002d8&hash=A37569BF9E8F4F30545EB301FE99CE6A)   \n20 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_permits/transporterinstpdf.pdf?rev=d870a675f58e4057a71691402987d80b&hash=7292289ECDC82E530FC2F82FECC5EB21)   \n9 Pgs  |  04/18/23; updates to application  Instructions to [ ezFile ](https://portal.ct.gov/DEEP/Permits-and-Licenses/Factsheets-Waste-and-Materials-Management/Waste-Transportation-Fact-Sheet#ezFile) |  **Required Common Forms** [ Applicant Compliance Information  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#ComplianceInformation)  \n  \n###  **General Permits and Registrations**  \n  \n---  \n** General Permit Type and Other Related Information  ** |  ** General Permit  ** |  ** Registration   \nForms  ** |  ** Instructions  ** |  ** Last Revised  ** |  ** Required Common Forms and Other Related Forms  **  \n**Addition of Grass Clippings at Registered Leaf Composting Facilities**  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-\nfactsheets/list-of-general-permits-fact-sheet#GrassGP) **Related Guidance  \n** [ Best Management Practices for Grass Clipping Management ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/grassguidancepdf.pdf?rev=c4693fd0a57d48e6a84cdca0d5071eda&hash=25ED5414463F4E673D1FB697DB902A33) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/grassgppdf.pdf?rev=34c7aa214ac947bda0e922c2ff24dd90&hash=98EB80D16343E822ABEA9E6B56233FE5)   \n15 Pgs  \nreissued 06/30/17  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/grassregdoc.doc?rev=ac54c6af27de4517a9bc5641e4caaf2b&hash=5B488A5684AE5722E3B7D9ECFF42C4C6) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/grassregpdf.pdf?rev=0b38bae086ba46a7b1378820fb995469&hash=724E7D87D4B7024D32FE1ACD19721F81)   \n9 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/grassinstpdf.pdf?rev=76a0b16c30454872a859a5a4199ae9c6&hash=0B0A0C702B1F826AD2564485DC9B1072)   \n10 Pgs  |  06/30/17  |  N/A   \n** Beneficial Use Determination (BUD) Approval **  \n[ Fact Sheet ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/budfspdf.pdf?rev=6dab7a39b7af429ab2614de8c361d90b&hash=0A44FF96759D0669E16841AD179D0B69) [ Guidelines ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/budguidpdf.pdf?rev=71169e6088b1495abb4ce51a6711dade&hash=0F8164155D51AAA43EF7419E49C1DDB9) |  N/A  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/budregdoc.doc?rev=67e58c81130c442599e8f830d95d6364&hash=EBD417261CE322CA70AB5B255EC84C1A) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/budregpdf.pdf?rev=61a6ca82bd794c32bd3a25fa5a1d2300&hash=30261D9730A957F58C5C657104362AAF)   \n5 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/budinstpdf.pdf?rev=e331140041e848dfa739dfc649445a0b&hash=026004717D52F10957B99A344C101F40)   \n10 Pgs  |  08/10/10  |  **Required Common Forms** [ Natural Diversity Database Review  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) [ Environmental Justice Public Participation Guidelines  ](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en)  \n**Certain Recycling Facilities** Note: This general permit has expired and is\nreplaced by the General Permit for the Construction and Operation of a\nCommercial Facility for the Management of Recyclable Materials and Certain\nSolid Wastes \"Commercial GP\" - see below.  \n** Collection and Storage of Post Consumer Paint  \n** [ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/permitting-factsheets/list-of-general-permits-fact-sheet#PostConsumerPaintGP) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/postconsumerpaintgppdf.pdf?rev=d919e03601ac43e5942c88788070f677&hash=143369AF9BCF301C252C8E907315EFFD)   \n12 Pgs  \nIssued 05/01/13  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/postconsumerpaintregdoc.doc?rev=91ff7361774f4e318f3306b6695fd327&hash=0EE0195AECCE7970CC8F36EE0C95371E) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/postconsumerpaintregpdf.pdf?rev=f85b849bd08b4af99f084c0764eb8acb&hash=9B261F90C06C2E4D54440ED6458163D4)   \n4 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/postconsumerpaintinstpdf.pdf?rev=817b4bb3a85e4f9fa71b8435afde752f&hash=1CEC39DE8B0F6950BC84998494AA92B0)   \n4 Pgs  |  08/30/18  |  N/A   \n**Connecticut Solid Waste Demonstration Project** |  N/A  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/swdpregdoc.doc?rev=aa879b1fd3104eee92c29d919e643c56&hash=20FFCF820C69823BA73D2B2A30BDFCC0) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/swdpregpdf.pdf?rev=e79b6f96cf0f466b81b5c87583907401&hash=9A92C1E356988EA5C5D7D7B2AEAAD7F2)   \n8 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/swdpinstpdf.pdf?rev=adcbc9d1b900406fb3fe0f4d2f6715fc&hash=83086E809B3A302AB1A2B114722717D3)   \n9 Pgs  |  01/20/09  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n[ Natural Diversity Database Review  ](https://portal.ct.gov/deep/permits-and-\nlicenses/common-forms#NDDB) [ Environmental Justice Public Participation\nGuidelines\n](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en)  \n**Construction and Operation of a Commercial Facility for the Management of\nRecyclable Materials and Certain Solid Wastes \"Commercial GP\"**  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-factsheets/list-of-general-permits-fact-sheet#CommercialGP) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgppdf.pdf?rev=95481d62c9814ec99bc5fc3d851b5145&hash=AD7B59E927380BC7BF70AD64EF682B17)   \n26 Pgs  \nwithout Appendices A - H (see below)  \nIssued 07/26/2021;  \n**Modified  \n01/13/2022;  \n** Expires  \n07/26/2026  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpregdoc.doc?rev=d957d9c631b94dbcb51588b9308949c0&hash=CD0A595B4E443CA6F6E137EA100422A5) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpregpdf.pdf?rev=2cc4178892ff4a118ea231f10e1f983d&hash=E4675530BB53BFFCCAE19BBED84CB2BD)   \n8 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpinstpdf.pdf?rev=69db9c8cd5bb4e7d80f3d91b305439c4&hash=C5E3CE7733F3E1FC5C7645F95D77983B)   \n16 Pgs  |  01/13/22  |  **Required Common Forms** [ Natural Diversity Database Review  ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#NDDB) [ Environmental Justice Public Participation Guidelines  ](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en) PE Certification:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgppecertdoc.doc?rev=d39c22cd4ca24bae8b0acdc624f2bbb1&hash=EF3D11DFDE8412A591447B9A17B0B053)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgppecertpdf.pdf?rev=7d6b613bf4c14747805f90095b512cad&hash=7F67A08F0F33DAC961F0E4DA51361823)  \n|  ** Appendices A -H  ** |  **Reporting Forms for Appendices A-H** |  **Instructions for Reporting Forms  \n[ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpquarterlyreportforminstructionspdf.pdf?rev=418bf7411c6d4693b12d253271ce8b81&hash=525F68F8DF08BB11ACCD706B51EAA535) ** |  |  **Annual Reporting Form for Notifier/Tier 1 Aggregation Sites** :   \n[ WORD\n](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpnotifierortier1annualreptformdocx.docx?rev=6a4de70e3ecf4d13aa563d90266504ac&hash=288FAB256AF5BE241964D74BFBF74569)\n[ PDF\n](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpnotifierortier1annualreptformpdf.pdf?rev=888f9702d3394cdbae74ec45f9f6dc2f&hash=C0A836259B2115CB6FAC017803A73A43)  \n[ Instructions\n](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpnotifierortier1annualreptforminstructionspdf.pdf?rev=a2d9e5c14cdb44269b8a2bd2866753cc&hash=33CBA018BCE1B5610264CBF0CC6DF22D)  \n|  [ Appendix A ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxapdf.pdf?rev=dfa5e599b4b94bd2ba6731bc61994e7d&hash=FBA0D1FF1B5A5AB90F41F92F184CDC8C) \\- Asbestos Containing material  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixafillableformasbestosdocx.docx?rev=76be27f73bec47f9b4bb2c6dc579eb93&hash=71FCA4DF91641CA4BBF3CC4A32B53AB9) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixafillableformasbestospdf.pdf?rev=39e4f6843bf14f9ca2560076fa6b0cc1&hash=0F61A11F2FD1A71927E06FBE53AAE34C)   \n3 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix B ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxbpdf.pdf?rev=ebee7a77448a408e96699af1a81d1dea&hash=161A0768F6566061DC6EB83958434145) \\- Ash Residue  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixbfillableformashresiduedocx.docx?rev=924f8f8b03b84d5e9415bba8b6fb0328&hash=FE256DE2C999ACA4B4FD662C520110F9) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixbfillableformashresiduepdf.pdf?rev=dd6165b5f5474f109d45b7a4c7dfb7a1&hash=B1039FC37B8FA64E62A8C857CA0FBD55)   \n3 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix C ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxcpdf.pdf?rev=e7c86d84516749b18cf399c2052a0650&hash=CEE65AEB8FC7ABFAA18CC690B187D937) \\- Clean Wood including Leaves and Grass Clippings  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixcfillableformcleanwooddocx.docx?rev=de55125ac97f44449b93a6d0ddeecb77&hash=ADDD7DEAFF034C9459D222B8866A9514) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixcfillableformcleanwoodpdf.pdf?rev=36739e41633c4d1aa7badb73d91a7bc0&hash=DA8D34E7B38B870457EEFA4C972D42D7)   \n4 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix D ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxdpdf.pdf?rev=7244a0c339164fb0a2aeb83ab1f17b3e&hash=8D9DEB22B1BBFBF6447709EA11628F97) \\- Construction and Demolition Waste  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixdfillableformcandddoc.docx?rev=b44e34fa359c416fa4da452ad42692b7&hash=36C053D1AF21ED671EFE2C643B11D555) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixdfillableformcanddpdf.pdf?rev=4c70459af4904bafaf6d6c0faa8b2db7&hash=DDAC39E6B9BEE63A1487B0733CE686FD)   \n4 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix E ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxepdf.pdf?rev=fefdbb7b37ad40b083be47a04f55eaba&hash=155FB678FCD7FC248149C2047F90C230) \\- Non-RCRA Hazardous Waste and Compatible Solid Wastes  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixefillableformnonrcrahwdocx.docx?rev=9697f110113f4f1ab8f1089185f1a655&hash=87ECF7A812AB6131B2A017FDFEF0123A) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixefillableformnonrcrahwpdf.pdf?rev=74ebf09a06d44f6399cc3938a7514e6d&hash=06622A4C7EA1DC3455D73281B4C15140)   \n4 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix F ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxfpdf.pdf?rev=4ddab2887ac0492ebdefd5008a5eb2c9&hash=E0A3DB0923C8C38B44DC9E72358B19C9) \\- Recyclables  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixffillableformsourceseprecydocx.docx?rev=23db4e37535b47c3bf6a78363ff867a5&hash=0931D4AFF3656D6E6ED4B6EA91830417) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixffillableformsourceseprecypdf.pdf?rev=386ea84ed3eb4421ad3f238a5dadc444&hash=91BE160E1BD0F8575FF54BF125482B80)   \n5 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix G ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxgpdf.pdf?rev=8e823a4560d6407da6585f0466558fb3&hash=E343CDD3F63900354398CEBED493B93D) \\- Universal Waste and Compatible Solid Wastes  |  [ WORD ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixgfillableformuniversalwastedocx.docx?rev=5119b5877d624939b10f80b42c40b615&hash=A241F1532E95A945C5F03735E2CDA00A) [ PDF ](https://portal.ct.gov/-/media/deep/reduce_reuse_recycle/forms/commercialgpappendixgfillableformuniversalwastepdf.pdf?rev=9e9a4b7d750b4eb1a55a31b08957f494&hash=41C3098F6CB880ACE33383F5C7A10E0A)   \n5 Pgs  |  refer to instructions above  |  2016  |   \n|  [ Appendix H ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/commercialgpapndxhpdf.pdf?rev=72240651a4a74f17898319fb9873d83b&hash=5C963A922BA12A8CF4B01A744DDBDD5C) \\- Food Waste  |  coming soon  |  refer to instructions above  |  2022  |   \n** Contaminated Soil and/or Sediment Management (Staging and Transfer)  \n** [ Fact Sheet  ](https://portal.ct.gov/deep/permits-and-licenses/permitting-factsheets/list-of-general-permits-fact-sheet#SoilStaging) **See note below** |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/soilstaginggppdf.pdf?rev=0f0cdd27e25a4a5ab91e2b58f183e5e6&hash=43AF02CA2E6F4D1DA3FAA9889FC6A6E2)   \n19 Pgs  Expired 09/19/2018  |  |  |  |   \nThe General Permit for Contaminated Soil and/or Sediment Management (Staging\nand Transfer) expired on September 19, 2018. As a result, DEEP is unable to\nissue registrations and approval of registrations for the activities\nauthorized by the general permit. DEEP is in the process of updating this\ngeneral permit and anticipates its reissuance. In the interim, anyone managing\ncontaminated soil or sediment is requested to follow the best management\npractices that are outlined in Section 5 of the now expired general permit.  \n**Disassembling Used Electronics** Note: This general permit expired on\nOctober 21, 2021. DEEP will not be renewing this general permit. Current and\nnew registrants for this type of activity must submit registrations under the\nGeneral Permit for the Construction and Operation of a Commercial Facility for\nthe Management of Recyclable Materials and Certain Solid Wastes (Commercial\nGP), Appendix G - Universal Waste and Compatible Solid Wastes. See Commercial\nGP above.  [ ](https://portal.ct.gov/deep/permits-and-licenses/common-\nforms#Transmittal)  \n** Leaf Composting Facility Registration Packet  ** |  N/A  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/leafappdoc.doc?rev=c2b75a8fde524279821cb24d06f9b741&hash=F227B1623625293B53347EA6489C2194) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/leafapppdf.pdf?rev=fce78b00501c479fbfcac85a58563842&hash=E4DC561B19397B37758227FB81F698EB)   \n4 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/leafinstpdf.pdf?rev=4e39438543a8458f8f1f997f09cb736f&hash=FD043B7453A9FA269E5536DEA97334BC)   \n9 Pgs  |  05/16/03  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n**Municipal** **Transfer Station  \n** [ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-\nfactsheets/list-of-general-permits-fact-sheet#MunicipalGP)  \n|  [ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/mtsgppdf.pdf?rev=4909787021894b3ba5a6266dce942133&hash=E15CBF1C4CBF09CFADC390A0EB77A5ED)  \n  \nIssued 05/10/2023  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/mtsregdoc.doc?rev=9e1d8800ce3d483c8acd204189681504&hash=362935AEC8117236F43E630E020E711D) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/mtsregpdf.pdf?rev=d0dea90c6df44785b82a760927e50a4a&hash=451A117025586B58693A4FD26F8D2DAB) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/mtsinstpdf.pdf?rev=835f2ddb79c54892b9a3665287c23371&hash=AC9C3DD4E3607F48D45DE5BDD0EE4732) |  05/10/23  Registration and instructions  |  **Required Common Forms** [ Environmental Justice Public Participation Guidelines ](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en) [ Quarterly Municipal Transfer Station Report ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/transferstationsingletownformdirectionsquartervsmonthly.docx?rev=8f3210482f0d4e81a6cf92fbf81cf6cb&hash=61D2098429FC7BC010C1EF1F755F0CBF) **  \n**  \nNote: Municipalities currently holding an approved registration **_do not_ **\nneed to submit an application for a new registration. Any municipality in the\nprocess of relocating the municipal transfer station or seeking to register\nunder the Municipal Transfer Station General Permit for a new facility is\nrequired to submit an application/registration under the renewed general\npermit.  \n**One Day Collection of Certain Wastes and Household Hazardous Waste** **Re-\nIssued: 10/16/24** **Expires: 10/16/34** ****  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-factsheets/list-of-general-permits-fact-sheet#CollectHHWGP) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwgppdf.pdf?rev=32982d9fff3a40d8846e044e58004c2a&hash=F6D7C1B0F0FA8B0817624FA1F973BB66)   \n  \n|  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwregdoc.doc?rev=cd72027c3f0242e5a52c2db185c508bb&hash=C79D49AB1F964BFF7A7A5F46373C84A2) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwregpdf.pdf?rev=0cbc30b835d14515bb3fc0068bc5295d&hash=C97635B33582ED5B2628F7B8A5DEE8D2) |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwinstpdf.pdf?rev=e047e10c1a344475984c547721ed7260&hash=FF49F75CA5129247B2B799B47FEC39D9) |  10/16/24  |  **Required Common Forms** Hazardous Waste Reporting Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwreportdoc.doc?rev=3af55a94acef495e9e4e853a29861d28&hash=1F76B4E9DD1594FE372F63ACBB4D36FE)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwreportpdf.pdf?rev=2dfc1ecab59547a699194a5f125681d6&hash=4A4B592202BE160AE55574E2F12DC5C1)\nInstructions: [ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwreportinstpdf.pdf?rev=9f6053c07d9c4ffaa8ee445f1a15b33d&hash=06B48218A722A03A08C51CCDFAB081D8)\nConditionally Exempt Small Quantity Generator (CESQG) Waste Approval Form:  \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwcesqgapprovalformdoc.doc?rev=e32eee1ded49439f9c6f044f258c4492&hash=209FA9139E8450DEC199792C23398550)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwcesqgapprovalformpdf.pdf?rev=aa67338166494d05a1a8bea2d9c6b77c&hash=BDFA65C2FF56FFA46B74BCC6C1EBF25A)\nRejection of Waste Form:  \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwcesqgrejectionformdoc.doc?rev=21cdbcd557374333a39425accf483ccf&hash=307592F77FBAE6BA5F803D2CE45DC533)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/hhwcesqgrejectionformpdf.pdf?rev=b89145d4739244068415ed33a38c0a8f&hash=F1069243F8AC05CC24F4B8F264D87C98)\n[ ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#Transmittal)  \n** Sheet Leaf Composting Notification Packet  ** **Related Guidance and Other\nInformation  \n** [ Leaf Composting Regulations and Sheet Leaf Composting Primer ](https://portal.ct.gov/deep/waste-management-and-disposal/organics-recycling/large-scale-organics-management) |  N/A  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/sheetleafappdoc.doc?rev=d8efa21b7fa14ec29cc73b0400bbd521&hash=D7DBE235689B46DE56F0BB480688CAE1) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/sheetleafapppdf.pdf?rev=b5bb992a1f71491e95d5604b7853c8fc&hash=D61DA961CDD10DB40D9F62E593F4A4CD)   \n3 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/sheetleafinstpdf.pdf?rev=29049d330937446697636a84c6b0b38d&hash=2219519EB8956609DDFA7E646561D21E)   \n6 Pgs  |  10/08/03  |  **Required Common Forms** Permit Application Transmittal Form:   \n[ WORD\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformdoc.doc?rev=9f6114fd0847489a96969715814715a5&hash=BD541EF3F50B9F5298AAA0D0FD21DCCF)\n[ PDF\n](https://portal.ct.gov/-/media/deep/permits_and_licenses/common_forms/transmittalformpdf.pdf?rev=8e60941c70db4a429320940ba5b38b61&hash=D70368A18288F0C765176D2ABE6BFB0E)  \n**Storage and Processing of Asphalt Roofing Shingle Waste (ARSW) for\nBeneficial Use and Recycling**  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-\nfactsheets/list-of-general-permits-fact-sheet#AsphaltRoofingShingles) **See\nnote below  \n** |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/asphaltroofingshinglesgppdf.pdf?rev=9eda0fdc22fa497ca78c332ac108102a&hash=E8AAEB7331EAC31B4D39C3BD5F9BDA68)   \n21 Pgs  issued 6/2/2011  \nExpired 6/2/2021  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/arsregdoc.doc?rev=f8041319c0074736a1be0ab95ff00c7b&hash=38F9AF10A7A2F4333759F4CA6029999F) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/arsregpdf.pdf?rev=132098b56d2a4e068c0fff54a3df3480&hash=53A1960EDE4857FF85E60A5F5AC8C6B5)   \n8 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/arsinstpdf.pdf?rev=9308226d34e048c0adae367245cba9b3&hash=F7771F8DB5D14300E2416BBFEC5F568B)   \n9 Pgs  |  registration form and instructions revised 05/17/12  |  **Required Common Forms** [ Environmental Justice Public Participation Guidelines ](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en) [ ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#Transmittal)  \nThe General Permit for the Storage and processing of Asphalt Roofing Shingle\nWaste for Beneficial Use and Recycling expired on June, 2, 2021. As a result,\nDEEP is unable to issue registrations and approval of registrations for the\nactivities authorized by the general permit. DEEP is in the process of\nupdating this general permit and anticipates its reissuance. In the interim,\nanyone managing Asphalt Roofing Shingle Waste is requested to follow the best\nmanagement practices that are outlined in Section 5 of the now expired general\npermit.  \n**Storage and Processing of Scrap Tires for Recycling and Beneficial Use**  \n[ Fact Sheet ](https://portal.ct.gov/deep/permits-and-licenses/permitting-\nfactsheets/list-of-general-permits-fact-sheet#ScrapTireGP)  \n  \n  \n**See note below  \n  \n** |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/scraptiregppdf.pdf?rev=cf830c87cee44fefa59ac4e98a098927&hash=485F527DC02F1D2DB83D5C0CF8A8D11C)   \n20 Pgs  \n  \nExpired 02/02/2021  |  [ WORD ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/scraptireregdoc.doc?rev=62faaf47d35e4ba299c34aef30241388&hash=861E6572322D78C2C4334971283F103E) [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/scraptireregpdf.pdf?rev=89680c2ea5194e4d8cc9ec08abb210a3&hash=CCC7F1A3EDAF829A5B4F34F46E220946)   \n6 Pgs  |  [ PDF ](https://portal.ct.gov/-/media/deep/permits_and_licenses/waste_general_permits/scraptireinstpdf.pdf?rev=c72ba06ce47042eaa7bd8166c2832594&hash=825C3F974EE7E8EBA31A3D3519CDA355)   \n9 Pgs  |  02/03/11  |  **Required Common Forms** [ Environmental Justice Public Participation Guidelines ](/en/404error/?item=web%3a%7bAC11DAA2-CFA5-4C5E-912B-A319B96668C6%7d%40en) [ ](https://portal.ct.gov/deep/permits-and-licenses/common-forms#Transmittal)  \nThe General Permit for the Storage and Processing of Scrap Tires for Recycling\nand Beneficial Use expired on February 2, 2021. As a result, DEEP is unable to\nissue registrations and approval of registrations for the activities\nauthorized by the general permit. DEEP is in the process of updating this\ngeneral permit and anticipates its reissuance. In the interim, previously\npermitted facilities managing scrap tires are requested to follow the best\nmanagement practices that are outlined in Section 5 of the now expired general\npermit.  For those that were not previously registered at the time the general\npermit expired they are not authorized to conduct such regulated activities.  \n  \n  \n[ Permits and Licenses ](https://portal.ct.gov/deep/permits-and-\nlicenses/permits-and-licenses)\n\n_Content Last Revised January 2025_\n\n  * [ Policies ](https://portal.ct.gov/Policies/State-Privacy-Policy)\n  * [ Accessibility ](https://portal.ct.gov/opm/fin-general/policies/universal-website-accessibility-policy \"Ct.gov Accessibility Standards\")\n  * [ About CT ](https://portal.ct.gov/About)\n  * [ Directories ](https://portal.ct.gov/Directories)\n  * [ Social Media ](https://portal.ct.gov/social_media)\n  * [ For State Employees ](https://portal.ct.gov/for_state_employees_footer)\n\n  * [ United States  HALF  ](/governor/flag-status \"United States flag status - HALF \")\n  * [ Connecticut  HALF  ](/governor/flag-status \"Connecticut state flag status - HALF \")\n\n\u00a9 [ 2016  CT.gov  |  Connecticut's Official State Website ](/ \"Connecticut's Official State Website\")\n\n[ ](http://www.ctvisit.com/ \"Connecticut Still Revolutionary\")\n\n",
                "url": "https://portal.ct.gov/deep/permits-and-licenses/waste-and-materials-management-permits-and-general-permits"
            },
            "reason": "This is a page from the Connecticut Department of Energy and Environmental Protection (.gov domain) regarding waste and materials management permits. Government websites are generally reliable sources of factual information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "Information from the Connecticut Department of Energy and Environmental Protection on waste management permits.",
            "url": "https://portal.ct.gov/deep/permits-and-licenses/waste-and-materials-management-permits-and-general-permits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "fce77f52-1815-488e-b773-d8c87c500d1e",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.countyofsb.org/1237/Tajiguas-Landfill"
                },
                "page_content": "Skip to Main Content\n\n  1. [ Home ](/)\n  2. [ Departments ](/162/Departments)\n  3. [ Public Works ](/184/Public-Works)\n  4. [ Resource Mgmt ](/192/Resource-Mgmt)\n  5. [ Facilities ](/1187/Facilities)\n  6. [ Landfills ](/1236/Landfills)\n  7. Tajiguas Landfill \n\nGovernment Websites by [ CivicPlus\u00ae ](https://connect.civicplus.com/referral)\n\n[]\n\n",
                "url": "https://www.countyofsb.org/1237/Tajiguas-Landfill"
            },
            "reason": "This is a page from the County of Santa Barbara website (.gov domain) about the Tajiguas Landfill. Government websites are generally reliable sources of factual information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "Information from the County of Santa Barbara about the Tajiguas Landfill.",
            "url": "https://www.countyofsb.org/1237/Tajiguas-Landfill"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "30b46595-4fb6-423b-9ecb-68a7191f9ca0",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
                },
                "page_content": "Skip to main content\n\n  * [ Home ](/)\n  * [ Water ](/water)\n  * [ Groundwater ](/water/groundwater)\n  * [ Water Use and Withdrawal ](/water/groundwater/water-use-and-withdrawal)\n  * Bottled Water Sources \n\n#  Bottled Water Sources\n\n##  Overview of the rules and process for developing new sources of\nbottled/bulk water in New Hampshire.\n\nThe State of New Hampshire regulates bottled water sources as well as the\nhandling and labeling of bottled water in order to protect consumers, water\nresources and the environment. NHDES regulates sources of water used in the\nproduction of bottled water under [ Env-Dw 303 Groundwater Sources of Bottled\nWater ](/rules-and-regulatory/administrative-\nrules?keys=envdw303&purpose=&subcategory=) , **** and the New Hampshire\nDepartment of Health and Human Services (DHHS) regulates the handling and\nlabeling. For more information about the DHHS program, visit [ the DHHS\nwebsite ](https://www.dhhs.nh.gov/programs-services/environmental-health-and-\nyou/food-protection/beverage-bottled-water-manufacturers) .\n\nDeveloping a new source for bottled water is typically a lengthy process that\nrequires a large groundwater withdrawal permit, bottled water source approval\nand a bottled water license from the DHHS. [ Learn more about the process.\n](/sites/g/files/ehbemt341/files/documents/2020-01/dwgb-19-1.pdf)\n\n###  Related Content\n\n  * [ Groundwater ](/water/groundwater)\n  * [ Drinking Water ](/water/drinking-water)\n  * [ Large Groundwater Withdrawals ](/water/groundwater/water-use-and-withdrawal/large-groundwater-withdrawal)\n  * [ Water Use ](/water/groundwater/water-use-and-withdrawal)\n  * [ Source Water Protection ](/climate-and-sustainability/conservation-mitigation-and-restoration/source-water-protection)\n\nActive Bulk and Bottled Drinking Water Sources in New Hampshire  Town  |  Company Name  |  Permitted Withdrawal Volume (gallons per day)  |  Permit  |  Source Classification  |  Operation Type   \n---|---|---|---|---|---  \nBrentwood  |  Brentwood Springs Water Co., LLC  |  N/A  |  N/A, Grandfathered  |  Spring Water  |  Bulk Water   \nMoultonborough  |  CG Roxane LLC (Castle Springs)  |  240,480  |  LGWP-2004-0002  |  Spring Water  |  Bottled Water   \nPeterborough  |  Upland Farm, Inc.  |  N/A  |  N/A, Grandfathered  |  Spring Water  |  Bulk Water   \nWilton  |  Monadnock Mountain Spring Water, Inc.  |  N/A  |  N/A, Grandfathered  |  Spring Water  |  Bulk Water   \n  \n[ ](/)\n\n**29 Hazen Drive | Concord, NH | 03302-0095**   \n[ (603) 271-3503 ](tel:+16032713503) |  TDD Access: Relay NH  [ 1-800-735-2964 ](tel:+18007352964)   \n**Hours:** Monday thru Friday | 8 AM - 4 PM \n\n[ Directions to NHDES ](https://goo.gl/maps/m8NPWYaXAmcW6rxq5) > [ Subscribe\nto e-news\n](https://visitor.r20.constantcontact.com/d.jsp?llr=wm5xi86ab&p=oi&m=wm5xi86ab&sit=smnu4z8mb&f=4ae9d668-f93a-47de-9df2-e1cb39faa57c)\n>\n\n\u00a9 2025 State of New Hampshire \u2022 All rights reserved\n\n  * [ Privacy Policy ](https://www.nh.gov/policy/privacy.htm)\n  * [ Accessibility Policy ](https://www.nh.gov/policy/accessibility.htm)\n\nAn official NEW HAMPSHIRE government website\n\n",
                "url": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
            },
            "reason": "This is a page from the New Hampshire Department of Environmental Services (.gov domain), providing information on bottled water sources. Government websites are generally reliable sources of factual information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "Information from the New Hampshire Department of Environmental Services on bottled water sources.",
            "url": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "e972ce88-2d74-4913-8403-212e593bb0a0",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://dec.ny.gov/regulatory/permits-licenses/waste-management-composting-recycling-permits"
                },
                "page_content": "Skip to main content\n\n#  Waste Management, Composting & Recycling Permits\n\nUse the links below to go to each topic.\n\n  * Hazardous Waste \n  * Radioactive Material \n  * Electronic Waste \n  * Waste Transport \n  * Recyclables Handling and Recovery Facilities \n  * Organic Waste Management \n  * Construction & Demolition Debris Handling and Recovery Facilities \n  * Waste Tire Handling and Recovery Facilities \n  * Metal Processing and Vehicle Dismantling \n  * Used Cooking Oil and Yellow Grease Processing Facilities \n  * Navigational Dredged Material Handling and Recovery Facilities \n  * Combustion Facilities and Thermal Treatment Facilities \n  * Municipal Solid Waste Processing Facilities \n  * Transfer Facilities \n  * Household Hazardous Waste    \n\n  * Landfills \n  * Medical Waste \n\nHazardous  Waste  Type of Facility/  \nActivity & link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Hazardous Waste Land Disposal Facility Operating Permits/Post-Closure Permits ](/environmental-protection/waste-management/hazardous-waste/facilities/land0disposal-facility-operating-permits-post-closure-permits \"Hazardous Waste Land Disposal Facility Operating Permits/Post-Closure Permits\") |  A permit is required when hazardous waste is disposed on land, surface impoundments and waste piles. Even tanks (above ground or below ground) which store hazardous waste and have leaked their contents into the surrounding soil and groundwater are considered a \"landfill\" if all contamination cannot be removed when the tank is closed.  |  Contact NYS DEC Division of Materials Management at 518-402-8652 or contact your DEC regional permit administrator   \n  \nHazardous Waste Treatment / Storage Facility Operating Permits  |  Facilities which store or treat hazardous wastes in NY may be required to obtain a permit to do so.  |  Contact NYS DEC Division of Materials Management at 518-402-8652 or contact your DEC regional permit administrator   \n  \n  \n\nRadioactive  Material  Type of Facility/Activity  \n& link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Radioactive Material Release or Disposal ](/environmental-protection/radiation \"Radiation\") |  If you release licensed radioactive material to the environment you may be required to have a Part 380 Radiation Control Permit.  |  Contact NYSDEC Division of Materials Management at 518-402-9625   \n  \n[ Low-level Radioactive Waste Transporter Permit ](/environmental-protection/radiation \"Radiation\") |  Transporters of low-level radioactive waste that pick-up from or deliver to facilities in NYS, or that transport low-level radioactive waste in or through NYS, require a Part 381 permit. Transporters who also use their vehicle(s) to haul other regulated wastes will also need a Part 364 Waste Transporter Permit. (See \"  Waste Transporter Permit  \" below for details.)  |  [ Waste Transport Permit Application (PDF) ](/media/14991 \"https://www.dec.ny.gov/docs/materials_minerals_pdf/wtpermapp.pdf\")  \n  \n  \n  \n\nElectronic  Waste  Type of Facility/Activity  \n& link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Manufacturers Offering Covered Electronic Equipment for Sale\n](/environmental-protection/recycling-composting/electronic-waste-\nrecycling/covered-electronic-equipment-manufacturer-requirements \"Covered\nElectronic Equipment Manufacturer Requirements\")  \n|  Yes- Registration under the NYS Electronic Equipment Recycling and Reuse Act (Environmental Conservation Law, Article 27, Title 26)  |  (1) Create a Re-TRAC Connect Online Account and join the NYS Electronic Equipment Recycling & Reuse Act Program by visiting [ Re-TRAC Connect ](https://connect.re-trac.com/registration/nys-dec-program) . (2) Once the account has been approved by NYSDEC, the manufacturer will have access to the required online registration form. (3) A manufacturer offering an individual electronic waste acceptance program must also submit a one-time $5,000 registration fee (directions for submittal are on the online registration form). The registration fee is waived for a manufacturer participating in a collective program.   \n[ Collective Electronic Waste Acceptance Program ](/environmental-protection/recycling-composting/electronic-waste-recycling/collective-electronic-waste-acceptance-program-requirements \"Collective Electronic Waste Acceptance Program Requirements\") |  Yes- Registration under the NYS Electronic Equipment Recycling and Reuse Act (Environmental Conservation Law, Article 27, Title 26)  |  (1) Create a Re-TRAC Connect Online Account and join the NYS Electronic Equipment Recycling & Reuse Act Program by visiting [ Re-TRAC Connect ](https://connect.re-trac.com/registration/nys-dec-program) . (2) Once the account has been approved by NYSDEC, the collective will have access to the required online registration form. (3) A collective must also submit a one-time $10,000 registration fee (directions for submittal are on the online registration form).   \n[ NYS Electronic Waste Collection Site ](/environmental-protection/recycling-composting/electronic-waste-recycling/collection-site-requirements \"Electronic Waste Collection Site Requirements\") |  Yes- Registration under the NYS Electronic Equipment Recycling and Reuse Act (Environmental Conservation Law, Article 27, Title 26)  |  (1) Create a Re-TRAC Connect Online Account and join the NYS Electronic Equipment Recycling & Reuse Act Program by visiting [ Re-TRAC Connect ](https://connect.re-trac.com/registration/nys-dec-program) . (2) Once the account has been approved by NYSDEC, the collection site will have access to the required online registration form.   \n[ NYS Electronic Waste Consolidation Facility ](/environmental-protection/recycling-composting/electronic-waste-recycling/consolidation-facility-requirements \"Electronic Waste Consolidation Facility Requirements\") |  Yes- Registration under the NYS Electronic Equipment Recycling and Reuse Act (Environmental Conservation Law, Article 27, Title 26)  |  (1) Create a Re-TRAC Connect Online Account and join the NYS Electronic Equipment Recycling & Reuse Act Program by visiting [ Re-TRAC Connect ](https://connect.re-trac.com/registration/nys-dec-program) . (2) Once the account has been approved by NYSDEC, the consolidation facility will have access to the required online registration form. (3) A consolidation facility must also submit a one-time $250 registration fee (directions for submittal are on the online registration form).   \n[ NYS Electronic Waste Recycling Facility ](/environmental-protection/recycling-composting/electronic-waste-recycling/facility-requirements \"Electronic Waste Recycling Facility Requirements\") |  Yes- Registration under the NYS Electronic Equipment Recycling and Reuse Act (Environmental Conservation Law, Article 27, Title 26)  |  (1) Create a Re-TRAC Connect Online Account and join the NYS Electronic Equipment Recycling & Reuse Act Program by visiting [ Re-TRAC Connect ](https://connect.re-trac.com/registration/nys-dec-program) . (2) Once the account has been approved by NYSDEC, the recycling facility will have access to the required online registration form. (3) A recycling facility must also submit a one-time $250 registration fee (directions for submittal are on the online registration form).   \n  \n  \n  \n\nWaste  Transport  Type of Facility/Activity  \n& link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Waste Transporter Permit ](/environmental-protection/waste-management/waste-transporters \"Waste Transporters\") |  Transporters of regulated waste (exclusive of low-level radioactive waste and certain regulated waste eligible for transport under a Part 364 registration) that pick-up from or deliver to facilities in NYS require a Part 364 permit.  Transporters of low-level radioactive waste that pick-up from or deliver to facilities in NYS, or that transport low-level radioactive waste in or through NYS, require a Part 381 permit.   \n|  [ Part 364 Waste Transporter Permit Application (PDF)\n](https://dec.ny.gov/sites/default/files/2024-05/wtpermapp.pdf)  \n[ Waste Transporter Registration ](/environmental-protection/waste-management/waste-transporters \"Waste Transporters\") |  Transporters of construction and demolition debris in shipments of greater than 10 cubic yards, or commercial waste in shipments of greater than 2,000 pounds, that pick-up from or deliver to facilities in NYS, require a Part 364 registration.  |  [ Part 364 Waste Transporter Registration Application (PDF) ](/docs/materials_minerals_pdf/364regapp.pdf)  \n[ Waste Transporter Registration ](/environmental-protection/waste-management/waste-transporters \"Waste Transporters\") |  Transporters of source-separated household hazardous waste in shipments of 50 pounds or less, or generator-transported regulated medical waste in shipments of less than 50 pounds per month, that pick-up from or deliver to facilities in NYS, require a Part 364 registration.  |  [ Part 364 Waste Transporter Registration Application (PDF) ](/docs/materials_minerals_pdf/364regapp.pdf)  \nRecycling  Handling and Recovery Facilities  Type of Facility/ Activity & link to more information  |  Do I Need a Permit, Registration   \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Recyclables Handling and Recovery Facility ](/environmental-protection/waste-management/solid-waste-management-facilities/recyclables-handling-recovery \"Recyclables Handling And Recovery Facilities\") |  Yes - A permit is required pursuant to [ 361-1.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Recyclables Handling and Recovery Facility Receiving less than 250 tons per day ](/environmental-protection/waste-management/solid-waste-management-facilities/recyclables-handling-recovery \"Recyclables Handling And Recovery Facilities\") |  Yes - A registration is required pursuant to [ 361-1.3(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") for a recyclables handling and recovery facility that accepts less than 250 tons/day based on a weekly average and generates residue below 15 percent of their intake based on a full year of operation.  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nTake Back Sites  |  No - Sites used for collection of recyclables similar in nature to those sold or distributed by the retailer or wholesaler are exempt, if the materials are collected for the purpose of recycling or reuse are exempt from the permitting and registration requirements of Subpart 361-1, pursuant to [ 361-1.2(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nSites operated by government or not for profit organizations that take back consumer goods  |  No - Sites operated by government or not for profit organizations that take back consumer goods for reuse or secondary marketing are exempt from the permitting and registration requirements of Subpart 361-1, pursuant to [ 361-1.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \n[ Redemption Center Registration ](/environmental-protection/recycling-composting/bottle-bill/how-to-become-redemption-center \"How To Become A Redemption Center\") |  Yes - If your non-retail business accepts empty containers for redemption from the public and pays the refund value, you are required to obtain a registration under Part [ 367 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Registration form (PDF) ](/docs/materials_minerals_pdf/367notify.pdf)  \nOrganic  Waste Management  Type of Facility/Activity & link to more information  |  Do I Need a Permit, Registration or   \nLicense?  |  How Do I Apply?   \n---|---|---  \nLand Application and Associated Storage under Part [ 361-2 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") |  A permit is required for:   \n\n  * Land application of biosolids; \n  * Large septage, or composting toilet residuals, haulers; \n  * Land application of industrial waste; \n  * Storage of biosolids and other industrial wastes at land application sites. \n\nA registration is required for:\n\n  * Land application of unrecognizable food processing waste \n  * Land application of papermill residuals; \n  * Land application and/or storage of septage, or composting toilet residuals, from a single hauler using one or two vehicles; \n  * Storage of > 20 cubic yards of visually recognizable food processing waste; \n  * Manure storage facilities accepting non-contaminated food scraps or food processing waste. \n\n|  For all land application and associated storage permits and registrations,\n[ please contact your DEC regional permit administrator ](/about/contact-\nus/permit-administrators \"Permit Administrators\") .  \nComposting and Other Organics Recycling Facilities under Part [ 361-3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") |  A permit is required for: \n\n  * Composting more than 10,000 cubic yards of yard trimmings per year; \n  * Composting more than 5,000 cubic yards (or 2,500 wet tons) of source separated organics per year; \n  * Anaerobic Digestion for >50 tons of waste per day; \n  * Fermentation of >10 tons of source separated organics per day; \n  * Other organics recycling facilities processing >10 tons of source separated organics per day \n  * Composting, Anaerobic Digestion, or other recycling technologies for biosolids, septage, or mixed solids waste. \n\nA registration is required for:\n\n  * Composting 3,000 - 10,000 cubic yards of yard trimmings per year; \n  * Composting up to 5,000 cubic yards (or 2,500 wet tons) of source separated organics per year (up to 1,000 lbs per week is exempt); \n  * Composting road-killed or routine animal mortalities; \n  * Anaerobic Digestion on a Concentrated Animal Feeding Operation (CAFO) with a Comprehensive Nutrient Management Plan (CNMP) \n  * Anaerobic Digestion for <50 tons of waste per day \n  * Fermentation of ,10 tons of source separated organics per day (up to 1,000 lbs per week is exempt); \n  * Animal Feed Facilities processing > 1,000 lbs (or one cubic yard) of food scraps per week. \n  * Other organics recycling facilities processing < 10 tons of source separated organics per day (up to 1,000 lbs per week is exempt). \n  * Composting more than 10K cubic yards of yard waste/yr; \n  * Composting more than 1K cubic yards of source separated organics/year \n  * Composting or other processing of biosolids, septage, or mixed solid waste. \n\n|  For all composting and other organics recycling facility permits and\nregistrations, [ please contact your DEC regional permit administrator\n](/about/contact-us/permit-administrators \"Permit Administrators\") .  \nMulch Processing Facilities under Part [ 361-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") |  A permit is required for: \n\n  * Mulch processing facilities with > 25,000 cubic yards of material on-site at any time. \n\nA registration is required for:\n\n  * Mulch processing facilities with 10,000 - 25,000 cubic yards of material on-site at any time \n\n|  For all mulch processing facility permits and registrations, [ please\ncontact your DEC regional permit administrator ](/about/contact-us/permit-\nadministrators \"Permit Administrators\") .  \nConstruction  & Demolition Debris Handling and Recovery Facility (CDDHRF)\nType of Facility/Activity  \n& link to more information  |  Do I Need a Permit, Registration   \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Construction & Demolition Debris Handling and Recovery Facility ](/environmental-protection/waste-management/solid-waste-management-facilities/construction-demolition-debris-processing \"Construction And Demolition Debris Processing Facilities\") |  Yes - A permit is required pursuant to [ 361-5.3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nCDDHRF - recognizable, uncontaminated concrete or other masonry materials, brick and rock  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of recognizable, uncontaminated concrete or other masonry materials, brick and rock pursuant to [ 361-5.2(a)(1) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - uncontaminated asphalt pavement or asphalt millings  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of uncontaminated asphalt pavement or asphalt millings pursuant to [ 361-5.2(a)(2) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - uncontaminated asphalt roofing shingles and roofing paper  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of uncontaminated asphalt roofing shingles and roofing paper pursuant to [ 361-5.2(a)(3) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - uncontaminated, unadulterated gypsum wallboard  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of uncontaminated, unadulterated gypsum wallboard pursuant to [ 361-5.2(a)(4) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - unadulterated, uncontaminated wood  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of unadulterated, uncontaminated wood pursuant to [ 361-5.2(a)(5) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - soil, sand, gravel or rock  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of soil, sand, gravel or rock pursuant to [ 361-5.2(a)(6) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - restricted-use fill and limited-use fill  |  Yes - A Part 360 registration is required for facilities that receive less than 500 tons per day based on a weekly average of restricted-use fill and limited-use fill pursuant to [ 361-5.2(a)(7) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCDDHRF - uncontaminated, source-separated recyclables generated from construction and demolition debris for use under an approved case-specific beneficial use determination  |  Yes - A Part 360 registration is required pursuant to [ 361-5.2(a)(8) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") for facilities that receive less than 500 tons per day based on a weekly average of uncontaminated, source-separated recyclables generated from construction and demolition debris for use under an approved case-specific beneficial use determination in accordance with 360.12.  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nWaste  Tire Handling and Recovery Facility  Type of Facility/ Activity  \n& link to more information  |  Do I Need a Permit, Registration   \nor License?  |  How Do I Apply?   \n---|---|---  \nWaste Tire Handling and Recovery Facility  |  Yes - A permit is required pursuant to [ 361-6.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") for facilities that do not meet the exemption or registration provisions of 361-6.  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nFacilities collecting and storing over 1000 tires  |  Yes - A registration is required pursuant to [ 361-6.3(a)(1) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") . Requirements of 361-6.3(a)(1)(i)-(ix) must be met.  |  [ Please contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nFacilities selling waste tires  |  Yes - A registration is required pursuant to [ 361-6.3(a)(2) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") . Requirements of 361-6.3(a)(2)(i)-(vi) must be met.  |  [ Please contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nFacilities with a valid registration with the U.S Department of Transportation as a retreader  |  Yes - A registration is required pursuant to [ 361-6.3(a)(3) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") . Requirements of 361-6.3(a)(3)(i)-(vi) must be met.  |  [ Please contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nFacilities that store less than 1000 tires at any time  |  No - This is an exempt facility pursuant to [ 360.14(b)(9) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nFacilities that are registered under 361-7 and store less than 1000 waste tires  |  No - This is an exempt facility pursuant to [ 361-6.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nMetal Processing and  Vehicle  Dismantling  Type of Facility/Activity & link to more information  |  Do I Need a Permit, Registration or   \nLicense?  |  How Do I Apply?   \n---|---|---  \n[ Motor Vehicle Repair Shops ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - Motor vehicle repair shops registered with the NYS DMV that store between 26 and 50 end-of-life vehicles on-site at any one time are required to obtain a registration pursuant to [ 361-7.3(a)(1) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Vehicle dismantling ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - Vehicle dismantling facilities that receive no more than 25 end-of-life vehicles per year and store no more than 50 end-of-life vehicles on-site at any one time are required to obtain a registration pursuant to [ 361-7.3(a)(2) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Scrap Metal Processors ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - Scrap metal processors that store more than 1000 cubic yards of metal are required to obtain a registration pursuant to [ 361-7.3(a)(3) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Motor Vehicle Repair Shops ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - Motor vehicle repair shops registered with the NYS DMV that store more than 50 end-of-life vehicles on-site at any one time are required to obtain a registration pursuant to [ 361-7.3(b)(1) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Vehicle dismantling ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - Vehicle dismantling facilities that receive more than 25 end-of-life vehicles per year or store more than 50 end-of-life vehicles on-site at any one time are required to obtain a registration pursuant to [ 361-7.3(b)(2) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Mobile Vehicle Crushers ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  Yes - A registration is required pursuant to [ 361-7.3(b)(3) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Motor Vehicle Repair Shops ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  No - Motor vehicle repair shops registered with the NYS DMV that store no more than 25 end-of-life vehicles on-site at any one time are exempt from the permitting and registration requirements of [ 361-7.2(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \n[ Scrap Metal Processors ](/environmental-protection/waste-management/solid-waste-management-facilities/vehicle-dismantling/article-27-title-23 \"Article 27 Title 23 Vehicle Dismantling Facilities\") |  No - Scrap metal processors that store no more than 1000 cubic yards of metal on-site at any one time are exempt from the permitting and registration requirements of 361-7 pursuant to [ 361-7.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nUsed Cooking Oil  and Yellow Grease Processing Facilities  Type of\nFacility/Activity  \n& link to more information  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \nUsed Cooking Oil and Yellow Grease Processing Facility  |  Yes - A permit is required pursuant to [ 361-8.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nFacilities receiving no more than 500,000 gallons per year for processing  |  Yes - A facility that receives no more than 500,000 gallons of used cooking oil and/ or yellow grease for processing requires a Part 360 registration rather than a permit pursuant to [ 361-8.3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nFacilities receiving no more than 1,000 gallons per year for processing  |  No - A facility that receives no more than 1,000 gallons of source-separated used cooking oil and/or yellow grease for processing are exempt from the permitting and registration requirements of 361-8, pursuant to [ 361-7.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") , provided that the resultant fuel, feedstock, or ingredient is used only on-site or in facility-owned vehicles.  |  N/A   \nNavigational Dredged Material  Handling and Recovery Facilities  Type of\nFacility/Activity  \n& link to more information  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \nNavigational Dredged Material Handling and Recovery Facility  |  Yes - A permit is required pursuant to [ 361-9.3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nFacilities that receive navigational dredged material for the purpose of amending the material with portland cement.  |  Yes - A Part 360 registration is required rather than a permit pursuant to [ 361-9.2 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nFacilities that receive navigational dredged material for the purpose of dewatering on pads or in enclosed geotextile tubes.  |  Yes - A Part 360 registration is required rather than a permit pursuant to [ 361-9.2 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n  \n  \n\nCombustion  Facilities and Thermal Treatment Facilities  Type of\nFacility/Activity  \n& link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Municipal Waste Combustor ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A permit is required pursuant to [ 362-1.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Solid Waste Pyrolysis Unit ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A permit is required pursuant to [ 362-1.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Refuse-Derived Fuel Processing Facility ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A permit is required pursuant to [ 362-1.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Facility that combusts or thermally treats waste tires ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A facility that combusts or thermally treats waste tires requires a Part 360 registration rather than a permit provided that the feedrate does not exceed 10 tons of waste tires per day and the facility meets the conditions of [ 362-1.3(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Facility that combusts or thermally treats uncontaminated, unadulterated wood ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A facility that combusts or thermally treats uncontaminated, unadulterated wood requires a Part 360 registration rather than a permit provided that the feedrate does not exceed 1,400 tons of uncontaminated, unadulterated wood per day and the facility meets the conditions of [ 362-1.3(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Facility that combusts or thermally treats used cooking oil and yellow grease ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A facility that combusts or thermally treats cooking oil or yellow grease requires a Part 360 registration rather than a permit provided that the feedrate does not exceed 1,000 gallons per day and the facility meets the conditions of [ 362-1.3(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Facility that stores, prior to combustion, an alternative fuel ](/environmental-protection/waste-management/solid-waste-management-facilities/combustion-and-thermal-treatment-facilities \"Combustion And Thermal Treatment Facilities\") |  Yes - A facility that stores, prior to combustion, an alternative fuel authorized by the department pursuant to Part 212 or 227 requires a Part 360 registration rather than a permit provided the facility meets the conditions of [ 362-1.3(d) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nCombustion facility that treats regulated medical waste generated onsite located at and operated by staff of a hospital, residential health care facility, diagnostic treatment center or clinical laboratory  |  No - A facility located at and operated by staff of a hospital, residential health care facility, diagnostic treatment center or clinical laboratory regulated under 10 NYCRR Part 70 that treats regulated medical waste generated onsite is exempt from the permitting and registration requirements of 362-1, pursuant to [ 362-1.2(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nFacility that combusts an alternative fuel  |  No - A facility that combusts an alternative fuel authorized by the department pursuant to Part 212 or 227 is exempt from the permitting and registration requirements of 362-1, pursuant to [ 362-1.2(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nAnimal Crematories  |  No - Animal crematories, except those that accept regulated medical waste, regulated pursuant to Part 219 are exempt from the permitting and registration requirements of 362-1, pursuant to [ 362-1.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \n  \n  \n\nMunicipal  Solid Waste Processing Facilities  Type of Facility/Activity  \n& link to more information  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \nMunicipal Solid Waste Processing Facility  |  Yes - A permit is required for facilities that perform post-collection separation and/or processing of MSW to recover recyclables or to produce refuse-derived fuel pursuant to [ 362-2 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nTransfer  Facilities  Type of Facility/Activity  \n& link to more information  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Transfer Facility ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  Yes - A permit is required pursuant to [ 362-3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Facilities that receive less than 50 tons of waste per day ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  Yes - A facility owned or operated by a municipality, or contracted by or on behalf of a municipality, that receive less than 50 tons of waste per day requires a Part 360 registration rather than a permit provided the facility meets the conditions of [ 362-3.3(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n[ Facilities that transfer waste from vehicle to vehicle ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  No - A facility where waste is transferred from vehicle to vehicle, including truck to train and truck to barge for shipment to another authorized facility is exempt from the permitting and registration requirements of 362-3 provided that the criteria in [ 362-3.2(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") are met.  |  N/A   \n[ Facilities that receive less than 20 cubic yards of residential waste per day ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  No - A facility owned or operated by a municipality, or contracted by or on behalf of a municipality, that receive less than 20 cubic yards of residential waste per day for shipment to another authorized facility is exempt from the permitting and registration requirements of 362-3 provided that the criteria in [ 362-3.2(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") are met.  |  N/A   \n[ Facilities that receive 5 cubic yards or less of source-separated organic waste per day ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  No - A facility that accepts no more than 5 cubic yards of source-separated organic waste per day for shipment to another authorized transfer or treatment facility is exempt from the permitting and registration requirements of 362-3 provided that the criteria in [ 362-3.2(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") are met.  |  N/A   \n[ Take Back Sites ](/environmental-protection/waste-management/solid-waste-management-facilities/transfer-facilities \"Transfer Facilities\") |  No - A facility at a retail or wholesale location used for collection of materials similar in nature to those sold or distributed by the retailer or wholesaler is exempt from the permitting and registration requirements of 362-3 pursuant to [ 362-3.2(d) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  N/A   \n  \n  \n\nHousehold  Hazardous Waste  Type of Facility/Activity & link to more Information  |  Do I Need a Permit, Registration   \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Household Hazardous Waste Collection Facility ](/environmental-protection/waste-management/solid-waste-management-facilities/household-hazardous-waste-collection-facilities \"Household Hazardous Waste Collection Facilities\") |  Yes - A permit is required for a permanent household hazardous waste collection and storage facility pursuant to [ 362-4.3 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nHousehold Hazardous Waste Collection Event  |  Yes - HHW collection events require a Part 360 registration rather than a permit so long as the events are held for no more than 24 days within a calendar year and meet the requirements of section [ 362-4.2 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") . The registration will be valid for one year from the date of issuance.  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nLandfills  Type of Facility/Activity  \n& link to more info  \n|  Do I Need a Permit, Registration  \nor License?  |  How Do I Apply?   \n---|---|---  \n[ Municipal Solid Waste Landfill ](/environmental-protection/waste-management/solid-waste-management-facilities/landfill-types \"Types Of Solid Waste Landfills In New York State\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Construction & Demolition Debris Landfill ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Papermill Sludge Monofill ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Industrial Monofill Landfill ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Long Island Landfill (Inside the Deep Flow Recharge) ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ Long Island Landfill (Outside the Deep Flow Recharge) ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \n[ MWC Ash Monofill ](/environmental-protection/waste-management/solid-waste-management-facilities/other-landfills \"Solid Waste Landfills\") |  Yes - A permit is required pursuant to [ 363-4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nLand Reclamation  |  Yes - To conduct reclamation of a landfill a Part 360 registration rather than a permit is required pursuant to [ 363-11.2(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nDisposal of waste generated from an owner-occupied single-family residence  |  No - Disposal of waste (with the exception of the wastes listed in 363-2.1(a)) generated from an owner-occupied single-family residence provided the disposal occurs on the property where the waste was generated is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nDisposal of waste generated from farm-related activities  |  No - Disposal of waste (with the exception of construction and demolition debris and the wastes listed in 363-2.1(a)) generated from farm-related activities provided the disposal occurs on a farm is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nAn individual grave for the burial of one animal carcass  |  No - An individual grave for the burial of one animal carcass is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nDisposal of up to ten road-killed animals in the right-of-way of a public highway  |  No - Disposal of up to ten road-killed animals in the right-of-way of a public highway is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(d) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nDisposal of drill cuttings generated by air/water based drilling methods, overburden, and tailings  |  No - Disposal of drill cuttings generated by air/water based drilling methods, overburden, tailings, and other similar mining and drilling waste is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(e) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") when generation and disposal occur at the same mine or well location subject to regulation under Parts 420-425 and 550-559.  |  **N/A**  \nBurial of no more than ten cubic yards of religious items  |  No - Burial of no more than ten cubic yards of religious items, limited to paper, parchment, leather, and fabric, is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(f) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nTree Debris Disposal Facility  |  No - A tree debris disposal facility, except those located in Nassau or Suffolk counties, meeting the conditions in 363-2.1(g) is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(g) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nDisposal of recognizable, uncontaminated concrete or concrete products, asphalt pavement, brick, glass, rock, and general fill from construction and demolition activities  |  No - A facility, except those located in Nassau or Suffolk counties, meeting the conditions in 363-2.1(h) where wastes consisting of recognizable, uncontaminated concrete or concrete products, asphalt pavement, brick, glass, rock and general fill from construction and demolition activities is accepted for disposal is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(h) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \nDisposal of waste generated by state or municipal highway projects and managed on highway rights-of way or municipally owned properties  |  No - A facility, except those located in Nassau or Suffolk counties, meeting the conditions in 363-2.1(i) where waste consisting only of recognizable, uncontaminated concrete or concrete products, asphalt pavement, brick, glass, rock, general fill, and restricted-use fill from construction and demolition activities generated by state or municipal highway projects and managed on highway rights or way or municipally owned properties is accepted for disposal is exempt from the permitting and registration requirements of Part 363, pursuant to [ 363-2.1(i) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  **N/A**  \n  \n  \n\n  \n\nMedical  Waste  Type of Facility/ Activity  \n& link to more information  |  Do I Need a Permit, Registration   \nor License?  |  How Do I Apply?   \n---|---|---  \nStorage of Radiological RMW at a Radio-pharmacy  |  Yes. Registration is required pursuant to [ 365-2.3(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nGenerator On-site Treatment of less than 500 pounds per month  |  Yes. Registration is required pursuant to [ 365-2.3(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nA Healthcare Facility That Treats, Stores or Disposes RMW from Other Generators Registered to Self-transport to the Facility, or are not Operated by the Healthcare Facility  |  Yes. Registration is required pursuant to [ 365-2.3(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nA Facility that Treats, Stores or Transfers RMW which is not Exempt or Subject to Registration under Sections 365-2.2 and 365-2.3  |  Yes. A permit is required pursuant to [ 365-2.4 ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional permit administrator ](/about/contact-us/permit-administrators \"Permit Administrators\")  \nStorage of OIW at the Site of Generation if more than 30 days  |  Yes. Registration is required pursuant to [ 365-3.3(a) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nOIW Storage and Transfer Locations Other than the Site of Generation  |  Yes. Registration is required pursuant to [ 365-3.3(b) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \nTemporary Treatment Devices Used for 90 days or less to Treat OIW at the Site of Generation  |  Yes. Registration is required pursuant to [ 365-3.3(c) ](/regulatory/regulations/chapter-iv \"Chapter IV- Quality Services\") .  |  [ Contact your DEC regional materials management staff ](/environmental-protection/waste-management/solid-waste-program/regional-materials-management-contacts \"Regional Materials Management Contacts\")  \n  \n  \n\n  \n\n[ Department of Environmental Conservation  ](/)\n\n  * [ Quick Links ]()\n    * [ About DEC ](/about)\n    * [ Hunting & Fishing Licenses ](/regulatory/permits-licenses/sporting-and-use/sporting/decals)\n    * [ DECinfo Locator ](/maps/interactive-maps/decinfo-locator)\n    * [ Events Calendar ](/get-involved/events)\n    * [ Press Releases ](/news/press-releases)\n    * [ Employment ](/about/employment)\n    * [ Apply for a Grant ](/get-involved/grant-applications)\n  * [ Help Center ]()\n    * [ Contact Us ](/about/contact-us)\n    * [ Accessibility Assistance ](/about/accessibility-for-persons-with-disabilities)\n    * [ Language Assistance ](/about/website-usage-and-policies/language-assistance)\n    * [ Nondiscrimination and Civil Rights ](/about/contact-us/federal-civil-rights-nondiscrimination-program)\n    * [ PDF Help ](/about/website-usage-and-policies/pdf-files)\n    * [ Help for Businesses ](/environmental-protection/help-for-businesses)\n    * [ Doing Business with DEC ](/about/doing-business)\n  * [ Resources ]()\n    * [ Website and Usage Policies ](/about/website-usage-and-policies)\n    * [ Privacy Policy ](/about/website-usage-and-policies/privacy-policy)\n    * [ Social Media Policy ](/about/website-usage-and-policies/social-media)\n    * [ Freedom of Information Law FOIL ](/news/foil)\n    * [ Donate ](https://www.naturalheritagetrust.org/dec)\n\n####  Subscribe to DEC's Conservationist Magazine\n\n_Conservationist_ is packed with informative articles, first-rate photography\nand stunning artwork.\n\n[ Subscribe ](https://www.simplecirc.com/subscribe/conservationist-magazine\n\"Subscribe\")\n\nConnect With Us\n\n  * [ Facebook ](https://www.facebook.com/NYSDEC)\n  * [ Instagram ](https://www.instagram.com/nysdec/)\n  * [ Threads ](https://www.threads.net/@nysdec)\n  * [ BlueSky ](https://bsky.app/profile/dec.ny.gov)\n  * [ X ](https://www.x.com/NYSDEC)\n  * [ LinkedIn ](https://www.linkedin.com/company/nys-department-of-environmental-conservation)\n  * [ YouTube ](https://www.youtube.com/user/nysdecvideos)\n  * [ Flickr ](https://www.flickr.com/photos/nysdec/)\n  * [ Podcast ](https://dec.ny.gov/news/podcast)\n\n",
                "url": "https://dec.ny.gov/regulatory/permits-licenses/waste-management-composting-recycling-permits"
            },
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            "summary": "Information from the New York State Department of Environmental Conservation on waste management permits.",
            "url": "https://dec.ny.gov/regulatory/permits-licenses/waste-management-composting-recycling-permits"
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            "summary": "SAP's environmental data on waste management from their integrated report.",
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                    "source": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
                },
                "page_content": "Division Links\n\n#  Explanation of Standard Industry Classification (SIC) Codes: UPDES Permits\n\nDownload SIC Codes specific and industrial sector-specific permitting\nrequirements. Questions? Contact the Utah [ Division of Water Quality\n](https://deq.utah.gov/water-quality/general-multi-sector-industrial-storm-\nwater-permit-updes-permits#contacts) .\n\n##  Sector: A\n\n[ Timber Products Facilities  \nOrnamental Shrub and Tree Service ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66973&eqdocs=DWQ-2023-200045)\n\n**Comments** : N/A\n\n**SIC Code** : 24, Except 2434, 0783\n\n##  Sector: B\n\n[ Paper and Allied Products Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66968&eqdocs=DWQ-2023-200046)\n\n**Comments** :  c\n\n**SIC Code** : 26\n\n##  Sector: C\n\n[ Chemical and Allied Products Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66976&eqdocs=DWQ-2023-200047)\n\n**Comments** : N/A\n\n**SIC Code** : 281-287, 289, 3952\n\n##  Sector: D\n\n[ Asphalt Paving, Roofing Materials, and Lubricant Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66971&eqdocs=DWQ-2023-200050)\n\n**Comments** : N/A\n\n**SIC Code** : 2951, 2952, 2992, 2999\n\n##  Sector: E\n\n[ Glass, Clay, Cement, Concrete, and Gypsum Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66972&eqdocs=DWQ-2023-200052)\n\n**Comments** : N/A\n\n**SIC Code** : 3211, 3221, 3229, 3241, 3231, 3251, 3253, 3255, 3259, 3261-65,\n3269, 3271-75, 3281, 3291, 3292, 3295, 3296, 3297, 3299\n\n##  Sector: F\n\n[ Primary Metals Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66977&eqdocs=DWQ-2023-200051)\n\n**Comments** : N/A\n\n**SIC Code** : 33\n\n##  Sector: G\n\n[ Metal Mines (Ore Mining and Dressing) ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66991&eqdocs=DWQ-2023-200056)\n\n**Comments** :  a\n\n**SIC Code** : 10\n\n##  Sector: H\n\n[ Coal Mines and Coal Mine-Related Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66981&eqdocs=DWQ-2023-200055)\n\n**Comments** :  a\n\n**SIC Code** : 12\n\n##  Sector: I\n\n[ Oil or Gas Extraction Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66982&eqdocs=DWQ-2023-200057)\n\n**Comments** : N/A\n\n**SIC Code** : 13, 2911\n\n##  Sector: J\n\n[ Mineral Mining and Processing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66983&eqdocs=DWQ-2023-200058)\n\n**Comments** :  a\n\n**SIC Code** : 14\n\n##  Sector: K\n\n[ Hazardous Waste Treatment Storage or Disposal Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66984&eqdocs=DWQ-2023-200059)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n##  Sector: L\n\n[ Landfills and Land Application Sites ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66988&eqdocs=DWQ-2023-200060)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n##  Sector: M\n\n[ Automobile Salvage Yards ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66985&eqdocs=DWQ-2023-200061)\n\n**Comments** : N/A\n\n**SIC Code** : 5015\n\n##  Sector: N\n\n[ Scrap Recycling and Waste Recycling Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66990&eqdocs=DWQ-2023-200062)\n\n**Comments** : N/A\n\n**SIC Code** : 5093\n\n##  Sector: O\n\n[ Steam Electric Power Generating Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66987&eqdocs=DWQ-2023-200063)\n\n**Comments** : N/A\n\n**SIC Code** : Active Sites\n\n##  Sector: P\n\n[ Motor Freight Transportation Facilities, Passenger Transportation\nFacilities, Petroleum Bulk Oil Stations and Terminals, the United States\nPostal Service, or Railroad Transportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66989&eqdocs=DWQ-2023-200064)\n\n**Comments** :  b\n\n**SIC Code** : 40-43, 5171, 4221-4225\n\n##  Sector: Q\n\n[ Vehicle Maintenance Areas and Equipment Cleaning Areas of Water\nTransportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66992&eqdocs=DWQ-2023-200065)\n\n**Comments** :  b\n\n**SIC Code** : 44\n\n##  Sector: R\n\n[ Ship or Boat Building and Repair Yards ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66996&eqdocs=DWQ-2023-200066)\n\n**Comments** : N/A\n\n**SIC Code** : 373\n\n##  Sector: S\n\n[ Vehicle Maintenance Areas, Equipment Cleaning Areas or Airport Deicing\nOperations located at Air Transportation Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66993&eqdocs=DWQ-2023-200067)\n\n**Comments** :  b\n\n**SIC Code** : 45\n\n##  Sector: T\n\n[ Wastewater Treatment Works ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66997&eqdocs=DWQ-2023-200068)\n\n**Comments** :  d\n\n**SIC Code** : 1.0 MGD or More\n\n##  Sector: U\n\n[ Food and Kindred Products Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67001&eqdocs=DWQ-2023-200069)\n\n**Comments** : N/A\n\n**SIC Code** : 20, 21\n\n##  Sector: V\n\n[ Textile Mills, Apparel and other Fabric Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66999&eqdocs=DWQ-2023-200070)\n\n**Comments** : N/A\n\n**SIC Code** : 22, 23, 31 Except 3111\n\n##  Sector: W\n\n[ Furniture and Fixture Manufacturing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67004&eqdocs=DWQ-2023-200071)\n\n**Comments** : N/A\n\n**SIC Code** : 2434, 251-254, 259\n\n##  Sector: X\n\n[ Printing and Publishing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67003&eqdocs=DWQ-2023-200072)\n\n**Comments** : N/A\n\n**SIC Code** : 2711-2732, 2741, 2752, 2754, 2759,2761-2791, 2796\n\n##  Sector: Y\n\n[ Rubber and Miscellaneous Plastic Product Manufacturing Facilities\n](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67000&eqdocs=DWQ-2023-200073)\n\n**Comments** : N/A\n\n**SIC Code** : 30, 39\n\n##  Sector: Z\n\n[ Leather Tanning and Finishing Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=66998&eqdocs=DWQ-2023-200074)\n\n**Comments** : N/A\n\n**SIC Code** : 3111\n\n##  Sector: AA\n\n[ Facilities That Manufacture Metal Products including Jewelry, Silverware and\nPlated Ware ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67007&eqdocs=DWQ-2023-200076)\n\n**Comments** : N/A\n\n**SIC Code** : 34, 391\n\n##  Sector: AB\n\n[ Facilities That Manufacture Transportation Equipment, Industrial or\nCommercial Machinery ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67008&eqdocs=DWQ-2023-200077)\n\n**Comments** : N/A\n\n**SIC Code** : 35 Except 357; 37 Except 373\n\n##  Sector: AC\n\n[ Facilities That Manufacture Electronic and Electrical Equipment and\nComponents, Photographic and Optical Goods ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67010&eqdocs=DWQ-2023-200078)\n\n**Comments** : N/A\n\n**SIC Code** : 36, 38, 357\n\n##  Sector: AD\n\n[ Non-Classified Facilities ](https://lf-\npublic.deq.utah.gov/WebLink/ElectronicFile.aspx?docid=67006&eqdocs=DWQ-2023-200079)\n\n**Comments** : N/A\n\n**SIC Code** : Others as Designated\n\n##  Comments\n\n  1. Oil and gas facilities are not required to obtain permit coverage, so long as they meet the requirements set for in UAC R317-8-11.3(2)(a)(3). \n  2. Disposal facilities that have been properly closed and capped and have no significant materials exposed to storm water, are considered inactive and do not require permits. \n  3. Municipal Solid Waste Landfill Areas Closed in Accordance with 40 CFR 258.60 are considered inactive and do not require permits. \n  4. Transportation facilities which have vehicle maintenance shops, equipment cleaning operations, or airport deicing operations. Only those portions of the facility that are either involved in vehicle maintenance, such as vehicle rehabilitation, mechanical repairs, painting, fueling, and lubrication, equipment cleaning operations, airport deicing operations, or which are otherwise identified under Subsections R317-8-11.3(6)(d)(1) through R317-8-11.3(6)(d)(7) or R317-8-11.3(6)(d)(9) through R317-8-11.3(6)(d)(10) are associated with industrial activity. \n  5. Treatment works treating domestic sewage or any other sewage sludge or wastewater treatment device or system, used in the storage treatment, recycling, and reclamation of municipal or domestic sewage, including land dedicated to the disposal of sewage sludge that are located within the confines of the facility, with a design flow of 1.0 MGD or more, or required to have an approved pretreatment program. Not included are farm lands, domestic gardens or lands used for sludge management where sludge is beneficially reused and which are not physically located in the confines of the facility, or areas that are in compliance with requirements for disposal of sewage sludge. \n  6. If an industry is not classified in this table, the Division Director may still designate the facility for permitting based upon water quality impacts. In this case they would be permitted under Sector AD. \n\n* * *\n\nLast Updated:\n\nFebruary 21, 2025 10:35 AM\n\nCategories:\n\n[ Permits ](https://deq.utah.gov/category/permits) [ Water Quality\n](https://deq.utah.gov/category/water-quality)\n\nTags:\n\n[ UPDES Discharge Permits ](https://deq.utah.gov/tag/updes-discharge-permits)\n\n[ ](/)\n\n[ Today\u2019s Air Quality ](http://air.utah.gov/)\n\n[ Permit Wizard ](https://deq.utah.gov/permits/permit-guide/permit-guide-\nintroduction)\n\n[ Report an Incident ](https://deq.utah.gov/general/report-an-incident)\n\n[ Records Request ](https://deq.utah.gov/general/records-request-government-\nrecords-access-and-management-act-grama)\n\n195 North 1950 West, Salt Lake City, UT 84116  \nOffice: [ (801) 536-4000 ](tel:8015364000)  \nEnvironmental Incidents: [ (801) 536-4123 ](tel:8015364123)\n\n[ ](https://deq.utah.gov/general/contact-deq)\n\nBack to top  __\n\n",
                "url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
            },
            "reason": "This is a page from the Utah Department of Environmental Quality (.gov domain) explaining SIC codes for water discharge permits. Government websites are generally reliable sources of factual information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "Information from the Utah Department of Environmental Quality explaining SIC codes for water discharge permits.",
            "url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
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                    "source": "https://www.sciencedirect.com/science/article/pii/S2542435122002860"
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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:** 9355f54668d14bb5 \n  * **IP Address:** 34.96.35.30 \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",
                "url": "https://www.sciencedirect.com/science/article/pii/S2542435122002860"
            },
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            "url": "https://www.sciencedirect.com/science/article/pii/S2542435122002860"
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                    "resource_type": "webpage",
                    "source": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
                },
                "page_content": "#  SGI target: reduce carbon emissions by 278 mtpa by 2030\n\nA mission to accelerate Saudi Arabia\u2019s green energy transition and mitigate\nthe impacts of climate change.\n\n  * [ SAUDI & MIDDLE EAST GREEN INITIATIVES ](/)\n  * [ About SGI ](/about-sgi/)\n  * Reducing emissions \n\n##  Paving the way to net zero emissions by 2060\n\n######  Saudi Arabia is taking a multidimensional approach to emissions\nreduction.\n\nThe Kingdom has committed to have 50% of its power generated from renewable\nsources by 2030. Beyond a domestic energy mix transformation, SGI is steering\na range of ambitious initiatives that will reduce emissions. These include\ninvesting in new energy sources, improving energy efficiency, and developing a\ncarbon capture and storage program.\n\nTogether, these initiatives will help Saudi Arabia meet its climate goals and\nensure a sustainable future.\n\n###  Reducing emissions is essential in the fight against climate change\n\n#####  Efforts across the Kingdom are already having a positive impact.\n\n  * 6.2 GW \n\nRenewable energy capacity connected to the grid\n\n  * 44.2 GW \n\nRenewable energy capacity under development\n\n  * 7 million \n\nHomes could be powered by renewables under development\n\n  * 100-130 GW \n\nRenewable energy capacity to be tendered by 2030\n\n##  Saudi Arabia takes a whole-of-society approach to reach its emissions\nreduction goals.\n\n####  Action 1\n\n###  Implementing the CCE framework\n\nAccelerating broad implementation of the Circular Carbon Economy National\nProgram to reduce, reuse, recycle and remove CO  2  emissions.\n\n####  Action 2\n\n###  Investing in renewable energy\n\nChanging the Kingdom\u2019s current energy mix towards a more sustainable one,\nconsisting of 50% renewable energy.\n\n####  Action 3\n\n###  Spearheading a new sustainable energy source\n\nBecoming the world\u2019s leading producer and exporter of clean hydrogen.\n\n####  Action 4\n\n###  Increasing energy efficiency\n\nEnhancing Saudi Arabia\u2019s Energy Efficiency Program (SEEP).\n\n####  Action 5\n\n###  Transforming waste management\n\nUndertaking an ambitious waste management transformation project in Riyadh.\n\n} }\n\n##  Saudi Arabia\u2019s journey to net zero\n\n#####  Green Hydrogen Project\n\n(under development)\n\n######  Oxagon, NEOM, Tabuk Province\n\nBy 2026 will have the capacity to produce 250,000 tons of green hydrogen\nannually\n\n#####  Sudair Solar PV Project\n\n######  Sudair, Riyadh Province\n\n  * Connected: 1,500 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Sakaka Solar PV project\n\n######  Sakaka City, Al Jouf Province\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Dumat Al Jandal Wind Project\n\n######  Dumat Al-Jandal, Al-Jouf Province\n\n  * Connected: 400 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Aramco Research Center\n\n######  KAUST (Thuwal, Makkah Province)\n\nWill spur innovation for the Circular Carbon Economy\n\n#####  Layla Solar PV Project\n\n######  Layla, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 91 MW \n  * Under Development: N/A \n\n#####  AlUla solar energy hubs\n\n(under development)\n\n######  AlUla, Medina Province\n\n500MW+ generation capacity\n\n#####  Rabigh Solar PV Project\n\n######  Rabigh Industrial City, Makkah\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: 300 MW \n\n#####  Jeddah Solar PV Project\n\n######  Jeddah Industrial City, Western Province\n\n  * Connected: 300 MW \n  * Under Construction: N/A \n  * Under Development: N/A \n\n#####  Ar Rass Solar PV Project\n\n######  Ar Rass, Al Qassim Province\n\n  * Connected: 700 MW \n  * Under Construction: 2,000 MW \n  * Under Development: N/A \n\n#####  Saad Solar PV Project\n\n######  Sa'ad, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 300 MW (Plant 1) and 1,125 MW (Plant 2) \n  * Under Development: N/A \n\n#####  Shuaibah Solar PV Project\n\n######  Al Shuaibah, Makkah Province\n\n  * Connected: 600 MW \n  * Under Construction: 2,060 MW \n  * Under Development: N/A \n\n#####  Al Ghat Wind Project\n\n######  Al Ghat, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 600 MW \n\n#####  Wa\u2019ad Al Shamal Wind Project\n\n######  Waad Al Shamal, Northern Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 500 MW \n\n#####  Al Henakiyah Solar PV project\n\n######  Al Henakiyah, Al Madinah Province\n\n  * Connected: N/A \n  * Under Construction: 1,100 MW \n  * Under Development: 400 MW \n\n#####  Tubarjal Solar PV project\n\n######  Tabarjal, Al-Jawf Province\n\n  * Connected: N/A \n  * Under Construction: 400 MW \n  * Under Development: N/A \n\n#####  Wadi Al Dawaser Solar PV\n\n######  Wadi al-Dawasir, Riyadh Province\n\n  * Connected: N/A \n  * Under Construction: 112 MW \n  * Under Development: N/A \n\n#####  Al Kahfah Solar PV Park\n\n######  Al Kahafah, Eastern Province\n\n  * Connected: N/A \n  * Under Construction: 1,425 MW \n  * Under Development: N/A \n\n#####  Al Sadawi Solar PV Project\n\n######  As Sadawi, Eastern Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Al Masa'a Solar PV Project\n\n######  \u1e24a'il Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 1,000 MW \n\n#####  Muwayh Solar PV Project\n\n######  Al Muwayh, Makkah Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Al Khushaybi Solar PV Project\n\n######  Al Khushaybi, Qassim Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 1,500 MW \n\n#####  Haden Solar PV Project\n\n######  Ateef, Makkah Province\n\n  * Connected: N/A \n  * Under Construction: N/A \n  * Under Development: 2,000 MW \n\n#####  Carbon Capture and Storage (CCS) hub JV\n\n(under development)\n\n######  Jubail Industrial City, Eastern Province\n\nObjective to capture 9 mtpa of CO  2  starting in 2027 and 44 mtpa by 2035.\n\n2030\n\n######  278  mtpa  CO  2  e  emissions reduced\n\n2060\n\n######  KSA  Net zero\n\n  * __ Wind Project \n  * __ Solar PV project \n  * __ green hydrogen facility \n  * __ carbon capture \n\n###  One emissions reduction target, many contributing initiatives\n\nAmbitious initiatives are being implemented across Saudi Arabia to combat the\nimpacts of climate change and create a cleaner, greener future for all. These\ninclude implementing comprehensive energy efficiency programs, making\nsignificant investments in clean hydrogen and renewable energy sources, and\ndeveloping cutting-edge carbon capture technology.\n\n[ __ Explore Saudi\u2019s initiatives to reduce emissions  __ ](/sgi-initiatives/)\n\n####  Discover SGI\u2019s other targets\n\n####  Greening Saudi\n\n[ Learn more  ](/about-sgi/sgi-targets/greening-saudi/plant-10-billion-trees/)\n\n####  Protecting land and sea\n\n[ Learn more  ](/about-sgi/sgi-targets/protecting-land-and-sea/protecting-\nsaudi-arabia-s-land-and-sea/)\n\n####  Follow our journey towards a green future\n\n  * [ Announcements ](/knowledge-hub/?type=Announcements)\n\n  * [ SGI Day ](/knowledge-hub/?topic=SGIDay)\n\n####  SGI DAY 2025: PROMOTING A CULTURE OF ENVIRONMENTAL STEWARDSHIP\n\nMarch 27, 2025  [ Read More ](/knowledge-hub/sgi-day-2025-promoting-a-culture-\nof-environmental-stewardship/)\n\n  * [ Video ](/knowledge-hub/?type=Video)\n  * [ Highlights ](/knowledge-hub/?type=Highlights)\n\n  * [ Events ](/knowledge-hub/?topic=Events)\n  * [ SGI Forum ](/knowledge-hub/?topic=SGIForum)\n\n####  The fourth edition of Saudi Green Initiative Forum welcomed 1,500+\ndelegates to 20+ sessions, delivered progress on all targets\n\nDecember 05, 2024  [ Read More ](/knowledge-hub/the-fourth-edition-of-saudi-\ngreen-initiative-forum-welcomed-1-500plus-delegates-to-20plus-sessions-\ndelivered-progress-on-all-targets/)\n\n  * [ Announcements ](/knowledge-hub/?type=Announcements)\n  * [ Highlights ](/knowledge-hub/?type=Highlights)\n\n  * [ Events ](/knowledge-hub/?topic=Events)\n  * [ SGI Forum ](/knowledge-hub/?topic=SGIForum)\n  * [ Greening Saudi ](/knowledge-hub/?topic=GreeningSaudi)\n  * [ Marine protection ](/knowledge-hub/?topic=Marineprotection)\n  * [ Land protection ](/knowledge-hub/?topic=Landprotection)\n  * [ Emissions Reduction ](/knowledge-hub/?topic=EmissionsReduction)\n\n####  Saudi Arabia advances climate action at the 2024 SGI Forum\n\nDecember 03, 2024  [ Read More ](/knowledge-hub/saudi-arabia-advances-climate-\naction-at-the-2024-sgi-forum/)\n\n[ __ View all news  __ ](/knowledge-hub/)\n\n####  Stay up to date with the latest from SGI and MGI\n\nAre you interested in the action being taken to achieve SGI\u2019s and MGI\u2019s goals?\nStay updated on new initiatives and innovations as they happen. Sign up to our\nnewsletter to have the latest updates delivered directly to your inbox.\n\n  * [ Get In Touch ](/contact-us)\n  * [ Privacy Policy ](/privacy-policy/)\n  * [ Terms of Use ](/terms-of-use/)\n\n\u00a9 2024 Saudi Green Initiatives\n\n  * [ ](https://twitter.com/gi_saudi)\n  * [ ](https://www.linkedin.com/company/saudi-green-initiative)\n  * [ ](https://www.facebook.com/SaudiGreenInitiative)\n  * [ ](https://www.instagram.com/gi_saudi)\n  * [ ](https://www.youtube.com/@gi_saudi/streams)\n\nWe use cookies to ensure that we give you the best experience on our website.\nIf you click \u201cAccept Cookies\u201d, or continue browsing, you consent to their use.\nTo learn more about how we collect and use cookies, please read our Cookies\nPolicy\n\n",
                "url": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
            },
            "reason": "This is the official website of the Saudi Green Initiative, a government-led program. Official government websites are generally reliable sources of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of the Saudi Green Initiative.",
            "url": "https://www.sgi.gov.sa/about-sgi/sgi-targets/reduce-carbon-emissions/"
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                    "source": "https://wgsmartsavings.com/programs-rebates/md/small-business"
                },
                "page_content": "Skip to main content\n\n##  Small Business Owners Are Saving Energy and Money With Washington Gas\n\nSmart decisions are especially important to small businesses. Every dollar\ncounts. And Washington Gas offers solutions and technical assistance to help\nyour small business save big.\n\nWe\u2019re on a mission to help businesses like yours cover the cost of high-\nefficiency natural gas equipment. Why? Investing in energy efficiency allows\nyou to:\n\n  * Reinvesting savings into your business \n  * Greater equipment reliability \n  * Less downtime from equipment failures \n\nFrom new construction to renovations at existing buildings, equipment upgrades\ncan be complex and costly. That\u2019s where we can help. We\u2019ll work with you to\nhelp find potential savings every step of the way.\n\n##  Incentive-Eligible Equipment\n\nWhether you\u2019re renovating or starting a new construction project, Washington\nGas incentives can help make energy-efficient equipment more affordable.\nPopular equipment upgrades for small businesses include:\n\n  * Water and space heating equipment \n  * HVAC tune-ups \n  * Boilers \n  * And more \n\n**Don\u2019t see prescriptive incentive measures that apply to your project?** You\nmay qualify for financial incentives through the **Custom Business Solutions**\nprogram!\n\n  * Review the [ Custom technical sheet ](https://visionelements.programprocessing.com/Framework/Washingtongas/WG_Tech_Sheet_Custom.Pdf) and contact a Washington Gas representative at [ WashGasBusiness@icf.com ](mailto:WashGasBusiness@icf.com)\n\nFood Service\n\n     **ELIGIBLE EQUIPMENT** |  **EFFICIENCY REQUIREMENT** |  **REBATE**  \n---|---|---  \nCombination Oven - Half Size  |  ENERGY STAR Certified  |  $1,200/unit   \nCombination Oven - Full Size  |  ENERGY STAR Certified  |  $2,200/unit   \nConvection Oven  |  ENERGY STAR Certified  |  $1,000/unit   \nConveyor Oven  |  ENERGY STAR Certified  |  $1,500/unit   \nRack Oven - Single  |  ENERGY STAR Certified  |  $3,000/unit   \nRack Oven - Double  |  ENERGY STAR Certified  |  $4,000/unit   \nGas Fryer - Standard Vat or Large Vat  |  ENERGY STAR Certified  |  $1,500/Unit   \nGas Griddle - Single  |  ENERGY STAR Certified  |  $750/unit   \nGas Griddle - Double  |  ENERGY STAR Certified  |  $1,250/unit   \nGas Steam Cooker < 6 Pans  |  ENERGY STAR Certified  |  $750/unit   \nGas Steam Cooker > 6 Pans  |  ENERGY STAR Certified  |  $1,000/unit   \nCommercial Dishwasher  |  ENERGY STAR Certified  |  $600/unit   \nSpray Rinse Valve  |  EPA WaterSense Certified  |  $30/unit   \nKitchen Demand Vent. Controls \u2264 7.5 HP  |  N/A  |  $200 / HP of Motor   \nBroiler  |  ENERGY STAR Certified  |  $500/unit   \nRotisserie Oven  |  ENERGY STAR Certified  |  $525/unit   \n  \nBoiler Systems\n\n     **ELIGIBLE EQUIPMENT** |  **CAPACITY** |  **EFFICIENCY REQUIREMENT** |  **REBATE**  \n---|---|---|---  \nSmall Boiler Tier 1  |  < 300 MBH  |  \u2265 90% AFUE  |  $2.50/MBH   \nSmall Boiler Tier 2  |  < 300 MBH  |  > 92% AFUE  |  $3.00/MBH   \nLarge Boiler  |  \u2265 300 and \u22645,000 MBH  |  \u2265 94% TE  |  $4.00/MBH   \nCut Out Control  |  \u2264 2,500 MBH  |  N/A  |  $0.25/MBH   \nOutdoor Air Reset  |  \u2264 1,000 MBH  |  N/A  |  $0.25/MBH   \nHigh Pressure Steam Trap  |  N/A  |  \u2265 75 PSIG, Tested  |  $300/unit   \nMedium Pressure Steam Trap  |  N/A  |  \u2265 15 PSIG, Tested  |  $180/unit   \n  \nHVAC Tune-Up\n\n     **ELIGIBLE EQUIPMENT** |  **INSULATION** |  **EFFICIENCY REQUIREMENT** |  **REBATE**  \n---|---|---|---  \nPipe Wrap  |  \u2265 1\u201d- 2\u201d thick  |  \u2265 1\u201d of Insulation for Indoor Pipes \u2265 2\u201d of Insulation for Outdoor Pipes  |  $3.00/foot   \nPipe Wrap  |  > 2\u201d- 4\u201d thick  |  \u2265 1\u201d of Insulation for Indoor Pipes \u2265 2\u201d of Insulation for Outdoor Pipes  |  $5.00/foot   \nWater Heater Wrap  |  N/A  |  \u2265 1\u201d of Insulation for Indoor Tanks \u2265 2\u201d of Insulation for Outdoor Tanks  |  $60   \nWater Heater Temperature Setback  |  N/A  |  N/A  |  $20   \n  \nWater and Space Heating\n\n     **ELIGIBLE EQUIPMENT** |  **CAPACITY** |  **EFFICIENCY REQUIREMENT** |  **REBATE**  \n---|---|---|---  \nLarge Furnace  |  \u2265 225 and \u2264 500 MBH  |  \u2265 95% AFUE  |  $2.00/MBH   \nSmall Furnace Tier 1  |  < 225 MBH  |  \u2265 92% AFUE  |  $1.25/MBH   \nSmall Furnace Tier 2  |  < 225 MBH  |  > 95% AFUE  |  $2.25/MBH   \nInfrared Heater  |  \u2264 500 MBH  |  N/A  |  $1.00/MBH   \nWi-Fi Enabled Thermostat  |  N/A  |  N/A  |  $100/unit   \nLarge Storage Water Heater  |  > 75 MBH  |  \u2265 94% TE  |  $700/unit   \nSmall Storage Water Heater  |  \u2264 75 MBH  |  \u2265 0.66 UEF  |  $400/unit   \nLarge Tankless Water Heater  |  > 200 MBH  |  \u2265 86% TE  |  $700/unit   \nSmall Tankless Water Heater  |  \u2264 200 MBH  |  \u2265 0.82 UEF  |  $425/unit   \nVolumetric Water Heater  |  \u2264 1,000 MBH  |  \u2265 86% TE  |  $0.75/MBH   \n  \nMiscellaneous High-Efficiency Measures\n\n     **ELIGIBLE EQUIPMENT** |  **EFFICIENCY REQUIREMENT** |  **REBATE**  \n---|---|---  \nGas Modulating Valve  |  N/A  |  $800/unit   \nGas-Fired Pool Heater  |  \u2265 84% TE  |  $800/unit   \nResidential Gas Dryer  |  ENERGY STAR Certified  |  $100/unit   \nResidential Clothes Washer  |  ENERGY STAR Certified  |  $35/unit   \nResidential Dishwasher  |  ENERGY STAR Certified  |  $100/unit   \n  \nWater/Space Heating & Controls\n\n     **ELIGIBLE EQUIPMENT** |  **CAPACITY** |  **EFFICIENCY REQUIREMENT** |  **INCENTIVE**  \n---|---|---|---  \nHybrid Water Heater  |  < 400 MBH  |  \u2265 94% TE  |  $650 / Unit   \nOzone Laundry  |  Actual Lbs-Capacity for Laundromats, or \u2264 254.38 Lbs-Capacity for Hotel/Motel, Fitness/Recreation, Healthcare, or Assisted Living  |  New Ozone Laundry System  |  $15 / Lb-Capacity   \nMultifamily Central Domestic Hot Water Plants  |  \u2265 300 and \u2264 3,000 MBH  |  \u2265 88% TE  |  $4.00 / MBH   \nControls for Central Domestic Hot Water  |  N/A  |  New Demand Controller Circulation Kit for Gas-Fired CDHW System  |  $750 / Unit   \nLinkageless Boiler Controls for Space Heating  |  N/A  |  New Linkageless Control System for Boiler Burner  |  $2000 / Unit   \nSmall Business Furnace and Rooftop Unit Tune-Up*  |  > 50 MBH and < 500 MBH for < 75,000 sq. ft. facility  |  Inspect/Clean/Adjust Furnace or Rooftop Unit and Appurtenances for Correct and Efficient Operation  |  $140 / Tune-Up   \n  \n##\n\n##  Let's Get Started\n\nWe\u2019re here to help. Washington Gas offers incentives and technical assistance\nto help you save. Follow these steps to receive an incentive:\n\n  1. Review your energy efficiency opportunities.\u200b \n  2. Check that any new equipment would qualify for an incentive.\u200b \n  3. Review our [ participating service providers ](/network/business/find) and identify an installation contractor for your project OR ensure any non-participating installation contractor you\u2019re working with [ registers ](https://wgcp.customerapplication.com/) with Washington Gas. \n  4. Work with your participating service provider to submit your [ **incentive application** ](https://wgcommercial-eb.customerapplication.com/Apply) for pre-approval before purchasing new equipment or removing existing equipment. \u200b \n  5. Work with your participating service provider and/or installation contractor to install your new equipment and submit the final paperwork.\u200b \n  6. Enjoy your savings \n\n[ Find a Service Provider ](/network/business/find)\n\nSources: epa.gov, energystar.gov\n\nEmPOWER Maryland programs are funded by a charge on your energy bill. EmPOWER\nprograms can help you reduce your energy consumption and save you money. [\nLearn more ](https://energy.maryland.gov/Pages/Facts/empower.aspx) about\nEmPOWER Maryland.\n\n[ washingtongas.com ](https://www.washingtongas.com)\n\n* * *\n\n\u00a9WGL Holdings, Inc. All Rights Reserved\n\n[ Privacy Policy ](https://www.washingtongas.com/privacy-policy) [ Security\nPolicy ](https://www.washingtongas.com/security-policy) [ Terms of Use\n](https://www.washingtongas.com/terms)\n\nDownload the new **My Washington Gas App** available in the Apple App Store or\nGoogle Play Store, where you can manage your account at your fingertips! Why\ncall when you can click?\n\n  \n[ ](https://apple.co/3SVFvG4) [ ](https://bit.ly/4cAwoBN)\n\n",
                "url": "https://wgsmartsavings.com/programs-rebates/md/small-business"
            },
            "reason": "This website provides information about energy efficiency programs and rebates for small businesses in Maryland. While the specific source and authority aren't explicitly stated, it appears to be a resource provided by a utility or energy efficiency program administrator, making it moderately reliable.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Information about energy efficiency programs and rebates for small businesses in Maryland.",
            "url": "https://wgsmartsavings.com/programs-rebates/md/small-business"
        },
        {
            "content": {
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                    "source": "https://citiesclimatefinance.org/financial-instruments/cases/energy_efficient_mortgages_action_plan_eemap_green_mortgages_in_the_european_union_to_incentivise_energy_efficient_homes"
                },
                "page_content": "[ back to Library ](https://citiesclimatefinance.org/financial-\ninstruments#case-studies)\n\n#####  Description\n\nAn energy efficiency revolution needed to rapidly reduce the 40% of Europe\u2019s\ncarbon emissions that come from its buildings \u2013 a staggering 97% of which are\ninefficient.[1] Estimates show that Europe will miss its climate targets\nunless it renovates at least 23,000 homes every day until 2050.[2] In June\n2018, 37 major European banks launched EeMAP as a new energy efficiency\nmortgage pilot scheme. Some of Europe\u2019s largest banks are participating in the\npilot, including BNP Paribas, ING Bank, Nordea Bank and Soci\u00e9t\u00e9 G\u00e9n\u00e9rale. The\nbanks and financial institutions involved in the scheme represent a combined\nlending power of over \u20ac3 trillion/USD 3.2 TN, equal to around 20% of the EU\u2019s\nGDP.[3] They are motivated to support the scheme as lower utility costs and\ntheir ability to hold their value better over time mean green homes are\nincreasingly recognised as less risky investments for both borrowers and\nlenders. Additionally, there is rapidly growing investor demand for green\nmortgage-backed bonds, helping make the business case for lenders to provide\nmore attractive mortgages to those opting for greener homes.\n\n#####  Location\n\nEU states\n\n#####  Region\n\nWestern Europe\n\n#####  Instrument\n\n[ Asset-based securities (ABS) or securitization\n](https://citiesclimatefinance.org/financial-instruments/instruments/asset-\nbased_securities_abs_or_securitization)\n\n#####  Instrument category\n\nAggregation models\n\n#####  Secondary instruments\n\nN/A\n\n[ ](https://citiesclimatefinance.org/financial-instruments/instruments/)\n\n#####  Project size (range)\n\n> USD 200M\n\n#####  Project size (details)\n\nUSD 3.19TN\n\n#####  Implementer\n\nA consortium led by the European Mortgage Federation \u2013 European Covered Bond\nCouncil (EMF-ECBC)\n\n#####  Year of financial closure\n\n2018\n\n#####  Client\n\nHouseholds and commercial borrowers\n\n#####  Primary financer\n\n37 major European banks including BNP Paribas, ING Bank, Nordea Bank and\nSoci\u00e9t\u00e9 G\u00e9n\u00e9rale.\n\n#####  Other co-financers\n\nN/A\n\n#####  Other contributors\n\nCa\u2019Foscari University of Venice, RICS, European Regional Network of Green\nBuilding Councils, E.ON, SAFE Goethe University Frankfurt.\n\n#####  Other transaction participants\n\nParticipating households applying for an energy efficiency mortgage under the\nscheme\n\n#####  Barriers addressed\n\nReduced cost for private household energy efficiency investments: The EU has\nincreased the amount of public funds available for energy efficiency, but the\nEuropean Commission has indicated that there is a need to boost private energy\ninvestments \u2013 the EeMAP (Energy efficient Mortgages Action Plan) initiative is\nintended to deliver a concrete, market-led finance solution to help bridge the\ngap. Investments in building performance improvements can help to free-up\ndisposable income for borrowers through lower utility bills and can enhance\nproperty value. As a result, they can reduce credit risk, so they are a win-\nwin for lenders, investors, consumers and climate.\n\n#####  Financing structure\n\nHomebuyers across the EU are offered better borrowing rates on mortgages to\npurchase more energy-efficient homes or commit to implementing energy-saving\nwork within properties. Banks providing lower interest rates for mortgages\nthat meet the scheme\u2019s energy efficiency criteria, which are: 1\\. For new\nbuilds: These meet national \u2018nearly zero-energy building\u2019 standards, as\nrequired by EU climate regulations; OR they are 20% better than national\nstandards if nearly zero energy standards are not already in place. For\nrenovations: A 30% reduction in energy demand is achieved, with a new \u2018Energy\nPerformance Certificate\u2019 issued after the renovation works.\n\n#####  Suitability for cities in low-and-middle income countries (detail)\n\nYes. This pilot scheme is implemented in the EU with lending from large\ncommercial banks. This scheme could be implemented in LMIC, which has a highly\ncapitalised financial market and a developed energy efficiency services\nsector.\n\n#####  Weblinks\n\n[ World Green Business Council (n.d) Regional Networks & Projects\n](https://www.worldgbc.org/green-mortgages)\n\n[ World Green Business Council (2017) CREATING AN ENERGY EFFICIENT MORTGAGE\nFOR EUROPE A Review of Building Performance Indicators that Impact Mortgage\nCredit Risk ](https://www.worldgbc.org/news-media/creating-energy-efficient-\nmortgage-europe-review-building-performance-indicators-impact)\n\n[ World Green Business Council. (2018) Major European banks launch new green\nmortgage scheme ](https://www.worldgbc.org/news-media/major-european-banks-\nlaunch-new-green-mortgage-scheme<p><p class='w600'>)\n\n#####  References\n\n[ [1] Buildings Performance Institute Europe. (2017) 97% Of Buildings In the\nEU Need To Be Upgraded ]( https://bpie.eu/wp-content/uploads/2017/12/State-of-\nthe-building-stock-briefing_Dic6.pdf)\n\n[ [2] University of Cambridge, Corporate Leaders Group. (2018) Renovation\nRoadmap: Making Europe\u2019s homes fit for the 21st century\n](https://www.corporateleadersgroup.com/reports-evidence-and-\ninsights/publications/publications-pdfs/renovation-roadmap-making-europes-\nhomes-fit.pdf)\n\n[ [3] World Green Business Council. (n.d) Regional Networks & Projects\n](https://www.worldgbc.org/green-mortgages)\n\n[ [4] World Green Business Council. (2018) Major European banks launch new\ngreen mortgage scheme ](https://www.worldgbc.org/news-media/major-european-\nbanks-launch-new-green-mortgage-scheme)\n\n##  Want to suggest new case studies?\n\nThe Alliance is actively looking for new case studies in its financial\ninstruments case studies repository. Please complete the form to suggest\nadditional case studies.\n\n[ Fill out the form ](https://forms.office.com/r/pYHfeyAEf9)\n\n[ ](https://citiesclimatefinance.org)\n\n###  FOLLOW US\n\n[ ](https://twitter.com/cityclimfin) [\n](https://www.linkedin.com/company/citiesclimfinleadershipalliance)\n\n###  CONTACT\n\n[ AllianceSecretariat@cpiglobal.org\n](mailto:AllianceSecretariat@cpiglobal.org)\n\n\u00a9 Climate Policy Initiative .  \n[ Privacy Policy and Terms of Use\n](https://www.climatepolicyinitiative.org/privacy/)  \n  \n  \nDesigned by [ ](//cafe.art.br)\n\nWe use cookies to give you the best possible experience on our website. By\nusing our website, you accept our [ privacy policy\n](https://citiesclimatefinance.org/privacy-policy) .\n\n",
                "url": "https://citiesclimatefinance.org/financial-instruments/cases/energy_efficient_mortgages_action_plan_eemap_green_mortgages_in_the_european_union_to_incentivise_energy_efficient_homes"
            },
            "reason": "This page is from the Cities Climate Finance Leadership Alliance, an organization focused on financing climate action in cities. The content discusses energy-efficient mortgages and related initiatives, suggesting a reliable and informed perspective.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Information about energy-efficient mortgages and related initiatives.",
            "url": "https://citiesclimatefinance.org/financial-instruments/cases/energy_efficient_mortgages_action_plan_eemap_green_mortgages_in_the_european_union_to_incentivise_energy_efficient_homes"
        },
        {
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                    "source": "https://www.nationalfuel.com/utility/about-the-rebate-program/"
                },
                "page_content": "Back\n\nPayment & Meter  Start or Stop Service  [ Gas Planning\n](https://www.nationalfuel.com/utility/gas-planning-process/) Convert to Gas\nNatural Gas Supplier  Efficiency Programs  [ Safety & Gas Emergencies\n](https://www.nationalfuel.com/utility/gas-safety/) Payment & Meter  Start or\nStop Service  Natural Gas Supplier  Energy Efficiency and Equipment  [ Gas\nPlanning Process ](https://www.nationalfuel.com/utility/gas-planning-process/)\n[ Safety & Gas Emergencies ](https://www.nationalfuel.com/utility/gas-safety/)\nPayment & Meter  Start or Stop Service  Convert to Natural Gas  Natural Gas\nSuppliers  [ Safety & Gas Emergencies\n](https://www.nationalfuel.com/utility/gas-safety/) Payment & Meter  Start or\nStop Service  Natural Gas Suppliers  Energy Efficiency and Equipment  [ Safety\n& Gas Emergencies ](https://www.nationalfuel.com/utility/gas-safety/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-ny-home/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-ny-home-biz/) [ Payment\nPlan Options ](https://www.nationalfuel.com/utility/payment-plan-options-ny-\nhome-business/) [ Understanding Your Bill\n](https://www.nationalfuel.com/utility/your-account-overview-ny-\nhome/understanding-your-bill-ny-home-biz/) [ Rights & Responsibilities\n](https://www.nationalfuel.com/utility/your-account-overview-ny-home/rights-\nand-responsibilities-ny-home/)\n\nPayment Assistance\n\n[ Program Overview ](https://www.nationalfuel.com/utility/payment-assistance-\nprograms/) [ HEAP Overview ](https://www.nationalfuel.com/utility/payment-\nassistance-programs/heap-overview/) [ HEAP How to Apply\n](https://www.nationalfuel.com/utility/payment-assistance-programs/how-to-\napply/) [ HEAP Locations ](https://www.nationalfuel.com/utility/payment-\nassistance-programs/heap-locations/) [ Neighbor for Neighbor\n](https://www.nationalfuel.com/utility/payment-assistance-programs/neighbor-\nfor-neighbor/) [ Special Protections\n](https://www.nationalfuel.com/utility/payment-assistance-programs/special-\nprotections/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Understanding\nShared Meters ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/understanding-shared-meters-ny-home-business/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-ny-home-business/meter-faqs-\nny-home-biz/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-ny-home/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-ny-home/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-with-line-installation/)\n\n[ Start Service with an Existing Line\n](https://www.nationalfuel.com/utility/start-service-with-an-existing-line-ny-\nhome/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-ny-\nhome-business/)\n\n[ Request Rental Billing History\n](https://www.nationalfuel.com/utility/request-rental-billing-history/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Gas Planning\n\n[ Gas Planning Process ](https://www.nationalfuel.com/utility/gas-planning-\nprocess/)\n\n[ Non-Pipe Alternatives ](https://www.nationalfuel.com/utility/gas-planning-\nprocess/non-pipe-alternatives/)\n\n####  Convert to Gas\n\n[ Convert to Gas Overview ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/)\n\n[ New Customer Conversion ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/new-customer-conversion-ny-home/)\n\n[ Existing Customer Conversion ](https://www.nationalfuel.com/utility/convert-\nto-natural-gas-ny-home/existing-customer-conversion-ny-home/)\n\n[ Conversion Checklist ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/conversion-checklist-ny-home/)\n\n[ Conversion FAQs ](https://www.nationalfuel.com/utility/convert-to-natural-\ngas-ny-home/conversion-faq-ny-home/)\n\n[ Conversion Calculator ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/conversion-calculator/)\n\n####  Natural Gas Supplier\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/choosing-a-\nsupplier-ny-home/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/choosing-a-supplier-ny-\nhome/supplier-faqs-ny-home-biz/)\n\n[ Consumer Protection ](https://www.nationalfuel.com/utility/consumer-\nprotection-ny-home-business/)\n\n[ Power to Choose ](https://documents.dps.ny.gov/PTC/home)\n\n[ Community Choice Aggregation\n](https://www.nationalfuel.com/utility/community-choice-aggregation/)\n\n####  Efficiency Programs\n\n[ About the Rebate Program ](https://www.nationalfuel.com/utility/about-the-\nrebate-program/)\n\n[ Get Your Rebates ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/get-your-rebates-ny-home/)\n\n[ Program for Contractors ](https://www.nationalfuel.com/utility/about-the-\nrebate-program/for-contractors-ny-home-biz/)\n\n[ Other Programs ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/other-programs-ny-home/)\n\n[ Affordable Multifamily Energy Efficiency Program\n](https://www.nationalfuel.com/utility/affordable-multifamily-energy-\nefficiency-program/)\n\n[ EmPower+ ](https://www.nationalfuel.com/utility/empower-liurp-ny-home/)\n\n[ FAQ ](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-program-faqs-ny-home-biz/)\n\n[ Contact Us ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/energy-efficiency-rebate-contact-us/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/account-\noverview-ny-business/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-ny-home-biz/) [ Payment\nPlan Options ](https://www.nationalfuel.com/utility/payment-plan-options-ny-\nhome-business/) [ Understanding Your Bill\n](https://www.nationalfuel.com/utility/your-account-overview-ny-\nhome/understanding-your-bill-ny-home-biz/) [ Rights & Responsibilities\n](https://www.nationalfuel.com/utility/rights-and-responsibilities-ny-\nbusiness/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Understanding\nShared Meters ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/understanding-shared-meters-ny-home-business/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-ny-home-business/meter-faqs-\nny-home-biz/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-ny-biz/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-ny-biz/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/service-line-installation-to-start-\nservice/)\n\n[ Start Service with an Existing Line\n](https://www.nationalfuel.com/utility/start-service-with-an-existing-line-ny-\nbiz/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-ny-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Natural Gas Supplier\n\n[ Choosing a Supplier ](https://www.nationalfuel.com/utility/choosing-a-\nsupplier-ny-business/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/choosing-a-supplier-ny-\nhome/supplier-faqs-ny-home-biz/)\n\n[ Consumer Protection Overview\n](https://www.nationalfuel.com/utility/consumer-protection-ny-home-business/)\n\n####  Energy Efficiency and Equipment\n\nEnergy Efficiency\n\n[ Natural Gas Benefits ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/) [ Financial Assistance Programs\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/financial-\nassistance-programs/)\n\nEnergy Efficiency Programs\n\n[ About the Program ](https://www.nationalfuel.com/utility/energy-efficiency-\nrebate-program/) [ Get Your Rebates\n](https://www.nationalfuel.com/utility/energy-efficiency-rebate-program/get-\nyour-rebates-ny-business/) [ Pre-Qualified Application\n](https://www.nationalfuel.com/utility/energy-efficiency-rebate-program/get-\nyour-rebates-ny-business/pre-qualified-application/) [ Performance-Based\nApplication ](https://www.nationalfuel.com/utility/energy-efficiency-rebate-\nprogram/get-your-rebates-ny-business/performance-based-application/) [ Program\nfor Contractors ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/for-contractors-ny-home-biz/) [ Affordable Multifamily Energy\nEfficiency Program ](https://www.nationalfuel.com/utility/affordable-\nmultifamily-energy-efficiency-program/) [ EmPower (LIURP)\n](https://www.nationalfuel.com/utility/empower-liurp-ny-home/) [ FAQ\n](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-program-faqs-ny-home-biz/) [ Contact Us\n](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-contact-us/)\n\nEquipment & Vehicles\n\n[ Natural Gas Equipment ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-equipment/) [ Natural Gas Vehicles\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/) [ How Natural Gas Vehicles Work\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/how-natural-gas-vehicles-work/) [ Natural Gas Fueling Stations\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/natural-gas-vehicles-fueling-stations/)\n\nEnergy Performance\n\n[ Energy Performance Reporting\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/energy-\nperformance-ny-biz/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-pa-home/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-pa-home-business/) [\nWeather Normalization Adjustment\n](https://www.nationalfuel.com/utility/weather-normalization-adjustment-pa-\nhome-biz/) [ Payment Plan Options\n](https://www.nationalfuel.com/utility/payment-plan-options-pa-home-business/)\n[ Understanding Your Bill\n](https://www.nationalfuel.com/utility/understanding-your-bill-pa-home-biz/)\n\nPayment Assistance\n\n[ Payment Assistance Programs ](https://www.nationalfuel.com/utility/your-\naccount-overview-pa-home/payment-assistance-programs-pa-home/) [ LIHEAP\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/liheap-pa-home/) [ LIHEAP Locations\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/liheap-locations/) [ Neighbor for Neighbor\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/neighbor-for-neighbor-pa-home/) [ 3rd Party\nNotification Enrollment Form ](https://www.nationalfuel.com/utility/third-\nparty-notification-program-application/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-pa-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-pa-home-business/frequently-\nasked-questions/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-pa-home/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-pa-home/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-pa-home/service-line-\ninstallation-to-start-service-pa-home/)\n\n[ Start Service with Existing Line\n](https://www.nationalfuel.com/utility/start-service-pa-home/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-pa-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Convert to Natural Gas\n\n[ Convert to Natural Gas Overview\n](https://www.nationalfuel.com/utility/convert-to-natural-gas-overview-pa-\nhome/)\n\n[ New Customer Conversion ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/new-customers-convert-to-natural-gas-pa-home/)\n\n[ Existing Customer Conversion ](https://www.nationalfuel.com/utility/convert-\nto-natural-gas-overview-pa-home/existing-customers-convert-to-natural-gas-pa-\nhome/)\n\n[ Calculate Your Savings ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/calculate-your-savings-pa-home/)\n\n[ Conversion FAQs ](https://www.nationalfuel.com/utility/convert-to-natural-\ngas-overview-pa-home/frequently-asked-questions-about-converting/)\n\n[ Conversion Application ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/conversion-application-pa-home/)\n\n####  Natural Gas Suppliers\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/supplier-overview-\npa-home/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/supplier-frequently-\nasked-questions/)\n\n[ Natural Gas Choice and Competition Act\n](https://www.nationalfuel.com/utility/natural-gas-choice-and-competition-act-\npa-home-pa-biz/)\n\n[ Eligible Customer List ](https://www.nationalfuel.com/utility/eligible-\ncustomer-list/)\n\n[ Price to Compare ](https://www.nationalfuel.com/utility/price-to-compare/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-pa-business/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-pa-home-business/) [\nWeather Normalization Adjustment\n](https://www.nationalfuel.com/utility/weather-normalization-adjustment-pa-\nhome-biz/) [ Payment Plan Options\n](https://www.nationalfuel.com/utility/payment-plan-options-pa-home-business/)\n[ Understanding Your Bill\n](https://www.nationalfuel.com/utility/understanding-your-bill-pa-home-biz/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-pa-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-pa-home-business/frequently-\nasked-questions/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-pa-biz/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-pa-biz/)\n\n[ Service Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-pa-biz/service-line-\ninstallation-to-start-service-pa-biz/)\n\n[ Start Service with Existing Line\n](https://www.nationalfuel.com/utility/start-service-pa-biz/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-pa-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Natural Gas Suppliers\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/supplier-overview-\npa-biz/)\n\n[ PUC Licensed Suppliers ](https://www.nationalfuel.com/utility/supplier-\noverview-pa-biz/puc-licensed-natural-gas-suppliers-pa-biz/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/supplier-frequently-\nasked-questions/)\n\n[ Natural Gas Choice and Competition Act\n](https://www.nationalfuel.com/utility/natural-gas-choice-and-competition-act-\npa-home-pa-biz/)\n\n[ Eligible Customer List ](https://www.nationalfuel.com/utility/eligible-\ncustomer-list/)\n\n####  Energy Efficiency and Equipment\n\n[ Benefits of Natural Gas ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/)\n\n[ Natural Gas Vehicles ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-vehicles-pa-biz/)\n\n[ How Natural Gas Vehicles Work\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/how-natural-gas-vehicles-work-pa-biz/)\n\n[ Natural Gas Fueling Stations\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles-pa-biz/natural-gas-vehicle-fueling-stations-pa-biz/)\n\n[ Natural Gas Equipment ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-equipment-pa-biz/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-ny-home/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-ny-home-biz/) [ Payment\nPlan Options ](https://www.nationalfuel.com/utility/payment-plan-options-ny-\nhome-business/) [ Understanding Your Bill\n](https://www.nationalfuel.com/utility/your-account-overview-ny-\nhome/understanding-your-bill-ny-home-biz/) [ Rights & Responsibilities\n](https://www.nationalfuel.com/utility/your-account-overview-ny-home/rights-\nand-responsibilities-ny-home/)\n\nPayment Assistance\n\n[ Program Overview ](https://www.nationalfuel.com/utility/payment-assistance-\nprograms/) [ HEAP Overview ](https://www.nationalfuel.com/utility/payment-\nassistance-programs/heap-overview/) [ HEAP How to Apply\n](https://www.nationalfuel.com/utility/payment-assistance-programs/how-to-\napply/) [ HEAP Locations ](https://www.nationalfuel.com/utility/payment-\nassistance-programs/heap-locations/) [ Neighbor for Neighbor\n](https://www.nationalfuel.com/utility/payment-assistance-programs/neighbor-\nfor-neighbor/) [ Special Protections\n](https://www.nationalfuel.com/utility/payment-assistance-programs/special-\nprotections/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Understanding\nShared Meters ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/understanding-shared-meters-ny-home-business/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-ny-home-business/meter-faqs-\nny-home-biz/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-ny-home/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-ny-home/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-with-line-installation/)\n\n[ Start Service with an Existing Line\n](https://www.nationalfuel.com/utility/start-service-with-an-existing-line-ny-\nhome/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-ny-\nhome-business/)\n\n[ Request Rental Billing History\n](https://www.nationalfuel.com/utility/request-rental-billing-history/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Gas Planning\n\n[ Gas Planning Process ](https://www.nationalfuel.com/utility/gas-planning-\nprocess/)\n\n[ Non-Pipe Alternatives ](https://www.nationalfuel.com/utility/gas-planning-\nprocess/non-pipe-alternatives/)\n\n####  Convert to Gas\n\n[ Convert to Gas Overview ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/)\n\n[ New Customer Conversion ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/new-customer-conversion-ny-home/)\n\n[ Existing Customer Conversion ](https://www.nationalfuel.com/utility/convert-\nto-natural-gas-ny-home/existing-customer-conversion-ny-home/)\n\n[ Conversion Checklist ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/conversion-checklist-ny-home/)\n\n[ Conversion FAQs ](https://www.nationalfuel.com/utility/convert-to-natural-\ngas-ny-home/conversion-faq-ny-home/)\n\n[ Conversion Calculator ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-ny-home/conversion-calculator/)\n\n####  Natural Gas Supplier\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/choosing-a-\nsupplier-ny-home/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/choosing-a-supplier-ny-\nhome/supplier-faqs-ny-home-biz/)\n\n[ Consumer Protection ](https://www.nationalfuel.com/utility/consumer-\nprotection-ny-home-business/)\n\n[ Power to Choose ](https://documents.dps.ny.gov/PTC/home)\n\n[ Community Choice Aggregation\n](https://www.nationalfuel.com/utility/community-choice-aggregation/)\n\n####  Efficiency Programs\n\n[ About the Rebate Program ](https://www.nationalfuel.com/utility/about-the-\nrebate-program/)\n\n[ Get Your Rebates ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/get-your-rebates-ny-home/)\n\n[ Program for Contractors ](https://www.nationalfuel.com/utility/about-the-\nrebate-program/for-contractors-ny-home-biz/)\n\n[ Other Programs ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/other-programs-ny-home/)\n\n[ Affordable Multifamily Energy Efficiency Program\n](https://www.nationalfuel.com/utility/affordable-multifamily-energy-\nefficiency-program/)\n\n[ EmPower+ ](https://www.nationalfuel.com/utility/empower-liurp-ny-home/)\n\n[ FAQ ](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-program-faqs-ny-home-biz/)\n\n[ Contact Us ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/energy-efficiency-rebate-contact-us/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/account-\noverview-ny-business/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-ny-home-biz/) [ Payment\nPlan Options ](https://www.nationalfuel.com/utility/payment-plan-options-ny-\nhome-business/) [ Understanding Your Bill\n](https://www.nationalfuel.com/utility/your-account-overview-ny-\nhome/understanding-your-bill-ny-home-biz/) [ Rights & Responsibilities\n](https://www.nationalfuel.com/utility/rights-and-responsibilities-ny-\nbusiness/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Understanding\nShared Meters ](https://www.nationalfuel.com/utility/your-meter-ny-home-\nbusiness/understanding-shared-meters-ny-home-business/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-ny-home-business/meter-faqs-\nny-home-biz/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-ny-biz/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-ny-biz/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/service-line-installation-to-start-\nservice/)\n\n[ Start Service with an Existing Line\n](https://www.nationalfuel.com/utility/start-service-with-an-existing-line-ny-\nbiz/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-ny-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Natural Gas Supplier\n\n[ Choosing a Supplier ](https://www.nationalfuel.com/utility/choosing-a-\nsupplier-ny-business/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/choosing-a-supplier-ny-\nhome/supplier-faqs-ny-home-biz/)\n\n[ Consumer Protection Overview\n](https://www.nationalfuel.com/utility/consumer-protection-ny-home-business/)\n\n####  Energy Efficiency and Equipment\n\nEnergy Efficiency\n\n[ Natural Gas Benefits ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/) [ Financial Assistance Programs\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/financial-\nassistance-programs/)\n\nEnergy Efficiency Programs\n\n[ About the Program ](https://www.nationalfuel.com/utility/energy-efficiency-\nrebate-program/) [ Get Your Rebates\n](https://www.nationalfuel.com/utility/energy-efficiency-rebate-program/get-\nyour-rebates-ny-business/) [ Pre-Qualified Application\n](https://www.nationalfuel.com/utility/energy-efficiency-rebate-program/get-\nyour-rebates-ny-business/pre-qualified-application/) [ Performance-Based\nApplication ](https://www.nationalfuel.com/utility/energy-efficiency-rebate-\nprogram/get-your-rebates-ny-business/performance-based-application/) [ Program\nfor Contractors ](https://www.nationalfuel.com/utility/about-the-rebate-\nprogram/for-contractors-ny-home-biz/) [ Affordable Multifamily Energy\nEfficiency Program ](https://www.nationalfuel.com/utility/affordable-\nmultifamily-energy-efficiency-program/) [ EmPower (LIURP)\n](https://www.nationalfuel.com/utility/empower-liurp-ny-home/) [ FAQ\n](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-program-faqs-ny-home-biz/) [ Contact Us\n](https://www.nationalfuel.com/utility/about-the-rebate-program/energy-\nefficiency-rebate-contact-us/)\n\nEquipment & Vehicles\n\n[ Natural Gas Equipment ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-equipment/) [ Natural Gas Vehicles\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/) [ How Natural Gas Vehicles Work\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/how-natural-gas-vehicles-work/) [ Natural Gas Fueling Stations\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/natural-gas-vehicles-fueling-stations/)\n\nEnergy Performance\n\n[ Energy Performance Reporting\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/energy-\nperformance-ny-biz/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-pa-home/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-pa-home-business/) [\nWeather Normalization Adjustment\n](https://www.nationalfuel.com/utility/weather-normalization-adjustment-pa-\nhome-biz/) [ Payment Plan Options\n](https://www.nationalfuel.com/utility/payment-plan-options-pa-home-business/)\n[ Understanding Your Bill\n](https://www.nationalfuel.com/utility/understanding-your-bill-pa-home-biz/)\n\nPayment Assistance\n\n[ Payment Assistance Programs ](https://www.nationalfuel.com/utility/your-\naccount-overview-pa-home/payment-assistance-programs-pa-home/) [ LIHEAP\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/liheap-pa-home/) [ LIHEAP Locations\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/liheap-locations/) [ Neighbor for Neighbor\n](https://www.nationalfuel.com/utility/your-account-overview-pa-home/payment-\nassistance-programs-pa-home/neighbor-for-neighbor-pa-home/) [ 3rd Party\nNotification Enrollment Form ](https://www.nationalfuel.com/utility/third-\nparty-notification-program-application/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-pa-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-pa-home-business/frequently-\nasked-questions/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-pa-home/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-pa-home/)\n\n[ Start Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-pa-home/service-line-\ninstallation-to-start-service-pa-home/)\n\n[ Start Service with Existing Line\n](https://www.nationalfuel.com/utility/start-service-pa-home/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-pa-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Convert to Natural Gas\n\n[ Convert to Natural Gas Overview\n](https://www.nationalfuel.com/utility/convert-to-natural-gas-overview-pa-\nhome/)\n\n[ New Customer Conversion ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/new-customers-convert-to-natural-gas-pa-home/)\n\n[ Existing Customer Conversion ](https://www.nationalfuel.com/utility/convert-\nto-natural-gas-overview-pa-home/existing-customers-convert-to-natural-gas-pa-\nhome/)\n\n[ Calculate Your Savings ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/calculate-your-savings-pa-home/)\n\n[ Conversion FAQs ](https://www.nationalfuel.com/utility/convert-to-natural-\ngas-overview-pa-home/frequently-asked-questions-about-converting/)\n\n[ Conversion Application ](https://www.nationalfuel.com/utility/convert-to-\nnatural-gas-overview-pa-home/conversion-application-pa-home/)\n\n####  Natural Gas Suppliers\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/supplier-overview-\npa-home/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/supplier-frequently-\nasked-questions/)\n\n[ Natural Gas Choice and Competition Act\n](https://www.nationalfuel.com/utility/natural-gas-choice-and-competition-act-\npa-home-pa-biz/)\n\n[ Eligible Customer List ](https://www.nationalfuel.com/utility/eligible-\ncustomer-list/)\n\n[ Price to Compare ](https://www.nationalfuel.com/utility/price-to-compare/)\n\n####  Payment & Meter\n\nAccount Overview\n\n[ Your Account Overview ](https://www.nationalfuel.com/utility/your-account-\noverview-pa-business/) [ Make a Payment\n](https://www.nationalfuel.com/utility/make-a-payment-pa-home-business/) [\nWeather Normalization Adjustment\n](https://www.nationalfuel.com/utility/weather-normalization-adjustment-pa-\nhome-biz/) [ Payment Plan Options\n](https://www.nationalfuel.com/utility/payment-plan-options-pa-home-business/)\n[ Understanding Your Bill\n](https://www.nationalfuel.com/utility/understanding-your-bill-pa-home-biz/)\n\nYour Meter\n\n[ Your Meter ](https://www.nationalfuel.com/utility/your-meter-pa-home-\nbusiness/) [ Submit Meter Reading\n](https://www.nationalfuel.com/utility/submit-meter-reading/) [ Meter FAQs\n](https://www.nationalfuel.com/utility/your-meter-pa-home-business/frequently-\nasked-questions/)\n\n####  Start or Stop Service\n\n[ Moving ](https://www.nationalfuel.com/utility/moving-pa-biz/)\n\n[ Stop Service ](https://www.nationalfuel.com/utility/stop-service-pa-biz/)\n\n[ Service Service with New Line Installation\n](https://www.nationalfuel.com/utility/start-service-pa-biz/service-line-\ninstallation-to-start-service-pa-biz/)\n\n[ Start Service with Existing Line\n](https://www.nationalfuel.com/utility/start-service-pa-biz/)\n\n[ Landlord Program ](https://www.nationalfuel.com/utility/landlord-program-pa-\nhome-business/)\n\n[ Excess Flow Valve Request ](https://www.nationalfuel.com/utility/excess-\nflow-valve-request/)\n\n####  Natural Gas Suppliers\n\n[ Supplier Overview ](https://www.nationalfuel.com/utility/supplier-overview-\npa-biz/)\n\n[ PUC Licensed Suppliers ](https://www.nationalfuel.com/utility/supplier-\noverview-pa-biz/puc-licensed-natural-gas-suppliers-pa-biz/)\n\n[ Supplier FAQ ](https://www.nationalfuel.com/utility/supplier-frequently-\nasked-questions/)\n\n[ Natural Gas Choice and Competition Act\n](https://www.nationalfuel.com/utility/natural-gas-choice-and-competition-act-\npa-home-pa-biz/)\n\n[ Eligible Customer List ](https://www.nationalfuel.com/utility/eligible-\ncustomer-list/)\n\n####  Energy Efficiency and Equipment\n\n[ Benefits of Natural Gas ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/)\n\n[ Natural Gas Vehicles ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-vehicles-pa-biz/)\n\n[ How Natural Gas Vehicles Work\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles/how-natural-gas-vehicles-work-pa-biz/)\n\n[ Natural Gas Fueling Stations\n](https://www.nationalfuel.com/utility/benefits-of-natural-gas/natural-gas-\nvehicles-pa-biz/natural-gas-vehicle-fueling-stations-pa-biz/)\n\n[ Natural Gas Equipment ](https://www.nationalfuel.com/utility/benefits-of-\nnatural-gas/natural-gas-equipment-pa-biz/)\n\n  * [ Make A Payment ](https://www.nationalfuel.com/utility/make-a-payment-ny-home-biz/)\n  * [ Make A Payment ](https://www.nationalfuel.com/utility/make-a-payment-pa-home-business/)\n\n  * [ Corporate Responsibility ](https://www.nationalfuel.com/corporate/our-guiding-principles/)\n  * [ Careers ](https://www.nationalfuel.com/corporate/careers/)\n  * [ Investor Relations ](https://investor.nationalfuelgas.com/)\n  * [ Contact Us ](https://www.nationalfuel.com/corporate/contact-us-directory/)\n\n[ ](https://www.nationalfuel.com/utility/ \"Home\")\n\n#  The Energy-Efficiency Rebate Program\n\n[ ](https://www.nationalfuel.com/utility/ \"Home\")\n\n#  The Energy-Efficiency Rebate Program\n\n##  My Utility Account\n\n[ Forgot Login?\n](https://www.invoicecloud.com/portal/\\(S\\(sqp2kazt25ymve0yxx2suloc\\)\\)/2/CustomerLostPassword.aspx?BillerGuid=89cb86f4-fadb-449e-88b3-26b00959ab4c&return=customerlogin.aspx%3fbillerguid%3d89cb86f4-fadb-449e-88b3-26b00959ab4c)\n\n[ Create Account ](https://www.invoicecloud.com/nfg/NationalFuelGas)\n\nor [ Pay Without Signing In ](https://www.nationalfuel.com/utility/make-a-\npayment-ny-home-biz/)\n\n##  Have a Gas Emergency?\n\nCall [ 1-800-444-3130 ](tel:1-800-444-3130)\n\n24 Hours a Day\n\n##  811 Call Before You Dig\n\nCall [ 8-1-1 ](tel:811) before you dig to have your utility lines marked for\nfree.\n\n[ Learn more ](https://www.nationalfuel.com/safety/call-8-1-1-before-you-dig/)\n\nNational Fuel\u2019s energy-efficiency rebate program offers residential customers\nin Western New York several money-saving rebates for replacing specified\nappliances with new, energy-efficient models.\n\nBy combining rebates with projected annual savings for using more energy-\nefficient equipment, new, high-efficiency appliances can quickly pay for\nthemselves.\n\nWhen you take advantage of the energy-efficiency rebate program, you get\nrebates for having a contractor install high-efficiency equipment for your\nhome. These rebates even include gas clothes dryers! Taking advantage of this\naffordable, efficient, secure and abundant resource really adds up\u2014year after\nyear.\n\nFor more information on National Fuel\u2019s energy efficiency programs, please\nvisit [ FuelingTomorrowToday.com ](http://www.fuelingtomorrowtoday.com) .\n\n## [ Complete Your Residential Rebate Application  Online Form\n](https://frontdoor.portal.poweredbyefi.org/initiative/national%20fuel)\n\n##  Save Energy and Money\n\nGet rebates on select natural gas appliances.  1\n\n###  Space Heating\n\nAppliance  |  Minimum Efficiency Level  |  Rebate Amount   \n---|---|---  \nHot Air Furnace with ECM plus 14.3 SEER2 Heat Pump  6  |  95% AFUE  |  $2,000   \nHot Air Furnace with ECM  3  |  95% AFUE  |  $400   \nHot Water Boiler  |  90% AFUE  |  $500   \nHot Air Furnace w/ECM and Water Heating  |  95% AFUE  |  $600   \nHot Water Boiler and Water Heating (Combi Boiler)  |  90% AFUE  |  $700   \nFurnace Tune Up  4  |  N/A  |  $125   \nBoiler Tune Up  4  |  N/A  |  $125   \n  \n###  Water Heating\n\nAppliance  |  Minimum Efficiency Level  |  Rebate Amount   \n---|---|---  \nStorage Tank Water Heater  \n(55 gallons or less)  |  0.64 UEF  5  |  $100   \nTankless Water Heater  |  0.87 UEF  |  $200   \n  \n###  Other Appliances\n\nAppliance  |  Minimum Efficiency Level  |  Rebate Amount   \n---|---|---  \nClothes Dryer  |  Energy Star\u00ae Rated  |  $50   \nSmart Thermostat  |  N/A  |  $200   \nBoiler Reset Controls  |  N/A  |  $250   \n  \n1  Installed between January 1 and December 31, 2025  \n2  Annual Fuel Utilization Efficiency  \n3  Electronically Commutated Motor  \n4  One tune-up service per furnace/boiler per year  \n5  Uniform Energy Factor  \n6  In order to qualify for the enhanced furnace rebate, the furnace w/ ECM\nmust be installed with a heat pump with a SEER2 of at least 14.3 & be AHRI\ncertified. A furnace installed with a traditional air conditioning system will\nqualify for $400 furnace w/ ECM rebate.\n\n[ ](https://www.nationalfuel.com/utility/)\n\n  * [ Privacy Policy ](https://www.nationalfuel.com/corporate/web-privacy-policy/)\n  * [ Terms and Conditions ](https://www.nationalfuel.com/corporate/terms-and-conditions/)\n  * [ Nondiscrimination Statement ](https://www.nationalfuel.com/corporate/nondiscrimination-statement/)\n  * [ Disclosures Regarding Forward-Looking Statements ](https://www.nationalfuel.com/corporate/disclosures-regarding-forward-looking-statements/)\n\n[ Employee/Retiree Portal ](https://www.nationalfuel.com/corporate/employee-\nretiree-resources/)\n\n[ ](https://www.facebook.com/NationalFuel/) [\n](https://www.linkedin.com/company/national-fuel-gas-company/) [\n](https://twitter.com/natfuelgas/)\n\n\u00a9 2025 National Fuel Gas Company\n\n#  Where are you located?\n\nNew York  Pennsylvania\n\n#  For your home or business?\n\nMy Home  My Business\n\n#  Where are you located?\n\n#  Is this for your home or business?\n\nNY Home  NY Business\n\nPA Home  PA Business\n\n",
                "url": "https://www.nationalfuel.com/utility/about-the-rebate-program/"
            },
            "reason": "This is the official website of National Fuel, a utility company. Official utility websites are generally reliable sources of information about their programs and services, including energy efficiency rebates.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of National Fuel with information about energy efficiency rebates.",
            "url": "https://www.nationalfuel.com/utility/about-the-rebate-program/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "189a8021-66cf-4937-a929-2dcb5828b00e",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
                },
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the archive of prior NJCEP Quarterly Reports visit **[ this page\n](https://njcleanenergy.com/main/public-reports-and-library/financial-\nreports/clean-energy-program-financial-reports/financial-report-archive) ** .\n\n  * [ 1Q FY25 ](/files/file/Quarterly%20Reports/FY25/1Q%20FY25%20Quarterly%20Report%20FINAL.pdf) (PDF) \n  * [ 2Q FY25 ](https://njcepfiles.s3.us-east-1.amazonaws.com/2Q+FY25+Quarterly+Report+-+FINAL.pdf) (PDF) \n\n* * *\n\n** _Statewide Compilation Reports_ **\n\n** Fiscal Year 2024  **\n\nTo view the archive of prior Statewide Compilation and Utility Quarterly\nReports visit **[ this page ](https://www.njcleanenergy.com/main/public-\nreports-and-library/financial-reports/utility-quarterly-reports-archives) ** .\n\n  * [ 2Q FY24 ](/files/file/UTILITY%20REPORTING/2Q%20FY24/Statewide%20Compilation%20Report%20-%202Q%20FY24%20-%20FINAL.xlsx) (Excel) / [ 2Q FY24 ](/files/file/UTILITY%20REPORTING/2Q%20FY24/Statewide%20Compilation%20Report%20-%202Q%20FY24%20-%20FINAL.pdf) (PDF) \n  * **[ 4Q FY24 ](/files/file/BPU/Compilation%20Reports/Statewide%20Report%20FY24%20FINAL%20-%20EXCEL%20v2.xlsx) ** (Excel) / **[ 4Q FY24 ](/files/file/BPU/Compilation%20Reports/Statewide%20Report%20FY24%20FINAL%20-%20EXCEL%20v2.pdf) ** (PDF) **_(revised 01.30.25)_ **\n\n** _Utility Quarterly Reports_ **  \n\n  * **Atlantic City Electric |  ACE **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ACE%20Q1%202023%20Annual%20Report.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ACE%20PY3%20Q1%202023%20Reporting%20Tables.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ACE%20-%20PY3%20Q2%202024%20Annual%20Report%20-%20EO20090621%20-%202-29-2024%20-%20Corrected%20%20Refiled%20-%206-10-2024.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ACE%20PY3%20Q2%20Reporting%20Tables%20-%202-29-2024%20Final.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20-%20PY3%20Q3%20Annual%20Report%20-%20EO20090621%20-%205-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ACE%20PY3%20Q3%20Reporting%20Tables%20-%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/ACE%20-%20PY24Q4%20Annual%20Report%20-%20EO20090621%20-%2008-29-2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/ACE%20PY3%20Q4%20Reporting%20Tables%20Final%20Version.xlsx)\n\n  * **Elizabethtown Gas |  ETG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20ETG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/ETG%20-%20NJ%20Quarterly%20Report%20Tables%20PY23-24%20Q2%20-%20Final.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20-%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/ETG%20-%20Quarterly%20Report%20Tables%20PY24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/ETG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n  * **Jersey Central Power and Light |  JCPL **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20PY24Q1%20Report%20Executive%20Summary.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20JCPL%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20-%20NJ%20PY24Q2%20Report%20-%20Executive%20Summary%20PY24Q2-%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/JCPL%20PY24%20NJ%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24Q3%20Report%20-%20Executive%20Summary%20PY24Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/JCPL%20PY24%20Q3%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24Q4%20Report%20-%20Executive%20Summary%20PY24Q4-Revised%20Final%209_23_24.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/JCPL%20PY24%20Q4%20EE%20Quarterly%20Report%20Tables%20w_%20calc%20tab%20v2%20Final.xlsx)\n\n  * **New Jersey Natural Gas |  NJNG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Report%20Executive%20Summary%202024%20Q1%20-%2011_30_23.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20NJNG%20Quarterly%20Reporting%20Tables-Gas%202024%20Q1%20-%2011_30_23.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Report%20Executive%20Summary%20December%202023%20-%202_29_24%20FINAL%20VERSION.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/NJNG%20-%20NJ%20Quarterly%20Reporting%20Tables-Gas%20December%202023%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables%20-%20Gas%20-%20PY24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Report%20Executive%20Summary%20June%202024%20-%209_6_24%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/NJNG%20Quarterly%20Reporting%20Tables-Gas%20June%202024%20-%209_6_24%20Final.xlsx)\n\n  * **Public Service Electric and Gas |  PSEG **\n    * 1Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+PY24+Q1+-+CEF-EE+Report.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/Final+Version+PSEG+NJ+EE+Quarterly+Report+Table+PY24+Q1.xlsx)\n    * 2Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+-+PY24+Q2+CEF-EE+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q2+Final+Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20-%20CEF-EE%20BPU%20Quarterly%20Report%20PY24%20Q3%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/PSEG%20EE%20Quarterly%20Report%20Table%20PY24%20Q3-%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/PSEG+PY24+Q4+Quarterly+Report+Final+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/PSEG+EE+Quarterly+Report+Table+PY24+Q4+Final+Version.xlsx)\n\n  * **Rockland Electric Company |  RECO **\n    * 1Q FY23: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20RECO%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q2%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q2_2%2029%2024%20FINAL.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q3%20REVISED_7%208%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/RECO%20EE%20Quarterly%20Report%20Tables%20PY3%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20-%20PY3%20Q4_8%2029%2024%20Final%20Version.pdf) , [ Appendix ](/files/file/Utilities/Quarterly%20Reports/4Q%20FY24/RECO%20-%20NJ%20Quarterly%20Report%20Tables%20PY3%20Q4_8%2029%2024%20Final%20Version.xlsx)\n\n  * **South Jersey Gas |  SJG **\n    * 1Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Executive%20Summary%20PY24%20Q1.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/1Q%20FY24/Final%20Version%20SJG%20Quarterly%20Report%20Tables%20PY24%20Q1.xlsx)\n    * 2Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q2%20-%20Revised%20-%20Final.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/2Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY24%20Q2%20-%20Final%20Version.xlsx)\n    * 3Q FY24: [ Report ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20NJ%20Quarterly%20Report%20-%20Executive%20Summary%20PY23-24%20Q3%20-%20Revised%20-%20FINAL.pdf) , [ Appendix ](/files/file/UTILITY%20REPORTING/3Q%20FY24/SJG%20-%20Quarterly%20Report%20Tables%20PY23-24%20Q3%20Final%20Version.xlsx)\n    * 4Q FY24: [ Report ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+-+Executive+Summary+PY23-24+Q4+-+FINAL+Version.pdf) , [ Appendix ](https://njcepfiles.s3.amazonaws.com/SJG+-+NJ+Quarterly+Report+Tables+PY23-24+Q4+-+FINAL+Version.xlsx)\n\n> NJCEP Progress Towards Goals & Quarterly Reports  \n---  \n|  [ Fourth Quarter FY18 Report ](/files/file/FINAL%20REPORT%20-%204QFY18.pdf)  \n|  [ Jun 2018 ](/files/file/Library/PTG%20June%202018%20-%20FY18%20v3.pdf)  \n|  [ May 2018\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20May%202018%20-%20FY18%20-%20V2.pptx)  \n|  [ Apr 2018 ](/files/file/Library/PTG/PTG%20April%202018%20-%20FY18.pdf)  \n|  [ Mar 2018\n](/files/file/Library/PTG/PTG%20March%202018%20-%20FY18%20-%20with%20Comfort%20Partners.pdf)  \n|  [ Feb 2018\n](/files/file/Library/PTG%20February%202018%20-%20FY18%20-%20Final.pdf)  \n|  [ Jan 2018\n](/files/file/Committee%20Meeting%20Postings/ee/2018/FY18%20PTG%20January%202018%20-%20Final.pdf)  \n|  [ Second Quarter FY18 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_2QFY18_Final.pdf)  \n|  [ Dec 2017 ](/files/file/PTG%20December%202017%20-%20FY18%20Final%20v2.pdf)  \n|  [ Nov 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20November%202017%20-%20FY18.pdf)  \n|  [ Oct 2017 ](/files/file/PTG%20October%202017%20-%20FY18.pdf)  \n|  [ Sep 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20September%202017%20-%20FY18.pdf)  \n|  [ Aug 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20August%202017%20-%20FY18.pdf)  \n|  [ Jul 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/PTG%20July%202017.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4th Quarter Fiscal Year 2017\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY17_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4th Quarter Fiscal Year 2016\n](/files/file/Library/Financial_Energy_Saving_Reports/BPURpt_NJCEP_4QFY16_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  \\------  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Financial and Energy Savings Report  \n---  \n|  [ 4Q FY2015 ](/files/file/Library/BPURpt_NJCEP_4QFY2015_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  [ Results 2001-through fiscal year 2015\n](/files/file/2001-FY2015%20Program%20Results%20-Final%20FY2015.xls)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nNJCEP Goals - Progress to Date  \n---  \n|  [ 2nd Quarter FY15 Report\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%202QFY15_FINAL.pdf)  \nNJCEP Cumulative Results  \n|  [ Results 2001-through fiscal year 2014\n](/files/file/Library/2001-FY2014%20Program%20Results%20-Final%20FY2014_WebSite.xls)  \nNJCEP Financial and Energy Savings Reports  \n|  [ 1st Quarter Results\n](/files/file/NJCEP%20PTG%20Month%20Report%20-%20SEP2014.pdf) (fiscal year\n2015)  \n|  [ 4Q Fiscal Year 2014\n](/files/file/Library/BPURpt_NJCEP_4QFY2014_FINAL\\(1\\).pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Jan 2014 ](/files/file/Library/Jan14FA.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20DEC2013\\(1\\).pdf)  \n|  [ Nov 2013\n](/files/file/Library/NJCEP%20PTG%20Month%20Report%20-%20NOV2013.pdf)  \nNJCEP Cumulative Results  \n|  [ 2001-2013 Results\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls)  \nNJCEP Financial and Energy Savings Reports  \n|  [ 2Q 2013 Report ](/files/file/Library/BPURpt_2012-2013_FINAL.pdf)  \n  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2013 ](/files/file/Dec13FA.pdf)  \n|  [ Nov 2013 ](/files/file/Nov%20FA14.PDF)  \n|  [ Oct 2013 ](/files/file/Library/Oct%2013%20FA.pdf)  \n|  [ Sep 2013 ](/files/file/Library/Sep%20FA.PDF)  \n|  [ Aug 2013 ](/files/file/Library/Aug%20FA\\(1\\).pdf)  \n|  [ Jul 2013 ](/files/file/Library/July%20FA\\(1\\).pdf)  \n|  [ Jun 2013 ](/files/file/Library/June%20FA.PDF)  \n|  [ May 2013 ](/files/file/Library/May%20FA.pdf)  \n|  [ Apr 2013 ](/files/file/April%20FA.PDF)  \n|  [ Mar 2013 ](/files/file/FA%20report%20Mar%202013.pdf)  \n|  [ Feb 2013 ](/files/file/Library/FA%20report%20Feb%202013.PDF)  \n|  [ Jan 2013 ](/files/file/Library/FA%20report%20Jan%202013.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf)  \nNJCEP Cumulative Results  \n|  [ 2001-2012 Results ](/files/file/2001-2012%20Program%20Results.xls)  \n|  [ 2001-2013 Results (18 month version)\n](/files/file/Library/2001-2012\\(18Mth\\)%20Program%20results%20-%20Final%2006172014.xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 4Q 2012 Report\n](/files/file/Library/Financial_Energy_Saving_Reports/4Q12%20NJCEP%20Report%20-%20Dec%202012.pdf)  \n  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Dec%202012.pdf)  \n|  [ Nov 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Nov%202012.pdf)  \n|  [ Oct 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Oct%202012.pdf)  \n|  [ Sep 2012\n](/files/file/Library/Financial_Energy_Saving_Reports/FA%20report%20Sep%202012.pdf)  \n|  [ Aug 2012 ](/files/file/Library/Aug%20FA.pdf)  \n|  [ Jul 2012 ](/files/file/Library/July%20FA.pdf)  \n|  [ Jun 2012 ](/files/file/June%20FA%20report.pdf)  \n|  [ May 2012 ](/files/file/Library/May%202012%20FA%20Report.pdf)  \n|  [ Apr 2012 ](/files/file/Library/April%20FA.pdf)  \n|  [ Mar 2012 ](/files/file/Library/March%20FA.pdf)  \n|  [ Feb 2012 ](/files/file/Library/Feb%20FA.pdf)  \n|  [ Jan 2012 ](/files/file/Library/Fiscal%20Jan%202012.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ 2011 ](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2011 Report\n](/files/file/Library/BPURpt4Q11_NJCEP_FINAL_UPDATED_20120312.pdf)  \nHistorical ARRA Reports  \n|  [ 2011 Report\n](/files/file/Library/ARRA%20Spending%20as%20of%20123111%20-%20By%20Program%20v3%20-%20Values%20Only.xls)  \nTreasury Fiscal Reports  \n|  [ Dec 2011 ](/files/file/Library/Dec%202011%20Fiscal.pdf)  \n|  [ Oct 2011 ](/files/file/Library/Oct%202011%20FA%20report.pdf)  \n|  [ Sep 2011 ](/files/file/Library/sept%20fiscal.pdf)  \n|  [ Aug 2011 ](/files/file/Library/august%20fiscal.pdf)  \n|  [ Jul ](/files/file/Library/0584_001.pdf) [ 2001\n](/files/file/Library/0584_001.pdf)  \n|  [ Jun 2011 ](/files/file/Library/0576_001.pdf)  \n|  [ May 2011 ](/files/file/Library/May%202011%20Fiscal%20Report.pdf)  \n|  [ Apr 2011 ](/files/file/Library/April%202011%20Fiscal%20Report.pdf)  \n|  [ Mar 2011 ](/files/file/Library/March%202011%20FA%20report.pdf)  \n|  [ Feb 2011 ](/files/file/Library/0073_001.pdf)  \n|  [ Jan 2011 ](/files/file/Library/Jan%20Fiscal%20Agent%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ December 2010 ](/files/file/Library/NJCEP%20PTG_Dec%202010.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2010 Report ](/files/file/Library/BPURpt4Q10_NJCEP_FINAL_20110608.pdf)  \nHistorical ARRA Reports  \n|  [ 2010 Report ](/files/file/Library/BPURpt4Q10_ARRA_FINAL_20110607.pdf)  \nTreasury Fiscal Reports  \n|  [ Dec 2010 ](/files/file/Library/Dec%20Fiscal%20Report.pdf)  \n|  [ Nov 2010\n](/files/file/Library/November%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Oct 2010\n](/files/file/Library/October%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Sep 2010 ](/files/file/Library/Sept%202010%20CEP%20Fiscal%20Report.pdf)  \n|  [ Aug 2010 ](/files/file/Library/Aug%202010%20CEP%20Fiscal%20Report.pdf)  \n|  [ Jul 2010 ](/files/file/Library/NJCEP%20July%202010%20Fiscal%20Report.pdf)  \n|  [ Jun 2010 ](/files/file/Library/NJCEP%20June%202010%20Fiscal%20Report.pdf)  \n|  [ May 2010 ](/files/file/Library/May%202010%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Apr 2010\n](/files/file/Library/April%202010%20CEP%20Financial%20Report.pdf)  \n|  [ Mar 2010\n](/files/file/Library/March%202010%20CEP%20Financial%20Report.pdf)  \n|  [ Feb 2010 ](/files/file/Library/NJCEP%20Feb%202010%20Fiscal%20Report.pdf)  \n|  [ Jan 2010 ](/files/file/Library/NJCEP%20Jan%202010%20Fiscal%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Nov 2009\n](/files/file/Library/NJCEP%20PTG%20Monthly%20Report%20-%20Novemeber_Update_2_17.pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2009 Report ](/files/file/Library/NJCEP%204Q%202009%20Report.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2009 ](/files/file/Library/Dec%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Nov 2009 ](/files/file/Library/Nov%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Oct 2009 ](/files/file/Library/Oct%202009%20NJCEP%20Fiscal%20Report.pdf)  \n|  [ Sep 2009\n](/files/file/Library/Sept%202009%20NJCEP%20Financial%20Report.pdf)  \n|  [ Aug 2009\n](/files/file/Library/August%202009%20NJCEP%20Financial%20Report.pdf)  \n|  [ Jul 2009 ](/files/file/Library/July%202009%20NJCEP%20Report.pdf)  \n|  [ Jun 2009 ](/files/file/Library/June%202009%20NJCEP%20Expenses.pdf)  \n|  [ May 2009 ](/files/file/Library/May%202009%20NJCEP%20Expenses.pdf)  \n|  [ Apr 2009 ](/files/file/Library/April%202009%20CEP%20Fiscal%20Report.pdf)  \n|  [ Mar 2009 ](/files/file/Library/March%202009%20Monthly%20Report.pdf)  \n|  [ Feb 2009 ](/files/file/Library/February%202009%20Monthly%20Report.pdf)  \n|  [ Jan 2009\n](/files/file/Library/January%202009%20Clean%20Energy%20Program%20Report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  [ Dec 2008\n](/files/file/Library/NJCEP%20Monthly%20Report%20-%20Dec\\(1\\).pdf)  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2008 Report ](/files/file/Library/NJCEP4Q08RPT.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  [ Dec 2008 ](/files/file/December%202008%20CEP%20Report.pdf)  \n|  [ Nov 2008 ](/files/file/Library/November%202008%20CEP%20Report.pdf)  \n|  [ Oct 2008 ](/files/file/Library/October%202008%20CEP%20Report.pdf)  \n|  [ Sept 2008\n](/files/file/Library/September%202008%20CEP%20Monthly%20Report.pdf)  \n|  [ Aug 2008 ](/files/file/Library/August%202008%20Fiscal%20Report.pdf)  \n|  [ Jul 2008 ](/files/file/July%20Cost%20Report.pdf)  \n|  [ Jun 2008 ](/files/file/June%20Cost%20Report.pdf)  \n|  [ May 2008 ](/files/file/May%202008%20Clean%20Energy%20Cost%20Report.pdf)  \n|  [ Apr 2008 ](/files/file/April%202008%20Fiscal%20Report.pdf)  \n|  [ Mar 2008 ](/files/file/March%202008%20Fiscal%20Report.pdf)  \n|  [ Feb 2008 ](/files/file/Feb%202008%20Fiscal%20Report.pdf)  \n|  [ Jan 2008 ](/files/file/jan%20report.pdf)  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2007 Report\n](/files/file/Library/BPURpt4Q07Master%20Rev%20081908%20Final.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2006 Report ](/files/file/BPURpt4Q06Final.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2005 Report ](/files/file/QuarterlyReport2005.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2004 Report ](/files/file/BPURpt4Q04_1.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2003 Report ](/files/file/QuarterlyReport2003.pdf)  \nHistorical ARRA Reports  \n|  N/A  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2002 Report ](/files/file/QuarterlyReport2002.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \nNJCEP Goals - Progress to Date  \n---  \n|  N/A  \nResults Reporting  \n|  [ 2001-2011 Program Results\n](/files/file/Library/2001-2011%20Program%20results\\(2\\).xls)  \nHistorical NJCEP Financial/Energy Savings Reports  \n|  [ 2001 Report ](/files/file/QuarterlyReport2001.pdf)  \nHistorical ARRA Reports  \n|  ARRA reports are available for 2010 and 2011 only.  \nTreasury Fiscal Reports  \n|  N/A  \n  \n###  Program Details\n\n  * [ Find a Program ](https://cepfindaprogram.com/)\n  * [ Clean Energy Learning Center ](https://njcelc.com/)\n  * [ Solar Customer FAQs ](https://www.njcleanenergy.com/renewable-energy/programs/susi-program/adi-program/FAQs)\n\n  \n\n###  Learning Center\n\n[ ](https://njcelc.com/)\n\n  \n\n###  Energy Master Plan\n\n[ ](http://nj.gov/emp)\n\n  \n\n###  Join Our Listserv\n\n[ 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                "url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
            },
            "reason": "This is the official website for the New Jersey Clean Energy Program. Government-run programs are generally reliable sources of information.",
            "reliability_score": 0.9,
            "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"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "45b8325e-b2b8-4d81-8552-6c5be11877fb",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
                },
                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\nJavaScript appears to be disabled on this computer. Please [ click here to see\nany active alerts ](/alerts) .\n\n#  GHG Reduction Measures with Co-Pollutant Benefits\n\n[ Return to the PCAP Directory Home Page ](/inflation-reduction-act/priority-\nclimate-action-plan-pcap-directory)\n\nThe GHG Reduction Measures with Co-Pollutant Benefits Searchable Table\npresents data about more than 800 examples of GHG reduction measures collected\nfrom 211 state, Metropolitan Statistical Area (MSA), Tribal, and territorial\nPriority Climate Action Plans (PCAPs) submitted under [ EPA\u2019s Climate\nPollution Reduction Grants Program ](/inflation-reduction-act/climate-\npollution-reduction-grants) . Co-pollutants include both criteria air\npollutants (CAPs) (e.g., PM2.5, NOx, SO2, VOCs) and hazardous air pollutants\n(HAPs), which may also be referred to as air toxics. Note: a co-pollutant\nanalysis was not a required element of the PCAP. To explore this data table,\nusers may:\n\n  * **Filter table entries by jurisdictional level:** Use the buttons below to select combinations of state, MSA, or Tribal and territorial data to display in each table. \n  * **Search to narrow table entries:** Use keyword searches across all data fields to identify entries of interest. \n  * **Filter and sort data fields:** Use column headings to filter and sort the data displayed. Filters can be combined with each other and with keyword searches to offer even more specific information. \n  * **Export lists of information:** Use the CSV button (upper right of the table) to download a spreadsheet of the directory information displayed. \n\nFilters, sorts, and searches may be combined to further narrow the data\ndisplayed. For example, to identify all MSA PCAPs within a particular state,\nuse the jurisdictional buttons to display only data from MSA PCAPs, and then\ntype a two-letter state abbreviation (e.g., NY) into the keyword search field.\nNote: the list of CPRG [ planning grantees (pdf)\n](/system/files/documents/2024-04/cprg-planning-grants_0.pdf) (155 KB)  also\nprovides this information.\n\nView [ additional explanatory notes on the measure types and quantification\ntool/methods ](/inflation-reduction-act/select-approaches-and-measure-types)\ndisplayed in table entries here.\n\n|  |  |  |  |  |  |  |  |   \n---|---|---|---|---|---|---|---|---|---  \nMeasure Description  |  Measure Type  |  Sector  |  CAP Benefits Analysis Type  |  CAP Benefits Analysis Tools / Methods  |  HAP Benefits Analysis Type  |  HAP Benefits Analysis Tools / Methods  |  Jurisdiction  |  PCAP Link   \n(Technical Support Document)  |  Jurisdiction   \nConvert school buses to EVs.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nIncrease high capacity transit service across the metropolitan area.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nRedesign streets and infrastructure to reduce delays for transit vehicles and encourage residents to switch to public transportation.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand transit signal priority to reduce delay for buses and encourage residents to switch to public transportation.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand bicycle and pedestrian network.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand use of parking pricing.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand the use of electric buses in the region\u2019s transit fleets.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nEncourage consumers and fleet operators to purchase or lease new light, medium- and heavy-duty zero-emissions vehicles and/or fueling infrastructure  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nInvest in zero-emissions transit vehicles, energy supply, power sources and storage strategies, in-field/on-route transit vehicle charging infrastructure, and other support investments needed to eliminate emissions from transit services.  |  Develop EV charging infrastructure; Electrify municipal buses; Develop energy storage systems  |  Transportation; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nTransition light, medium, and heavy-duty fleets to appropriate zero-emission platforms and prepare to replace vehicles as options become available on the market.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce single occupancy vehicles on the road with financial incentives and other policies to encourage travelers to commute using rideshare, carpooling, and taxi services to reduce vehicle miles traveled in the region.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nCreate incentives or local policies to transition away from using gasoline and diesel offroad vehicles and equipment used by residents and businesses, local governments, farms, construction companies, and industrial operators.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nFund projects and plans to improve, enhance, and expand Capital District Transportation Authority services, to shift trips using individual vehicles to lower-polluting modes and reduce single occupancy vehicle dependency.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nEncourage implementation of e-bikes, e-scooters and support infrastructure by introducing options for direct purchase or reimbursements to local governments and mobility operators to build and install charging infrastructure.  |  Increase active transportation; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nProvide assistance to local governments to develop plans and edit codes to encourage infill, compact development, transit-oriented and transit supportive development, and new paved trails throughout the region.  |  Build dense communities; Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nImplement advanced data-driven management and monitoring technologies such as real time travel information and optimization to improve traffic flow, reduce idling, and reduce the need for drivers to search for parking spaces.  |  Improve transportation systems management and operations; Reduce idling  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nIncentivize the development and purchase of alternative fuel and advanced vehicle technologies for off-road port vehicles and marine vessels, airport operations vehicles and aircraft.  |  Electrify or increase efficiency of non-road transportation; Utilize low carbon fuels; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nInstall air and ground source heat pumps in residential and commercial buildings to reduce use of natural gas and fuel oil.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nPrepare building stock by investing in electric service and envelop upgrades needed for heat pumps, on-site renewable generation, energy storage, and battery electric vehicle charging and support buildings in LIDAC communities.  |  Electrify existing buildings; Increase deployment of distributed renewables; Deploy electric heat pumps; Develop EV charging infrastructure  |  Commercial and residential buildings; Transportation; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nUtilize stakeholder planning and zoning processes to identify optimal locations for small, medium, and large renewable energy generation and storage systems and improve coordination between New York State Energy Research and Development Authority and municipalities on related policy and programs for solar, wind, energy storage, and anaerobic digestion.  |  Increase deployment of distributed renewables; Develop energy storage systems; Expand utility-scale renewable energy generation  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nPromote clean energy policies and programs like Community Choice Aggregation to, where appropriate, increase access to cost-effective clean energy supplies.  |  Facilitate community choice aggregation programs  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nAdopt and enforce advanced energy codes or stretch codes.  |  Leverage building codes  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nIdentify and implement thermal loops to replace the natural gas grid where feasible and leverage thermal energy sources such as ground source geothermal, heat recovery from municipal wastewater systems, water bodies, and other sources available.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nDevelop a comprehensive program in partnership with housing advocates, developers, landlords, and municipalities to ensure rental housing is upgraded to provide tenants with clean, healthy, and affordable energy.  |  Increase deployment of distributed renewables; Electrify existing buildings  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce landfills by creating community and government programs to promote residential, commercial, and industrial composting, including food scraps.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nImplement measures to reduce leakage and ensure recovery and recycling of hydrofluorocarbon based refrigerants. Invest in low emissions alternatives in industries such as hospitals, grocery stores and ice rinks. Manage and track refrigerants in GHG inventories.  |  Phase out HFCs  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Albany-Schenectady-Troy, NY  |  [ Albany-Schenectady-Troy, NY Metro Area (pdf) ](/system/files/documents/2024-02/albany-ny-msa-pcap.pdf) (7.28 MB)  |  MSA   \nReduce 10% of gasoline vehicle miles traveled by 2050.  |  Reduce vehicle miles traveled  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nSwitch 95.63% of gasoline vehicle miles traveled to EVs by 2050.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nSwitch 99.63% of diesel vehicle miles traveled to EVs by 2050.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  San Antonio-New Braunfels, TX  |  [ San Antonio-New Braunfels, TX Metro Area (pdf) ](/system/files/documents/2024-02/alamo-area-5d-02f39101-0-pcap.pdf) (3.48 MB)  |  MSA   \nIncrease decarbonization initiatives to effectively decarbonize low-income multi-family housing complexes located in LIDAC tracts.  |  Improve appliance energy efficiency; Increase the deployment of electric vehicles; Increase composting  |  Commercial and residential buildings; Transportation; Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nReduce emissions, build greater resiliency, and more equitably distribute resources and infrastructure to a minimum of 32 community centers in LIDAC communities.  |  Increase deployment of distributed renewables; Develop EV charging infrastructure; Improve building energy efficiency  |  Commercial and residential buildings; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncorporate solar-powered agriculture storage structure, two outhouses with electric incinerating toilets and portable sinks and stormwater management infrastructure into the Los Poblanos Open Space.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nBuild solar panel canopies at Central New Mexico Community College Main, Market Place, Montoya, Westside, and Workforce Training Center Campuses.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nDesign a transit plaza co-located with affordable housing to improve long-term transit access for LIDACs.  |  Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIntroduce new bicycling infrastructure to incentivize biking and commuting for transportation.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nCreate a dedicated pedestrian and bicycle corridor that is offset from the road in the heart of downtown will serve both local and regional commuters, closing the missing link for safe access to jobs, amenities, and tourist destinations.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIntroduce a new trail for commuting and recreation that also reaches a LIDAC community.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nReplace fossil fuel powered Transit Department vehicles with zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nTransition the current government fleet to electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncrease availability of public electric vehicle charging infrastructure at Central New Mexico Community College.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nConvert vehicles in the Aviation department vehicle fleet to zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nInstall DC Fast Chargers downtown and at Route 66 Visitors Center at Central and I-40 to include six level 3 and two upgraded level 2 charging ports.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nAccelerate the availability of public electric vehicle charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nAccelerate the diversion of green waste material from local landfills and increase the conversion of this waste into reusable inputs to grow the green infrastructure.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nInstall street trees and green stormwater infrastructure along residential roads impacted by flooding in the unincorporated area of the Albuquerque South Valley.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nDevelop green stormwater infrastructure including planting trees and vegetation.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nIncrease tree inventory data and tree planting locations.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Albuquerque, NM  |  [ Albuquerque, NM Metro Area (pdf) ](/system/files/documents/2024-03/cprg-pcap-albuquerque-msa-city-of-albuquerque.pdf) (4.42 MB)  |  MSA   \nExpand bike and pedestrian paths by providing 100 miles of on-road bike paths and 250 miles of side paths and establish bicycle and pedestrian mode-share targets of 2% for 2025 and 4% for 2030, with the goal of improving access for LIDACs.  |  Increase active transportation  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nRedesign a suite of services offered by the transit system within the City of Baton Rouge and the City of Baker and expand the ongoing Plank-Nicholson BRT Project which encompasses a system redesign with route modifications, frequency adjustments, and a potential introduction of new mobility options, such as microtransit.  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement an intercity passenger rail service between Baton Rouge and New Orleans, providing a highly visible, reliable alternative to driving between these two cities and fostering the development of one super-region.  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement other transit systems across the metropolitan planning area, including rural and specialized transit systems, in five parishes (East and West Baton Rouge, Ascension, Iberville, and Livingston).  |  Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nRestore and enhance wetlands and natural features through efforts such as floodplain restoration; riparian vegetation restoration; and wetland, prairie, and forest restoration, with an objective to restore 200 acres per year for 10 years (e.g., 7 tons of CO2e per acre per year of wetlands would be sequestrated).  |  Preserve or expand wetlands; Manage or restore grasslands for carbon sequestration; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nEnhance tree canopy cover across the MSA, prioritizing areas with LIDACs that have low tree cover and high environmental burdens.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nEstablish a Clean Cars 4 All program that provides incentives to help lower-income consumers living in priority populations replace their old higher polluting vehicles with newer and cleaner transportation (based on the program from the California Air Resources Board.  |  Increase the deployment of electric vehicles; Increase active transportation; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Baton Rouge, LA  |  [ Baton Rouge, LA Metro Area (pdf) ](/system/files/documents/2024-03/5d-02f46201-pcap-baton-rouge-msa.pdf) (10.34 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing gas furnaces with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing gas boilers with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement efficiency measures for building envelopes and heating distribution systems by replacing propane furnaces with air-source heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas water heater with electric central heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas ovens and ranges with electric ovens and induction stovetops.  |  Improve appliance energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nRetrofit homes to use electricity instead of natural gas by replacing gas dryers with ENERGY STAR electric dryers.  |  Improve appliance energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement smart thermostat and lighting efficiency measures.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nImplement weatherization and deep envelope program measures to improve building efficiency.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  ResStock  |  None  |  N/A  |  San Francisco-Oakland-Berkeley, CA  |  [ San Francisco-Oakland-Berkeley, CA Metro Area (pdf) ](/system/files/documents/2024-03/san-francisco-oakland-berkeley-msa-pcap.pdf) (6.21 MB)  |  MSA   \nElectrify public transit fleet.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpand public transit and improve routes.  |  Expand public transit  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpand shared use paths by developing multi-use paths to connect residents with their important locations and services in their neighborhoods, such as schools, bus stops, grocery stores, and recreational activities.  |  Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nImprove traffic flow and efficiency by minimizing time vehicles spend idling in traffic by improving overall efficiency of the road network.  |  Apply technology or best practices to improve fuel efficiency; Reduce idling; Improve transportation systems management and operations  |  Transportation  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nIncentive programs for implementation of end-use energy efficiency measures in existing commercial buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nIncentive programs for the purchase of certified energy-efficient lighting in commercial and industrial buildings, as well as streetlights.  |  Install LED Streetlights; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nCreate programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nCreate weatherization programs for residential buildings by focuses on energy management actions taken at the residential level to improve energy efficiency in dwellings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nDevelop and distribute solar energy generation by implementing small-scale and community shared solar energy across the Bowling Green MSA's residential and commercial areas.  |  Support development or expansion of community solar programs; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nUpgrade electricity distribution to reduce transmission loss and thereby reduce overall power consumption through increased efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Quantitative and Qualitative  |  EPA GLIMPSE  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nReduce the amount of organic waste in landfills that contributes to methane emissions by developing composting programs that help reduce food waste.  |  Increase composting  |  Waste and materials management  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nExpanding green spaces that enhance urban greenery with native vegetation, such as low-lying shrubs that do not interfere with overhead power lines.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Quantitative and Qualitative  |  Energy Policy Simulator  |  Bowling Green KY  |  [ Bowling Green, KY Metro Area (pdf) ](/system/files/documents/2024-03/bowling-green-msa-pcap.pdf) (2.45 MB)  |  MSA   \nGenerate 500 megawatts of new solar projects in the residential, commercial, and municipal sectors by 2050  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Columbia, SC  |  [ Columbia, SC Metro Area (pdf) ](/system/files/documents/2024-03/columbia-sc-pcap.pdf) (2.69 MB)  |  MSA   \nEnhance public charging infrastructure across the Midlands with an aim to increase the share of electric vehicles in passenger transportation to 15% by 2030 and 60% by 2050.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Columbia, SC  |  [ Columbia, SC Metro Area (pdf) ](/system/files/documents/2024-03/columbia-sc-pcap.pdf) (2.69 MB)  |  MSA   \nDeploy eight electric trainsets into service and retire sixteen diesel locomotives in Metra's regional passenger rail fleet.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Chicago-Naperville-Elgin, IL-IN-WI  |  [ Chicago-Naperville-Elgin, IL-IN-WI Metro Area (pdf) ](/system/files/documents/2024-03/chicago-msa-pcap.pdf) (4.73 MB)  |  MSA   \nTransition passenger vehicles used in the city such that 30 percent of all passenger vehicles are EVs by 2030, as well as increase medium- and heavy-duty EVs by 30 percent over current levels through improving the availability of charging stations.  |  Increase the deployment of electric vehicles; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nUpdate construction equipment to electric or other fuel alternatives so that 80 percent of construction equipment will be powered by alternative fuels, and 19 percent electrified.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nIncrease walking and biking as a means of transport instead of driving in passenger vehicles through improving roads, pedestrian, and biking infrastructure, and reduce approximately 138 million annual vehicle miles traveled by 2030.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nIncrease access to public transit and reduce new vehicle miles traveled for passenger and commercial vehicles by 15%. Increase residential density near transit, prioritizing affordable housing development, to increase access to public transit and reduce new vehicle miles traveled for passenger and commercial vehicles by 15%.  |  Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Bakersfield, CA  |  [ Bakersfield, CA Metro Area (pdf) ](/system/files/documents/2024-03/city-of-bakersfield-pcap.pdf) (1.04 MB)  |  MSA   \nInstall solar power at 1,404,134 residential and 62,990 commercial units in 25 years.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand solar storage for public facilities.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nRetrofit 2,048 fire stations and 452 schools and community facilities in 5 years for energy efficiency.  |  Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nRetrofit 34,267 street lights in 5 years to improve energy efficiency.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand hydrogen power generation to become a regional hydrogen hub.  |  Use cleaner fuels for power generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand the public transit network to achieve 40,668 new transit users after 5 years.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nExpand ridership for public transit by 655,119 new users after 25 years.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nDevelop EV mapping and install regional charging hubs.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nIncentivize EV purchases through the implementation of vehicle charging stations, financing mechanisms, and incentivizing alternative modes of transportation.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nLeverage public/private partnerships to expand EV charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tampa-St. Petersburg-Clearwater, FL  |  [ Tampa-St. Petersburg-Clearwater, FL Metro Area (pdf) ](/system/files/documents/2024-02/tampastpeteclw-msa-pcap.pdf) (2.21 MB)  |  MSA   \nElectrify region's school buses, public transit vehicles and other heavy-duty vehicles and equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify municipal buses  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Cleveland-Elyria, OH  |  [ Cleveland-Elyria, OH Metro Area (pdf) ](/system/files/documents/2024-02/cleveland-elyria-msa-pcap.pdf) (7.33 MB)  |  MSA   \nDivert organic waste from the landfill through education, establishment of community drop-off locations for food waste composting, commercial pick-up locations and curbside organics collection.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Cleveland-Elyria, OH  |  [ Cleveland-Elyria, OH Metro Area (pdf) ](/system/files/documents/2024-02/cleveland-elyria-msa-pcap.pdf) (7.33 MB)  |  MSA   \nTransition heavy and medium-duty on-road vehicles and the public sector fleet to alternative fuel and electric vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nBuild infrastructure and provide incentives to support the use of low carbon fuels.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEstablish an emissions compliance taskforce to monitor methane emissions and combat fraudulent vehicle inspections.  |  Apply technology or best practices to improve fuel efficiency  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nRetrofit streetlights with energy efficient LEDs.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove transit services by upgrading transit infrastructure, expanding services, subsidizing fares, and developing mobility hubs.  |  Expand public transit; Encourage carpooling  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEncourage active transportation by improving transit infrastructure for pedestrians, bicycles, and other non-motorized forms of travel.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEstablish green purchasing and/or green construction programs to encourage the adoption of sustainable materials and practices.  |  Utilize low embodied carbon materials  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand and maintain green spaces to mitigate the urban heat island effects associated with transportation infrastructure.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nReduce road congestion by improving traffic signal timing and implementing bus signal prioritization.  |  Improve transportation systems management and operations; Improve road conditions  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nIncrease freight supply chain efficiency by improving the digital and physical infrastructure for truck and rail transport.  |  Improve transportation systems management and operations  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nReduce vehicle miles traveled by co-locating jobs and housing, providing incentives for commuters, and utilizing smart infrastructure technologies.  |  Build dense communities  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEncourage the adoption of energy efficient technologies in public sector buildings and transition refrigerants from hydrofluorocarbons.  |  Improve municipal building efficiency; Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Phase out HFCs  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove residential energy efficiency by providing residential energy audits, weatherization programs, and incentives for residential solar.  |  Improve weatherization; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote energy audits and building benchmarking in public and commercial facilities.  |  Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nTransition existing roofs on government buildings to cool and green roofs.  |  Improve building energy efficiency; Expand urban forests and/or green spaces  |  Commercial and residential buildings; Natural and working lands  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nEnhance energy resiliency by developing distributed energy resources and retrofitting government buildings with resiliency elements.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpgrade on-site sewage systems through repairs, upgrades, and financial incentives.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove energy efficiency in water and wastewater treatment facilities by upgrading infrastructure and treatment processes.  |  Reduce emissions from wastewater treatment facilities; Deploy electric heat pumps  |  Waste and materials management; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDivert biosolids from wastewater treatment plants into waste-to-energy facilities.  |  Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSupport effluent reuse by upgrading infrastructure and expanding existing programs at wastewater treatment plants.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove local water conservation by promoting smart use among utility customers and exploring new water storage and harvesting techniques.  |  Improve efficiency of water infrastructure; Encourage behavior changes to conserve building energy  |  Commercial and residential buildings; Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDivert organic waste into waste-to-energy systems using anaerobic digestion.  |  Increase anaerobic digestion; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Biogas Calculator  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote practices that divert construction and demolition debris by expanding recycling sites and partnering with construction companies to adopt low-waste construction techniques.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nConstruct a comprehensive waste management facility and implement landfill gas collection systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpgrade recycling facilities to increase efficiency and recycling capacity.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand waste collection services for multifamily dwellings and reduce vehicle emissions from waste hauling.  |  Develop analytical and planning tools for materials management; Increase the deployment of electric MDVs and/or HDVs  |  Waste and materials management; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote the expansion of green space by developing a Comprehensive Greening Plan, providing incentives to green commercial property, increasing green neighborhood spaces, and greening government buildings.  |  Expand urban forests and/or green spaces; Improve municipal building efficiency  |  Natural and working lands; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSupport parks management and maintenance by increasing parkland acreage and electrifying municipal lawn care equipment.  |  Maintain or expand existing forests; Electrify off road vehicles or equipment  |  Natural and working lands; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nExpand local tree canopy and develop an urban forestry floodplain and floodway initiative.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nImprove agricultural management practices through programs that reduce methane emissions from livestock, electrify irrigation equipment, and expand opportunities for urban agriculture.  |  Improve livestock management; Reduce agricultural fuel emissions  |  Agriculture  |  Qualitative  |  EPA AVERT  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nUpdate codes and zoning requirements to promote green space conservation and preservation.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nPromote the use of smartphone applications that motivate residents to reduce their carbon footprint.  |  Education and engagement  |  Cross-cutting  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nDevelop the local workforce to support GHG reduction measures in the energy, waste and land management sectors.  |  Develop green workforce  |  Electricity; Waste and materials management; Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Dallas-Fort Worth-Arlington, TX  |  [ Dallas-Fort Worth-Arlington, TX Metro Area (pdf) ](/system/files/documents/2024-03/dallas-fort-worth-air-quality-improvement-plan.pdf) (35.13 MB)  |  MSA   \nSubsidize and help commercial, multifamily, municipal, university, school, hospital and other buildings to upgrade from fossil-fuel based systems to electric power and upgrade heating and cooling equipment to more energy efficient alternatives.  |  Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nSupport existing, large multifamily property owners in decreasing costs and climate pollution emissions through energy efficient and electrification upgrades.  |  Electrify existing buildings; Develop building benchmarking and performance standards; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nWork with community based organizations to offer free energy audit services and home upgrade funding to low income, disproportionately affected households.  |  Education and engagement; Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nProvide free weatherization and energy efficiency improvements to low-income and disadvantaged community members, while providing discounts and advice to assist all residents.  |  Improve weatherization; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand regional rapid bus transit.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand the regional active transportation network.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Denver-Aurora-Lakewood, CO Metro Area  |  [ Denver-Aurora-Lakewood, CO Metro Area (pdf) ](/system/files/documents/2024-02/denver-regional-council-of-governments-pcap.pdf) (3.4 MB)  |  MSA   \nExpand existing residential energy efficiency retrofit programs, with a focus on low-income households.  |  Improve weatherization; Install more efficient heating or cooling equipment; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nFund additional energy efficiency measures in publicly funded, newly constructed affordable housing units.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nExpand the availability of residential composting programs.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Portland-Vancouver-Hillsboro, OR-WA  |  [ Portland-Vancouver-Hillsboro, OR-WA Metro Area (pdf) ](/system/files/documents/2024-02/portland-metro-msa-pcap.pdf) (3.47 MB)  |  MSA   \nImplement residential energy efficiency improvements in 130 housing units per year over 5 years, focusing on LIDAC communities.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement energy efficiency improvements in 12 public buildings per year over 5 years.  |  Improve municipal building efficiency; Improve weatherization; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nFund the installation of 12 Level 2 EV chargers at multi-family homes per year over 5 years.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Cedar Rapids, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement residential energy efficiency improvements in 130 housing units per year over 5 years, focusing on LIDAC communities.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nImplement energy efficiency improvements in 12 public buildings per year over 5 years.  |  Improve municipal building efficiency; Improve weatherization; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nFund the installation of 12 Level 2 EV chargers at multi-family homes per year over 5 years.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Iowa City, IA  |  [ Cedar Rapids, IA Metro Area (pdf) ](/system/files/documents/2024-03/east-central-iowa-cedar-rapids-iowa-city-priority-climate-action-plan.pdf) (6.48 MB)  |  MSA   \nDevelop a robust public electric vehicle charging network in Fresno County, including in the disadvantaged communities, to increase electric vehicle adoption in Fresno County.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nConvert the municipal fleet (including transit) into zero emission vehicles and provide a sustainable and reliable support system for such zero-emission fleet which could include, but not limited to maintenance, charging facilities, and training of personnel.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nBuild a well-connected bike and pedestrian system that provides alternative transportation options including micro-mobility such as shared e-bike and e-scooter.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nEnhance the public transportation system by maintaining/expanding the existing transit system and implementing other transit strategies such as micro transit.  |  Expand public transit; Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nProvide incentives for carpool and vanpool, and other shared mobility options.  |  Encourage carpooling  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncentivize programs in LIDAC areas that promote the purchase of certified energy-efficient appliances, heating and cooling equipment, lighting, and building products to replace inefficient products.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncorporate water efficiency measures that reduce water heating energy consumption by installing alternative types of water heaters in place of gas storage tank heaters in residences in LIDAC communities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nBundle on-site renewable energy generation with energy efficiency improvements in residences and commercial buildings in low-income and disadvantaged areas.  |  Increase deployment of distributed renewables; Education and engagement  |  Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce or divert waste (including food and/or yard waste) through improved production practices, improved collection services, and increased reuse or recycling rates.  |  Reduce food/organic waste; Increase recycling; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nInstall renewable energy and energy efficiency measures at wastewater treatment facilities.  |  Reduce emissions from wastewater treatment facilities; Improve building energy efficiency; Increase deployment of distributed renewables  |  Waste and materials management; Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce GHG emissions associated with agricultural burning, including orchards and vineyards, through chipping and use for soil incorporation, on-site land application on agricultural land, off-site beneficial re-use, or other approved methods.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nImplement programs and incentives to reduce GHG emissions associated with the operation of various agricultural equipment, such as tractors, harvesting equipment, utility terrain vehicles, dairy feed mixing electrification and agricultural pumps through zero-emission replacement as well as the installation of charging or re-fueling stations to support deployment.  |  Electrify off road vehicles or equipment; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Fresno, CA  |  [ Fresno, CA Metro Area (pdf) ](/system/files/documents/2024-03/fresno-cog-pcap.pdf) (18.94 MB)  |  MSA   \nIncrease the number of all-electric, affordable housing units, reduce greenhouse gas emissions, and promote clean energy solutions, especially in LIDACs, through incentives, education, and technical support for developers and property managers.  |  Electrify new construction; Education and engagement  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Salt Lake City, UT  |  [ Salt Lake City, UT Metro Area (pdf) ](/system/files/documents/2024-03/sl-clear-priority-climate-action-plan.pdf) (5.08 MB)  |  MSA   \nBuild charging infrastructure to support the electrification of fleet vehicles, which would result in significant GHG and air quality benefits and help Salt Lake City meet its fleet electrification targets and to continue to be a leader in municipal fleet electrification within the MSA.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Salt Lake City, UT  |  [ Salt Lake City, UT Metro Area (pdf) ](/system/files/documents/2024-03/sl-clear-priority-climate-action-plan.pdf) (5.08 MB)  |  MSA   \nLaunch a bike-sharing program in LIDAC communities in the Greater Worcester region that will preferably be fare-free and include cycles accessible to people with disabilities.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nPurchase electric vans to be used for transportation by councils on aging, senior centers, and other senior transportation services in LIDAC communities.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nPurchase accessible electric vehicles to expand ridesharing and shuttle service in communities without access to regional transit service and LIDACs.  |  Increase the deployment of electric vehicles; Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nInstitute a solar canopy system on 40 municipal and/or school parking lots by 2035, with priority given to lots in low-income disadvantaged communities.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nDistribute funding for rooftop solar installations on municipal, public hospital, and public school buildings with priority given to LIDAC communities and small/rural communities with frequent power outages  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a solar array over the top of 15 brownfields, capped landfills, and/or closed fuel facilities by 2035, prioritizing those in LIDAC regions, small or rural communities with frequent power outage issues, and communities served by Municipal Light Plants.  |  Develop energy storage systems; Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide 15 communities with one battery system each after deciding which 15 locations across the MSA would be most beneficial to function as sites for storage, providing optimized renewable energy storage for the entire MSA.  |  Develop energy storage systems  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nCreate an accessible online tool to provide residents with free, comprehensive energy efficiency consultations with the goal of providing weatherization retrofits to 50% of the MSA\u2019s housing stock by 2035.  |  Education and engagement; Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide weatherization retrofits in municipal and school buildings, particularly through replacing 75% of inefficient municipal and/or school windows by 2035 with priority given to schools and municipal buildings in low income and disadvantaged communities.  |  Improve weatherization; Improve municipal building efficiency  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a grant program to support the planting and maintenance of native trees and shrubs in urban communities, prioritizing areas in communities with little native tree and shrub coverage.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nProvide financial support to farmers for the purchase of farmland in the Greater Worcester Region, prioritizing applications that seek to purchase farmland near or within LIDAC communities.  |  Develop green workforce  |  Natural and working lands; Agriculture  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nEstablish a green roof rebate program for building owners to encourage the adoption of green roof systems.  |  Expand urban forests and/or green spaces; Improve building energy efficiency  |  Commercial and residential buildings; Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Worcester, MA-CT Metro Area  |  [ Worcester, MA-CT Metro Area (pdf) ](/system/files/documents/2024-03/greater-worcester-msa-priority-climate-action-plan.pdf) (21.25 MB)  |  MSA   \nDevelop a resource hub that provides resources for building energy efficiency and decarbonization that includes building assessments, financial assistance and incentives, and workforce training support with a focus on disadvantaged communities.  |  Education and engagement; Develop green workforce  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Las Vegas-Henderson-Paradise, NV  |  [ Las Vegas-Henderson-Paradise, NV Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t73601-0-las-vegas-henderson-paradise-msa-priority-climate-action-plan.pdf) (7.99 MB)  |  MSA   \nImplement a carbon-reduction transportation plan that includes transitioning the bus fleet to hydrogen fuel, expansions to the existing bike share program and establishment of the zero emission vehicle plan.  |  Utilize low carbon fuels; Increase active transportation; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Las Vegas-Henderson-Paradise, NV  |  [ Las Vegas-Henderson-Paradise, NV Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t73601-0-las-vegas-henderson-paradise-msa-priority-climate-action-plan.pdf) (7.99 MB)  |  MSA   \nIncrease share of alternative fueled vehicle registration to 9% by 2030 and 21% by 2050.  |  Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Allentown-Bethlehem-Easton, PA-NJ  |  [ Allentown-Bethlehem-Easton, PA-NJ Metro Area (pdf) ](/system/files/documents/2024-03/lvpc-priority-climate-action-plan.pdf) (11.13 MB)  |  MSA   \nExpand and maintain urban tree canopy with the goal of achieving a Tree Equity Score of 60 across all urban areas.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Tree Equity Score  |  None  |  N/A  |  Lexington-Fayette, KY  |  [ Lexington-Fayette, KY Metro Area (pdf) ](/system/files/documents/2024-03/lexington-fayette-msa-priority-climate-action-plan.pdf) (31.55 MB)  |  MSA   \nFund the deployment of renewable energy generation systems, including solar and hydropower energy generation systems, at municipal and other public facilities  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport, fund, and/or incentivize development of renewable energy microgrids at the local and community levels  |  Develop microgrids  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the installation of EV charging infrastructure for publicly available charging and fund the transition of public fleets from fossil fuel-powered vehicles to EVs.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the transition from fossil fuel powered vehicles to zero emission vehicles for residential and commercial fleets through rebates, grants, and other incentives.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nUpgrade the active transportation network.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncentivize the purchase of electric lawn and garden equipment for commercial and government entities.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport the deployment of energy efficiency upgrades for municipal operations.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nFund residential and commercial building weatherization assistance projects and specific programs.  |  Improve weatherization; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nSupport and incentivize the conversion of fossil fueled or wood burning building equipment to electric equipment.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Phoenix-Mesa-Chandler, AZ Metro Area  |  [ Maricopa-Pinal County Region Priority Action Plan (pdf) ](https://azmag.gov/Portals/0/Environmental/CPRG/Maricopa-Pinal-County-Region-Priority-Climate-Action-Plan.pdf?ver=8G2HlJqwTD7IwdHfyGUlYA%3d%3d) (5.77 MB)  )  |  MSA   \nIncrease building energy efficiency and solar for public sector and commercial buildings.  |  Improve municipal building efficiency; Improve building energy efficiency; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Milwaukee-Waukesha, WI  |  [ Milwaukee-Waukesha, WI Metro Area (pdf) ](/system/files/documents/2024-02/metropolitan-milwaukee-priority-pollution-reduction-action-plan-report.pdf) (3.83 MB)  |  MSA   \nPower municipal and county operations with utility scale solar projects.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Milwaukee-Waukesha, WI  |  [ Milwaukee-Waukesha, WI Metro Area (pdf) ](/system/files/documents/2024-02/metropolitan-milwaukee-priority-pollution-reduction-action-plan-report.pdf) (3.83 MB)  |  MSA   \nElectrify park authority fleets, including electric vehicles, utility terrain vehicles, and mowers, while establishing charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nDevelop a regional virtual power plant and complete solar installations at the Valleycrest Landfill, the Dayton International Airport, and others and enter into a Power Purchase Agreement to procure the power for municipal/residential supply.  |  Increase deployment of distributed renewables; Facilitate community choice aggregation programs  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nExpand revenue-generating projects through the Virtual Power Plant initiative to fund programs like building weatherization retrofits or EV purchasing programs.  |  Increase deployment of distributed renewables; Improve weatherization; Increase the deployment of electric vehicles  |  Electricity; Commercial and residential buildings; Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nExtend the geographic range of the Greater Dayton Regional Transit Authority electric trolley bus system and add a new route; electrify the Flyer (diesel bus system).  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nIncentivize low-income consumers to purchase or lease new or used hybrid vehicle, plug-in hybrid vehicles, zero emissions vehicles, e-bikes, or vouchers for public transportation.  |  Increase the deployment of electric vehicles; Encourage deployment of higher fuel efficiency vehicles; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nSupport active transportation programming and invest in active transportation infrastructure.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Dayton, OH  |  [ Dayton-Kettering, OH Metro Area (pdf) ](/system/files/documents/2024-02/dayton_kettering-msa-pcap.pdf) (17.93 MB)    \n  \n( [ Dayton-Kettering, OH Metro Area Additional Appendices (zip) ](/system/files/other-files/2024-04/dayton-additional-appendices.zip) )  |  MSA   \nComplete energy audits of MSA public buildings and begin energy efficiency upgrades by 2030, complete energy efficiency upgrades on 200 local government buildings by 2035, and install 15 MW of renewable energy capacity to offset local government energy consumption by 2040.  |  Improve municipal building efficiency; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nIncrease ridership and improve frequency to meet Memphis 3.0 Transit Vision ridership goals and convert 70% of MATA's bus fleet to electric by 2030, and convert 100% of MATA's bus fleet to electric by 2050.  |  Expand public transit; Electrify municipal buses  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nConstruct 32 miles of greenway trails and on-street corridors by 2030, and 520 miles by 2050.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  Quantitative  |  EPA MOVES  |  Memphis, TN-MS-AR  |  [ Memphis, TN-MS-AR Metro Area (pdf) ](/system/files/documents/2024-02/memphis-tn-pcap.pdf) (9.06 MB)  |  MSA   \nPilot pedestrianization, limited traffic (bus only lanes/streets) and use of active transportation downtown and in dense developments; ensure opportunity areas are completely accessible by transit, and advocate for transit plans that incentivize new development in areas that will allow for transit, walking, and bike use.  |  Increase active transportation; Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nConduct feasibility studies for creating economic zones in areas with high commute times and encourage denser housing in areas near existing economic zones.  |  Build dense communities  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nCreate more park-and-ride options, and increase transit access and frequency in areas with high car ownership and high commute times to work to enable multi-modal trips.  |  Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease EV adoption by providing incentives that promote EV and eBike use while working to communicate with and support low and middle-income communities through outreach, using Federal Tax credits to set up home EV charging in rural areas, and implementing requirements for new developments in high-density areas to include EV charging options.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nCreate outreach programs that communicate state and federal level financing programs that support on site renewable generation for residential and commercial building owners.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEvaluate the potential of citing renewable energy projects on vacant and underutilized land, such as brownfield sites, and combine planning for the renewable energy transition with open space planning.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nRequire building owners to annually benchmark and disclose their energy usage and efficiency ratings.  |  Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nDevelop robust resources to enable municipalities to implement model climate-friendly land use and zoning practices.  |  Build dense communities; Build housing in transit connected locations  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIntegrate solar heating systems into community initiatives and reduce overall energy costs.  |  Use district geothermal, cogeneration, or waste heat recovery; Install more efficient heating or cooling equipment  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEstablish a city-wide retrofit program for low-income residents and municipal buildings, offering grants and low-interest loans for energy-efficient upgrades and heat pumps, leveraging public-private partnerships for sustainable practices, using eco-friendly materials, and replacing oil and gas heating systems with heat pumps.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nEstablish regional outreach programs for low to middle-income households to install heat pumps and energy upgrades, highlight HEATsmart benefits for LIDAC communities, partner with social service agencies for outreach, and promote state and federal incentives.  |  Education and engagement; Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease urban tree canopy in low-income disadvantaged communities.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  New Haven-Milford, CT  |  [ New Haven-Milford, CT Metro Area (pdf) ](/system/files/documents/2024-03/new-haven-milford-msa-pcap.pdf) (17.77 MB)  |  MSA   \nIncrease the adoption of new zero-emissions vehicles and electric vehicle charging infrastructure.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nElectrify buses and medium and heavy-duty vehicle classes and install supporting infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nTransition from heavy-duty or medium-duty trucks to less carbon-intensive modes of transportation options such as rail, commercial cargo bikes, barges, ferries, or ships.  |  Promote water- or train-based freight transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInvest in alternative transportation modes like public transit, active transportation, greenways, and complete streets- paired with smart growth planning and zoning.  |  Increase active transportation; Expand public transit; Build dense communities  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nTransition to cleaner and more energy-efficient operations within the Port Authority\u2019s jurisdictional boundaries.  |  Electrify or increase efficiency of non-road transportation; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport electrification and adoption of energy-efficient technologies in buildings to reduce costs.  |  Improve building energy efficiency; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInvest in grid decarbonization by embracing renewable energy sources, such as solar, wind, and hydroelectric power.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables; Develop microgrids  |  Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport municipal solid waste diversion through recycling, composting, and reuse programs.  |  Increase composting; Increase recycling  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  New York-Newark-Jersey City, NY-NJ-PA  |  [ New York-Newark-Jersey City, NY-NJ-PA Metro Area (pdf) ](/system/files/documents/2024-03/ny-nj-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize local government buildings, transportation, and energy.  |  Improve municipal building efficiency; Electrify government and/or publicly owned vehicle fleets; Increase deployment of distributed renewables  |  Commercial and residential buildings; Transportation; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nSupport residential building decarbonization in the near term for residential properties, particularly in LIDAC communities, through programs and projects that increase building energy efficiency, reduce energy consumption, increase building electrification, and deploy renewable energy systems and storage.  |  Improve weatherization; Increase deployment of distributed renewables; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nSupport equitable commercial building decarbonization that prioritizes LIDAC communities in the near term, including programs and projects that increase building energy efficiency, reduce energy consumption, increase building electrification, and deploy renewable energy systems and storage.  |  Improve weatherization; Increase deployment of distributed renewables; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nEncourage the transition of light duty vehicles to low- or no-carbon emission vehicles through financial incentives and installation of charging infrastructure.  |  Increase the deployment of electric vehicles; Encourage deployment of higher fuel efficiency vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nProvide improvements and enhancements in public transit service efforts and reduce the carbon intensity of transit services by connecting transit vehicles and facilities to sources of low- and zero-emission sources of power.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nImplement policies and projects that invest in bike, pedestrian, and other active transportation improvements across Philadelphia MSA.  |  Increase active transportation  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nEncourage expansions of, and upgrades to, transmission and distribution networks in addition to supporting increased use of storage and the use of clean fuels.  |  Develop energy storage systems; Develop transmission and distribution infrastructure  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nIncrease waste diversion and reduce emissions at landfills and solid waste incinerators.  |  Increase composting; Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nImplement wastewater treatment plants energy efficiency and electrification improvements, and increase the generation of biomethane and its enabling infrastructure across the MSA.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Improve building energy efficiency  |  Waste and materials management; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Philadelphia-Camden-Wilmington, PA-NJ-DE-MD  |  [ Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area (pdf) ](/system/files/documents/2024-03/phl-msa-pcapreport-dvrpc.pdf) (2.77 MB)  |  MSA   \nReplace diesel bus fleet with EV or hydrogen bus fleet through infrastructure upgrades and purchasing of new vehicles.  |  Electrify municipal buses; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nashville-Davidson-Murfreesboro-Franklin, TN  |  [ Nashville-Davidson--Murfreesboro--Franklin, TN Metro Area (pdf) ](/system/files/documents/2024-03/2024-0301-gnrc-nashville-msa-pcap.pdf) (13.34 MB)  |  MSA   \nReplace uncontrolled tier diesel commuter rail with tier 4 Diesel Multiple Units or Hydrogen rail rolling stock through infrastructure upgrades and purchasing of new vehicles.  |  Deploy lower-emitting locomotives; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nashville-Davidson-Murfreesboro-Franklin, TN  |  [ Nashville-Davidson--Murfreesboro--Franklin, TN Metro Area (pdf) ](/system/files/documents/2024-03/2024-0301-gnrc-nashville-msa-pcap.pdf) (13.34 MB)  |  MSA   \nExpand existing Transportation Demand Management programs and implement new ones across the region to shift transportation behavior to low-emission modes (e.g., walking, biking, and transit), reduce vehicle miles traveled, and shift commutes to off-peak periods  |  Improve transportation systems management and operations; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nOffset extra costs associated with offering and purchasing Renewable Diesel (R99) fuel through a combination of government and private subsidies, as well as forming a regional coalition purchasing cooperative of large fuel users to demonstrate a willing market of buyers.  |  Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nInstall up to 35 MW of community solar, co-located with 34 MWh of battery storage.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nEstablish a funding program for energy efficiency upgrades and installation of solar and battery storage at public-facing municipal facilities.  |  Improve municipal building efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nConserve water and reduce water consumption by expanding and regionalizing existing water conservation programs.  |  Education and engagement  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nSupport and expand programs for tree planting and forest restoration through a combination of funding, capacity-building activities, data collection, and regional collaboration.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Austin-Round Rock, TX  |  [ Austin-Round Rock-Georgetown, TX Metro Area (pdf) ](/system/files/documents/2024-03/city-of-austin-austin-rrock-georgetown-pcap.pdf) (2.06 MB)  |  MSA   \nReduce single-occupancy vehicle miles traveled and promote alternative transportation, such as transit, walking, or biking, and take actions toward reforming local land use policies to support these activates in the long-term.  |  Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nModernize building technologies and systems that reduce GHG emissions associated with construction, operation, and maintenance of buildings and facilities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nTransition fossil fuel vehicles to electric and other alternative fuel and clean vehicle technologies, and create the infrastructure to support the operation of these vehicles, reduce congestion, and improve the efficiency and safety of the region's transportation system.  |  Utilize low carbon fuels; Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nPromote the use of renewable energy and the appropriate energy storage technologies.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA AVERT  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nIncrease the amount of trees and greenspaces to sequester GHG emissions and provide important community benefits, and reform local land use policies to support these activities.  |  Maintain or expand existing forests; Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Charlotte-Concord-Gastonia, NC-SC  |  [ Charlotte-Concord-Gastonia, NC-SC Metro Area (pdf) ](/system/files/documents/2024-03/charlotte-gastonia-concord-nc-sc-msa-pcap.pdf) (2.68 MB)  |  MSA   \nReduce vehicle miles traveled by 20% for passenger vehicles by 2031.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nComplete investments and commitments in the regional pedestrian, bicycle, and transit networks.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce vehicle miles traveled by 20% for freight and service vehicles by 2030.  |  Reduce freight mileage  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAim to implement the requirement that 68% of new passenger vehicles sold are EVs by 2030.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nInvest in EV charging infrastructure for passenger vehicles and support convenient and affordable opportunities for the purchase of zero-emission vehicles, particularly for disadvantaged communities.  |  Develop EV charging infrastructure; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nWork to mandate that 25% of new freight and service vehicles sold are EVs by 2030.  |  Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nEstablish incentives for zero-emissions drayage trucks (~150), cargo handling equipment, and charging equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nTransition the region\u2019s transit fleet to zero-emission vehicles, including buses, ferries, streetcars, vanpools, specialized transportation vehicles, light rail, and commuter rail, etc., and infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify the passenger ferry.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nImplement electric battery buses (~20) plus charging infrastructure.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify 2 Passenger Ferries and infrastructure.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAcquire 20 battery electric buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify airport transit bus (~35), and develop charging equipment.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nAcquire 15 electric stride and double decker buses along with charging infrastructure.  |  Electrify municipal buses; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify 243 port owned fleets plus charging equipment in the Port of Seattle.  |  Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nElectrify maintenance fleet (~40) in the Port of Everet.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce GHG emissions from offroad equipment by 20% by 2031.  |  Electrify or increase efficiency of non-road transportation; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nTransition the region\u2019s medium and heavy-duty vehicle fleet to zero-emission vehicles, including port drayage trucks and other seaport and airport vehicles, equipment, and infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nEstablish incentives for medium duty vehicle electrification and a charging depot in the Port of Seattle.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce fuel carbon intensity for aviation fuel by 20%.  |  Utilize low carbon fuels; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce use of aviation fuel by 10%.  |  Encourage deployment of higher fuel efficiency vehicles; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  EPA COBRA  |  Quantitative  |  EPA COBRA  |  Seattle-Tacoma-Bellevue, WA  |  [ Seattle-Tacoma-Bellevue, WA Metro Area (pdf) ](/system/files/documents/2024-03/pcap-puget-sound-msa.pdf) (2.85 MB)  |  MSA   \nReduce energy consumption and increase building decarbonization through programs to support, incentivize, and install energy efficiency and electrification measures.  |  Develop building benchmarking and performance standards; Electrify existing buildings; Improve appliance energy efficiency; Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nDevelop an EV procurement plan and EV support equipment deployment strategy to support the adoption of EVs.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nReduce emissions from port operations through the adoption of low carbon fuels, electric equipment, and operational changes.  |  Utilize low carbon fuels; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Virginia Beach-Norfolk-Newport News, VA-NC  |  [ Virginia Beach-Norfolk-Newport News, VA-NC Metro Area (pdf) ](/system/files/documents/2024-02/hampton-roads-msa-pcap.pdf) (2.71 MB)  |  MSA   \nEstablish financing mechanisms for energy efficiency upgrades, and for heat pumps, for Commercial and residential buildings with focus on LIDAC communities.  |  Improve building energy efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Rochester, NY  |  [ Rochester, NY Metro Area (pdf) ](/system/files/documents/2024-02/gfl-priority-climate-action-plan.pdf) (3.38 MB)    \n  \n( [ Appendix C: GHG Reduction Measures & Benefits Analysis (pdf) ](https://hdp-us-prod-app-gflrpc-engage-files.s3.us-west-2.amazonaws.com/5017/0907/1849/Appendix_C_Measures_and_Benefits.pdf) (543 KB)  )  |  MSA   \nElectrify the region's vehicle fleet and infrastructure with the goal of reducing vehicle emissions by 100% by the year 2050.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncrease the availability and accessibility of EV charging infrastructure for government agencies and public use.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncentivize the use of electric bikes through rebates and improvements in transit infrastructure.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nShift the number of trips made with single occupancy vehicles to more sustainable modes of transportation, such as transit, biking, and walking.  |  Expand public transit; Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nReplace fleet vehicles powered by diesel with vehicles powered by cleaner fuels.  |  Encourage deployment of higher fuel efficiency vehicles; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nIncrease rooftop PV capacity with the goal of achieving 5-10% of technical potential by 2030 and 20% by 2050.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Atlanta-Sandy Springs-Alpharetta, GA  |  [ Atlanta-Sandy Springs-Alpharetta, GA Metro Area (pdf) ](/system/files/documents/2024-03/atlanta-msa-arc-pcap.pdf) (6.14 MB)  |  MSA   \nSupport energy efficiency changes to residential and municipal buildings, prioritizing low-income and disadvantaged homeowners and renters.  |  Install more efficient heating or cooling equipment; Electrify existing buildings; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Providence-Warwick, RI-MA  |  [ Providence-Warwick, RI-MA Metro Area (pdf) ](/system/files/documents/2024-03/providence-msa-pcap.pdf) (1.08 MB)  |  MSA   \nDevelop a robust EV charging network, incentive programs, workforce development, and other activities to encourage the widespread adoption of EVs.  |  Develop EV charging infrastructure; Develop green workforce; Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nExpand equitable access to public transit through service improvements, fare subsidies, and public outreach.  |  Expand public transit; Education and engagement  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nReduce vehicle miles traveled by implementing infrastructure improvements and incentives that encourage use of sustainable transit modes, such as biking, walking, and carpool.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nDeploy renewable and low-carbon energy solutions in municipal and school buildings, operations, and fleets.  |  Electrify government and/or publicly owned vehicle fleets; Improve municipal building efficiency; Increase deployment of distributed renewables; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Transportation; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nDeploy energy efficiency solutions in residential and commercial buildings by providing energy audits, retrofits, and support for residential solar.  |  Develop building benchmarking and performance standards; Improve weatherization; Electrify existing buildings; Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nReduce emissions from port operations through the adoption of low-carbon fuels, electric equipment, and operational changes.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels; Provide shore power to docked boats  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Richmond, VA  |  [ Richmond, VA Metro Area (pdf) ](/system/files/documents/2024-03/richmond-msa-priority-climate-action-plan.pdf) (2.22 MB)  |  MSA   \nShift rapidly to emissions-free fleet vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nAvoid emissions and shift to more active mode share by building 138 miles of paved shared-use path or protected bike paths.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize households across the region, providing annual energy savings of at least 50% to homeowners.  |  Increase deployment of distributed renewables; Deploy electric heat pumps  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize municipal buildings and facilities, reducing energy use by at least 50% and replacing internal heating and cooling systems with zero emissions alternatives.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nDecarbonize small to medium commercial or industrial buildings by 2030.  |  Increase deployment of distributed renewables; Deploy electric heat pumps  |  Commercial and residential buildings; Industry; Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nEliminate emissions from the wastewater process by establishing or expanding aerobic and anaerobic digester in both rural and urban contexts.  |  Reduce emissions from wastewater treatment facilities; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nInstall solar, wind, geothermal, combined heat and power, and other renewable energy generation and storage systems.  |  Expand utility-scale renewable energy generation; Develop energy storage systems; Use district geothermal, cogeneration, or waste heat recovery; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Detroit-Warren-Dearborn, MI  |  [ Detroit-Warren-Dearborn, MI Metro Area (pdf) ](/system/files/documents/2024-02/detroit-msa-pcap.pdf) (5.99 MB)  |  MSA   \nSupport the expansion of the existing Reducing Ocean Going Vessel Speeds - Protecting Blue Whales and Blue Skies program to decrease greenhouse gas emissions associated with vessel speeds and reduce the risk of whale population fatality, which are known to sequester carbon.  |  Electrify or increase efficiency of non-road transportation; Education and engagement; Education and engagement  |  Transportation; Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Oxnard-Thousand Oaks-Ventura, CA  |  [ Oxnard-Thousand Oaks-Ventura, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t72801-ventura-county-msa-pcap.pdf) (4.57 MB)  |  MSA   \nLead by example in efforts to reduce energy consumption and greenhouse gas emissions productions through a range of city-led electrification and retrofit projects of public vehicles and facilities.  |  Improve municipal building efficiency; Electrify government and/or publicly owned vehicle fleets; Improve weatherization; Install more efficient heating or cooling equipment  |  Transportation; Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nBuild out supply of renewable energy in Rapid City, specifically solar photovoltaic and geothermal system projects, while additionally creating renewable energy training and education programs.  |  Expand utility-scale renewable energy generation; Develop green workforce  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nProvide varied low emissions transportation options by increasing active transportation and transit options.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nReduce transportation emissions by building out EV charging networks, performing traffic light studies to reduce idling at intersections, and provide educational opportunities to increase the number of electric vehicle specialists in the area.  |  Develop EV charging infrastructure; Reduce idling; Improve transportation systems management and operations; Develop green workforce  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nIncentivize homeowners to retrofit homes to be more energy efficient through updating local building codes, creating educational programs, developing retrofit incentives, and working with municipal authorities to fund homeowners' efforts.  |  Leverage building codes; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Rapid City SD  |  [ Rapid City, SD Metro Area (pdf) ](/system/files/documents/2024-03/rapid-city-pcap.pdf) (5.45 MB)  |  MSA   \nReplace gasoline and diesel vehicles with lower carbon options and install required charging infrastructure.  |  Develop EV charging infrastructure; Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nEncourage efficient energy use for port operations, including the use of lower carbon fuels and reduced idling of diesel trucks.  |  Reduce idling; Utilize low carbon fuels; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nImprove transit services and infrastructure for pedestrians and bicycles to encourage mode shift from single-occupancy vehicles.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nDecarbonize the Seminole Tribe food delivery systems by transitioning two trucks to zero emissions vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace old air conditioning technology with heat pumps or high-efficiency air conditioning units in residential buildings.  |  Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nGenerate electricity from onsite solar panels for single and multi-family housing.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace residential lighting with LEDs or more energy efficient units.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nProvide enclosure upgrades and roof assessments to improve energy efficiency in residential buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nAssess and replace windows, doors, and skylights to improve residential building energy performance.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace residential appliances with Energy Star or equivalent appliances and install plug load controls.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall energy-efficient heat pumps for domestic hot water.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace standard electric or gas domestic hot water systems with solar water heaters.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall smart thermostats in residential buildings to optimize heating, cooling, and preferences to increase energy efficiency, comfort, and ease of use.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace old air conditioning technology with heat pumps or high-efficiency air conditioning units in commercial buildings.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nGenerate electricity from onsite solar panels for commercial and public buildings with potential battery backup installation.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nReplace commercial lighting with LEDs or more energy efficient units.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nProvide enclosure upgrades and roof assessments to improve energy efficiency in commercial buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall smart thermostats in commercial buildings to optimize heating, cooling, and preferences to increase energy efficiency, comfort, and ease of use.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nInstall a solar microgrid to support commercial and residential entities.  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Miami-Fort Lauderdale-West Palm Beach, FL  |  [ Miami-Fort Lauderdale-Pompano Beach, FL Metro Area (pdf) ](/system/files/documents/2024-03/southeast-florida-priority-climate-action-plan.pdf) (9 MB)  |  MSA   \nDecarbonize goods movement by increasing the adoption of zero-emission heavy-duty vehicles, rail, and equipment, installing EV charging equipment, installing shore power at ports, and expand electric rail infrastructure.  |  Promote water- or train-based freight transportation; Develop EV charging infrastructure; Provide shore power to docked boats; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease the zero-emission vehicle market share for on-road passenger vehicles and passenger buses, including school buses.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease the zero-emission vehicle market share for on-road medium- and heavy-duty vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nReduce miles traveled in personal vehicles by constructing transit-oriented, mixed-use, and infill development and increasing housing and high-quality transit near high job density areas.  |  Build housing in transit connected locations; Build dense communities  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand active transportation infrastructure and vehicles, including bicycle and pedestrian networks and micro-mobility options to encourage and support zero-carbon transportation options.  |  Increase active transportation  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand transit services, infrastructure, and accessibility to reach the majority of residents and workers.  |  Expand public transit  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nRetrofit and enhance traffic infrastructure to improve traffic flows and reduce idle times.  |  Reduce idling; Improve transportation systems management and operations  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nImplement building performance standards and fuel switching to decarbonize existing buildings and reduce the GHG intensity of existing building operations.  |  Leverage building codes; Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nRequire new buildings to achieve zero GHG emissions in building operations.  |  Leverage building codes; Electrify new construction  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nDecarbonize and retrofit industrial processes by adopting zero GHG emission technologies, improving energy efficiency, and transitioning to carbon-free and renewable energy sources.  |  Improve chemical and/or process efficiency; Improve industrial energy efficiency; Increase deployment of distributed renewables  |  Industry  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nAccelerate use of renewable energy by expanding renewable electricity generation and maximizing electricity storage.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nReduce energy consumption in urban environments through the strategic planting of shade trees and vegetation and the use of cooling surfaces.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nDevelop strategies and policies to decommission oil and gas operations, increase carbon removal, and help the fossil fuel workforce transition to clean energy jobs.  |  Deploy carbon capture and/or sequestration technology; Reduce fugitive emissions; Develop green workforce  |  Electricity; Industry  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease diversion of organic waste from landfills that is generated from residential, industrial, and commercial sources.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nExpand waste management practices and implement waste-to-energy and energy conversion technologies.  |  Increase capture and/or utilization of gas from landfills; Increase waste-to-energy  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Los Angeles-Long Beach-Anaheim, CA  |  [ Los Angeles-Long Beach-Anaheim, CA Metro Area (pdf) ](/system/files/documents/2024-03/5d-98t76801-los-angeles-long-beach-anaheim-msa_pcap.pdf) (3.47 MB)  |  MSA   \nIncrease waste diversion by establishing organic waste and recycling sites and clean landfill gas.  |  Increase recycling; Increase composting; Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  N/A  |  None  |  N/A  |  Tucson, AZ  |  [ Tucson, AZ Metro Area (pdf) ](/system/files/documents/2024-03/pima-county-pcap.pdf) (2.66 MB)  |  MSA   \nRemove and replace gas powered handheld lawn and garden equipment with battery powered units at six project sites.  |  Electrify off road vehicles or equipment  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Tucson, AZ  |  [ Tucson, AZ Metro Area (pdf) ](/system/files/documents/2024-03/pima-county-pcap.pdf) (2.66 MB)  |  MSA   \nImplement two separate temperature reduction technologies, Cold Central Plant Recycling and Warm Mix Technology to reduce emissions from asphalt production.  |  Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nDeploy port electrification systems, including shore power for berthed ships and electric charging stations for cruise ships, at the Port of Mobile, the Mobile Cruise Terminal, and inland port facilities across Alabama to improve terminal efficiency and encourage the use of electric powered vessels.  |  Provide shore power to docked boats; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for implementation of end-use energy efficiency measures in commercial and industrial buildings  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for the purchase of certified energy-efficient lighting in commercial and industrial buildings, as well as streetlights  |  Improve appliance energy efficiency; Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nCreate incentive programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nImplement weatherization programs for residential buildings  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nUpgrade electricity distribution to reduce transmission line inefficiencies and overall power consumption.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nInstall equipment at the City & Borough of Juneau's two cruise docks to provide shore power to cruise ships moored there and reduce emissions produced while the ship is at port.  |  Provide shore power to docked boats  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Alaska  |  [ Alaska (pdf) ](/system/files/documents/2024-03/ak-priority-sustainable-energy-plan.pdf) (3.88 MB)  |  State   \nSupport the deployment of renewable energy and storage systems for local government buildings, providing additional incentives to complement newly available \"direct pay\" options for local governments to receive energy tax credits and technical assistance for such projects.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  Arizona  |  [ Arizona (pdf) ](/system/files/documents/2024-03/the-clean-arizona-plan.pdf) (2.64 MB)  |  State   \nIncentivize the installation of EV charging infrastructure for public fleets and publicly available charging and fund the transition of public fleets from fossil fuel-powered vehicles to EVs.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Arizona  |  [ Arizona (pdf) ](/system/files/documents/2024-03/the-clean-arizona-plan.pdf) (2.64 MB)  |  State   \nReplace existing school buses with zero-emission vehicle school buses  |  Electrify municipal buses  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nPlant trees in urban areas to increase carbon sequestration and mitigate climate change impacts in underserved communities  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nDeploy electric vehicle chargers statewide to support light-duty and medium-heavy duty fueling needs  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nEstablish electric vehicle incentive pathways for advanced technology vehicles (full battery electric, plug-in hybrid and fuel cell electric vehicles for light-, medium-, and heavy-duty vehicles)  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nElectrify transit buses.  |  Electrify municipal buses  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nPurchase and deploy idle reduction systems for truck mounted attenuators for the Connecticut Department of Transportation's Crash Unit.  |  Apply technology or best practices to improve fuel efficiency  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand existing microtransit program to focus on first- and last-mile transportation gaps in rural areas.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nSupport increased adoption of heat pumps statewide.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand energy efficiency programs under the Conservation and Load Management Program.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings; Industry  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nExpand funding for the Residential Energy Preparation Services program to address health and safety barriers to weatherization.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nSupport deployment of networked geothermal systems.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nReduce electric sector emissions while maintaining electric system reliability using demand response and/or energy storage.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nElectrify propane and diesel forklifts at ports  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nProvide funding for food waste diversion programs and enforcement.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Qualitative  |  EPA SWEET  |  Qualitative  |  Unspecified  |  Connecticut  |  [ Connecticut (pdf) ](/system/files/documents/2024-03/connecticut-state-pcap.pdf) (2.88 MB)  |  State   \nReplace public and private buses powered by diesel with electric buses and increase ridership.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nExpand EV charging infrastructure across Georgia to support the adoption of EVs by residents.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nExpand bicycle infrastructure such as multiuse paths, dedicated bike lanes, and shared lanes.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nTransition public fleets at the municipal, county, and state level to zero emission vehicles, including light duty vehicles or trucks.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease manufacturing of raw materials and finished products for EVs to support the growth of the EV market.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease the energy efficiency of residential homes and lower energy costs.  |  Install more efficient heating or cooling equipment; Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nProvide households with funds to purchase more energy efficient or electric products.  |  Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nImprove energy efficiency in the commercial building sector.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nCreate incentive programs for the purchase of energy-efficient lighting in commercial and industrial buildings, including streetlights.  |  Improve appliance energy efficiency; Install LED Streetlights  |  Commercial and residential buildings; Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nImprove transmission infrastructure and the electricity distribution system to maintain reliability and position the state for future increased load.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease renewable energy generation through rooftop solar on government owned buildings, community solar, and renewable energy development at industrial facilities.  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings; Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease the generation of energy or alternative fuels at landfills through gas collection and control systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease capacity for composting in Georgia to sequester carbon and reduce organic waste in landfills.  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease capture of valuable post-consumer resources that can be processed, reused, and delivered back to businesses or consumers for continued use.  |  Increase recycling  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nConstruct hydrogen refueling stations to expand hydrogen supply in Georgia.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease sustainable aviation fuel production.  |  Manufacture low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease production of renewable natural gas by using anaerobic biodigesters and gas upgrading systems that have the capacity to decompose organic or agricultural waste.  |  Increase anaerobic digestion; Increase capture and/or utilization of gas from anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nReduce fugitive emissions from hydrofluorocarbons and SF6 by repairing, retrofitting, or replacing existing equipment.  |  Reduce fugitive emissions; Phase out HFCs  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nIncrease temperate forest coverage in Georgia, including urban tree canopies.  |  Expand urban forests and/or green spaces; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nPromote reduced-till or no-till farming, cover cropping, and improved nitrogen management among farmers.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nMaintain watershed water levels, improve landscape buffers, and use other conservation measures to improve carbon sequestration along the coast and waterways.  |  Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Georgia  |  [ Georgia (pdf) ](/system/files/documents/2024-03/georgia_psverp.pdf) (1.9 MB)  |  State   \nEstablish transit priority lanes along major bus rapid transit corridors connecting the existing Skyline rail to make public transit more efficient and more reliable.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nReplace 7 combustion engine vehicles with 12 EV to reduce emissions related to the paratransit fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nBuild and upgrade active transportation infrastructure by creating e-bike and e-scooter mobility hubs with chargers, emphasizing expansion into low income areas.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImprove street infrastructure (sidewalks, bike lines, bus stops, traffic calming measures) to encourage safe and accessible walking, biking, and transit ridership.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nCreate and implement a statewide building retrofit program targeting existing multi-family homes to improve energy efficiency.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImplement energy efficiency improvements to the Pearl City Public Library.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nImplement energy efficiency upgrades (LED lighting, window treatments, refrigeration upgrades) for a community civic center, fire stations, and neighborhood centers.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nUse nutrient recapture and soil generation to reduce waste from agriculture and land management.  |  Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nPlant one million native trees and plants to restore forest ecosystems.  |  Maintain or expand existing forests; Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nProduce biochar for agricultural, bioremediation, or reforestation efforts.  |  Maintain or expand existing forests; Increase thermal biomass conversion  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nReforest degraded lands adjacent to the Waiehu Kou Hawaiian Homes subdivision, revitalize abandoned agricultural land, and reduce wildfire risk.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Hawaii  |  [ Hawaii (pdf) ](/system/files/documents/2024-03/hawaii-pcap-final-.pdf) (6.3 MB)  |  State   \nSponsor community greenspace programs for small scale community-based native urban gardens, greenspaces, and tree planting to optimize carbon sequestration and canopy cover  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nDevelop sustainable transportation networks throughout Idaho. This includes projects that support public transit, active transportation, and traffic flow improvement.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport private and public entities and individuals to transition their vehicles to cleaner fuels such as biodiesel, electricity, ethanol, hydrogen, natural gas, and propane. This includes light-, medium-, and heavy-duty vehicles and those that are flexible-fuel, dual-fuel, and hybrid and use fuel cells and idle mitigation technology.  |  Utilize low carbon fuels; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nAssist energy efficiency improvements in buildings throughout Idaho including weatherization, lighting retrofits, appliances, thermostats, and heating and cooling equipment.  |  Improve weatherization; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  ResStock  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport habitat restoration and conservation to increase carbon sequestration, prevent land degradation, and promote healthy lands across Idaho.  |  Maintain or expand existing forests; Manage or restore grasslands for carbon sequestration  |  Natural and working lands  |  Quantitative  |  EPA SIT  |  None  |  N/A  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nFacilitate the adoption of solar and/or solar and storage at locations throughout Idaho to reduce energy costs and provide resilience in case of an electric grid outage.  |  Develop energy storage systems; Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport adoption of zero-emission light commercial, medium- and heavy-duty electric vehicles, reaching 30% of new sales by 2030, 60% by 2035, 65% by 2040, and 80% by 2050.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Illinois  |  [ Illinois (pdf) ](/system/files/documents/2024-03/illinois-priority-climate-action-plan.pdf) (1.27 MB)  |  State   \nSupport and develop solar and wind power projects to reach 25% of Indiana\u2019s net electricity generation by 2030 and 40% of Indiana's net electricity generation by 2050.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand community and distributed solar generation by an additional 500 MW by 2030 and 2,000 MW by 2050.  |  Increase deployment of distributed renewables; Support development or expansion of community solar programs  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nImplement retrofits and weatherization in 25% of residential and commercial buildings that are eligible for interventions by 2030, and 80% by 2050.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nAccelerate adoption of light-duty electric such that electric vehicles\u2019 share of light-duty vehicle miles travelled increases to 10% by 2030 and 30% by 2050. Simultaneously expand the availability of EV charging stations.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpanding transportation options, including public transit and active transportation to reduce vehicle miles traveled by 5% in 2030 and 20% in 2050.  |  Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand the use of electric and green hydrogen industrial processes and technologies such that coal consumption decreases by 33% in 2030 and 72% in 2050. Also aim to decrease natural gas consumption by 7% in 2030 and 20% in 2050.  |  Utilize low carbon fuels; Electrify industrial processes  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nIncrease diversion rate of organic waste from landfills to 28% in 2030 and 50% in 2050.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nExpand green spaces and urban tree canopy by planting 500,000 trees in LIDACs across Indiana by 2030 and 2.5 million trees in LIDACs by 2050.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  None  |  N/A  |  Indiana  |  [ Indiana (pdf) ](/system/files/documents/2024-03/indiana-priority-climate-action-plan.pdf) (1.86 MB)  |  State   \nElectrify 15% of all low- and medium-heat processes, with a goal of 100% of all new and replacement boilers and process heaters being electric by 2040.  |  Electrify industrial processes  |  Industry  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nConvert 100 berths at Louisiana ports to shore power by 2030.  |  Provide shore power to docked boats  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nMode-shift material from truck transport to barge.  |  Promote water- or train-based freight transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nScale up to 1% annual retrofits of residential households by 2030, 2% annual retrofits by 2035, and 5% annual retrofits by 2040.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport 5 GW of offshore wind energy by 2035.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport development of 500 MW of community solar statewide by 2030.  |  Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nDeploy 385 carbon-free microgrids serving Community Resilience Hubs and critical facilities by 2031.  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nEnhance energy efficiency in chemical and refining facilities by an average of 10% by 2030.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nIncrease on-site renewable and clean electricity generation, including energy storage and grid integration, to 20% of industrial facilities by 2030.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSwitch 25% of all hydrogen to clean hydrogen used in ammonia and refining production by 2030.  |  Utilize low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nTransition 5 MTPA of steam methane reformers to low- or no-carbon hydrogen.  |  Utilize low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nApply carbon capture, utilization, and storage at as close as possible to 90% capture rate at a majority of natural gas processing facilities, petroleum refineries, and ammonia and chemical manufacturing plants by 2030.  |  Deploy carbon capture and/or sequestration technology  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nSupport electrification of 20,000 (25%) public fleet vehicles by 2030.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nDouble use of alternative modes of transportation by 2035 and increase access to clean transportation options, including public transit, for low-income and disadvantaged communities by 10% each year by 2030.  |  Expand public transit  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nProvide incentives, set sectoral standards, and set economy-wide standards to reduce GHG emissions, supporting building energy efficiency and electrification, EV and charging infrastructure incentives, and nature-based solutions.  |  Improve building energy efficiency; Increase the deployment of electric vehicles; Develop EV charging infrastructure; Maintain or expand existing forests  |  Commercial and residential buildings; Transportation; Industry; Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nIncrease the deployment of clean and renewable energy resources through the Renewable Portfolio Standard and other clean energy initiatives, requiring approximately 50% of electricity consumed in Maryland to be generated by renewable resources by 2030.  |  Achieve clean or renewable energy goals; Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nReduce CO2 emissions from power plants through a regional cap and invest program  |  Create a cap-and-trade or carbon tax program  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire 100% of the electricity consumed in Maryland to be generated by clean and renewable sources of energy by 2035.  |  Achieve clean or renewable energy goals  |  Electricity  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire 100% of new cars, light-duty trucks, and sport utility vehicles sold in Maryland to be zero emission vehicles by 2035.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire certain types of medium and heavy-duty trucks sold in Maryland to be zero emission vehicles in certain years.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire specific high-priority fleets of medium and heavy-duty vehicles to transition to zero emission vehicles.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nReduce vehicle miles traveled per capita by 20% through infrastructure and programmatic investments, and minimize fossil fuel consumption, reduce greenhouse gas emissions, and improve air quality from the transportation sector.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire certain buildings 35,000 square feet or larger to achieve specific energy efficiency and direct emissions standards, including achieving net-zero direct emissions by 2040.  |  Develop building benchmarking and performance standards; Electrify new construction  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire new space and water heating systems to produce zero direct emissions starting later this decade.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire clean heat measures to be deployed in buildings at the pace required to achieve the state\u2019s GHG reduction requirements.  |  Electrify existing buildings; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nProhibit the use of certain products that contain particular chemicals with high global warming potential, such as hydrofluorocarbons.  |  Phase out HFCs  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire methane emissions from natural gas transmission and storage facilities to be mitigated through fugitive emissions detection and repair.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire landfills to detect and repair landfill gas leaks and operate emission control systems to reduce methane emissions.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nSet goals for GHG emissions reductions, material-specific recycling rates, and overall statewide recycling and waste diversion rates.  |  Increase recycling; Increase composting; Utilize low embodied carbon materials  |  Waste and materials management  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nProvide additional funding for decarbonization activities in Maryland's agricultural sector.  |  Improve livestock management; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nSupport farmers in adopting best management practices that improve soil health and increase carbon sequestration on agricultural lands.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nPromote tree planting activities and sustainable forestry management practices on public and private forest lands in Maryland.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nIncrease adoption of zero emission medium- and heavy-duty vehicles through vehicle incentives, charging infrastructure support, garage infrastructure upgrades, workforce development, and technical assistance.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure; Develop green workforce  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nAccelerate the adoption of zero emission passenger and light-duty vehicles through rebates, vehicle procurement, charging infrastructure development/support, vehicle incentives, and technical assistance.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nIncrease alternatives to personal vehicle use by increasing short-distance transportation alternatives, expanding and electrifying rail service, and supporting transit-oriented development and smart growth.  |  Increase active transportation; Electrify or increase efficiency of non-road transportation; Build housing in transit connected locations  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nIncrease building efficiency through renovations and retrofits of existing commercial buildings, housing, and schools.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDecarbonize building heating systems by increasing heat pump and geothermal adoption.  |  Deploy electric heat pumps; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDevelop new renewable energy facilities by investing in port infrastructure to support offshore wind development and overcome supply chain bottlenecks and assist utility and community scale solar deployment.  |  Expand utility-scale renewable energy generation; Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nImplement building-scale renewables by identifying suitable properties and installing rooftop photovoltaic, wind, and ground/structure mount solar on commercial, residential, and industrial buildings.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings; Industry  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nMaximize utilization of clean energy through the Municipal Microgrid Initiative and electric grid investments.  |  Develop transmission and distribution infrastructure; Develop microgrids  |  Electricity  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nReduce organic waste through composting  |  Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  Custom-built tool  |  Massachusetts  |  [ Massachusetts (pdf) ](/system/files/documents/2024-03/massachusetts-pcap.pdf) (6.99 MB)  |  State   \nDrive clean energy deployment including improving siting for renewable energy and energy storage across Michigan, including on brownfields and former industrial sites and emphasizing equitable access for Michigan\u2019s LIDACs.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nElectrify state government, municipal, tribal, and other public fleets, prioritizing equitable access for Michigan\u2019s LIDACs.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nEncourage adoption of electric vehicles by increasing deployment of electric vehicle charging infrastructure, prioritizing equitable access for Michigan\u2019s LIDACs.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nReduce methane emissions from various sources, including but not limited to food waste, organics diversion, and wastewater treatment facilities with a focus on methane reduction strategies that will bring significant benefits for LIDACs.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Increase composting  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nInvest in energy storage and necessary electric grid investments to enable earlier coal plant retirements and better integrate renewable energy into the electric grid.  |  Develop transmission and distribution infrastructure; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nSupport just access to public transit and non-motorized transportation options by improving infrastructure, and by increasing routes, frequency, and reliability of available options.  |  Expand public transit  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nEncourage industrial innovation to advance energy efficiency, fuel-switching, and deployment of cleaner manufacturing technologies prioritizing facilities in LIDACs that may receive significant benefits from reduced industrial sector emissions.  |  Improve industrial energy efficiency; Utilize low carbon fuels; Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nInstall 1% of residential buildings and 500 commercial buildings with small scale solar systems annually.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nDeploy 20 large-scale solar power plants annually.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReduce annual transmission and distribution losses by 5% through efficiency upgrades.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nTransition transport of 2,600 containers over 3,000 miles from trucking to rail.  |  Promote water- or train-based freight transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReplace 4,000 light duty and 2,000 heavy duty vehicles to EV.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  EPA SIT  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nReplace 100 school buses with electric school buses.  |  Electrify municipal buses  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nDeploy 100 new electric charging stations (and increase 1,560 EV as a result).  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nImplement building efficiency measures reducing total energy use by 30% in 1% of residential buildings and 500 commercial buildings annually.  |  Improve appliance energy efficiency; Improve weatherization; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Mississippi  |  [ Mississippi (pdf) ](/system/files/documents/2024-03/ms-pcap.pdf) (4.06 MB)  |  State   \nImplement a residential pre-weatherization program for low-income residents.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nReduce emissions in agricultural production by establishing a carbon intensity score registry, providing incentives for regenerative agriculture practices, and providing incentives for precision agriculture equipment.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize irrigation well conversion from diesel to electric.  |  Reduce agricultural fuel emissions  |  Agriculture  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize micro-solar arrays for critical infrastructure in low-income rural communities  |  Develop microgrids  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nFund solar projects on unused/contaminated land, agricultural and industrial facilities, and parking lot/feedstock solar canopies  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables  |  Electricity; Industry  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize the production and use of clean transportation fuels like renewable energy, green hydrogen, and sustainable aviation fuel.  |  Manufacture low carbon fuels; Utilize low carbon fuels  |  Transportation; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nBuild capacity for the public (especially LIDACs) to participate in the transition to low emission transportation by purchasing EVs, accessing public transit, participating in active transit, and joining the green workforce where needed.  |  Increase the deployment of electric vehicles; Expand public transit; Develop green workforce; Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nTransition all publicly and privately owned vehicles to zero emission vehicles through incentives, grants, rebates, and carsharing programs.  |  Increase the deployment of electric vehicles; Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nDevelop transportation infrastructure including zero emission vehicle charging, public transit, bike, and pedestrian infrastructure.  |  Develop EV charging infrastructure; Expand public transit; Increase active transportation  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nProvide incentives to convert former industrial sites and brownfields into hubs for green hydrogen production for industrial facilities, encourage the adoption of clean industrial technology, incentivize energy efficient industrial processes, increase adoption of electric medium- and heavy-duty vehicles.  |  Electrify industrial processes; Improve industrial energy efficiency; Increase the deployment of electric MDVs and/or HDVs; Use cleaner fuels for power generation  |  Electricity; Transportation; Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nOffer innovation incentives for hard-to-electrify industrial sectors, encourage the use of low global warming potential refrigerants, and improve leak detection technology.  |  Reduce fugitive emissions; Phase out HFCs; Electrify industrial processes  |  Industry  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nIncrease adoption of heat pumps to reduce emissions from space and water heating.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nDeploy electric charging infrastructure for EVs in public locations with co-located solar photovoltaic systems or storage with chargers to support electric transit buses.  |  Develop EV charging infrastructure; Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nProvide incentives for purchase of EVs and PHEVs to address the barriers to accessibility for LIDACs.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nCreate or scale up existing programs to pre-weatherize residential buildings to allow previously deferred low-income households to access incentives for weatherization.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nDeploy renewable energy and storage systems on local government buildings to reduce energy costs and provide resilience during electric grid outages.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nScale up an incentive program to pre-weatherize low-income homes.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)    \n  \n( [ Appendix K Inventory and Quantification Methodology (pdf) ](https://www.env.nm.gov/wp-content/uploads/sites/39/2024/03/NM-PCAP-Appendix-K.1-Inventory-and-Quantification-Methodology.pdf) (468 KB)  )  |  State   \nProvide block grants to local governments to implement energy efficiency projects in LIDACs.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  E3 PATHWAYS  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)    \n  \n( [ Appendix K Inventory and Quantification Methodology (pdf) ](https://www.env.nm.gov/wp-content/uploads/sites/39/2024/03/NM-PCAP-Appendix-K.1-Inventory-and-Quantification-Methodology.pdf) (468 KB)  )  |  State   \nInstall three clean charging/refueling transportation hubs for medium- and heavy-duty zero-emission trucks in New Mexico, in the Gallup, Bernalillo County, and Tucumcari areas.  |  Develop EV charging infrastructure; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nProvide cash-on-the-hood voucher programs for the  \npurchase of zero-emission medium- and heavy-duty trucks and associated charging/fueling infrastructure.  |  Develop EV charging infrastructure; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nReduce vehicle miles traveled by increasing cleaner modes of transportation including public transit, car-share programs, and expanding bike and pedestrian-friendly infrastructure.  |  Increase active transportation; Expand public transit  |  Transportation  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nMonitor and reduce methane emissions from the oil and gas industry.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nProvide grants to local governments to support resilient solar plus battery storage power systems for local government buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nElectrify public sector medium- and heavy-duty vehicles and off-road equipment.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets; Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nChange current land use planning and zoning practices using Smart Growth land use pattern that are compact, mixed-use, and spatially interconnected, and invest in alternate transportation modes.  |  Build dense communities; Expand public transit  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nCreate resilient and decarbonized public facilities by implementing envelope improvements, solar photovoltaics, and heat pumps.  |  Improve municipal building efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nReduce fugitive methane and co-pollutant emissions from landfills through gas collection systems.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nReduce fugitive methane and co-pollutant emissions from water resource recovery facilities through gas capture technology.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from anaerobic digestion; Reduce fugitive emissions  |  Waste and materials management; Industry  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New York  |  [ New York (pdf) ](/system/files/documents/2024-03/nys-cprg-pcap.pdf) (600.25 KB)  |  State   \nIncrease the use of light-duty zero emission vehicles, associated charging infrastructure, and other modernization technologies.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Ohio  |  [ Ohio (pdf) ](/system/files/documents/2024-03/state-of-ohio-prp.pdf) (4.61 MB)  |  State   \nIncrease the use of medium-duty and heavy-duty zero emission vehicles and associated charging infrastructure, and other modernization technologies.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Ohio  |  [ Ohio (pdf) ](/system/files/documents/2024-03/state-of-ohio-prp.pdf) (4.61 MB)  |  State   \nCreate the Community Charging Rebates (Light Duty Charging Infrastructure Rebates) to support the installation, operations and maintenance of Level 2 and direct current fast chargers in communities throughout Oregon.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Oregon  |  [ Oregon (pdf) ](/system/files/documents/2024-02/oregon-cprg-pcap.pdf) (6.91 MB)  |  State   \nImplement grant program supporting medium- and heavy-duty zero-emission vehicle charging and fueling infrastructure projects.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Oregon  |  [ Oregon (pdf) ](/system/files/documents/2024-02/oregon-cprg-pcap.pdf) (6.91 MB)  |  State   \nReinstate the Electrify Rhode Island rebate program to support the deployment of 200 level 2 EV chargers.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncrease funding for EV rebates through the existing state DRIVE-EV rebate program with an emphasis on increasing the low-income rebate and adding a section for small commercial vans.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nAdopt 100 EVs to state and municipal fleets and add corresponding EV charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport the transition to electric medium- and heavy-duty vehicles by providing rebates for vehicles and charging infrastructure.  |  Increase the deployment of electric MDVs and/or HDVs; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nProvide incentives for the replacement of gasoline-powered 2-stroke engines (lawn and garden equipment) with zero-emission battery operated equipment.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nImprove Rhode Island Public Transit Authority bus shelters to increase ridership and support mode shift.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncentivize mode shift through transit fare subsidies from employers and fare-free transit for very low-income individuals.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nCreate one or more fare-free electric van shuttles operating on a fixed loop (estimated to be about 5-7 miles) in one or more Rhode Island municipalities.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport development of RI DOT's proposed \u201cRhody Express\u201d, a commuter rail pilot program with the Massachusetts Bay Transit Authority which would provide free access to rail service linking Wickford Junction, T.F. Green Airport, and Providence Station.  |  Expand public transit  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nRetrofit state owned buildings through weatherization, efficiency, and heat pump installations.  |  Improve municipal building efficiency; Deploy electric heat pumps; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  ComStock  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nDeploy solar panel arrays, heat pumps, EV chargers, and other efficiency measures across municipalities.  |  Increase deployment of distributed renewables; Deploy electric heat pumps; Develop EV charging infrastructure  |  Electricity; Commercial and residential buildings; Transportation  |  Quantitative  |  ComStock  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nProvide funds for pre-weatherization work on residential buildings, with a focus on low income households.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nIncentivize battery storage for residential and commercial customers for peak shaving through demand response.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nSupport the deployment of solar and battery storage systems at municipal buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve municipal building efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nPreserve forests and existing carbon sinks by incentivizing solar development on previously disturbed and commercial sites.  |  Maintain or expand existing forests; Expand utility-scale renewable energy generation  |  Electricity; Natural and working lands  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nDivert 240 tons of food waste per year from Rhode Island municipalities to anaerobic digestion and composting facilities.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  EPA SWEET  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nReduce use of combustion engines in the state vehicle fleet, industrial sector use of heavy duty diesel, school bus fleets, locomotive engines, and marine engines.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  South Carolina  |  [ South Carolina (pdf) ](/system/files/documents/2024-03/sc-pcap.pdf) (5.72 MB)  |  State   \nEstablish weatherization programs for residential buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nUpgrade electricity distribution to reduce transmission line inefficiencies and overall power consumption.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nReduce deforestation by implementing sustainable land use practices, protecting forests.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Custom-built tool  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nIncrease renewable energy generation through the expansion of solar power.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for implementation of end-use energy efficiency measures in existing commercial and industrial buildings.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for purchase of certified energy-efficient lighting in commercial and industrial buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for purchase of energy-efficient streetlights.  |  Install LED Streetlights  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish incentive programs for the purchase of certified energy-efficient building products to replace inefficient products in residential buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to increase the share of state and local government fleets of light-duty electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to expand community electric vehicle charging infrastructure.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs to increase the share of electric medium- and heavy-duty vehicles, including buses.  |  Electrify municipal buses; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA GLIMPSE  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nEstablish programs and incentives to reduce or divert waste including food and/or yard waste.  |  Increase composting; Increase anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Tennessee  |  [ Tennessee (pdf) ](/system/files/documents/2024-02/tn-pcap.pdf) (4.9 MB)  |  State   \nImprove energy efficiency of industrial processes.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize cement production through cement clinker substitution.  |  Improve chemical and/or process efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote the improvement and expansion of carbon capture.  |  Deploy carbon capture and/or sequestration technology  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace hydrofluorocarbon use in the industrial sector with ultra-low global warming potential refrigeration equipment.  |  Phase out HFCs  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace pneumatic controllers, motors, and pumps, add surveillance, add monitoring, and remove redundant equipment to reduce fugitive emissions from oil and gas activities.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReduce flaring and capture methane from oil and gas activities.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nRemediate and/or plug low producing and abandoned wells.  |  Reduce fugitive emissions  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize sea and inland ports and associated support equipment.  |  Electrify non-road transportation  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nExpand programs for zero emissions medium- and heavy-duty trucks.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nIncentivize school bus replacement with zero emission school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nExpand rebate programs for light-duty zero emission vehicles.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate a medium- and heavy-duty third party scrappage program to discourage the sale of inefficient vehicles.  |  Encourage deployment of higher fuel efficiency vehicles  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReplace government fleets with zero emission vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nDecarbonize airports with lower emission support equipment and vehicles, and use of low emission jet fuels.  |  Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote low emission passenger or freight locomotives.  |  Deploy lower-emitting locomotives  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nUpgrade transmission lines to improve capacity.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote nuclear energy with molten salt reactors and modular reactors and promote geothermal energy by using oil and gas infrastructure.  |  Maintain or expand nuclear energy generation  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd grid scale renewable energy storage.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nLower demand on the electric power industry with load shifting, load management, and energy efficiency.  |  Improve industrial energy efficiency  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd infrastructure to capture, use, and store carbon from both power plants and industrial processes.  |  Deploy carbon capture and/or sequestration technology  |  Electricity; Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate biofuels through methane capture from landfills and wastewater treatment plants, or by using surplus biomass.  |  Increase capture and/or utilization of gas from landfills; Increase capture and/or utilization of gas from anaerobic digestion  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCombine solar arrays with biogas at closed landfills and add solar to Commercial and residential buildings.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables; Increase capture and/or utilization of gas from landfills  |  Electricity; Commercial and residential buildings; Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nSwitch to electric heat pumps.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nIncrease energy efficiency and weatherization in homes and commercial buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nSupport projects to increase recycling, reduce waste, increase composting, and add recycling infrastructure.  |  Increase recycling; Increase composting; Reduce food/organic waste; Reduce nonfood waste  |  Waste and materials management  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nPromote sustainable agriculture practices to reduce emissions and restoration of coastal landscapes to sequester carbon.  |  Adopt soil or land management practices to sequester carbon; Adopt soil management practices to reduce GHG emissions  |  Agriculture  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate a light-duty, income qualitied incentive for individuals to purchase EVs in Salt Lake, Davis, Weber, Cache, and Utah Counties first before expanding statewide.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general EV incentive for the public, including point-of-sale rebates, ongoing grants, and technical assistance navigation incentives, open to all Utah residents.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an EV incentive program for commercial and government light-duty fleets, including technical assistance navigating incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program for electric Class 5 delivery vehicles for commercial and government fleets, using vouchers, grants, or technical assistance to navigate incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program to electrify Class 8 refuse haulers for commercial and government fleets, using vouchers, grants, or technical assistance to navigate incentives.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide gap funding for complementary electrical/utility work, site preparation, and other supporting costs to support the electrification of school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a voluntary pilot program for school districts to purchase electric school buses.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nAdd five zero emission electric buses in Salt Lake County along routes that serve disadvantaged communities.  |  Electrify municipal buses  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an electric fleet charger incentive program for government and commercial fleets.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nIncentivize the installation of EV chargers at multi-family dwellings and workplaces using one time grants to scale up Utah's existing EV Make-Ready Program.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide incentive for e-bike purchases, especially targeting LIDAC households  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nDevelop and maintain trails to encourage active transportation.  |  Increase active transportation  |  Transportation  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an incentive program to encourage the purchase of electric yard equipment through vouchers and grants.  |  Electrify off road vehicles or equipment  |  Transportation  |  Quantitative  |  EPA eGRID  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate an electric switcher locomotive pilot grant program for rail operators to explore electric switcher locomotives within the Utah Inland Port Authority jurisdiction.  |  Electrify non-road transportation  |  Transportation  |  Quantitative  |  EPA DEQ  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nExtend incentives for whole home energy retrofits and new home upgrades to complement the existing Home Energy Rebate and High Efficiency Electric Home Rebate Act.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nProvide incentive program to encourage pre-weatherization to address severe conditions in low-income homes that disqualify includes in the Weatherization Assistance Program.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate incentive program for low-income households to reduce the cost of heat pumps.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a public building emissions reduction program for K-12 schools, libraries, community/rec centers, and other public buildings, focusing on addressing funding gaps to acquire heat pumps, energy efficient equipment, or complete building retrofits.  |  Improve municipal building efficiency; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nContinue to fund the Intermountain Industrial Assessment Center StepWise program that provides no-cost energy efficiency assessments to eligible commercial and industrial customers to identify measures for reducing energy usage and emissions.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nSupport the Community Choice Clean Electricity Program provided by Rock Mountain Power that allows customer to choose to supplement their current energy mix with additional clean electricity at a minimal cost increase.  |  Facilitate community choice aggregation programs  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general incentive program for onsite residential solar for qualifying residents in Utah.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate a general incentive program to install renewable energy and storage systems on public buildings.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve municipal building efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  PVWatts Calculator  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nImplement a microgrid for the UTA bus depot supported by solar power using a 500kW photovoltaic system and battery storage.  |  Develop microgrids; Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nCreate demonstration facilities and/or staff to serve as a trusted resource in providing information about efficiency and clean energy measures, financing options, and resiliency for individuals and small entities.  |  Improve municipal building efficiency; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  EPA MOVES  |  None  |  N/A  |  Utah  |  [ Utah (pdf) ](/system/files/documents/2024-03/utah-final-priority-plan.pdf) (3.9 MB)  |  State   \nEncourage idle-reduction technology deployments for all vehicle weight classes through a comprehensive incentive program.  |  Encourage deployment of higher fuel efficiency vehicles; Apply technology or best practices to improve fuel efficiency  |  Transportation  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nEncourage the adoption of passenger electric vehicles and other active or shared mobility options through statewide incentive programs.  |  Increase the deployment of electric vehicles; Encourage carpooling; Increase active transportation; Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncentivize affordable housing developers to exceed Vermont\u2019s Renewable Building Energy Standard.  |  Leverage building codes; Develop building benchmarking and performance standards  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nEncourage the successful deployment of electric trucks in Vermont through a comprehensive incentive program.  |  Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nExpand existing State programs that support agricultural practices that sequester carbon including reducing tillage and increasing vegetative cover, and increasing woody vegetation.  |  Adopt soil or land management practices to sequester carbon  |  Agriculture  |  None  |  N/A  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce the amount of food wasted and improve food scrap diversion programs at schools, hospitals, nursing homes, other institutions, and businesses.  |  Reduce food/organic waste; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce emissions from solid waste management entities and wastewater treatment facilities.  |  Reduce emissions from wastewater treatment facilities; Increase capture and/or utilization of gas from landfills; Increase recycling; Increase composting  |  Waste and materials management  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReduce GHG emissions from the on-road transportation sector through vehicle electrification and other zero- and low-carbon fuels.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure; Electrify government and/or publicly owned vehicle fleets; Utilize low carbon fuels  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nSupport alternative modes of transportation, micromobility, and active transportation to reduce vehicle miles traveled.  |  Increase active transportation; Expand public transit  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nReduce GHG emissions from the off-road transportation sector, including ports and airports.  |  Electrify non-road transportation  |  Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIncrease residential and commercial building energy efficiency and identify and implement GHG emission reduction solutions at homes, businesses, and institutions.  |  Improve weatherization; Education and engagement  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIncrease industrial energy efficiency, process efficiency, and implement carbon capture and sequestration at industrial facilities.  |  Improve chemical and/or process efficiency; Deploy carbon capture and/or sequestration technology; Improve industrial energy efficiency  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nReduce GHG emissions from the electric power sector and improve grid reliability and security through distributed rooftop solar and other renewable energy projects.  |  Increase deployment of distributed renewables; Expand utility-scale renewable energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nDeploy renewable energy, energy efficiency, energy storage, and low-carbon and resilient solutions for state and local government buildings and public fleets and transit, including infrastructure.  |  Increase deployment of distributed renewables; Electrify government and/or publicly owned vehicle fleets; Improve building energy efficiency; Install LED Streetlights  |  Electricity; Commercial and residential buildings; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nIdentify and implement strategies to reduce high potency GHG emissions from industrial processes, energy production, agriculture, waste, and wastewater treatment.  |  Increase anaerobic digestion; Increase capture and/or utilization of gas from anaerobic digestion; Reduce emissions from wastewater treatment facilities; Phase out HFCs  |  Waste and materials management; Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nImprove industrial processes and install carbon capture and sequestration and hydrogen technologies.  |  Improve chemical and/or process efficiency; Deploy carbon capture and/or sequestration technology  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nProtect and restore high-carbon coastal habitats, wetlands, agricultural, forest and tribal lands  |  Preserve or expand wetlands; Maintain or expand existing forests  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Virginia  |  [ Virginia (pdf) ](/system/files/documents/2024-03/commonwealth-of-virginia-priority-climate-action-plan.pdf) (9.88 MB)  |  State   \nElectrify marine terminals and routes, establishing a rapid charging system at every terminal in the Central Puget Sound Region.  |  Electrify non-road transportation; Provide shore power to docked boats  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Washington  |  [ Washington (pdf) ](/system/files/documents/2024-02/washington-cprg-pcap.pdf) (1.76 MB)  |  State   \nSupport projects that improve energy efficiency of existing coal-fired power plants.  |  Use more efficient fossil-fuel generation technology  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nSupport the development of one 200 MW mall modular nuclear reactors facility and one 1,300 MW combined cycle gas turbine plants for new baseload power generation infrastructure.  |  Maintain or expand nuclear energy generation  |  Electricity  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nSupport energy and emissions audits of industrial facilities across the state to identify economically viable energy efficiency improvements for those facilities.  |  Improve industrial energy efficiency  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  West Virginia  |  [ West Virginia (pdf) ](/system/files/documents/2024-03/wv-priority-energy-action-plan.pdf) (5.49 MB)  |  State   \nDivert wood from onsite burn operations into the product of cover material for the landfill in Seward County.  |  Increase recycling  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Kansas  |  [ Kansas (pdf) ](/system/files/documents/2024-02/kansas-pcap.pdf) (895.28 KB)  |  State   \nDivert wood from onsite burn operations into the product of cover material for the landfill in Reno County.  |  Increase capture and/or utilization of gas from landfills  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Kansas  |  [ Kansas (pdf) ](/system/files/documents/2024-02/kansas-pcap.pdf) (895.28 KB)  |  State   \nImplement solar arrays to power agricultural irrigation on rural farms, with a focus on disadvantaged communities in the Blackbelt region that don't currently have the three-phase electricity necessary to power irrigation.  |  Reduce agricultural fuel emissions  |  Agriculture  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nEstablish a grant program that will provide funding for electrical upgrades to allow for building electrification and to help install energy efficiency upgrades at churches, 62 schools, and community buildings in low-income and disadvantaged communities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alabama  |  [ Alabama (pdf) ](/system/files/documents/2024-03/alabama-pcap.pdf) (10.51 MB)  |  State   \nPromote greater energy efficiency through weatherization, energy efficiency measures, and beneficial electrification in public facilities and public assets (including vehicle and equipment fleets) across Alaska.  |  Improve municipal building efficiency; Electrify existing buildings; Electrify government and/or publicly owned vehicle fleets  |  Commercial and residential buildings; Transportation  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Alaska  |  [ Alaska (pdf) ](/system/files/documents/2024-03/ak-priority-sustainable-energy-plan.pdf) (3.88 MB)  |  State   \nSupport the conversion of buildings and facilities heating to geothermal.  |  Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nAdvance the voluntary transition of small equipment and motors to cleaner fuels or electric, for example solar generators and electric lawn and garden equipment.  |  Electrify off road vehicles or equipment; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  Unspecified  |  Idaho  |  [ Idaho (pdf) ](/system/files/documents/2024-03/idaho-priority-plan-for-gem-state-air-quality-initative.pdf) (980.62 KB)  |  State   \nSupport electrification or fuel-switching (e.g. hydrogen and low-carbon or zero-carbon biofuels) of 119,250 (5%) medium- and heavy-duty vehicles in the state by 2030.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Custom-built tool  |  Quantitative  |  Unspecified  |  Louisiana  |  [ Louisiana (pdf) ](/system/files/documents/2024-02/louisiana-5d-02f36401-0-pcap-final-with-appendices.pdf) (14.75 MB)  |  State   \nRequire utility companies and the state government to help customers improve energy efficiency and reduce GHG emissions, including through beneficial electrification.  |  Electrify existing buildings; Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nRequire producers of cement and concrete mixtures to submit environmental product declarations to the state and for the state to establish a maximum acceptable global warming potential values for each category of eligible materials.  |  Utilize low embodied carbon materials  |  Industry  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nMaximize carbon sequestration and coastal resilience benefits by protecting and restoring coastal wetlands.  |  Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  EPA COBRA  |  None  |  N/A  |  Maryland  |  [ Maryland (pdf) ](/system/files/documents/2024-03/mde-state-of-maryland-cprg-priority-climate-action-plan.pdf) (3.3 MB)  |  State   \nAdvance building electrification and fuel-switching in existing buildings including an emphasis on LIDACs and electrifying households that currently rely on delivered fuels such as propane and home heating oil.  |  Install more efficient heating or cooling equipment; Electrify existing buildings; Utilize low carbon fuels; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nReduce household fossil energy use through home repairs, electrical upgrades for building and vehicle electrification, weatherization, and other energy waste reduction investments with an emphasis on ensuring equitable access.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Michigan  |  [ Michigan (pdf) ](/system/files/documents/2024-03/michigan-egle-pcap.pdf) (2.67 MB)  |  State   \nPromote energy efficiency and electrification upgrades for non-residential facilities  |  Improve building energy efficiency; Electrify existing buildings; Improve industrial energy efficiency  |  Commercial and residential buildings; Industry  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nIncentivize alternative-fuel and electric replacement of diesel vehicles.  |  Increase the deployment of electric MDVs and/or HDVs; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  AFLEET  |  None  |  N/A  |  Nebraska  |  [ Nebraska (pdf) ](/system/files/documents/2024-03/nebraska-pcap.pdf) (4.04 MB)  |  State   \nExpand building retrofit and energy efficiency programs, including electrifying buildings and increasing deployment of small-scale renewable energy.  |  Electrify existing buildings; Increase deployment of distributed renewables; Improve appliance energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nExpand renewable energy transmission and distribution infrastructure to modernize the grid, bolster resilience, and create co-benefits for communities (lower energy burden, job creation).  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Nevada  |  [ Nevada (pdf) ](/system/files/documents/2024-03/state-of-nevada-priority-climate-action-plan.pdf) (4.41 MB)  |  State   \nCreate or scale up incentive programs to weatherize residential buildings by upgrading their heating, cooling, and electrical systems to improve energy efficiency.  |  Improve weatherization; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nImprove energy efficiency of wastewater and drinking water systems with equipment upgrades, operational modifications, and building envelope improvements. Install onsite photovoltaic or turbines. Capture biogas with anaerobic digesters.  |  Reduce emissions from wastewater treatment facilities; Increase deployment of distributed renewables; Increase capture and/or utilization of gas from anaerobic digestion  |  Electricity; Waste and materials management  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  New Hampshire  |  [ New Hampshire (pdf) ](/system/files/documents/2024-03/state-of-new-hampshire-priority-climate-action-plan.pdf) (4.56 MB)  |  State   \nAdd more zero-emission school buses, associated charging/fueling infrastructure, increase school building energy efficiency, and install onsite renewable energy production.  |  Electrify municipal buses; Increase deployment of distributed renewables; Improve building energy efficiency; Develop EV charging infrastructure  |  Commercial and residential buildings; Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  New Mexico  |  [ New Mexico (pdf) ](/system/files/documents/2024-03/new-mexico-priority-climate-action-plan.pdf) (4.42 MB)  |  State   \nIncrease the deployment of residential and commercial air and ground-source heat pumps and heat pump water heaters.  |  Deploy electric heat pumps; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Custom-built tool  |  None  |  N/A  |  Rhode Island  |  [ Rhode Island (pdf) ](/system/files/documents/2024-03/rhode-island-pcap.pdf) (2.1 MB)  |  State   \nElectrify industrial process equipment or modify to produce or use hydrogen.  |  Electrify industrial processes; Utilize low carbon fuels; Manufacture low carbon fuels  |  Industry  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nAdd infrastructure for EV charging and hydrogen fueling.  |  Develop EV charging infrastructure; Utilize low carbon fuels  |  Transportation  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nReforest agriculture lands no longer in use, promote efficient pumps and irrigation systems in agriculture, and increase urban tree canopy.  |  Expand urban forests and/or green spaces; Reduce agricultural fuel emissions  |  Natural and working lands; Agriculture  |  Quantitative  |  Energy Policy Simulator  |  Quantitative  |  Energy Policy Simulator  |  Texas  |  [ Texas (pdf) ](/system/files/documents/2024-03/texas-pcap.pdf) (2.21 MB)  |  State   \nCreate five \"energy navigator\" jobs to work with low to moderate income families to provide support to change home energy systems to cleaner technologies.  |  Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncrease the deployment of EV technology and reduction of vehicle miles travelled by incorporating relevant subject mater into STEM and driver education curricula.  |  Increase the deployment of electric vehicles; Education and engagement  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nIncrease the amount of funding available for low- to moderate-income Vermonters to make thermal efficiency upgrades to single households and multi-family buildings.  |  Deploy electric heat pumps; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nExpand the State of Vermont\u2019s existing Charge Vermont program, which provides grants for EV charging equipment.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Vermont  |  [ Vermont (pdf) ](/system/files/documents/2024-02/vermont-cprg-priority-climate-action-plan.pdf) (21.21 MB)  |  State   \nReplace lighting fixtures in government facilities with LED lights.  |  Improve appliance energy efficiency; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nImprove government facilities' energy efficiency through weatherization upgrades including window replacement and insulation installation.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  EPA eGRID  |  Quantitative  |  EPA eGRID  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nInstall EV charging stations at government buildings to support electrification of light duty fleet vehicles and encourage employee commute with electric vehicles.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nReplace 13 government light duty fleet vehicles with either extended range plug-in hybrid vehicles or electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nIncentivize up to 34 Tribal members to replace their traditional combustion vehicles to electric vehicles.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Mashantucket Pequot Tribal Nation  |  [ Mashantucket Pequot Tribal Nation (pdf) ](/system/files/documents/2024-04/mptn-pcap.pdf) (1.21 MB)  |  Tribe/Territory   \nReduce emissions from residential buildings using heat pumps, upgrading wood stoves and home energy appliances, weatherizing buildings, expanding residential solar energy generation, and adopting building codes for energy efficiency  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency; Increase deployment of distributed renewables; Leverage building codes  |  Electricity; Commercial and residential buildings  |  Quantitative  |  CARB WRP  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nReduce emissions from commercial buildings by conducting energy audits and providing system retrofits for energy efficiency, installing renewable energy generation systems, and updating building codes for energy efficiency.  |  Increase deployment of distributed renewables; Install more efficient heating or cooling equipment; Leverage building codes  |  Electricity; Commercial and residential buildings  |  Quantitative  |  CARB WRP  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nImplement transportation emissions reductions programs to subsidize the cost of public transit, provide subsidies for EV purchasing, encourage carpooling for tribal employees, purchase EVs for government fleets, fund EV charger installation, and encourage remote work when feasible.  |  Increase the deployment of electric vehicles; Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Encourage carpooling  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Tulalip Tribes  |  [ Tulalip Tribe (pdf) ](/system/files/documents/2024-04/tulalip-tribes-pcap.pdf) (1.35 MB)  |  Tribe/Territory   \nImplement energy efficiency improvements and perform energy audits for residences to weatherize buildings and reduce energy use.  |  Improve weatherization; Deploy electric heat pumps  |  Commercialand residential buildings  |  Quantitative and Qualitative  |  CARB LIWP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nUpdate approximately 587 homes with old, inefficient wood stoves to more efficient models.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  CARB WRP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nConduct energy audits and upgrades for Tribal government facilities and commercial buildings to identify opportunities to weatherize buildings, replace windows and doors, evaluate alternative heating and cooling options, and other actions to reduce energy use.  |  Improve weatherization; Improve municipal building efficiency; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  CARB LIWP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nDeploy renewable energy (primarily solar) at tribal facilities and residences by creating solar arrays, installing solar panels on commercial/residential buildings, installing Tesla Megapacks to store energy, installing battery backups at each single-family dwelling, and implementing a virtual power plant.  |  Increase deployment of distributed renewables; Develop energy storage systems; Improve building energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA AVERT  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nConvert tribal fleet to EVs, HEVs, and PHEVs and install electric charging infrastructure to reduce vehicle-related emissions.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  AFLEET  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nCreate a fleet of e-bikes for staff at field facilities to reduce-co-pollutants and increase physical activity.  |  Increase active transportation; Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative and Qualitative  |  AFLEET  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nImprove public transit service and infrastructure.  |  Expand public transit  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nDivert food waste and biological materials from landfill  |  Increase composting  |  Waste and materials management  |  Quantitative  |  CARB OP  |  None  |  N/A  |  Nez Perce Tribe  |  [ Nez Perce Tribe (pdf) ](/system/files/documents/2024-04/nez-perce-tribe-pcap.pdf) (9.14 MB)  |  Tribe/Territory   \nRetrofit 100% of housing through reducing energy use in buildings and increasing the resilience of tribal buildings.  |  Electrify existing buildings; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Prairie Band Potawatomi Nation  |  [ Prairie Band Potawatomi Nation (pdf) ](/system/files/documents/2024-04/prairie-band-pcap.pdf) (2.14 MB)  |  Tribe/Territory   \nReduce emissions from vehicles used on the reservation by switching the Nation\u2019s operational fleet to EVs and its buses to electric buses and provide incentives and support systems to promote the use of EVs and active transportation.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Increase active transportation  |  Transportation  |  Quantitative and Qualitative  |  Emission factor analysis  |  None  |  N/A  |  Prairie Band Potawatomi Nation  |  [ Prairie Band Potawatomi Nation (pdf) ](/system/files/documents/2024-04/prairie-band-pcap.pdf) (2.14 MB)  |  Tribe/Territory   \nInstall a suite of energy efficiency improvements to the Milwaukee/Potawatomi Bingo Casino-Hotel such as cooling unit upgrades, demand-controlled ventilation for restaurants, exhaust heat recovery, LED retrofitting, solar thermal hot water system installation, heat recovery chiller installation, electrification of kitchen equipment, solar PV canopy, etc.  |  Improve appliance energy efficiency; Use district geothermal, cogeneration, or waste heat recovery; Install more efficient heating or cooling equipment; Electrify existing buildings  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nInstall a suite of energy efficiency improvements to the Potawatomi Carter Casino Hotel HVAC system.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nPurchase a Class 8 Triple Axle Mack Truck fitted with a Odyne Hybrid system for dumping.  |  Increase the deployment of electric MDVs and/or HDVs; Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Forest County Potawatomi Community, WI  |  [ Forest County Potawatomi Community, WI (pdf) ](/system/files/documents/2024-03/forest-county-potawatomi-community-fcpc-priority-climate-action-plan-pcap.pdf) (9.8 MB)  |  Tribe/Territory   \nInstall renewable energy and energy storage systems on government-owned facilities.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nDevelop distributed and community-scale renewable energy generation, microgrids, and vehicle-to-grid infrastructure in disadvantaged communities, including remote and rural regions.  |  Support development or expansion of community solar programs; Develop microgrids; Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nUpgrade government vehicle fleets, including public transit fleets, by replacing internal combustion engines with low/no emission vehicles and expand electric vehicle charging infrastructure to support battery electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nIncentivize eligible agencies and individual automobile owners to purchase low/no emission vehicles and associated electric vehicle charging infrastructure.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nImplement orphan well program to properly close oil and gas orphan well sites, including remediation and restoration activities, as needed.  |  Reduce fugitive emissions  |  Industry  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Muscogee (Creek) Nation  |  [ Muscogee (Creek) Nation (pdf) ](/system/files/documents/2024-04/muscogee-creek-nation-pcap.pdf) (4.57 MB)  |  Tribe/Territory   \nInstall a commercial solar PV system on the Sandia Resort and Casino parking garage rooftop.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nInstall 16 EV charging points at the Sandia Resort and Casino.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nImplement an electric transit bus service.  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Pueblo of Sandia  |  [ Pueblo of Sandia (pdf) ](/system/files/documents/2024-04/pueblo-of-sandia-pcap.pdf) (1.01 MB, Updated April 20, 2024)  |  Tribe/Territory   \nInstall EV charging stations and promote initiatives to reduce VMT in the Pueblo of Nambe.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall 3.7 kW solar photovoltaics on residential six homes in the Pueblo of Nambe.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement an EV bus transit service in the Pueblo of Nambe.  |  Electrify municipal buses; Expand public transit  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Nambe)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nCreate a sustainable housing program in the Pueblo of Picuris that conducts pre-weatherization, weatherization, efficiency retrofit, electrification, and wood stove changeout in 20% of homes each year.  |  Improve weatherization; Electrify existing buildings; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Picuris)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nEncourage the transition to EVs and vehicle miles traveled reduction in the Pueblo of Picuris by installing local transit system infrastructure, high efficiency EV charging ports, and an electric excavator.  |  Develop EV charging infrastructure; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo of Picuris)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nEncourage the use of EVs and promote a reduction in vehicle miles traveled in the Pueblo of San Ildefonso.  |  Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement a target home weatherization program that weatherizes 10 homes each year in the Pueblo of San Ildefonso.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall five 10 kW solar PVs on commercial buildings in the Pueblo of San Ildefonso.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (Pueblo de San Ildefonso)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nIncentivize the transition to EVs and vehicle miles traveled reduction in the Pueblo of Tesuque by installing local transit system infrastructure and EV charging ports.  |  Expand public transit; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nInstall a 117 kW solar PV system on the Tesuque Intergenerational Center rooftop and a 797 kW solar PV system on the Camel Rock Studios rooftop, totaling 914 kW.  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement weatherization strategies such as sealing cracks around windows and doors, adding insulation, and sometimes replacing inefficient appliances for 10 homes each year in the Pueblo of San Tesuque.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Pueblo of Tesuque (the Pueblo of Tesuque)  |  [ Pueblo of Tesuque (pdf) ](/system/files/documents/2024-04/pueblo-of-tesuque-pcap.pdf) (2.1 MB)  |  Tribe/Territory   \nImplement an energy efficiency, weatherization, and electrification retrofits and upgrades program for existing homes, commercial buildings, and tribal facilities.  |  Improve weatherization; Phase out HFCs; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Port Gamble S\u2019Klallam Tribe  |  [ Port Gamble S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-04/portgamblesklallamtribe-pcap.pdf) (1.73 MB)  |  Tribe/Territory   \nReplace older and under-used Port Gamble S\u2019Klallam Tribe combustion engine vehicles with electric alternatives.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  Unspecified  |  None  |  N/A  |  Port Gamble S\u2019Klallam Tribe  |  [ Port Gamble S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-04/portgamblesklallamtribe-pcap.pdf) (1.73 MB)  |  Tribe/Territory   \nInstall solar photovoltaic systems paired with battery storage systems.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nPerform energy audits to find opportunities to implement energy efficiency measures.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nElectrify heat pumps in Tribal owned buildings.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nElectrify on-road and off-road Tribal fleet vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Narragansett Indian Tribe  |  [ Narragansett Indian Tribe (pdf) ](/system/files/documents/2024-04/nit-pcap.pdf) (1.84 MB)  |  Tribe/Territory   \nInstall fully subsidized ductless heat pumps for elders (Phase 1), followed by a needs-based expansion to the broader tribal community within Kitsap County (Phase 2).  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nInstall solar panels and solar charging on tribal buildings.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nElectrify the tribal fleet and facilitate the transition to electric vehicles for employees and the community.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  Suquamish Indian of the Port Madison Reservation  |  [ Suquamish Indian of the Port Madison Reservation (pdf) ](/system/files/documents/2024-04/the-suquamish-tribe-pcap.pdf) (1.64 MB)  |  Tribe/Territory   \nDecarbonize tribal vehicle fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Jamestown S\u2019Klallam Tribe  |  [ Jamestown S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-03/jamestownsklallamcprg-pcap.pdf) (744.09 KB)  |  Tribe/Territory   \nReplace the Tribe's current gas-powered boat with an electric or hybrid-electric vessel.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Jamestown S\u2019Klallam Tribe  |  [ Jamestown S\u2019Klallam Tribe (pdf) ](/system/files/documents/2024-03/jamestownsklallamcprg-pcap.pdf) (744.09 KB)  |  Tribe/Territory   \nDeploy 4.75 MW residential solar PV and 12.5 MWh BESS to power at least 1,300 unelectrified and low-income homes.  |  Electrify existing buildings; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nDeploy Solar PV and battery electric storage systems across Tribal land to offset purchases from Arizona Public Service.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nBuild a microgrid at the Tawa'ovi campus to offset diesel consumption from existing generators  |  Develop microgrids  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nConstruct a 400 MW solar array with 1,200 MW battery electric storage system for electricity export.  |  Expand utility-scale renewable energy generation; Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nReplace 30 passenger cars in the Hopi Tribal fleet with EVs and 3 diesel school buses with electric buses.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  AFLEET; Emission factor analysis  |  Quantitative  |  AFLEET; Emission factor analysis  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nInvest $100,000 dollars in residential energy efficiency upgrades and $50,000 in commercial energy efficiency upgrades.  |  Improve building energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  Quantitative  |  EPA AVERT  |  The Hopi Tribe  |  [ Hopi Utilities Corporation (pdf) ](/system/files/documents/2024-04/hopi-pcap.pdf) (412.44 KB)  |  Tribe/Territory   \nExtend Los Angeles Department of Water and Power service to the western side of US 395 in order to replace diesel generators with grid power for the Grinding Rock Aggregates operation and support new community and tribal facilities.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  EPA WebFIRE  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nDevelop a 350kW ground-mount solar project and on-site solar array with battery storage system that will replace Los Angeles Department of Water and Power grid energy for the Tribe's commercial and institutional load, generate additional revenue, and allow the Tribe to own the infrastructure.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nConstruct a microgrid to supply self-generated power to tribal and residential loads, which could integrate the 350 kW solar plus storage measure for enhanced control and management.  |  Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Fort Independence Indian Tribe  |  [ Fort Independence Indian Reservation (pdf) ](/system/files/documents/2024-04/fort-independence-indian-community-pcap.pdf) (542.58 KB)  |  Tribe/Territory   \nImplement community-scale solar projects that generate electricity that flows to the utility grid.  |  Support development or expansion of community solar programs  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Native Village of Unalakleet  |  [ Native Village of Unalakleet (pdf) ](/system/files/documents/2024-04/native-village-of-unalakleet-pcap.pdf) (301.7 KB)  |  Tribe/Territory   \nImplement heat pumps for communities with high levels of renewable energy.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Native Village of Unalakleet  |  [ Native Village of Unalakleet (pdf) ](/system/files/documents/2024-04/native-village-of-unalakleet-pcap.pdf) (301.7 KB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 20% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Lower Yukon-Kuskokwim)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to reduce diesel generation and heating fuel use.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 5% of homes needing weatherization to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 10% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) ( Southeast Alaska)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 50% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve building energy efficiency; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Aleutian-Pribilof Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation use by 5%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve building energy efficiency; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (The Copper River Valley)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 1% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Southcentral Alaska- Railbelt tribes)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nRepair, replace, and upgrade existing diesel generation and electrical grid infrastructure to improve energy system efficiency.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement community solar and battery storage to displace diesel generation by 33%.  |  Support development or expansion of community solar programs; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nImplement wind energy, wind-to-heat systems, and battery storage to displace diesel generation and heating fuel use by 10%.  |  Use district geothermal, cogeneration, or waste heat recovery; Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse sustainably harvested local timber to offset heating fuel usage.  |  Utilize low carbon fuels  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUse energy from rivers and tides to offset diesel generation and heating fuel usage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 25% of homes needing weatherization to reduce energy use, diesel generation and heating fuel usage.  |  Improve weatherization; Electrify existing buildings; Install more efficient heating or cooling equipment  |  Commercialand residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nUpgrade 50% of community buildings and outdoor spaces to reduce energy use, reducing diesel generation and heating fuel usage.  |  Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Alaska Native Tribal Health Consortium (ANTHC) (Kodiak Island Region)  |  [ Alaska Native Tribal Health Consortium (ANTHC) (pdf) ](/system/files/documents/2024-03/anthc-pcap-consolidated.pdf) (3.47 MB)  |  Tribe/Territory   \nAcquire and restore 534 acres of sea level rise-vulnerable agricultural land around Humboldt Bay, aiming to increase carbon storage and expand urban forestry through restoration and ecological habitat expansion.  |  Expand urban forests and/or green spaces; Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Blue Lake Rancheria  |  [ Blue Lake Rancheria (pdf) ](/system/files/documents/2024-03/5d-98t76201-blue-lake-pcap.pdf) (2.53 MB)  |  Tribe/Territory   \nBuild a new electrical grid control center and new grid transmission lines to support expanding wind, solar, and battery installation.  |  Develop transmission and distribution infrastructure; Develop energy storage systems  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace work vehicle fleet with electric vehicles.  |  Electrify off road vehicles or equipment; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace telecommunications generator.  |  Use cleaner fuels for power generation  |  Electricity  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nReplace territory owned fleet vehicles with clean diesel, hybrid, or electric vehicles and expand electric vehicle charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  N/A  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nEstablish a vanpool program.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Unspecified  |  None  |  N/A  |  American Samoa  |  [ American Samoa (pdf) ](/system/files/documents/2024-04/american-samoa-pcap.pdf) (1.72 MB)  |  Tribe/Territory   \nHire dedicated support staff to guide Tribal members throughout the EV purchasing process and offer comprehensive support to community members, aiding in the access of available rebates or incentive programs to alleviate the costs of upfront EV purchases.  |  Increase the deployment of electric vehicles  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nInstall 20 Level 2 chargers and 10 Level 3 chargers on the Reservation in addition to existing chargers.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes and facilities and retrofit 50 Tribal homes and all Tribal facilities with air-source heat pumps to increase energy efficiency.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps; Improve appliance energy efficiency  |  Commecial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nCreate a collection system for picking up food and yard waste from residents and facilities and perform community outreach to encourage the public to engage with the initiative.  |  Increase composting  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Pala Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nInstall 10 level 2 EV Charging stations for the Jamul Casino Hotel.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Jamul Indian Village of California)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nDeploy a microgrid to serve the Jamul Casino to ensure reliable electricity supply and the electricity will be generated by solar panels installed on the casino roof.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Jamul Indian Village of California)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes and retrofit 200 Tribal homes with triple pane windows and energy metering.  |  Improve weatherization  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nEstablish a Reservation-wide comprehensive recycling program for various materials including paper, plastics, glass, and metals, starting with educational programs and awareness efforts and providing each tribal home with a recycling bin.  |  Increase recycling; Education and engagement  |  Waste and materials management  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nOffer fully funded solar panel installation for community members with a goal to set up 200 homes on the Reservation with solar and net metering ability to allow homeowners to receive credit for excess electricity generated and fed back to the grid  |  Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nReplace 20 light-duty trucks with EVs for the Tribal fleet.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (Viejas Band of Kumeyaay Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nImplement erosion controls necessary to facilitate wetland restoration which may include removing invasive plants and planting natives, to prevent further soil erosion and enhance carbon storage.  |  Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nEvaluate the ecological status of the 120-acre land parcel that has been identified for acquisition and restoration and develop a comprehensive restoration plan, clear invasive species, identify appropriate native vegetation for the site, and monitor and evaluate progress with a focus on keystone species.  |  Maintain or expand existing forests  |  Natural and working lands  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nTransition residence and community buildings to solar power with a goal to provide solar installations to all 13 of the Tribal homes on the Reservation as well as the following facilities: Tribal Administration Office, Boys and Girls Club, Old Casino, and Addiction Treatment Center.  |  Increase deployment of distributed renewables  |  Electricity  |  Qualitative  |  N/A  |  Qualitative  |  N/A  |  Pala Band Of Mission Indians (La Posta Band of Mission Indians)  |  [ Pala Band Of Mission Indians (pdf) ](/system/files/documents/2024-03/5d-98t77401-pala-san-diego-tribal-collective.pdf) (4.63 MB)  |  Tribe/Territory   \nReplace 64 of the eligible on-road vehicles with all-electric zero emission vehicle alternatives and 26 of the eligible non-road vehicles with ZEVs over the next 15 years.  |  Electrify government and/or publicly owned vehicle fleets; Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nExpand the network of publicly-available Level 2 EV chargers through the installation of eight additional Level 2 dual-port EV chargers at eight different locations.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  AFLEET  |  Quantitative  |  AFLEET  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nEstablish an outreach campaign to educate residents about the existing home energy assessments program and reimburse participants who are not already income-qualified for a free assessment.  |  Improve building energy efficiency; Education and engagement  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nEvaluate the current energy performance of 25 tribal-owned and operated buildings to identify and implement cost-effective energy conservation measures that will contribute to reduced GHG and other pollutant emissions and annual operating cost savings.  |  Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nDevelop a program to offer financial incentives to residents located in the community to exchange operational gas-powered lawn mowers and handheld lawn and garden equipment for electric or battery powered alternatives and SRPMIC will exchange its inventory of owned gas-powered pieces of handheld lawn and garden equipment (28 devices).  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nConstruct approximately 353 kW of additional solar PV capacity via newly constructed solar parking canopies at four SRPMIC-owned and operated facilities  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nUtilize the landfill gas currently being collected and flared to produce renewable natural gas for injection into an existing natural gas pipeline owned and operated by the City of Mesa, AZ  |  Increase capture and/or utilization of gas from landfills; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  EPA LFGcost-Web  |  Quantitative  |  EPA LFGcost-Web  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nContinue planting trees on public and residential lands within the Community to improve air quality and sequester carbon.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  i-Tree  |  Quantitative  |  i-Tree  |  Salt River Pima-Maricopa Indian Community  |  [ Salt River Pima-Maricopa Indian Comm (pdf) ](/system/files/documents/2024-04/salt-river-pima-maricopa-indian-community-pcap.pdf) (2.33 MB)  |  Tribe/Territory   \nDevelop CUC's Energy Master Plan, Roadmap and Implementation Plan to modernize energy infrastructure and integrate renewable resources.  |  Develop transmission and distribution infrastructure  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nDevelop utility-scale power plants that provide cleaner, more affordable, and reliable electricity and integrate renewable energy and energy storage systems.  |  Expand utility-scale renewable energy generation; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nInstall solar photovoltaic and other renewable energy systems with energy storage where appropriate and feasible on key government-owned facilities.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nProvide incentives for solar photovoltaic and other renewable systems for commercial facilities and residents.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Commonwealth of the Northern Mariana Islands  |  [ Commonwealth of the Northern Mariana Islands (pdf) ](/system/files/documents/2024-04/cnmi-pcap_0.pdf) (1.44 MB)  |  Tribe/Territory   \nDevelop community-scale solar photovoltaic arrays with microgrid distribution and storage.  |  Increase deployment of distributed renewables; Develop energy storage systems; Develop microgrids  |  Electricity  |  Qualitative  |  N/A  |  None  |  N/A  |  Northern Arapaho Tribe  |  [ Northern Arapaho Tribe of the Wind River Reservation (pdf) ](/system/files/documents/2024-03/northern-arapaho-pcap.pdf) (549.57 KB)  |  Tribe/Territory   \nReplace tribal owned fleet vehicles with hybrid and electric vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Northern Arapaho Tribe  |  [ Northern Arapaho Tribe of the Wind River Reservation (pdf) ](/system/files/documents/2024-03/northern-arapaho-pcap.pdf) (549.57 KB)  |  Tribe/Territory   \nInstall solar arrays on Tribal buildings to provide access to clean and renewable energy, address energy poverty, and improve quality of life through reduced energy costs.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nInstall microgrid at the Boys Club that allows for the creation, storage, and distribution of energy on and off the standard electrical grid and electrify 15 school buses and 1 electrified freightliner.  |  Develop microgrids; Develop transmission and distribution infrastructure; Electrify municipal buses  |  Electricity; Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nElectrify Tribal government fleet by ensuring that 50% of the new vehicles purchased are electric.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Eastern Band of Cherokee Indians  |  [ Eastern Band of Cherokee Indians (pdf) ](/system/files/documents/2024-04/eastern-band-of-cherokee-indians-pcap.pdf) (1.38 MB)  |  Tribe/Territory   \nBuild a battery energy storage system across 5 sites alongside a control system that will assist in stabilizing the grid.  |  Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nImplement a solar PV virtual power plant to target Guam Department of Education Schools for installation of solar PV systems.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nConvert waste cooking oil into biodiesel fuel to be used for Guam's Solid Waste Authority diesel fleet.  |  Create useful products from organic waste; Increase waste-to-energy  |  Waste and materials management  |  Quantitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nDevelop an anaerobic digestor.  |  Increase anaerobic digestion; Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Qualitative  |  Unspecified  |  None  |  N/A  |  Guam  |  [ Guam (pdf) ](/system/files/documents/2024-04/guam-pcap.pdf) (3.61 MB)  |  Tribe/Territory   \nPromote and increase the electricity generation/use from distributed solar and storage systems and reduce the electricity consumption from the grid.  |  Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  N/A  |  None  |  N/A  |  Mississippi Band of Choctaw Indians  |  [ Mississippi Band of Choctaw Indians (pdf) ](/system/files/documents/2024-04/mississippi-band-of-choctaw-indians-pcap.pdf) (1.77 MB)  |  Tribe/Territory   \nExecute software and infrastructure upgrades to the waste water treatment plant to reduce energy consumption and emissions.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nExpand wastewater treatment plant infrastructure by connecting residences on the North side of the reservation to the sewer system.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nExpand wastewater treatment plant infrastructure by connecting residences on the South side of the reservation to the sewer system.  |  Reduce emissions from wastewater treatment facilities  |  Waste and materials management  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nDevelop and operate a grid-connected hydrogen hub system to serve five Tribal Law Enforcement vehicles and a fuel cell backup generator, while also replacing gasoline and diesel Tribal Law Enforcement vehicles with hydrogen fuel cell electric vehicles.  |  Expand utility-scale renewable energy generation; Develop energy storage systems; Electrify government and/or publicly owned vehicle fleets  |  Electricity; Transportation  |  Quantitative  |  EPA TGIT  |  Quantitative  |  N/A  |  Rincon Band of Luise\u00f1o Indians  |  [ Rincon Band of Luiseno Indians (pdf) ](/system/files/documents/2024-03/5d-98t78901-rincon-band-of-luiseno-indians-pcap.pdf) (1.82 MB)  |  Tribe/Territory   \nImplement solar generation systems at GRIC Government facilities.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT; Emission factor analysis  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nImplement solar generation systems at residential locations within the community.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nDevelop renewable energy microgrid at GRIC government facilities, which include solar and battery systems that double as resilience hubs.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nReplace GRIC Government-owned gas and diesel fleet vehicles with electric vehicles and build out publicly available charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nProvide electric vehicle ridesharing for tribe employees.  |  Electrify government and/or publicly owned vehicle fleets; Encourage carpooling  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nPromote and incentivize local traditional food markets to reduce the greenhouse gas emissions associate with food transportation.  |  Reduce vehicle miles traveled  |  Transportation  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nImprove residential building energy efficiency through building weatherization, LED lighting, and heat/air conditioning upgrades  |  Improve weatherization; Improve appliance energy efficiency; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA TGIT  |  Quantitative and Qualitative  |  N/A  |  Gila River Indian Community  |  [ Gila River Indian Community (pdf) ](/system/files/documents/2024-04/gila-river-indian-community-pcap.pdf) (3.37 MB)  |  Tribe/Territory   \nExpand renewable energy projects by developing solar and wind generation while also advancing energy resilience through the construction of battery storage and microgrids.  |  Expand utility-scale renewable energy generation; Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReplace existing fossil fuel maintenance motor vehicles with electric vehicles or hybrid electric vehicles and build out solar-powered charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure; Increase deployment of distributed renewables  |  Transportation; Electricity  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nIncrease building energy efficiency by upgrading HVAC systems, retrofitting existing infrastructure, and promotion of energy-saving practices across Tribal facilities.  |  Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReduce waste through the development of recycling and organics composting programs to reduce transportation and landfill emissions and also introduce circular economic practices.  |  Increase composting; Increase recycling  |  Waste and materials management  |  Quantitative  |  Unspecified  |  Quantitative  |  N/A  |  Ramona Band of Cahuilla  |  [ Ramona Band of Cahuilla (pdf) ](/system/files/documents/2024-04/ramona-band-of-chuilla-pcap.pdf) (1.22 MB)  |  Tribe/Territory   \nReplace the Tribal fleet's gasoline and diesel vehicles with electric ones, prioritizing the oldest models, to reduce GHG emissions from on-road mobile sources within the reservation.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nInstall EV chargers in high-use areas of the reservation such as by the administration building, community center, social services office, schools, and Public Works parking lots.  |  Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nRetrofit reservoir pumps with solar panels and battery storage, and conduct energy audits at three sites to reduce or eliminate GHG emissions from electricity used for water pumping.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nCreate a collection system for food and yard waste, offer compost for community use, and implement educational programs to encourage public participation.  |  Increase composting; Education and engagement; Create useful products from organic waste  |  Waste and materials management  |  Qualitative  |  EPA NEI  |  Qualitative  |  N/A  |  Morongo Band of Mission Indians  |  [ Morongo Band of Mission Indians (pdf) ](/system/files/documents/2024-03/morongo-pcap.pdf) (1.57 MB)  |  Tribe/Territory   \nPurchase two electric buses, both of which will be charged by solar and wind powered charging infrastructure, and build out bus routes to connect tribal communities.  |  Expand public transit; Develop EV charging infrastructure; Electrify municipal buses  |  Transportation  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nEstablish a tribal utility and deploy resilient community microgrids powered by solar and wind, supplemented by battery energy storage.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nDevelop a new community consisting of energy efficiency residential homes and community amenities/businesses.  |  Electrify new construction; Build dense communities; Install more efficient heating or cooling equipment  |  Commercial and residential buildings; Transportation  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nElectrify existing homes on the reservation and increase renewable energy mix on the grid.  |  Electrify existing buildings; Increase deployment of distributed renewables; Install more efficient heating or cooling equipment  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nImplement weatherization and envelope improvement projects across existing homes.  |  Improve weatherization  |  Commecial and residential buildings  |  Quantitative and Qualitative  |  Unspecified  |  Quantitative and Qualitative  |  Unspecified  |  Rosebud Sioux Tribe of the Rosebud Indian Reservation  |  [ Rosebud Sioux Tribe of the Rosebud Indian Reservation (pdf) ](/system/files/documents/2024-04/rst-pcap.pdf) (837.51 KB)  |  Tribe/Territory   \nImplement forest, wetland, and eelgrass conservation and restoration projects to sequester carbon.  |  Maintain or expand existing forests; Preserve or expand wetlands  |  Natural and working lands  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement a permanent energy efficiency, weatherization, and electrification retrofits and upgrades program for existing residential buildings.  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement an energy efficiency, weatherization, and electrification retrofits and upgrades program for existing tribal facilities and commercial buildings  |  Improve weatherization; Electrify existing buildings  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nImplement a pilot program to install geothermal heat pumps in existing single- and multi-family homes.  |  Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nAdopt a green building policy for new commercial developments and substantial remodels that mandates high energy efficiency building performance standards and commits to use of geothermal and/or solar resources, when technically feasible.  |  Leverage building codes; Increase deployment of distributed renewables; Increase deployment of distributed renewables  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nInstall rooftop solar on key tribal and community facilities, and include storage systems where technically feasible.  |  Increase deployment of distributed renewables; Electrify existing buildings  |  Commercial and residential buildings  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nElectrify tribal government fleet and expand electric vehicle charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nReplace and retrofit older, inefficient boat motors with more energy efficient, electric, and hybrid electric models or parts.  |  Electrify or increase efficiency of non-road transportation  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  Lummi Nation  |  [ Lummi Nation (pdf) ](/system/files/documents/2024-04/lummi-pcap.pdf) (855.46 KB)  |  Tribe/Territory   \nReduce GHG emissions in tribal-owned commercial and public buildings by promoting energy electrification, increasing energy efficiency through building retrofitting, and adopting new green building standards for future development.  |  Electrify existing buildings; Improve weatherization; Leverage building codes; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nLower the financial burden of home energy usage for individual Tribal members and increase the Tribe\u2019s energy independence through the development of solar systems and residential building retrofits  |  Increase deployment of distributed renewables; Improve weatherization; Install more efficient heating or cooling equipment; Improve appliance energy efficiency  |  Electricity; Commercial and residential buildings  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nDecrease GHG emissions through fleet electrification and EV adoption.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric vehicles  |  Transportation  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nReduce GHG emissions by sequestering carbon through protecting, managing, and restoring above and below ground biomass, forests, wetlands, and soils, while developing green infrastructure, and implementing responsible development and zoning policies to enhance carbon sequestration.  |  Maintain or expand existing forests; Preserve or expand wetlands  |  Natural and working lands  |  Quantitative  |  Unspecified  |  Quantitative  |  Unspecified  |  St. Croix Band of Chippewa Indians of Wisconsin (SCCIW)  |  [ St. Croix Chippewa Tribe of Wisconsin, WI (pdf) ](/system/files/documents/2024-04/st-croix-chippewa-tribe-pcap.pdf) (2.09 MB)  |  Tribe/Territory   \nReplace 20 existing Tribal fleet vehicles, composed of gasoline and diesel-powered vehicles, with electric vehicles, prioritizing older vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the community buildings complex with energy independence and resilience, maintain power during grid disruptions, and generate electricity by solar panels installed as canopies for two parking lots and stored locally on batteries and/or generators.  |  Improve building energy efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the Professional Center with energy independence and resilience, maintain power during grid disruptions, and generate electricity by solar panels installed as canopies for two parking lots and stored locally on batteries and/or generators.  |  Improve building energy efficiency; Increase deployment of distributed renewables; Develop energy storage systems  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 650 homes with air-source heat pumps to increase energy efficiency and reduce emissions caused from heating and cooling.  |  Install more efficient heating or cooling equipment; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall a solar grid on developed land with enough capacity to power 540 homes and virtual capabilities in order to offset emissions and electricity bills from these homes.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (The Bishop Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 3 Level 2 electric vehicle chargers on the Reservation in high-use areas of the Reservation such as by the administrative buildings.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nConduct energy audits to identify energy-saving opportunities for Tribal homes, aiming to retrofit 184 homes with air-source heat pumps and triple-pane windows to increase energy efficiency and reduce heating and cooling loss.  |  Improve weatherization; Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nOffer fully funded solar panel installation for community members on homes with the goal to retrofit all 184 homes on the Reservation with solar and net metering ability and allow homeowners to receive credit for excess electricity generated that is sold to the grid.  |  Increase deployment of distributed renewables  |  Commercial and residential buildings; Electricity  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the administrative complex with energy independence and resilience, maintain power during grid disruptions, and serve as a canopy for the parking lot and stored locally on batteries and/or generators to meet electricity requirements of the administrative complex.  |  Develop microgrids; Develop energy storage systems; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Big Pine Paiute Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 5 Level 2 electric vehicle chargers on the Reservation in high-use areas of the Reservation such as by the administrative complex.  |  Develop EV charging infrastructure  |  Transportation  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Lone Pine Paiute-Shoshone Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nDeploy a microgrid to provide the administrative complex with energy independence and resilience, to maintain power during grid disruptions, and to serve as a canopy for the parking lot and stored locally on batteries and/or generators to meet electricity requirements of the administrative complex.  |  Increase deployment of distributed renewables; Develop microgrids  |  Electricity; Commercial and residential buildings  |  Quantitative and Qualitative  |  EPA WARM  |  Quantitative  |  EPA WARM  |  Owens Valley Indian Water Commission (Lone Pine Paiute-Shoshone Tribe)  |  [ Owens Valley Indian Water Commission (pdf) ](/system/files/documents/2024-03/owens-valley-indian-water-commission-pcap.pdf) (2.81 MB)  |  Tribe/Territory   \nInstall 250kW of distributed photovoltaic capacity.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall a 1 MW community solar project.  |  Support development or expansion of community solar programs  |  Electricity  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nGenerate 1 MWh of electricity through storage and peak load shift.  |  Increase deployment of distributed renewables; Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall air-source heat pump appliances.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nReplace appliances powered by natural gas with electric heat pumps.  |  Electrify existing buildings; Deploy electric heat pumps; Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  None  |  N/A  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nUpdate HVAC controls.  |  Install more efficient heating or cooling equipment  |  Commercial and residential buildings  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nPurchase 110 low- and zero-emissions passenger vehicles.  |  Electrify government and/or publicly owned vehicle fleets  |  Transportation  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nPurchase 2 low- and zero-emissions duty vehicles.  |  Electrify government and/or publicly owned vehicle fleets; Increase the deployment of electric MDVs and/or HDVs  |  Transportation  |  Quantitative  |  EPA NEI  |  Quantitative  |  EPA NEI  |  Pokagon Band of Potawatomi, MI  |  [ Pokagon Band of Potawatomi, MI (pdf) ](/system/files/documents/2024-04/pokagon-band-pcap.pdf) (884.51 KB, April 18, 2024)  |  Tribe/Territory   \nInstall solar panels on canopies at the Wind Creek Hospitality casino and hotel.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  None  |  N/A  |  Poarch Band of Creek Indians, AL  |  [ Poarch Band of Creek Indians (pdf) ](/system/files/documents/2024-04/poarch-band-of-creek-indians-pcap.pdf) (404.46 KB)  |  Tribe/Territory   \nInstall 29 megawatts of solar photovoltaics, 11 megawatts of wind, and geothermal heat pumps in 30% of single-family homes.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 15 megawatts of solar photovoltaics, 6 megawatts of wind, and geothermal heat pumps in 30% of multifamily buildings.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 23 megawatts of solar PV, 11.5 megawatts of wind, and geothermal heat pumps in 30% of commercial buildings.  |  Increase deployment of distributed renewables; Use district geothermal, cogeneration, or waste heat recovery  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 20 megawatts of solar photovoltaics, 20 megawatts of wind, and 5 megawatts of hydropower.  |  Increase deployment of distributed renewables  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 90 megawatts of solar photovoltaics and 75 megawatts of wind.  |  Expand utility-scale renewable energy generation  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 40 megawatts of solar photovoltaics paired with 4-hour storage.  |  Increase deployment of distributed renewables; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall 200 megawatts of solar photovoltaics paired with 4-hour storage.  |  Develop microgrids; Develop energy storage systems  |  Electricity  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nRetrofit 60% of all buildings with heat pumps.  |  Electrify existing buildings; Deploy electric heat pumps  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nUpgrade appliances in 60% of residential buildings and install low-flow fixatures in 60% of single-family and multifamily buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall roof and wall insulation and window films in 60% of commercial buildings and implement air sealing and insulation in 60% of single-family homes and multifamily buildings.  |  Improve weatherization  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nSwitch 100% of interior and exterior lighting of all buildings to LEDs.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nInstall smart thermostats in 60% of buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nAdopt green building standards for major renovation projects in 15% of buildings.  |  Leverage building codes  |  Commercial and residential buildings  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nIncrease transit service to shift 10% of the transportation mode to bus.  |  Expand public transit  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nShift 50% of the Tribal population to ridesharing or carpooling from using sing-occupancy vehicles.  |  Encourage carpooling  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nShift 50% of the transportation mode from single-occupancy vehicles to biking/walking.  |  Increase active transportation  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nConvert 80% of single-occupancy vehicles to EVs and provide charging infrastructure and hydrogen fuel cells.  |  Increase the deployment of electric vehicles; Develop EV charging infrastructure  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nConvert half of buses to lower-emission fuels and the other half to electricity or hydrogen.  |  Electrify government and/or publicly owned vehicle fleets; Electrify municipal buses  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nPlant 100,000 trees, 100,000 shrubs, and restore 1 million sf of grassland.  |  Manage or restore grasslands for carbon sequestration; Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nDevelop 800,000 square feet of bioswales.  |  Expand urban forests and/or green spaces  |  Natural and working lands  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nChange zoning to support transportation-efficient land-use patterns for 20% of the population.  |  Build dense communities  |  Transportation  |  Quantitative  |  Emission factor analysis  |  Quantitative  |  Emission factor analysis  |  Midwest Tribal Energy Resources Association  |  [ Midwest Tribal Energy Resources Association (pdf) ](/system/files/documents/2024-03/mtera-pcap.pdf) (4.98 MB)  |  Tribe/Territory   \nReplace Tribal-owned fossil-fuel powered vehicles with EVs and install EV charging infrastructure.  |  Electrify government and/or publicly owned vehicle fleets; Develop EV charging infrastructure  |  Transportation  |  Qualitative  |  Unspecified  |  Qualitative  |  Unspecified  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nEncourage Tribal members to implement healthy habits such as biking, walking, taking public transit, and carpooling.  |  Increase active transportation; Encourage carpooling  |  Transportation  |  Qualitative  |  N/A  |  None  |  N/A  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nInstall motion sensor lights in Tribal-owned offices and buildings.  |  Improve appliance energy efficiency  |  Commercial and residential buildings  |  Qualitative  |  N/A  |  None  |  N/A  |  Northwestern Band of the Shoshone Nation  |  [ Northwestern Band of the Shoshone Nation (pdf) ](/system/files/documents/2024-04/nwbsn-pcap.pdf) (4.62 MB, April 20, 2024)  |  Tribe/Territory   \nInstall 2.8 MW AC of new solar photovoltaic systems on tribal  \nlands and rooftops.  |  Increase deployment of distributed renewables; Increase deployment of distributed renewables  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nImplement energy efficiency and electrification projects at tribal facilities including replacing air compressors, adjusting HVAC setpoints, capturing vehicle exhaust in bays, implementing insulation measures, recommissioning ground source heat pump systems, and more.  |  Install more efficient heating or cooling equipment; Improve municipal building efficiency  |  Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nInstall two new thermal energy networks to provide efficient  \nheating and cooling for tribal facilities.  |  Use district geothermal, cogeneration, or waste heat recovery; Electrify existing buildings  |  Electricity; Commercial and residential buildings  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \nRestore 54 acres of forests on tribal lands.  |  Maintain or expand existing forests  |  Natural and working lands  |  Quantitative  |  EPA AVERT  |  None  |  N/A  |  Shakopee Mdewakanton Sioux Community, MN  |  [ Shakopee Mdewakanton Sioux Community, MN (pdf) ](/system/files/documents/2024-04/shakopee-mdewakanton-sioux-community-pcap.pdf) (1.9 MB)  |  Tribe/Territory   \n  \n[ Contact Us ](/inflation-reduction-act/forms/contact-us-about-inflation-\nreduction-act) to ask a question, provide feedback, or report a problem.\n\nLast updated on March 28, 2025\n\n  * [ Assistance ](/lep/assistance)\n  * [ Spanish ](https://espanol.epa.gov/)\n  * [ Arabic ](/lep/arabic)\n  * [ Chinese (simplified) ](/lep/simplified-chinese)\n  * [ Chinese (traditional) ](/lep/traditional-chinese)\n  * [ French ](/lep/french)\n  * [ Haitian Creole ](/lep/sante-ak-anviwonman-enfomasyon-kreyol-ayisyen)\n  * [ Korean ](/lep/korean)\n  * [ Portuguese ](/lep/saude-e-informacoes-ambientais-em-portugues)\n  * [ Russian ](/lep/russian)\n  * [ Tagalog ](/lep/tagalog)\n  * [ Vietnamese ](/lep/vietnamese)\n\n##  Discover.\n\n  * [ Accessibility Statement ](/accessibility/epa-accessibility-statement)\n  * [ Budget & Performance ](/planandbudget)\n  * [ Contracting ](/contracts)\n  * [ EPA www Web Snapshot ](/utilities/wwwepagov-snapshots)\n  * [ Grants ](/grants)\n  * [ No FEAR Act Data ](/ocr/no-fear-act-data)\n  * [ Plain Writing ](/web-policies-and-procedures/plain-writing)\n  * [ Privacy ](/privacy)\n  * [ Privacy and Security Notice ](/privacy/privacy-and-security-notice)\n\n##  Connect.\n\n  * [ Data ](/data)\n  * [ Inspector General ](https://www.epaoig.gov/)\n  * [ Jobs ](/careers)\n  * [ Newsroom ](/newsroom)\n  * [ Regulations.gov ](https://www.regulations.gov/)\n  * [ Subscribe ](/newsroom/email-subscriptions-epa-news-releases)\n  * [ USA.gov ](https://www.usa.gov/)\n  * [ White House ](https://www.whitehouse.gov/)\n\n##  Ask.\n\n  * [ Contact EPA ](/home/forms/contact-epa)\n  * [ EPA Disclaimers ](/web-policies-and-procedures/epa-disclaimers)\n  * [ Hotlines ](/aboutepa/epa-hotlines)\n  * [ FOIA Requests ](/foia)\n  * [ Frequent Questions ](/home/frequent-questions-specific-epa-programstopics)\n  * Site Feedback \n\n##  Follow.\n\n  * [ ](https://www.facebook.com/EPA)\n  * [ ](https://x.com/epa)\n  * [ ](https://www.youtube.com/user/USEPAgov)\n  * [ ](https://www.flickr.com/photos/usepagov)\n  * [ ](https://www.instagram.com/epagov)\n\n",
                "url": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
            },
            "reason": "This is a page from the U.S. Environmental Protection Agency (EPA) website (.gov domain). Official government sources are considered extremely reliable.",
            "reliability_score": 1.0,
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            "summary": "Information from the EPA on GHG reduction measures.",
            "url": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "7c97cc62-9395-4265-bddb-784e3f17af1f",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
                },
                "page_content": "Skip to content\n\n[ ](https://apsc.arkansas.gov/)\n\n__ __\n\n##  Energy Efficiency Annual Reports\n\n[ Home ](https://apsc.arkansas.gov/) \u00bb  [ Programs, Initiatives, Activities\n](https://apsc.arkansas.gov/programs-initiatives-activities/) \u00bb  [ Energy\nEfficiency ](https://apsc.arkansas.gov/programs-initiatives-activities/energy-\nefficiency/) \u00bb  Energy Efficiency Annual Reports\n\n##  Energy Efficiency Annual Reports\n\n**Docket No. & Company Name ** |  **Year** |  **Annual Report** |  **Annual SARP Workbook**  \n---|---|---|---  \n07-075-TF Oklahoma Gas & Electric Company  |  2008  |  [ OG&E 2008.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2008-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2009  |  [ OG&E 2009.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2009-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2010  |  [ OG&E 2010.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.pdf) |  [ OG&E 2010.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2011  |  [ OG&E 2011.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.pdf) |  [ OG&E 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202011.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2012  |  [ OG&E 2012.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.pdf) |  [ OG&E 2012.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2013  |  [ OG&E 2013.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2013-Annual-Report.pdf) |  [ OG&E 2013.xls ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2014  |  [ OG&E 2014.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.pdf) |  [ OG&E 2014.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2015  |  [ OG&E 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202015.pdf) |  [ OG&E 2015.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2015-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2016  |  [ OG&E 2016.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.pdf) |  [ OG&E 2016.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2017  |  [ OG&E 2017.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.pdf) |  [ OG&E 2017.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2018  |  [ OG&E 2018.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.pdf) |  [ OG&E 2018.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2019  |  [ OG&E 2019.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.pdf) |  [ OG&E 2019.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2020  |  [ OG&E 2020.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-Annual-Report-2020.pdf) |  [ OG&E 2020.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-SARP-Workbook-2020.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2021  |  [ OG&E 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-Annual-Report.pdf) |  [ OG&E 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-SARP-Workbook.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2022  |  [ OG&E 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-Annual-Report.pdf) |  [ OG&E 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2008  |  [ Empire 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202008.pdf) |  N/A   \n---|---|---|---  \n07-076-TF The Empire District Electric Company  |  2009  |  [ Empire 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202009.pdf) |  N/A   \n07-076-TF The Empire District Electric Company  |  2010  |  [ Empire 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.pdf) |  [ Empire 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.xls)  \n07-076-TF The Empire District Electric Company  |  2011  |  [ Empire 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.pdf) |  [ Empire 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.xls)  \n07-076-TF The Empire District Electric Company  |  2012  |  [ Empire 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.pdf) |  [ Empire 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.xls)  \n07-076-TF The Empire District Electric Company  |  2013  |  [ Empire 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.pdf) |  [ Empire 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.xls)  \n07-076-TF The Empire District Electric Company  |  2014  |  [ Empire 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.pdf) |  [ Empire 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.xls)  \n07-076-TF The Empire District Electric Company  |  2015  |  [ Empire 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.pdf) |  [ Empire 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.xls)  \n07-076-TF The Empire District Electric Company  |  2016  |  [ Empire 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.pdf) \ufeff  |  [ Empire 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.xlsx)  \n07-076-TF The Empire District Electric Company  |  2017  |  [ Empire 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.pdf) \ufeff  |  [ Empire 2017.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.xlsx)  \n07-076-TF The Empire District Electric Company  |  2018  |  [ Empire 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.pdf) |  [ Empire 2018.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.xlsx)  \n07-076-TF The Empire District Electric Company  |  2019  |  [ Empire 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.pdf) |  [ Empire 2019.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.xlsx) \ufeff   \n07-076-TF The Empire District Electric Company  |  2020  |  [ Empire 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.pdf) |  [ Empire 2020.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.xlsx)  \n07-076-TF The Empire District Electric Company  |  2021  |  [ Empire 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-Annual-Report.pdf) |  [ Empire 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2022  |  [ Empire 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-Annual-Report.pdf) |  [ Empire 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2008  |  [ AOG 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202008.pdf) |  N/A   \n---|---|---|---  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2009  |  [ AOG 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202009.pdf) |  N/A   \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2010  |  [ AOG 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.pdf) |  [ AOG 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.xls)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2011  |  [ AOG 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.pdf) |  [ AOG 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2012  |  [ AOG 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.pdf) |  [ AOG 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2013  |  [ AOG 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.pdf) |  [ AOG 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2014  |  [ AOG 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.pdf) |  [ AOG 2014.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2015  |  [ AOG 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.pdf) |  [ AOG 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2016  |  [ AOG 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.pdf) |  [ AOG 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2017  |  [ AOG 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.pdf) |  [ AOG 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2018  |  [ AOG 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.pdf) |  [ AOG 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2019  |  [ AOG 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.pdf) |  [ AOG 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2020  |  [ AOG 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.pdf) |  [ AOG 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2021  |  [ AOG 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-Annual-Report.pdf) |  [ AOG 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2022  |  [ AOG 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-Annual-Report.pdf) |  [ AOG 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2008  |  [ SourceGas 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202008.pdf) |  N/A   \n---|---|---|---  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2009  |  [ SourceGas 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202009.pdf) |  N/A   \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2010  |  [ SourceGas 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.pdf) |  [ SourceGas 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2011  |  [ SourceGas 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.pdf) |  [ SourceGas 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2012  |  [ SourceGas 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.pdf) |  [ SourceGas 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2013  |  [ SourceGas 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.pdf) |  [ SourceGas 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2014  |  [ SourceGas 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.pdf) |  [ SourceGas 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2015  |  [ BlackHills 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.pdf) |  [ BlackHills 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2016  |  [ BlackHills 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2017  |  [ BlackHills 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.pdf) |  [ BlackHills 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2018  |  [ BlackHills 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2019  |  [ BlackHills 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.pdf) |  [ BlackHills 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2020  |  [ BlackHills 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.pdf) |  [ BlackHills 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2021  |  [ BHEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-Annual-Report.pdf) |  [ BHEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2022  |  [ BHEA-2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-Annual-Report.pdf) |  [ BHEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-SARP-Workbook.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2008  |  [ AWP 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202008.pdf) |  N/A   \n---|---|---|---  \n07-079-TF Arkansas Weatherization Program  |  2009  |  [ AWP 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202009.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2010  |  [ AWP 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202010.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2011  |  [ AWP 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.pdf) |  [ AWP 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2012  |  [ AWP 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.pdf) |  [ AWP 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2013  |  [ AWP 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.pdf) |  [ AWP 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2014  |  [ AWP 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.pdf) |  [ AWP 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.xls)  \n07-079-TF Arkansas Weatherization Program  |  2015  |  [ AWP 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.pdf) |  [ AWP 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.xls)  \n|  |  \ufeff  |  \ufeff   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2008  |  [ CenterPoint 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202008.pdf) |  N/A   \n---|---|---|---  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2009  |  [ CenterPoint 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202009.pdf) |  N/A   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2010  |  [ CenterPoint 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.pdf) |  [ CenterPoint 2010.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2011  |  [ CenterPoint 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.pdf) |  [ CenterPoint 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2012  |  [ CenterPoint 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.pdf) |  [ CenterPoint 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2013  |  [ CenterPoint 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.pdf) |  [ CenterPoint 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2014  |  [ CenterPoint 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.pdf) |  [ CenterPoint 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2015  |  [ CenterPoint 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.pdf) |  [ CenterPoint 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2016  |  [ CenterPoint 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.pdf) |  [ CenterPoint 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2017  |  [ CenterPoint 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.pdf) |  [ CenterPoint 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2018  |  [ CenterPoint 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.pdf) |  [ CenterPoint 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2019  |  [ CenterPoint 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.pdf) |  [ CenterPoint 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2020  |  [ CenterPoint 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.pdf) |  [ CenterPoint 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2021  |  [ CEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-Annual-Report.pdf) |  [ CEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-SARP-Workbook.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2022  |  [ CEA 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-Annual-Report.pdf) |  [ CEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-SARP-Workbook.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2008  |  [ SWEPCO 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202008.pdf) |  N/A   \n---|---|---|---  \n07-082-TF Southwestern Electric Power Company  |  2009  |  [ SWEPCO 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202009.pdf) |  N/A   \n07-082-TF Southwestern Electric Power Company  |  2010  |  [ SWEPCO 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.pdf) |  [ SWEPCO 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.xls)  \n07-082-TF Southwestern Electric Power Company  |  2011  |  [ SWEPCO 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.pdf) |  [ SWEPCO 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.xls)  \n07-082-TF Southwestern Electric Power Company  |  2012  |  [ SWEPCO 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.pdf) |  [ SWEPCO 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.xls)  \n07-082-TF Southwestern Electric Power Company  |  2013  |  [ SWEPCO 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.pdf) |  [ SWEPCO 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.xls)  \n07-082-TF Southwestern Electric Power Company  |  2014  |  [ SWEPCO 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.pdf) |  [ SWEPCO 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.xls)  \n07-082-TF Southwestern Electric Power Company  |  2015  |  [ SWEPCO 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.pdf) |  [ SWEPCO 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.xls)  \n07-082-TF Southwestern Electric Power Company  |  2016  |  [ SWEPCO 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.pdf) |  [ SWEPCO 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.xls)  \n07-082-TF Southwestern Electric Power Company  |  2017  |  [ SWEPCO 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.pdf) |  [ SWEPCO 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2018  |  [ SWEPCO 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.pdf) |  [ SWEPCO 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2019  |  [ SWEPCO 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.pdf) |  [ SWEPCO 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ SWEPCO 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020a.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ N/A ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2021  |  [ SWEPCO 2021-revised.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-Annual-Report-revised.pdf) |  [ SWEPCO-2021 revised.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-SARP-Workbook-revised.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2022  |  [ SWEPCO 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-Annual-Report.pdf) |  [ SWEPCO 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-SARP-Workbook-revised.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2008  |  [ EEA 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202008.pdf) |  N/A   \n---|---|---|---  \n07-083-TF Energy Efficiency Arkansas  |  2009  |  [ EEA 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202009.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2010  |  [ EEA 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202010.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2011  |  [ EEA 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.pdf) |  [ EEA 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2012  |  [ EEA 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202012.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2013  |  [ EEA 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.pdf) |  [ EEA 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2014  |  N/A  |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2015  |  [ EEA 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.pdf) |  [ EEA 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2016  |  [ EEA 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.pdf) |  [ EEA 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2017  |  [ EEA 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.pdf) |  [ EEA 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2018  |  [ EEA 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.pdf) |  [ EEA 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2019  |  [ EEA 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202019.pdf) |  [ EEA 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2020  |  [ EEA 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.pdf) |  [ EEA 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2021  |  N/A  |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2008  |  [ Entergy 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202008.pdf) |  N/A   \n---|---|---|---  \n07-085-TF Entergy Arkansas, LLC  |  2009  |  [ Entergy 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202009.pdf) |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2010  |  [ Entergy 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.pdf) |  [ Entergy 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2011  |  [ Entergy 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.pdf) |  [ Entergy 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2012  |  [ Entergy 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.pdf) |  [ Entergy 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2013  |  [ Entergy 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.pdf) |  [ Entergy 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2014  |  [ Entergy 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.pdf) |  [ Entergy 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2015  |  [ Entergy 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.pdf) |  [ Entergy 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2016  |  [ Entergy 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.pdf) |  [ Entergy 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2017  |  [ Entergy 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.pdf) |  [ Entergy 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2018  |  [ Entergy 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.pdf) |  [ Entergy 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2019  |  [ Entergy 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.pdf) |  [ Entergy 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2020  |  [ Entergy 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.pdf) |  [ Entergy 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2021  |  [ EAL 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-Annual-Report.pdf) |  [ EAL 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-SARP-Workbook.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2022  |  [ EAL 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-Annual-Report.pdf) |  [ EAL 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-SARP-Workbook.xlsx)  \n  \n##  Contact Us\n\nMailing Address :\n\nArkansas Public Service Commission  \nP.O. Box 400  \nLittle Rock, Arkansas 72201-0400\n\n**Toll Free:** (800) 482-1164\n\n**TDD:** (800) 682-2698\n\nPhysical Address:\n\nArkansas Public Service Commission  \n1000 Center Street  \nLittle Rock, Arkansas 72201-4314\n\n**Phone:** (501) 682-2051\n\n**Complaints Phone:** (501) 682-1718\n\nThe Arkansas Public Service Commission is open Monday \u2013 Friday, 8:00 a.m. \u2013\n4:30 p.m (Governor\u2019s Policy Directive No. 5)\n\n__ __\n\nCopyright \u00a9 2025 Arkansas Public Service Commission. All rights reserved.\n\n",
                "url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
            },
            "reason": "This is the official website of the Arkansas Public Service Commission, a government agency. Government websites are generally considered reliable sources of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "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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                    "resource_type": "webpage",
                    "source": "https://bgrdc.com/infrastructure-investment-and-jobs-act-power-and-energy/"
                },
                "page_content": "#  Infrastructure Investment and Jobs Act \u2013 Power and Energy\n\n_Points of Contact:_\n\n_[ Loren Monroe, Principal and State and Local Advocacy Practice Head\n](https://bgrdc.com/team-member-post/loren-l-monroe/) \u2013 [\nloren_monroe@bgrdc.com ](mailto:loren_monroe@bgrdc.com) _\n\n_[ Pete Landrum, Vice President ](https://bgrdc.com/team-member-post/pete-\nlandrum/) \u2013 [ plandrum@bgrdc.com ](mailto:%20plandrum@bgrdc.com) _\n\nJerry Strickland, Vice President & Texas Director, State Advocacy and\nAppropriations \u2013 [ jstrickland@bgrdc.com ](mailto:jstrickland@bgrdc.com)\n\n**Infrastructure Investment and Jobs Act**\n\n**Power and Energy**\n\n**Topline Funding** **: $73 billion**\n\n**Overview** **:** The Infrastructure Investment and Jobs Act (IIJA)\nauthorizes $73 billion (B) in new fundings for grant programs and initiatives\nto support investment in energy infrastructure. Also, of the new energy\nprograms introduced by the IIJA funds are made available in the form of grants\nto incentivize investment in energy efficiency, greenhouse gas emission\nreduction, and investments in clean energy technologies. Overall, these funds\nare authorized to improve infrastructure related to power, resilience, wells,\nand water programs.\n\n**_PROGRAMS & FUNDING STREAMS _ **\n\n_*Itemized across Electric Grid & Energy Transmission, Cybersecurity &\nPreparedness, Batteries and Storage, Clean Energy & Renewables, Nuclear Power,\nEnvironment & Remediation. _\n\n#####  I. Electric Grid & Energy Transmission\n\n**Preventing OuTages and enhancing the RESILIENCE of the electric grid**\n\nAuthorizes $5 billion (B) for a new grant program to support activities that\nreduce the likelihood and consequence of impacts to the electric grid due to\nextreme weather, wildfire, and natural disaster.\n\n**Agency of Jurisdiction** : Department of Energy (DOE)\n\n**Eligible Grantees** : States (with flow through to localities), federally\nrecognized tribes, electric grid operators, electricity storage operators,\nelectricity generators, transmission owners or operators, distribution\nproviders, fuel suppliers, and other relevant entities the Secretary deems\napplicable.\n\n**Timing** : The grant program must be established no later than 180 days\nafter the enactment of the measure.\n\n**Federal Cost-** **Share** : States and federally recognized tribes are\nrequired to match 15% of the amount of each grant.\n\n**PROGRAM UPGRADING OUR ELECTRIC GRID RELIABILITY AND RESILIENCY**\n\nAuthorizes $5B for the Energy Infrastructure Federal Financial Assistance\nprogram and $1B for Rural and Remote Areas. The funding is authorized to\ndemonstrate innovative approaches to transmission, storage, and distribution\ninfrastructure to enhance grid resilience.\n\n**Agency of Jurisdiction** **:** DOE \u2013 Department of Homeland Security (DHS) \u2013\nFederal Energy Regulatory Commission (FERC) \u2013 North American Electric\nReliability Corporation (NAERC)\n\n**Eligible Grantees** **:** States, and publicly and privately regulated\nentities on a cost-shared basis.\n\n**Timing:** Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**TRANSMISSION FACILITATION PROGRAM**\n\nAuthorizes $2.5B for a revolving loan fund to allow DOE to serve as an\n\u201canchor-tenant\u201d for a new transmission line or an upgrade of an existing line.\nAdditionally, the measure permits DOE to buy a certain portion of the planned\ncapacity (not more than 50 percent), which it may then sell after determining\nthat the transmission project has ensured financial viability. Allows DOE to\nenter public private partnerships or issue loans.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Any entity seeking to carry out a project relating\nto transmission facilitation.\n\n**Timing:** Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**Notes** : The IIJA provides FERC with the backstop authority to override\nstate objections to transmission lines if a state commission denies an\napplication seeking approval for the siting of such transmission facilities\n(Sec. 40105). This authority was previously limited to gas pipelines.\n\n**SMART GRID INVESTMENT MATCHING GRANT PROGRAM**\n\nAuthorizes $3B to the Smart Grid Investment Matching Grant Program that\nprovide flexibility and help quickly rebalance the electrical system,\nfacilitate the aggregation or integration of distributed energy resources,\nprovide energy storage to meet fluctuating, provide voltage support, integrate\nintermittent generation sources, increase the network\u2019s operational transfer\ncapacity, and anticipate and mitigate impacts of extreme weather events or\nnatural disasters on grid resilience.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Investor-owned and municipality-owned utilities,\nand rural electric cooperatives.\n\n**Timing:** Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**STATE ENERGY PROGRAM**\n\nAuthorizes $500M for the State Energy Program to support the transmission and\ndistribution planning activities and to include programs that help reduce\ncarbon emissions in the transportation sector and accelerate the use of\nalternative transportation fuels for, and the electrification of State\ngovernment vehicles, fleet vehicles, taxis, and ridesharing services, mass\ntransit, school buses, ferries, and privately owned passenger and medium- and\nheavy-duty vehicles.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** State and local entities.\n\n**Timing:** Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n#####  II. CyberSecurity & Preparedness\n\n**RURAL AND MUNICIPAL UTILITY ADVANCED CYBERSECURITY GRANT AND TECHNICAL\nASSISTANCE PROGRAM**\n\nAuthorizes $250M for grants and technical assistance for utilities to detect,\nrespond to, and recover from cybersecurity threats.\n\n**Agency of Jurisdiction** **:** DOE \u2013 DHS \u2013 FERC \u2013 NAERC \u2013 ESCC\n\n**Eligible Grantees** **:** Rural electric cooperatives, utilities owned by a\npolitical subdivision of a state or an agency, a not-for-profit entity, or an\ninvestor-owned electricity utility that sells less than 4M megawatt hours of\nelectricity per year\n\n**Timing:** The grant program must be established no later than 180 days after\nthe enactment of the measure.\n\n**Federal Cost-** **Share** : N/A\n\n**ENHANCED GRID SECURITY PROGRAMS**\n\nAuthorizes $350M for three enhanced grid security programs, which includes the\ncreation of a program to develop advanced cybersecurity applications and\ntechnologies for the energy sector, a program to enhance and test emergency\nresponse capabilities of DOE, and a program to increase the functional\npreservation of electric grid operations or natural gas and oil operations in\nthe face of threats and hazards. This includes $250M for the cybersecurity R&D\nprogram, $50M for the operational support for the energy sector cyber-\nresilience program, and $50M for modeling and assessment for energy\ninfrastructure risk.\n\n**Agency of Jurisdiction** **:** DOE \u2013 DHS\n\n**Eligible Grantees** **:** Other Federal agencies, States, Indian Tribes,\nTribal organizations, territories, other stakeholders.\n\n**Timing:** Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n#####  III. Batteries & Storage\n\n**BATTERY MATERIAL PROCESSING GRANT PROGRAM**\n\nAuthorized over $6B for battery materials, which includes $3B for battery\nmaterial processing grants, $3B for battery manufacturing and recycling\ngrants, $10M for the recycling prize and $125M for the battery recycling\nprograms at DOE. Also, establishes a grant program within DOE\u2019s Office of\nFossil Energy to ensure the U.S. has a viable battery materials processing\nindustry.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** State and local entities.\n\n**Timing** : The grant program must be established no later than 180 days\nafter the enactment of the measure.\n\n**Federal Cost-** **Share** : State and Indian Tribes are required to match\n50% of the amount of each grant.\n\n**ELECTRIC DRIVE VEHICLE BATTERY RECYCLING AND SECOND-LIFE APPLICATIONS\nPROGRAM**\n\nAuthorizes $200M for researching, developing and demonstrating electric\nvehicle battery recycling and second-life application.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Projects with the potential to reduce costs to\nconsumers and promote accessibility, projects that increase transparency to\nconsumers, projects that will support economically distressed areas, and\nprojects that support other opportunities the secretary deems relevant.\n\n**Timing** : Applications for funds will be open no later than 90 days after\nthe enactment of the measure.\n\n**Federal Cost-** **Share** : N/A\n\n**ADVANCED ENERGY MANUFACTURING AND RECYCLING GRANT PROGRAM**\n\nAuthorizes $750M for a grant program focused on small and medium-sized\nmanufacturers to enable them to build new or retrofit existing manufacturing\nand industrial facilities to produce or recycle advanced energy products in\ncommunities where coal mines or coal power plants have closed.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Manufacturing firms in coal communities with gross\nannual sales under $100M, with fewer than 500 employees at the plant site, and\nwith an energy bill of less than $2.5M per year.\n\n**Timing** : The grant program must be established no later than 180 days\nafter the enactment of the measure.\n\n**Federal Cost-** **Share** : N/A\n\n**WESTERN WATER INFRASTRUCTURE**\n\nAuthorizes $8.3B for FY22-26 for Bureau of Reclamation western water\ninfrastructure. These funds include: $3.2B for aging infrastructure; $1.15B\nfor water storage, groundwater storage and conveyance projects (includes $100M\nfor small water storage); $1B for water recycling and reuse projects (includes\n$450M for large water recycling projects); $250M for desalination projects;\n$1B for rural water projects; $500M for dam safety projects; $300M for Drought\nContingency Plan (includes $50M for Upper Basin States); $400M for SMART Water\nand Energy Efficiency Grants (includes $100M for natural infrastructure\nprojects); $100M for the Cooperative Watershed Management Program; $250M for\nAquatic Ecosystem Restoration Program; $100M for multi-benefit watershed\nprojects; and $50M for Colorado River fish species recovery programs.\n\n**Agency of Jurisdiction** **:** DOI \u2013 Bureau of Reclamation\n\n**Eligible Grantees** **:** Other federal agencies, and state and local\nentities.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : States are required to cover 50% of federal\nproject costs, and 25% of non-federal projects.\n\n#####  IV. Clean Energy & Renewables\n\n**CARBON DIOXIDE TRANSPORTATION INFRASTRUCTURE FINANCE AND INNOVATION**\n\nAuthorizes $1.5B, which includes the establishment of a CO2 Infrastructure\nFinance and Innovation Act (CIFIA) program to provide flexible, low-interest\nloans for CO2 transport infrastructure projects and grants for initial excess\ncapacity on new infrastructure to facilitate future growth. CIFIA will help\nfacilitate private sector investment in CO2 infrastructure.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Other federal agencies, state and local entities,\nand private sector entities.\n\n**Timing** : Eligible applications will be funded within 60 days of\nsubmission.\n\n**Federal Cost-** **Share** : State will be required to provide 20% of the\ncosts for projects.\n\n**CARBON STORAGE VALIDATION AND TESTING**\n\nAuthorizes $2.5B. which expands DOE\u2019s Carbon Storage Validation and Testing\nprogram to include large-scale commercialization of new or expanded carbon\nsequestration projects and associated carbon dioxide transport infrastructure.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Projects with substantial carbon dioxide storage\ncapacity of that will store carbon dioxide from multiple carbon capture\nfacilities.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**CARBON REMOVAL**\n\nAuthorizes $3.5B for direct air capture projects to establish the four\nregional hubs. Authorizes a program for projects that contribute to the\ndevelopment of four regional direct air capture hubs.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Direct air capture projects or a component project\nof a regional direct air capture hub.\n\n**Timing** : Applications will be solicited no later than 180 days after\nenactment of this measure.\n\n**Federal Cost-** **Share** : N/A\n\n**CRITICAL MINERALS MINING AND RECYCLING RESEARCH**\n\nAuthorizes over $400M for the pilot project grant program, to establish a\ncritical mineral mining, recycling, and reclamation research and development\ngrant program within the Department of Energy. Also, the funds would establish\na Critical Minerals Subcommittee of the National Science and Technology\nCouncil to coordinate science and technology efforts on critical minerals\nincluding recycling and substitute materials, and a Department of Energy grant\nprogram for pilot projects that process, recycle, or develop critical\nminerals. The funds are authorized to improve the United States Geological\nSurvey\u2019s capacity to map the location of critical minerals, to share\ninformation about those locations, and to support research related to\nsupplying those minerals\n\n**Agency of Jurisdiction** **:** DOE \u2013 DOI \u2013 Chamber of Commerce\n\n**Eligible Grantees** **:** Institutions of higher education, national\nlaboratories, nonprofit organizations, consortia of entities that collaborate\nwith private industry.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**ENERGY EFFICIENCY AND CONSERVATION BLOCK GRANT PROGRAM**\n\nAuthorizes $550M for the Energy Efficiency and Conservation Block Grant\nProgram. Also, allows funding to be used in programs that finance energy\nefficiency and other clean energy capital investments, projects, loan\nprograms, and performance contracting programs.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Projects that that finance energy efficiency and\nother clean energy capital investments.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**ADDITIONAL CLEAN HYDROGEN PROGRAMS**\n\nAuthorizes $8B, which includes funds for projects for at least four regional\nclean hydrogen hubs that demonstrate the production, processing, delivery,\nstorage, and end-use of clean hydrogen. A clean hydrogen manufacturing and\nrecycling program to support a clean hydrogen domestic supply chain.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Projects with feedstock diversity, end-use\ndiversity, geographic diversity, hubs in natural gas-producing regions,\nopportunities to increase employment.\n\n**Timing** : Applications will be solicited no later than 180 days after\nenactment of this measure.\n\n**Federal Cost-** **Share** : N/A\n\n**CLEAN ENERGY DEMONSTRATION PROGRAM ON CURRENT AND FORMER MINE LAND**\n\nAuthorizes $500M to establishes a program that demonstrate the technical and\neconomic viability of carrying out clean energy projects on current and former\nmine land in a compatible manner with any existing operations.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Projects that demonstrates technologies in solar,\nmicro-grids, geothermal, direct air capture, fossil-fueled electricity\ngeneration with carbon capture, energy storage, or advanced nuclear\ntechnologies.\n\n**Timing** : Immediately. Only 5 projects will be selected at the discretion\nof the Secretary of Energy\n\n**Federal Cost-** **Share** : N/A\n\n#####  V. Nuclear Power\n\n**CIVIL NUCLEAR CREDIT PROGRAM**\n\nAuthorizes $6B to provide the DOE with the authority, in consultation with the\nheads of applicable federal agencies, to establish a process to evaluate bids\nthrough an auction process and select certified nuclear reactors to be\nallocated credits.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Certified nuclear reactors.\n\n**Timing** : Applications will be solicited no later than 120 days after\nenactment of this measure.\n\n**Federal Cost-** **Share** : N/A\n\n**MAINTAINING AND ENHANCING HYDROELECTRICITY INCENTIVES**\n\nAuthorizes $553.6M to make incentive payments to the owners and operators of\nhydroelectric facilities for capital improvements related to maintaining and\nenhancing hydroelectricity generation by improving grid resiliency, improving\ndam safety, and environmental improvements.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** State and local entities.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n#####  VI. Environment and Remediation\n\n**ORPHANED WELL SITE PLUGGING, REMEDIATION, AND RESTORATION**\n\nAuthorizes $4.707B for programs to plug, remediate, and reclaim orphaned wells\non federal, state, and Tribal lands. States must reimburse the federal\ngovernment in full for grants within 5 years after funds are delivered to the\nstate.\n\n**Agency of Jurisdiction** **:** DOE\n\n**Eligible Grantees** **:** Federal agencies, states, or tribal lands with\norphaned wells and plans to plug, remediate, or restore the wells.\n\n**Timing** : The program must be established no later than 60 days after\nenactment of this measure.\n\n**Federal Cost-** **Share** : The average annual amount expended by the state\nduring FY 2010-2019 to plug, remediate, and reclaim orphaned wells or to\ndecommission associated pipelines and infrastructure.\n\n**WILDFIRE RISK REDUCTION**\n\nAuthorizes $3.3692B to the Department of the Interior (DOI) and the Forest\nService for wildfire risk reduction by providing funding for community\nwildfire defense grants, mechanical thinning, controlled burns, the\nCollaborative Forest Restoration Program, and firefighting resources.\n\n**Agency of Jurisdiction** **:** DOI \u2013 Forest Service \u2013 U.S. Department of\nAgriculture (USDA)\n\n**Eligible Grantees** **:** Projects on federal land, Tribal land, or other\nland with a high wildfire hazard potential.\n\n**Timing** : Immediately. Restoration treatments must be conducted by\nSeptember 30, 2027.\n\n**Federal Cost-** **Share** : N/A\n\n**ABANDONED MINE RECLAMATION FUND AUTHORIZATION AND APPROPRIATIONS**\n\nAuthorizes $11.293B in funds for the Abandoned Mine Land Reclamation Fund.\nStates and Indian Tribes cannot receive less than $20M each in funding.\n\n**Agency of Jurisdiction** **:** DOI\n\n**Eligible Grantees** **:** States and Indian Tribes with proposed projects\nfor reclaiming abandoned mines.\n\n**Timing** : Immediately.\n\n**Federal Cost-** **Share** : N/A\n\n**ABANDONED HARDROCK MINE RECLAMATION**\n\nAuthorizes $3B to establish a new program within the Department of the\nInterior to inventory, assess, decommission, reclaim, respond to hazardous\nsubstance releases on, and remediate abandoned hardrock mine land.\n\n**Agency of Jurisdiction** **:** DOI\n\n**Eligible Grantees** **:** States, Tribes, and Federal land with jurisdiction\nover abandoned hardrock mine land.\n\n**Timing** : No later than 90 days after enactment of this measure.\n\n**Federal Cost-** **Share** : N/A\n\n**Notes** : 50% of funds are reserved for States and Tribes, and 50% of funds\nare reserved for Federal lands.\n\n**ECOSYSTEM RESTORATION**\n\nAuthorizes $2.130B for the Department of the Interior and the Forest Service\nto restore the ecological health of federal lands and waters and of private\nlands, through voluntary efforts, via a variety of programs, including through\npartnering with States.\n\n**Agency of Jurisdiction** **:** DOI \u2013 Forest Service \u2013 U.S. Department of\nAgriculture (USDA)\n\n**Eligible Grantees** **:** Projects on federal land, Tribal land, or other\nland with a high wildfire hazard potential.\n\n**Timing** : No later than 90 days after enactment of this measure. Funds are\nto be expended 5 years after the enactment of this act.\n\n**Federal Cost-** **Share** : N/A\n\n[ Contact Us  ](https://bgrdc.com/contact/)\n\n[ ](https://advocuspartners.com/)\n\n  * [ Who We Are ](https://bgrdc.com/about-bgr/)\n    * [ Team ](https://bgrdc.com/about-bgr/#team)\n    * [ Advisory Board ](https://bgrdc.com/about-bgr/#advisoryBoard)\n    * [ Foundation ](https://bgrdc.com/about-bgr/#foundation)\n    * [ History ](https://bgrdc.com/about-bgr/#history)\n  * [ What We Do ](https://bgrdc.com/what-we-do/)\n    * [ Government Affairs ](https://bgrdc.com/what-we-do/#governmentAffairs)\n    * [ Public Relations ](https://bgrdc.com/what-we-do/#publicRelations)\n    * [ Advisory Services ](https://bgrdc.com/what-we-do/#advisoryServices)\n  * [ News & Insights ](https://bgrdc.com/news/)\n    * [ Blog ](https://bgrdc.com/news/?query=&category=blog&curPaged=1)\n    * [ News ](https://bgrdc.com/news/?query=&category=news&curPaged=1)\n    * [ Video ](https://bgrdc.com/news/?query=&category=video&curPaged=1)\n    * [ Report ](https://bgrdc.com/news/?query=&category=report&curPaged=1)\n  * [ Offices ](https://bgrdc.com/contact/#offices)\n    * [ Austin ](https://bgrdc.com/contact/#officeAustin)\n    * [ Atlanta ](https://bgrdc.com/contact/#officeAtlanta)\n    * [ London ](https://bgrdc.com/contact/#officeLondon)\n    * [ Nashville ](https://bgrdc.com/contact/#officeNashville)\n    * [ Washington ](https://bgrdc.com/contact/#officeWashington)\n\n[ dmurphy@bgrdc.com ](mailto:dmurphy@bgrdc.com)\n\n[ 202-333-4936 ](tel:202-333-4936)\n\nThe Homer Building, 601 13th St NW Washington, DC 20005\n\n[ Linkedin ](//www.linkedin.com/company/bgr-group/)\n\nCopyright \u00a9 2024 BGR | Group \n\nAll Rights Reserved\n\n",
                "url": "https://bgrdc.com/infrastructure-investment-and-jobs-act-power-and-energy/"
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            "summary": "Discussion of the Infrastructure Investment and Jobs Act and its implications for power and energy.",
            "url": "https://bgrdc.com/infrastructure-investment-and-jobs-act-power-and-energy/"
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                    "source": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
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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"
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            "url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
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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/nuclear-renaissance-capex-cost-smr-icf/743956/)\n\nCourtesy of Georgia Power\n\n###  [ US \u2018nuclear renaissance\u2019 faces high capital costs, uncertain federal\npolicy support: ICF ](/news/nuclear-renaissance-capex-cost-smr-icf/743956/)\n\nBringing new nuclear \u201cdown the cost curve\u201d requires design standardization and\ncontinued support from federal clean energy tax credits, the consultancy said\nin a white paper.\n\nBy Brian Martucci \u2022  March 31, 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[ The inaugural NatGas To Power Forum takes place Nov. 10-11, 2025, in San\nAntonio, TX - 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                "url": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
            },
            "reason": "Utility Dive is a reputable news source covering the utilities industry. The article discusses climate risks and costs for utility companies, suggesting well-researched and industry-specific reporting.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "News article from Utility Dive about climate risks and costs for utility companies.",
            "url": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
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                    "source": "https://rise.esmap.org/"
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                "page_content": "Skip to main content\n\n  * [ ](http://twitter.com/home?status=https://rise.esmap.org)\n  * [ ](http://www.facebook.com/share.php?u=https://rise.esmap.org)\n\n[ Analytics  Compare across countries  ](analytics)\n\n  * [ Afghanistan ](country/afghanistan) Overall   \nScore  25\n\n    * 55  Electricity Access \n    * 8  Clean Cooking \n    * 16  Renewable Energy \n    * 20  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Albania ](country/albania) Overall   \nScore  61\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 36  Renewable Energy \n    * 46  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Algeria ](country/algeria) Overall   \nScore  64\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 34  Renewable Energy \n    * 58  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Angola ](country/angola) Overall   \nScore  38\n\n    * 78  Electricity Access \n    * 30  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](/countries)\n\n  * [ Egypt, Arab Rep. ](country/egypt-arab-rep) Overall   \nScore  63\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 49  Renewable Energy \n    * 40  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ El Salvador ](country/el-salvador) Overall   \nScore  57\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 34  Renewable Energy \n    * 38  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Eritrea ](country/eritrea) Overall   \nScore  15\n\n    * 35  Electricity Access \n    * 13  Clean Cooking \n    * 7  Renewable Energy \n    * 4  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Ethiopia ](country/ethiopia) Overall   \nScore  50\n\n    * 72  Electricity Access \n    * 62  Clean Cooking \n    * 38  Renewable Energy \n    * 29  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Finland ](country/finland) Overall   \nScore  80\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 65  Renewable Energy \n    * 74  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ France ](country/france) Overall   \nScore  76\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 59  Renewable Energy \n    * 71  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Georgia ](country/georgia) Overall   \nScore  50\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 25  Renewable Energy \n    * 23  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Germany ](country/germany) Overall   \nScore  90\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 81  Renewable Energy \n    * 88  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Ghana ](country/ghana) Overall   \nScore  61\n\n    * 76  Electricity Access \n    * 75  Clean Cooking \n    * 47  Renewable Energy \n    * 46  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Greece ](country/greece) Overall   \nScore  72\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 56  Renewable Energy \n    * 61  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Guatemala ](country/guatemala) Overall   \nScore  32\n\n    * 65  Electricity Access \n    * 20  Clean Cooking \n    * 26  Renewable Energy \n    * 15  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Guinea ](country/guinea) Overall   \nScore  18\n\n    * 37  Electricity Access \n    * 0  Clean Cooking \n    * 7  Renewable Energy \n    * 27  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Haiti ](country/haiti) Overall   \nScore  31\n\n    * 68  Electricity Access \n    * 35  Clean Cooking \n    * 15  Renewable Energy \n    * 8  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Honduras ](country/honduras) Overall   \nScore  29\n\n    * 46  Electricity Access \n    * 24  Clean Cooking \n    * 31  Renewable Energy \n    * 15  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Hungary ](country/hungary) Overall   \nScore  82\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 61  Renewable Energy \n    * 86  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ India ](country/india) Overall   \nScore  74\n\n    * 70  Electricity Access \n    * 80  Clean Cooking \n    * 66  Renewable Energy \n    * 80  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Indonesia ](country/indonesia) Overall   \nScore  59\n\n    * 74  Electricity Access \n    * 58  Clean Cooking \n    * 55  Renewable Energy \n    * 50  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Iran, Islamic Rep. ](country/iran-islamic-rep) Overall   \nScore  79\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 64  Renewable Energy \n    * 72  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Ireland ](country/ireland) Overall   \nScore  81\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 66  Renewable Energy \n    * 78  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Israel ](country/israel) Overall   \nScore  69\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 47  Renewable Energy \n    * 60  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Italy ](country/italy) Overall   \nScore  81\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 59  Renewable Energy \n    * 85  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Jamaica ](country/jamaica) Overall   \nScore  63\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 40  Renewable Energy \n    * 49  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Japan ](country/japan) Overall   \nScore  92\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 92  Renewable Energy \n    * 86  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Jordan ](country/jordan) Overall   \nScore  75\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 53  Renewable Energy \n    * 71  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Kazakhstan ](country/kazakhstan) Overall   \nScore  54\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 28  Renewable Energy \n    * 33  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Kenya ](country/kenya) Overall   \nScore  61\n\n    * 89  Electricity Access \n    * 38  Clean Cooking \n    * 42  Renewable Energy \n    * 74  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Korea, Rep. ](country/korea-rep) Overall   \nScore  88\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 67  Renewable Energy \n    * 96  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Kosovo ](country/kosovo) Overall   \nScore  62\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 37  Renewable Energy \n    * 50  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Kuwait ](country/kuwait) Overall   \nScore  52\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 20  Renewable Energy \n    * 34  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Kyrgyz Republic ](country/kyrgyz-republic) Overall   \nScore  43\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 12  Renewable Energy \n    * 18  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Lao PDR ](country/lao-pdr) Overall   \nScore  35\n\n    * 43  Electricity Access \n    * 61  Clean Cooking \n    * 23  Renewable Energy \n    * 15  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Lebanon ](country/lebanon) Overall   \nScore  61\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 49  Renewable Energy \n    * 35  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Liberia ](country/liberia) Overall   \nScore  31\n\n    * 61  Electricity Access \n    * 31  Clean Cooking \n    * 29  Renewable Energy \n    * 5  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Madagascar ](country/madagascar) Overall   \nScore  20\n\n    * 64  Electricity Access \n    * 3  Clean Cooking \n    * 6  Renewable Energy \n    * 5  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Malawi ](country/malawi) Overall   \nScore  58\n\n    * 81  Electricity Access \n    * 75  Clean Cooking \n    * 57  Renewable Energy \n    * 21  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Malaysia ](country/malaysia) Overall   \nScore  64\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 26  Renewable Energy \n    * 66  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Maldives ](country/maldives) Overall   \nScore  34\n\n    * 100  Electricity Access \n    * 9  Clean Cooking \n    * 18  Renewable Energy \n    * 9  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Mali ](country/mali) Overall   \nScore  45\n\n    * 70  Electricity Access \n    * 31  Clean Cooking \n    * 47  Renewable Energy \n    * 33  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Mauritania ](country/mauritania) Overall   \nScore  27\n\n    * 45  Electricity Access \n    * 23  Clean Cooking \n    * 28  Renewable Energy \n    * 13  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Mexico ](country/mexico) Overall   \nScore  76\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 68  Renewable Energy \n    * 62  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Moldova ](country/moldova) Overall   \nScore  64\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 37  Renewable Energy \n    * 53  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Mongolia ](country/mongolia) Overall   \nScore  35\n\n    * 44  Electricity Access \n    * 36  Clean Cooking \n    * 27  Renewable Energy \n    * 33  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Montenegro ](country/montenegro) Overall   \nScore  64\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 36  Renewable Energy \n    * 55  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Morocco ](country/morocco) Overall   \nScore  71\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 58  Renewable Energy \n    * 54  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Mozambique ](country/mozambique) Overall   \nScore  39\n\n    * 67  Electricity Access \n    * 39  Clean Cooking \n    * 42  Renewable Energy \n    * 9  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Myanmar ](country/myanmar) Overall   \nScore  35\n\n    * 72  Electricity Access \n    * 23  Clean Cooking \n    * 21  Renewable Energy \n    * 24  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Nepal ](country/nepal) Overall   \nScore  47\n\n    * 63  Electricity Access \n    * 68  Clean Cooking \n    * 28  Renewable Energy \n    * 28  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Netherlands ](country/netherlands) Overall   \nScore  84\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 73  Renewable Energy \n    * 79  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ New Zealand ](country/new-zealand) Overall   \nScore  74\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 57  Renewable Energy \n    * 64  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Nicaragua ](country/nicaragua) Overall   \nScore  36\n\n    * 55  Electricity Access \n    * 18  Clean Cooking \n    * 34  Renewable Energy \n    * 35  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Niger ](country/niger) Overall   \nScore  38\n\n    * 60  Electricity Access \n    * 39  Clean Cooking \n    * 18  Renewable Energy \n    * 35  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Nigeria ](country/nigeria) Overall   \nScore  52\n\n    * 90  Electricity Access \n    * 34  Clean Cooking \n    * 51  Renewable Energy \n    * 33  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ North Macedonia ](country/north-macedonia) Overall   \nScore  63\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 38  Renewable Energy \n    * 51  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Norway ](country/norway) Overall   \nScore  79\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 61  Renewable Energy \n    * 77  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Oman ](country/oman) Overall   \nScore  59\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 55  Renewable Energy \n    * 21  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Pakistan ](country/pakistan) Overall   \nScore  39\n\n    * 69  Electricity Access \n    * 13  Clean Cooking \n    * 26  Renewable Energy \n    * 48  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Panama ](country/panama) Overall   \nScore  66\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 39  Renewable Energy \n    * 57  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Papua New Guinea ](country/papua-new-guinea) Overall   \nScore  24\n\n    * 52  Electricity Access \n    * 0  Clean Cooking \n    * 18  Renewable Energy \n    * 25  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Paraguay ](country/paraguay) Overall   \nScore  47\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 16  Renewable Energy \n    * 25  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Peru ](country/peru) Overall   \nScore  52\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 33  Renewable Energy \n    * 24  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Philippines ](country/philippines) Overall   \nScore  61\n\n    * 80  Electricity Access \n    * 32  Clean Cooking \n    * 62  Renewable Energy \n    * 68  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Poland ](country/poland) Overall   \nScore  67\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 56  Renewable Energy \n    * 46  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Portugal ](country/portugal) Overall   \nScore  80\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 61  Renewable Energy \n    * 80  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Qatar ](country/qatar) Overall   \nScore  66\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 38  Renewable Energy \n    * 59  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Romania ](country/romania) Overall   \nScore  80\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 62  Renewable Energy \n    * 78  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Russian Federation ](country/russian-federation) Overall   \nScore  63\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 42  Renewable Energy \n    * 47  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Rwanda ](country/rwanda) Overall   \nScore  60\n\n    * 76  Electricity Access \n    * 67  Clean Cooking \n    * 41  Renewable Energy \n    * 54  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Saudi Arabia ](country/saudi-arabia) Overall   \nScore  69\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 38  Renewable Energy \n    * 70  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Senegal ](country/senegal) Overall   \nScore  62\n\n    * 78  Electricity Access \n    * 46  Clean Cooking \n    * 62  Renewable Energy \n    * 61  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Serbia ](country/serbia) Overall   \nScore  68\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 45  Renewable Energy \n    * 60  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Sierra Leone ](country/sierra-leone) Overall   \nScore  26\n\n    * 49  Electricity Access \n    * 16  Clean Cooking \n    * 22  Renewable Energy \n    * 20  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Singapore ](country/singapore) Overall   \nScore  77\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 50  Renewable Energy \n    * 81  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Slovak Republic ](country/slovak-republic) Overall   \nScore  82\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 64  Renewable Energy \n    * 83  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Solomon Islands ](country/solomon-islands) Overall   \nScore  18\n\n    * 30  Electricity Access \n    * 3  Clean Cooking \n    * 20  Renewable Energy \n    * 18  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Somalia ](country/somalia) Overall   \nScore  19\n\n    * 42  Electricity Access \n    * 19  Clean Cooking \n    * 9  Renewable Energy \n    * 5  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ South Africa ](country/south-africa) Overall   \nScore  47\n\n    * 52  Electricity Access \n    * 13  Clean Cooking \n    * 59  Renewable Energy \n    * 65  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ South Sudan ](country/south-sudan) Overall   \nScore  11\n\n    * 29  Electricity Access \n    * 7  Clean Cooking \n    * 5  Renewable Energy \n    * 3  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Spain ](country/spain) Overall   \nScore  81\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 62  Renewable Energy \n    * 80  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Sri Lanka ](country/sri-lanka) Overall   \nScore  52\n\n    * 100  Electricity Access \n    * 13  Clean Cooking \n    * 36  Renewable Energy \n    * 61  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Sudan ](country/sudan) Overall   \nScore  33\n\n    * 69  Electricity Access \n    * 24  Clean Cooking \n    * 14  Renewable Energy \n    * 25  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Sweden ](country/sweden) Overall   \nScore  78\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 60  Renewable Energy \n    * 75  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Switzerland ](country/switzerland) Overall   \nScore  79\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 60  Renewable Energy \n    * 77  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Tajikistan ](country/tajikistan) Overall   \nScore  50\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 17  Renewable Energy \n    * 32  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Tanzania ](country/tanzania) Overall   \nScore  46\n\n    * 91  Electricity Access \n    * 56  Clean Cooking \n    * 26  Renewable Energy \n    * 10  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Thailand ](country/thailand) Overall   \nScore  71\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 42  Renewable Energy \n    * 70  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Togo ](country/togo) Overall   \nScore  41\n\n    * 80  Electricity Access \n    * 17  Clean Cooking \n    * 39  Renewable Energy \n    * 30  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Tunisia ](country/tunisia) Overall   \nScore  74\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 59  Renewable Energy \n    * 62  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Turkey ](country/turkey) Overall   \nScore  65\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 52  Renewable Energy \n    * 42  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Turkmenistan ](country/turkmenistan) Overall   \nScore  38\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 1  Renewable Energy \n    * 14  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Uganda ](country/uganda) Overall   \nScore  48\n\n    * 85  Electricity Access \n    * 40  Clean Cooking \n    * 50  Renewable Energy \n    * 16  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Ukraine ](country/ukraine) Overall   \nScore  64\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 49  Renewable Energy \n    * 43  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ United Arab Emirates ](country/united-arab-emirates) Overall   \nScore  77\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 59  Renewable Energy \n    * 71  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ United Kingdom ](country/united-kingdom) Overall   \nScore  84\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 67  Renewable Energy \n    * 83  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ United States ](country/united-states) Overall   \nScore  84\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 71  Renewable Energy \n    * 82  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Uruguay ](country/uruguay) Overall   \nScore  70\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 47  Renewable Energy \n    * 62  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Uzbekistan ](country/uzbekistan) Overall   \nScore  57\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 18  Renewable Energy \n    * 52  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Vanuatu ](country/vanuatu) Overall   \nScore  24\n\n    * 51  Electricity Access \n    * 13  Clean Cooking \n    * 10  Renewable Energy \n    * 21  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Venezuela, RB ](country/venezuela-rb) Overall   \nScore  44\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 14  Renewable Energy \n    * 19  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Vietnam ](country/vietnam) Overall   \nScore  69\n\n    * 100  Electricity Access \n    * N/A  Clean Cooking \n    * 43  Renewable Energy \n    * 64  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ West Bank and Gaza ](country/west-bank-and-gaza) Overall   \nScore  27\n\n    * N/A  Electricity Access \n    * N/A  Clean Cooking \n    * 17  Renewable Energy \n    * 36  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Yemen, Rep. ](country/yemen-rep) Overall   \nScore  10\n\n    * 9  Electricity Access \n    * 2  Clean Cooking \n    * 24  Renewable Energy \n    * 4  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Zambia ](country/zambia) Overall   \nScore  48\n\n    * 79  Electricity Access \n    * 36  Clean Cooking \n    * 46  Renewable Energy \n    * 30  Energy Efficiency \n[ Go to country reports ](/countries)\n\n  * [ Zimbabwe ](country/zimbabwe) Overall   \nScore  33\n\n    * 46  Electricity Access \n    * 13  Clean Cooking \n    * 50  Renewable Energy \n    * 24  Energy Efficiency \n[ Go to country reports ](/countries)\n\n###  Testimonials\n\n  1.   2.   3.   4.   5. \n\nMich\u00e8le Calderon\n\n\"  As a leading consultancy firm regularly advising governments in a wide\nrange of emerging and developing countries on energy efficiency and renewable\nenergy policies and projects Econoler finds the RISE tool extremely helpful as\na set of global indicators in these fields. It was very useful to count on a\nset of harmonized indicators to assess and compare the national situations of\ncountries that are not usually considered as regional peers. Having an\nauthoritative source such as ESMAP backing up our analysis of the national\npolicy environment on energy efficiency and renewable energy was also a strong\nasset when presenting the results of our work to the ECO member countries.\nEconoler used the RISE indicators most recently to perform a clean energy\nbaseline assessment of countries from the Economic Cooperation Organization\n(ECO), a regional intergovernmental organization encompassing diverse member\ncountries from Europe, the Caucasus, Central Asia, the Middle East and South\nAsia (Afghanistan, Azerbaijan, Iran, Kazakhstan, the Kyrgyz Republic,\nPakistan, Tajikistan, Turkey, Turkmenistan, and Uzbekistan).  \"\n\nDirector, IFI Liaison & Partnerships, Econoler\n\nEco Matser\n\n\"  RISE is a great tool for civil society organisations working in the energy\nsector. They can use it to track the implementation of policies for the\nsupport of renewable energy access and clean cooking (SDG7). This has become\nparticularly important in light of a green recovery after the COVID-19\npandemic. As inequality grows due to the pandemic, access to energy,\nespecially clean energy, becomes unreachable for more and more people. Some\neven fall back to dirty power as a result of the crisis. Applying the\nrecommendations of RISE and calling governments to build back better is\ntherefore key and very urgent if we still want to keep the SDG goals within\nreach.  \"\n\nProgram Manager Climate & Energy, Hivos\n\nLaura Frigenti\n\n\"  I could not stress more the importance of the RISE 2020 report, as a tool\nto monitor and assesses policy and regulatory support for sustainable energy\nto promote energy efficiency and the use of renewable energy. Data on\nindividual country policy frameworks and impact of individual policy measures\nis critical to guide future work in this critical area.  \"\n\nGlobal Head, International Development Assistance Services Institute, KPMG\nInternational and Executive Director, KPMG LLP\n\nDaniel Schnitzer\n\n\"  The original RISE report has been one of the most useful sources of\ninformation about the state of energy access within and across countries. The\ngoal of the report, to explain why particular countries are ready for\ninvestment in sustainable energy, is intrinsically valuable to any private\nsector participant - be they a utility, vendor, or investor. Its approach to\ndoing so is rooted in specific, well-crafted indicators, which is what sets it\napart from other pieces of research on energy access. In the two years since\nthe report was published, I've found myself continuously going back to\nspecific sections of the report, like the indicator on enabling environments\nfor mini-grid investment, when evaluating a market for business development.\nAs someone who frequently speaks to prospective investors in microgrid\nprojects, I've consistently recommended the RISE report chapter on energy\naccess as a \"must read\" document to inform their due diligence. I'm looking\nforward to using the new version of the report to inform our strategy and\ndialogues with our partners in the sector.  \"\n\nCEO, SparkMeter\n\nDamilola Ogunbiyi\n\n\"  RISE is an invaluable tool for policymakers to understand where they can\nstrengthen energy policies and create the enabling environment we need to\nachieve universal energy access. While this year\u2019s RISE scores show some\npositive progress in electricity access - particularly in Sub-Saharan Africa -\nslower adoption of energy efficiency and renewable energy policies is delaying\na clean energy transition. Governments must seize this unique moment to\n\u2018Recover Better\u2019 from the pandemic and set clear, long-term sustainable energy\npolicies to accelerate action.  \"\n\nCEO and Special Representative of the UN Secretary-General for Sustainable\nEnergy for All and Co-Chair of UN-Energy.\n\nPrevious  Next\n\nNotice:  The RISE data is undergoing review and updates. We will inform you\nwhen the updates are completed, and the new data uploaded.\n\n  * Overall \n  * Electricity Access  EA \n  * Clean Cooking  CC \n  * Renewable Energy  RE \n  * Energy Efficiency  EE \n\nRISE scores reflect a snapshot of a country\u2019s policies and regulations in the\nenergy sector, organized by the four pillars of sustainable energy:\nElectricity Access, Clean Cooking, Energy Efficiency and Renewable Energy.\nSelect the pillar from the drop down menu on the right hand side to view the\npillar results. To view an individual country, enter the country name at the\nsearch box and select.\n\n##  Home - Electricity Access map tab introduction\n\nThere are five scored electricity access indicators encompassing multi-\ndimensional aspects of policies and regulations. For more information about\nthe indicators, [ click here ](/indicators#pillar-electricity-access) .\n\n##  Home - Clean Cooking map tab introduction\n\nThere are four scored clean cooking indicators encompassing multi-dimensional\naspects of policies and regulations. For more information about the\nindicators, [ click here ](/indicators#pillar-clean-cooking) .\n\n##  Home - Renewable Energy map tab introduction\n\nThere are five scored indicators in renewable energy encompassing multi-\ndimensional aspects of policies and regulations. For more information about\nthe indicators, [ click here ](/indicators#pillar-renewable-energy) .\n\n##  Home - Energy Efficiency map tab introduction\n\nThere are nine scored indicators in energy efficiency encompassing multi-\ndimensional aspects of policies and regulations. For more information about\nthe indicators, [ click here ](/indicators#pillar-energy-efficiency) .\n\nPILLARS\n\nINDICATORS\n\nCountry Scores\n\n  * XLS \n  * PDF \n\n  * Score : 67-100 \n  * Score : 34-66 \n  * Score : 0-33 \n  * Not evaluated on access \n  * No Score \n\nThe boundaries, colors, denominations and any other information shown on this\nmap do not imply, on the part of the World Bank Group, any judgment on the\nlegal status of any territory, or any endorsement or acceptance of such\nboundaries.\n\n  * [ World Bank Logo ](http://www.worldbank.org/)\n  * [ ESMAP ](https://www.esmap.org/)\n\n  * [ Home ](/)\n  * [ About Us ](/about-us)\n  * [ Indicators ](/indicators)\n  * [ Analytics ](/analytics)\n  * [ Countries ](/countries)\n  * [ Library ](/library \"Library\")\n  * [ Contributors ](/contributor \"Contributors\")\n  * [ Methodology ](/scoring-system)\n  * [ Downloads ](/downloads \"Library\")\n\n  * [ Legal ](/page/legal)\n  * [ Privacy Policy ](/page/privacy-policy)\n  * [ Contact Us ](mailto:RISE@worldbank.org)\n\n[ \u00a92024 The World Bank Group, All Rights Reserved.\n](http://www.worldbank.org/)\n\n",
                "url": "https://rise.esmap.org/"
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            "summary": "Website of the RISE initiative of the World Bank Group.",
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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 website of the ENERGY STAR program, a joint program of the U.S. Environmental Protection Agency and the U.S. Department of Energy. Government websites are generally considered extremely reliable sources of information.",
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            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of the ENERGY STAR program.",
            "url": "https://www.energystar.gov/rebate-finder?page_number=0"
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                    "source": "https://www.fincen.gov/resources/statutes-regulations/guidance/guidance-determining-eligibility-exemption-currency"
                },
                "page_content": "Skip to main content\n\n#  Guidance on Determining Eligibility for Exemption from Currency Transaction\nReporting Requirements\n\nPDF\n\n[ FIN-2012-G003.pdf\n](https://www.fincen.gov/sites/default/files/guidance/FIN-2012-G003.pdf \"Open\nfile in new window\") 215.13 KB\n\nFIN-2012-G003\n\nIssued Date\n\nJune 11, 2012\n\nGuidance Subject\n\nGuidance on Determining Eligibility for Exemption from Currency Transaction\nReporting Requirements\n\nThis document revises the guidance originally published on August 31, 2009, to\nimplement the following changes:\n\n  * Relevant citations have been updated to reflect the final rule transferring FinCEN's regulations from 31 CFR \u00a7 103 to 31 C.F.R. Chapter X, effective March 1, 2011, and as published at 75 FR 65806; \n  * The portion of the guidance dealing with exemption eligibility for payroll customers has been amended in accordance with the final rule amending 31 C.F.R. \u00a7 1020.315, published at 77 FR 33638 on June 7, 2012. \n\nI. Background:\n\nThe Financial Crimes Enforcement Network (\"FinCEN\") is issuing this guidance\nto help banks  1  determine whether a customer is eligible for exemption from\ncurrency transaction reporting requirements.  2  This guidance provides\nexamples and answers to commonly asked questions regarding the final rules  3\nthat FinCEN issued in December, 2008 and June, 2012, which amended the\ncurrency transaction report (\"CTR\") exemption requirements (\"the final\nrules\").\n\nThe Bank Secrecy Act and its implementing regulations require financial\ninstitutions to file a CTR on any transaction in currency of more than\n$10,000.  4  The regulations in the Bank Secrecy Act also provide banks with\nthe ability to exempt certain customers from currency transaction reporting.\n5\n\nA. 2008 GAO Report\n\nIn 2008, the Government Accountability Office (\"GAO\") issued a report  6\nconcluding, among other things, that the information provided on CTRs provides\nunique and reliable information essential to a variety of efforts, including\nlaw enforcement investigations, regulatory and counter-terrorism matters. In\nthis same report, the GAO recommended several changes to the exemption\nrequirements, which FinCEN addressed in the final rules. The GAO also\nconcluded that additional web-based guidance was necessary to help banks\ndetermine eligibility for exemption, which FinCEN is addressing in this\nguidance document.\n\nB. The Final Rules - CTR Exemption Changes\n\nOverview of the requirements of the final rules:\n\nThe final rules, which went into effect on January 5, 2009 and June 7, 2012,\nmake the following substantive changes to the previous CTR exemption system:\n\n  * Elimination of designation and annual review for most Phase I customers.  7  Banks are no longer required to file a designation of exempt person (\"DOEP\") report for, or conduct an annual review of, customers who are other depository institutions operating in the United States, U.S. or State governments, or entities acting with governmental authority. The DOEP filing and annual review are still required for businesses listed on a major national stock exchange (\"listed businesses\"), non-listed businesses, and payroll customers. \n  * \"Frequently\" decreased to five reportable transactions. Banks may designate an otherwise eligible non-listed business customer or payroll customer  8  for exemption after the customer has within a year conducted five or more reportable transactions in currency (previously, eight or more reportable transactions were required). \n  * Waiting time for eligibility decreased . Banks may use a hybrid approach to designate an otherwise eligible customer for a Phase II exemption: The customer may be eligible for exemption after maintaining a transaction account for two months (previously twelve months were required); or, the customer may be eligible for exemption in less than two months if the bank conducts a risk-based analysis to form a reasonable belief that the customer has a legitimate business purpose for conducting frequent or regular large currency transactions. \n  * Biennial renewals eliminated . Banks are no longer required to file a biennial renewal or record and report a change of control for an exempt Phase II customer. \n\nThese final rules, along with the existing requirements established by\nprevious rulemakings, have simplified the exemption process by generally\nauthorizing a bank to treat a customer as exempt from currency transaction\nreporting under the following circumstances:\n\n|  Type of Customer  |  Transaction Frequency  |  Waiting Period  |  Ineligible Activity  |  File DOEP Report  |  Annual Review   \n---|---|---|---|---|---|---  \n  \n###  Phase I  \n  \n|  Banks operating in the U.S.  |  N/A  |  None  |  N/A  |  No  |  No   \n|  Federal, state, local, or inter-state governmental departments, agencies, or authorities  |  N/A  |  None  |  N/A  |  No  |  No   \n|  Entities listed on the major national stock exchanges  |  N/A  |  None  |  N/A  |  Yes  |  Yes   \n|  Subsidiaries (at least 51% owned) of entities listed on the major national stock exchanges  |  N/A  |  None  |  N/A  |  Yes  |  Yes   \n  \n###  Phase II  \n  \n|  Non-listed businesses  |  Five or more transactions per year  |  Two months;  or less after risk-based analysis  |  No more than 50% of gross revenues derived from ineligible activity  |  Yes  |  Yes   \n|  Payroll Customers  |  Five or more transactions per year  |  Two months; or less after risk-based analysis  |  N/A  |  Yes  |  Yes   \n  \nThe chart above indicates that for Phase I customers, a bank may immediately\ntreat as exempt any eligible entity without concern for the time it has been a\ncustomer of the bank or the number of reportable transactions it has\nconducted. Additionally, because the \"ineligible businesses\" provision applies\nonly to non-listed business exemptions, a Phase I customer may be treated as\nexempt regardless of their involvement in such activities. For all Phase I\ncustomers other than listed businesses and their subsidiaries, no DOEP or\nannual review is required.\n\nBefore treating a non-listed business or payroll customer as exempt, a bank\nmust first determine that the customer has conducted five or more transactions\nwithin the previous year, has been a customer of the bank for at least two\nmonths (or less time on a risk-assessed basis), and, in the case of non-listed\nbusinesses, derives no more than 50% of its gross revenues from any ineligible\nbusiness activity.  9\n\nBanks must file DOEP reports and conduct annual reviews for all Phase II\ncustomers (whether they are non-listed businesses or payroll customers), as\nwell as for listed businesses and their subsidiaries.\n\nThe final CTR exemption rules do not relieve banks of their separate\nobligation to conduct suspicious activity monitoring and reporting for both\nPhase I and Phase II exempt customers.  10\n\nII. Frequently asked questions:\n\nSince the publication of the final rules, FinCEN has received questions\nregarding various provisions. FinCEN is issuing answers to these questions to\nassist banks in understanding the scope and application of the final rules.\n\nA. Timing\n\n**Question:** When should a bank make a risked-based determination to exempt\nan otherwise eligible Phase II customer before they have been a customer for\ntwo months?\n\n**Answer:** The preamble to the 2008 final rule provides some examples of\ncriteria that may be appropriate when making such a risk-based decision. For\nexample, banks could consider the nature of the market the customer serves,\nthe type of services offered, the location of the business, and whether the\nbank had a past relationship with the customer. In light of such factors,\npossible examples of customers who may qualify for exemption prior to two\nmonths may include the following:\n\n  * Returning customers that reopen a previously maintained exempt transaction account with the bank; \n  * Customers whose exempt status has changed (for example, when a customer that was a publicly listed company privatizes and is otherwise eligible for Phase II exemption). \n\nThe above examples are not intended to be exhaustive, but rather\nrepresentative of the types of customer relationships where a risk-based\ndetermination to exempt prior to two months may be appropriate. Readers should\nnote that for each of the examples provided above, there is some factor\ncontributing to a bank's level of knowledge exceeding what is typical for a\nnew customer being considered for exemption. Such knowledge, or other\nmitigating factors, could assist the bank in forming a reasonable conclusion\nthat the risk of exempting the customer prior to two months was low.\n\nBanks are not required to use the risk-based approach. FinCEN originally\nproposed  11  removing any prescribed amount of time before a bank could\nconsider a Phase II customer for exemption, enabling a bank to make a risk-\nbased determination of when to exempt in all instances. Due to comments\nsubmitted in response to that proposal, however, FinCEN implemented a hybrid\napproach that allows banks to choose the flexibility of a risk-based approach\nor the simplicity of the two-month threshold.\n\nBanks should remember that even if using the two month approach, they are\nrequired at least annually to conduct a review of the customer to determine\ncontinued eligibility for exemption and to monitor for suspicious activity.\n\nB. Frequency\n\n**Question:** Using the risk-based approach, can a bank exempt a non-listed\nbusiness or payroll customer prior to the two month mark even if the customer\nhas conducted fewer than five transactions? **Answer:** No. The risk-based\napproach for determining when to exempt a Phase II customer gives latitude\nwith respect to the timeframe only (i.e., allowing for exemption of customers\nthat have been customers for less than two months). None of the other criteria\nnecessary for Phase II exemption can be adjusted as part of that risk-based\napproach, including the criteria to for a non-listed business or payroll\ncustomer to engage frequently in reportable transactions. Thus, before a bank\nmay exempt a non-listed business or payroll customer, that customer must have\nconducted at least five reportable transactions. FinCEN believes that without\nsuch a frequent large cash transaction volume, a bank could not reasonably\nexpect to have sufficient knowledge of its customer to justify the risk-based\napproach.\n\nC. Corporate structure and reorganization\n\n**Question:** What is the status of an exempt customer that previously was a\nlisted public company but has reorganized as a private company?\n\n**Answer:** If a Phase I customer no longer is a publicly-traded company, the\ncustomer is ineligible for a Phase I exemption. However, the bank could\nevaluate the customer for potential exemption as a non-listed business\ncustomer. If the bank's assessment indicates that the private company does not\nderive more than 50% of its gross revenues from ineligible lines of business,\n12  has conducted five or more reportable transactions in the previous year,\nand otherwise meets all of the exemption criteria, the bank may exempt the\ncompany as a non-listed business.\n\nBanks should note that a business's eligibility for exemption under the\n\"listed business\" provision may change over time, for example, as it makes an\ninitial public offering or is privatized. This is the primary reason that\nlisted businesses and their subsidiaries are the only Phase I exempt customers\nunder the 2008 final rule for which banks must continue to file DOEP reports\nand conduct annual reviews. As part of those requirements, banks should have\nprocedures for verifying whether a listed business remains eligible for\nexemption at least once per year. Annual reports, stock quotes from\nnewspapers, or other information, such as electronic media can be used to\ndocument the review.\n\n**Question:** Does the Phase I exemption available to certain subsidiaries of\nlisted businesses apply to franchises or other affiliated entities when the\nlisted company does not have a 51% or greater ownership stake in the\naffiliated entity?\n\n**Answer:** No. To be eligible for exemption, any affiliated entity must meet\nthe definition of \"subsidiary\" found at 31 C.F.R. \u00a7 1020.315(b)(5), which\nrequires that the listed business own at least 51% of the common stock or\nanalogous equity interest of the entity in question. For example, a privately-\nowned restaurant franchise operating under the corporate name of a listed fast\nfood company would not be eligible for Phase I exemption. A retail business\nlocation at least 51% owned by the same listed fast food company and operating\nunder the same corporate name as the franchise, however, would be eligible for\nPhase I exemption.\n\n**Question:** What is the exempt status of a Phase II customer who reorganizes\nhis business? For example, what is the recourse for an exempt customer with a\ndoing business as (\"DBA\") account who forms a limited liability corporation as\nhis business grows.\n\n**Answer:** Since the restructuring of a business may cause that business to\nbecome ineligible for exemption or otherwise make the original DOEP filing\ninaccurate or incomplete with respect to the newly restructured business,\nbanks should consider evidence of a business restructuring as part of their\nannual review or ongoing customer due diligence. Potential evidence of such\nrestructuring could include changes in the customer's management, business\npurpose, operations, customers, ownership, or account relationship with the\nbank. More specifically, changes to a customer's account relationship with the\nbank could include the issuance of a new taxpayer identification number,  13\nmodifications to the names on the account, changes in account activity, or the\naddition or removal of signors or controllers of an account.\n\nBanks should use a risk-based approach when determining which factors to\nconsider to ensure that a customer remains eligible for exemption and that the\noriginal DOEP filing continues to identify that customer accurately and\ncompletely. To the extent that such changes make the original DOEP filing\ninaccurate or incomplete with respect to the newly restructured business, a\nbank should reevaluate the business for exemption. In such cases, the bank may\nconsider using the risk-based approach for exempting the newly restructured\nbusiness prior to the two month waiting period. If the restructured business\nis eligible for exemption and the bank wishes to treat them as such, a new\nDOEP report must be filed with FinCEN.\n\nIn the example used in the question, an unincorporated business that\nincorporates would likely need reevaluation for the purposes of CTR exemption\neligibility.  14  Accordingly, after verifying that the newly restructured\nbusiness was eligible for exemption, a bank wishing to treat that customer as\nexempt would need to file a new DOEP report.\n\nD. Ineligible businesses\n\n**Question:** Does FinCEN consider a hospital or doctors office to be engaged\nin the practice of medicine and therefore ineligible for exemption as a non-\nlisted business?  15\n\n**Answer:** FinCEN interprets the term \"the practice of medicine\" broadly,\nrather than focusing on the technicalities of individual state laws governing\nthe licensing of medical practitioners. Accordingly, any entity that derives\nmore than 50% of its gross revenues by offering medical services is ineligible\nfor exemption as a non-listed business. This interpretation would likely\nexclude most privately-owned hospitals, doctors' offices, or other medical\npractices from being eligible for exemption as non-listed businesses.\n\nE. Customers no longer eligible for exemption\n\n**Question:** What should a bank do if, during its annual review of a listed\nbusiness or Phase II customer, it discovers that the customer no longer meets\nall the criteria for exemption?\n\n**Answer:** During the annual review of a Phase II exempt customer, a bank may\nconclude that a customer is no longer eligible for exemption (for example, if\nan exempt non-listed business customer conducted only four reportable currency\ntransactions during the year under review). At the time the customer's\nineligibility is discovered, the bank should document its determination of\nineligibility and cease to treat the customer as exempt.  16  The bank is not\nrequired to back file CTRs with respect to a designated Phase II customer that\nhad met the eligibility requirements in a preceding year, but was subsequently\nfound to be ineligible during the bank's timely completion of its annual\nreview.\n\nF. Suspicious activity of an exempt customer\n\n**Question:** Is a customer that has been the subject of a Suspicious Activity\nReport (\"SAR\") eligible for initial or continued exemption?\n\n**Answer:** A Bank is required to file a SAR, where appropriate, regarding the\nactivities of any of its exempt customers.  17  However, if an exempt person\nis involved in a transaction that has been reported in a SAR, the bank is not\nrequired to cease treating the person as exempt. The decision to exempt, or to\nretain or revoke a customer's exemption, should be made by the bank in\naccordance with its risk-based anti-money laundering policies, procedures, and\ncontrols.\n\nG. Completing the Designation of Exempt Person report\n\n**Question:** The DOEP report (FinCEN Form 110) and instructions were not\nupdated with the final rules to account for the various changes to the CTR\nexemption process. How should a bank complete the DOEP when exempting a new\ncustomer?\n\n**Answer:** The preamble to the 2008 final rule clarified that certain\nelements of the DOEP report should be disregarded by filers since they are no\nlonger applicable under the new exemption requirements. Because the final rule\nremoved several existing requirements but did not add any new requirements,\nthe DOEP report now contains a limited number of extraneous fields but remains\nfully sufficient to designate any eligible customer as an exempt person.\nAccordingly, filers should disregard references on the report as well as in\nthe instructions to biennial renewals and to types of Phase I customers that\nno longer require a DOEP filing.  18  FinCEN has disabled the unnecessary\nfields in the E-filing system as well as in the version of FinCEN Form 110\navailable on its website.\n\nH. Exemptible transaction accounts\n\n**Question:** The definition of a Phase II \"exempt person\" in 31 C.F.R. \u00a7\n1020.315(b)(6) and (7) includes the phrase \"only with respect to transactions\nconducted through its exemptible accounts.\" Does this mean that certain\ntransactions of Phase II exempt customers require the filing of a CTR?\n\n**Answer:** Yes. The scope of the exemption for non-listed businesses and\npayroll customers is limited by several criteria. While the final rules\nreduced those criteria with respect to the number of transactions and the\nwaiting period before a bank could treat those customers as exempt, they did\nnot alter the remaining criteria for Phase II customers, including the\nprovision that a Phase II customer is exempt \"to the extent of its domestic\noperations and only with respect to transactions conducted through its\nexemptible accounts.\"  19  For transactions conducted by the customer outside\nof the criteria for Phase II customers, the customers would not meet the\ndefinition of \"exempt person\" and could not be treated as exempt by the bank.\n\nFor example, a bank may have a convenience store as an exempt non-listed\nbusiness customer. This customer might regularly make deposits into its\ntransaction account exceeding $10,000 in currency, none of which would require\nthe bank to file a CTR. However, if the convenience store presents more than\n$10,000 in currency in exchange for a cashier's check, whether the bank is\nrequired to file a CTR will depend on whether the transaction was processed\n\"through [the] exemptible account.\" Specifically, the bank would not be\nrequired to file a CTR if the bank credited the customer's transaction account\nas a deposit and then debited the account to fund the cashier's check, or\notherwise processed the transaction in such a way that it resulted in a line\nitem entry into the customer's transaction account statement. The bank would\nbe required to file a CTR, however, if the currency was deposited into and the\ncashier's check was drawn upon the bank's general ledger account(s), or\notherwise did not result in a line item entry into the customer's transaction\naccount statement.\n\nBanks may generally use the test of whether a transaction results in a line\nitem entry into a Phase II exempt customer's transaction account statement to\ndetermine whether a transaction was \"conducted through [the] exemptible\naccount.\" For any reportable transaction not conducted through the exemptible\naccount, the customer would not meet the definition of \"exempt person\" only\nwith respect to that transaction and a CTR must be filed.\n\nI. Revoking an exemption\n\n**Question:** If a bank ceases to treat a customer as exempt, and begins or\nintends to begin filing CTRs on that customer for the next reportable\ntransaction, must the bank formally revoke the exemption by filing the DOEP\nreport and selecting the \"exemption revoked\" box?\n\n**Answer:** Banks have never been required to formally revoke an exemption\nusing the DOEP report. Generally, examiners or other users of BSA data would\nbe able to rely on a pattern of reporting to know that a customer is no longer\nbeing treated as exempt. For purposes of clarity or creating internal\ndocumentation, however, many banks voluntarily revoke exemptions using the\nDOEP report. For example, if during its annual review of an exempt non-listed\nbusiness customer a bank discovers that the customer conducted no reportable\ntransactions in the previous year, the bank could no longer treat that\ncustomer as exempt. If the exemption is not formally revoked using the DOEP\nreport and the customer continues the pattern of not conducting reportable\ntransactions, a law enforcement agent investigating the company would likely\nconclude incorrectly from the lack of CTR filings that the customer is still\nbeing treated as exempt. While revoking an exemption in such instances may\nbenefit both the filing bank and users of BSA data, banks may choose to do so\nentirely on a voluntary basis.\n\nQuestions or comments regarding the contents of this Guidance should be\naddressed to the FinCEN Regulatory Helpline at 800-949-2732.\n\n1  Pursuant to the Bank Secrecy Act, the term \"bank\" includes inter alia each\nagent, agency, branch, or office within the United States of any person doing\nbusiness as a commercial bank, a savings and loan association, a thrift\ninstitution, a credit union, or a foreign bank, 31 C.F.R. \u00a7 1010.100(d).\n\n2  FinCEN consulted with the staffs of the Board of Governors of the Federal\nReserve System, the Federal Deposit Insurance Corporation, the National Credit\nUnion Administration, and the Office of the Comptroller of the Currency prior\nto issuing this guidance.\n\n3  _See_ 73 FR 74010 and 77 FR 33638, respectively.\n\n4  31 CFR \u00a7 1010.310.\n\n5  31 C.F.R. \u00a7 1020.315.\n\n6  _See_ ''Bank Secrecy Act: Increased Use of Exemption Provisions Could\nReduce Currency Transaction Reporting While Maintaining Usefulness to Law\nEnforcement Efforts'' GAO-08-355 (GAO: Washington, D.C.: Feb. 21, 2008).\n\n7  Entities commonly known as \"Phase I\" are defined in 31 C.F.R. \u00a7\n1020.315(b)(1)-(b)(5).\n\n8  Entities commonly known as \"Phase II\" are defined in 31 C.F.R. \u00a7\n1020.315(b)(6) and (b)(7).\n\n9  For additional discussion of the \"50% rule\" relating to ineligible\nbusinesses, _see_ [\nhttps://www.fincen.gov/sites/default/files/shared/fin-2009-g001.pdf\n](/sites/default/files/shared/fin-2009-g001.pdf) .\n\n10  _See_ 31 CFR \u00a7 1020.320.\n\n11  _See_ 73 FR 22101.\n\n12  _See_ 31 CFR \u00a7 1020.315(e)(8).\n\n13  In some instances, such as the formation of a single member limited\nliability corporation or certain types of partnerships in some states, a\nchange in corporate structure may not result in the issuance of a new taxpayer\nidentification number.\n\n14  A bank should also consider potential customer identification program\nobligations under 31 CFR \u00a7 1020.220.\n\n15  The practice of medicine is one of several business activities that make a\ncustomer ineligible for exemption as a non-listed business. _see_ 31 CFR \u00a7\n1020.315(e)(8).\n\n16  In the event the customer meets the eligibility requirements in the\nfuture, the bank must file a new DOEP to begin treating the customer as\nexempt.\n\n17  31 CFR \u00a7 1020.320.\n\n18  _See_ 73 FR 74015, Section V.\n\n19  _See_ 73 FR 74015, Section V.\n\nFinancial Institution\n\nDepository Institutions\n\nLanguages\n\n[ ](https://www.facebook.com/fincentreasury) [\n](https://www.linkedin.com/company/fincen) [ ](https://twitter.com/FinCENnews)\n[ ](https://www.youtube.com/@fincentreasury)\n\n  \n[ USA.gov ](https://www.USA.gov) | [ Regulations.gov ](https://www.Regulations.gov) | [ Treasury.gov ](https://www.treasury.gov) | [ IRS.gov ](https://www.IRS.gov) | [ Freedom of Information Act (FOIA) ](/freedom-information-act-foia-and-guide-accessing-fincen-information) | [ NO FEAR Act ](https://home.treasury.gov/footer/no-fear-act) | [ Vote.gov ](https://vote.gov/) | [ Accessibility ](/accessibility) | [ Office of Equal Opportunity ](/about/office-equal-opportunity) | [ Privacy Policy ](/privacy-security) | [ Public Posting Notice of Finding of Discrimination ](https://home.treasury.gov/footer/no-fear-act) | [ Security and Vulnerability Disclosure Policies (VDP) ](/security-and-vulnerability-disclosure-policies) | [ Office of Inspector General ](https://oig.treasury.gov/)\n\n",
                "url": "https://www.fincen.gov/resources/statutes-regulations/guidance/guidance-determining-eligibility-exemption-currency"
            },
            "reason": "This is an official document from FinCEN (Financial Crimes Enforcement Network), a bureau of the U.S. Department of the Treasury. It provides guidance on determining eligibility for exemptions related to currency transaction reporting, making it a highly reliable source for regulatory compliance in the financial sector.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' risk regulatory compliance",
            "summary": "Official document from FinCEN providing guidance on currency transaction reporting exemptions.",
            "url": "https://www.fincen.gov/resources/statutes-regulations/guidance/guidance-determining-eligibility-exemption-currency"
        },
        {
            "content": {
                "metadata": {
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.energy.gov/lpo/portfolio-projects"
                },
                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n#  PORTFOLIO PROJECTS\n\n_** NOTE: Loan Amounts on this page represent the approximate amount of the\napproved loan at closing (or, for active conditional commitments, at time of\nconditional commitment announcement), including principal and any capitalized\ninterest. For conditional commitments, loan amounts are subject to the\napplicant reaching critical milestones and subject to the completion of\ncertain technical, legal, and financial conditions that must be satisfied\nbefore DOE enters into definitive financing documents and funds the loan. Note\nthat in making an obligation of use of loan authority, DOE does not include\ncapitalized interest in those amounts. For fully repaid loans, information is\nup-to-date as of the date of loan repayment. DOE ceases monitoring projects\nupon full repayment._\n\n**INACTIVE CONDITIONAL COMMITMENTS**\n\nThe following projects were made inactive after the Department of Energy\noffered a conditional commitment for a loan or loan guarantee:\n\n  * Alcoa \n  * American Battery Solutions \n  * Cape Wind \n  * Eagle Rock \n  * Lake Charles Methanol \n\n**DISCONTINUED PROJECTS**\n\nThe following discontinued projects received proceeds of a loan or a loan\nguarantee from the Department of Energy, but are considered discontinued by\nLPO for one of several reasons, including (among others) termination of the\nloan or loan guarantee, borrower bankruptcy protection filing, or sale (or\nanticipated sale) of the guaranteed note. Projects considered discontinued by\nLPO are not included in our reports regarding MWs produced, greenhouse gases\navoided, annual gasoline displaced, or jobs created.\n\n  * Abound Solar \n  * Alamosa \n  * Crescent Dunes \n  * Fisker \n  * Solyndra \n  * Stephentown Spindle \n  * VPG \n\n**PROJECTS THAT CLOSED ON LOANS BUT RECEIVED NO DISBURSEMENT**\n\nThe following projects closed on a loan or loan guarantee from the Department\nof Energy, but never received proceeds from a loan or loan guarantee.\n\n  * 1366 Technologies, Inc. \n  * AES Energy Storage Westover, LLC \n  * POET Project Liberty, LLC \n  * ProSun Project Company, LLC (Project AMP) \n  * SoloPower, Inc. \n\nFollow Us\n\n[ __ Link to Facebook  ](https://www.facebook.com/energy) [ __ Link to\nInstagram  ](https://www.instagram.com/energy) [ __ Link to Linkedin\n](https://www.linkedin.com/company/u-s--department-of-energy) [ __ Link to\nYoutube  ](https://www.youtube.com/user/USdepartmentofenergy) [ __ Link to X\n](https://twitter.com/energy) [ __ Link to Flickr\n](https://www.flickr.com/photos/departmentofenergy/)\n\nSubscribe To Our Newsletter\n\n",
                "url": "https://www.energy.gov/lpo/portfolio-projects"
            },
            "reason": "This is the official website of the U.S. Department of Energy's Loan Programs Office. Government websites are generally considered extremely reliable sources of information.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of the U.S. Department of Energy's Loan Programs Office.",
            "url": "https://www.energy.gov/lpo/portfolio-projects"
        },
        {
            "content": {
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                    "resource_type": "webpage",
                    "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 DSIRE (Database of State Incentives for Renewables & Efficiency), a comprehensive source of information on state, federal, local, and utility incentives and policies that support renewable energy and energy efficiency. It is operated by the N.C. Clean Energy Technology Center, making it a reliable source.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Program detail page on DSIRE (Database of State Incentives for Renewables & Efficiency).",
            "url": "https://programs.dsireusa.org/system/program/detail/4488"
        },
        {
            "content": {
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                    "ext_id": "56d4016a-d90c-46ed-9d30-53370474107c",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-investment-fund/participating-contractors/"
                },
                "page_content": "  * [ ](/)\n  * Divisions \n    * [ Office of the Secretary ](/office-of-the-secretary/)\n    * [ Div. of Climate, Coastal and Energy ](/climate-coastal-energy/)\n    * [ Div. of Air Quality ](/air/)\n    * [ Div. of Water ](/water/)\n    * [ Div. of Waste and Hazardous Substances ](/waste-hazardous/)\n    * [ Div. of Fish and Wildlife ](/fish-wildlife/)\n    * [ Div. of Parks and Recreation ](/parks/)\n    * [ Div. of Watershed Stewardship ](/watershed-stewardship/)\n  * About DNREC \n    * [ DNREC Divisions ](https://dnrec.delaware.gov/divisions/)\n    * [ Earth Day 2025 ](https://dnrec.delaware.gov/earth-day/)\n    * [ Boards and Councils ](https://dnrec.delaware.gov/boards-councils-committees/)\n    * [ Vision and Mission ](https://dnrec.delaware.gov/mission/)\n    * [ Delaware Coastal Cleanup ](https://dnrec.delaware.gov/coastal-cleanup/)\n    * [ Environmental Justice at DNREC ](https://dnrec.delaware.gov/environmental-justice/)\n    * [ Civil Rights and DNREC ](https://dnrec.delaware.gov/environmental-justice/title-vi-dnrec/)\n    * [ Work for DNREC! ](https://dnrec.delaware.gov/work-here/)\n    * [ Internships with DNREC ](https://dnrec.delaware.gov/internships/)\n    * [ Environmental Finance ](https://dnrec.delaware.gov/environmental-finance/)\n    * [ Natural Resources Police ](https://dnrec.delaware.gov/natural-resources-police/)\n    * [ Topics of Interest ](https://dnrec.delaware.gov/topics-of-interest/)\n    * [ Open Data ](https://dnrec.delaware.gov/dnrec-open-data/)\n    * [ Online Apps ](https://dnrec.delaware.gov/online-applications/)\n    * [ E-Mail Lists ](https://dnrec.delaware.gov/dnrec-e-mail-lists/)\n    * [ Volunteer with Us ](https://dnrec.delaware.gov/volunteer-with-dnrec/)\n    * [ Coastal Zone Act ](/coastal-zone-act/)\n  * Admin. 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Can Take ](https://dnrec.delaware.gov/climate-plan/your-actions/)\n    * [ Workforce Development ](https://dnrec.delaware.gov/climate-coastal-energy/climate-and-sustainability/workforce-development/)\n  * [ State Energy Office __ ](.menuNine)\n    * [ DNREC State Energy Office ](https://dnrec.delaware.gov/climate-coastal-energy/energy-office/)\n    * [ Governor\u2019s Energy Advisory Council ](https://dnrec.delaware.gov/climate-coastal-energy/energy-office/advisory-council/)\n    * [ Delaware Energy Hub ](https://energyhub.delaware.gov)\n    * [ Energy Security and Emergency Planning ](https://dnrec.delaware.gov/climate-coastal-energy/energy-office/energy-secuity/)\n  * [ [ Renewable Energy __ ](.menuOne) ](http://#)\n    * [ Renewable Energy ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/)\n    * [ Renewable Energy Taskforce ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/renewable-energy-taskforce/)\n    * [ Green Energy Program 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[ Transportation __ ](.menuThree) ](http://#)\n    * [ Clean Fuel and Transportation Initiatives ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/)\n    * [ The Delaware Clean Vehicle Rebate Program ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/vehicle-rebates/)\n    * [ Electric Vehicle Charging Equipment Rebates ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/ev-charging-equipment-rebates/)\n    * [ Workplace Charging ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/workplace-charging/)\n    * [ Alternative Fueling Stations ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/alternative-fuel-stations/)\n    * [ Delaware Clean Cities Coalition ](https://dnrec.delaware.gov/climate-coastal-energy/clean-transportation/delaware-clean-cities-coalition/)\n  * [ [ Communities __ ](.menuFour) ](http://#)\n    * [ Sustainable Communities 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Conservation and Stewardship ](https://dnrec.delaware.gov/coastal-programs/conservation-stewardship/)\n    * [ Planning and Training ](https://dnrec.delaware.gov/coastal-programs/planning-training/)\n    * [ Education and Outreach ](https://dnrec.delaware.gov/coastal-programs/education-outreach/)\n  * [ Coastal Zone Act __ ](.menuEight)\n    * [ Coastal Zone Act Program ](https://dnrec.delaware.gov/coastal-zone-act/)\n    * [ Coastal Zone Map ](https://dnrec.maps.arcgis.com/apps/webappviewer/index.html?id=2bed4349f5594e13bcb215dab5dc7290)\n    * [ Application Materials ](https://dnrec.delaware.gov/coastal-zone-act/application-materials/)\n    * [ Coastal Zone Industrial Control Board ](https://dnrec.delaware.gov/coastal-zone-act/industrial-control-board/)\n    * [ History of the Act ](https://dnrec.delaware.gov/coastal-zone-act/history/)\n\nThis page lists contractors who are available and qualified to develop and\ncomplete projects funded under the [ Delaware Energy Efficiency Investment\nFund ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-\nefficiency-investment-fund/) (EEIF).\n\n**[ Participating Contractor Webinar ](https://youtu.be/kUeH4kYpdpk) **  \nThe EEIF program held, and recorded, a webinar for participating contractors.  \n\nTo be considered as a participating contractor, firms must [ complete an\napplication ](https://documents.dnrec.delaware.gov/energy/eeif/EEIF-\nContractor-Application.pdf) listing their areas of expertise and documenting\ntheir Delaware and professional licensing and insurance. Applications must be\nsubmitted to [ DCCE.EnergyRebates@NV5.com ](mailto:DCCE.EnergyRebates@NV5.com)\nfor approval.\n\nThe listings below include the services offered by each participating\ncontractor, the areas of the state they serve and any designation they hold as\na small business or a minority-owned, woman-owned or veteran-owned business\nfrom the Delaware Office of Supplier Diversity.\n\nCompany  |  Contact  |  Region(s) Served  |  Designation   \n---|---|---|---  \n[ 1st Green Home ](https://www.1stgreenhome.com/home)  \n(Lighting, Energy Assessments)  |  James Park, President   \n[ info@1stgreenhome.com ](mailto:info@1stgreenhome.com)  \n443-216-9169  |  Statewide  |  Small Business, Minority Owned   \n[ Air Doctorx Inc ](https://www.airdoctorx.com)  \n(HVAC, Other)  |  Mark Sabean, Owner   \n[ mark@airdoctorx.com ](mailto:mark@airdoctorx.com)  \n302-492-1333  |  Statewide  |  Small Business   \n[ Ameresco ](https://www.ameresco.com)  \n(Lighting, HVAC, Energy Assessments, Retrofit/Tune-up, CHP)  |  Shelley Cohen   \n[ scohen@ameresco.com ](mailto:scohen@ameresco.com)  \n202-650-6251  |  Statewide  |  N/A   \n[ American Energy Corporation ](https://www.aec.us)  \n(Energy Assessments, Lighting, HVAC, Refrigeration)  |  Matthew Stewart, CEO   \n[ matt.stewart@aec.us ](mailto:matt.stewart@aec.us)  \n443-309-3105  |  New Castle County  |  N/A   \n[ Atlantic Refrigeration ](https://www.atlanticrefrigeration.com)  \n(HVAC, Food Service, Refrigeration)  |  Jamie Nickerson   \n[ jamie@atlanticrefrigeration.com ](mailto:jamie@atlanticrefrigeration.com)  \n302-856-9300  |  Sussex County, Southern Kent County  |  Small Business   \n[ ATR Electrical Services ](https://www.ATRelectricDE.com)  \n(Lighting)  |  Tammy Mellen   \n[ tammy@ATRelectricDE.com ](mailto:tammy@ATRelectricDE.com)  \n302-378-3708  |  Statewide  |  Small Business   \n[ Bausum & Duckett Electric ](https://bdelec.net)  \n(Lighting, Energy Assessments)  |  John Dorsey, Owner   \n[ johnd@bdelec.net ](mailto:johnd@bdelec.net)  \n443-497-4277  |  Kent County, Sussex County  |  Small Business   \n[ CoolSys Energy Solutions ](https://coolsys.com)  \n(Energy Assessments, Lighting, HVAC, Food Service, Refrigeration)  |  Lisa Ann Rosenstock   \n[ larosenstock@coolsys.com ](mailto:larosenstock@coolsys.com)  \n480-255-4477  |  Statewide  |  N/A   \n[ Denney Electric Supply \u2013 North ](https://www.denneyelectricsupply.com)  \n(Lighting)  |  Meghan Schwalm   \n[ mschwalm@denneyelectricsupply.com\n](mailto:mschwalm@denneyelectricsupply.com)  \n215-588-6339  |  New Castle County  |  N/A   \n[ Denney Electric Supply \u2013 South ](https://www.denneyelectric.net)  \n(Lighting)  |  Rod Gowen   \n[ rgowen@denneyelectric.net ](mailto:rgowen@denneyelectric.net)  \n302-934-8885  |  Kent County, Sussex County  |  Small Business   \n[ Diamond Electric ](https://diamondstateengineering.com)  \n(Lighting, HVAC, Food Service, Energy Assessments, Retrocommissioning / Tune-Ups, CHP, Other)  |  Thomas J. Hartley   \n[ thartley@diamondelectric.org ](mailto:thartley@diamondelectric.org)  \n302-697-3296  |  Statewide  |  Small Business   \n[ Diamond Mechanical ](https://diamondmechanical.net)  \n(Lighting, HVAC, Refrigeration, Energy Assessments, Retrocommissioning / Tune-Ups, CHP, Other)  |  Gary Fowler   \n[ gfowler@diamondmechanical.net ](mailto:gfowler@diamondmechanical.net)  \n302-697-7694  |  Statewide  |  N/A   \n[ Envirotemp LLC ](https://envirotemp.net)  \n(HVAC)  |  Mike Hindt, President   \n[ office@envirotemp.net ](mailto:office@envirotemp.net)  \n302-653-4073  |  Statewide  |  Small Business   \n[ Evolution ](https://evolutionsg.com)  \n(HVAC)  |  Robert Holdsworth, VP Engineering   \n[ rholdsworth@evolutionsg.com ](mailto:rholdsworth@evolutionsg.com)  \n877-280-4655  |  Statewide  |  Small Business   \n[ Fletcher Plumbing, Heating, & AC ](https://fletcherplumbingheatcool.com)  \n(HVAC, Plumbing)  |  Brian Fletcher, Owner   \n[ fletchershvac@yahoo.com ](mailto:fletchershvac@yahoo.com)  \n302-653-6277  |  Statewide  |  Small Business   \n[ HBS Energy Solution Inc. ](https://hbsenergysolution.com/)  \n(Lighting)  |  Shin Kim, President   \n[ hbsenergysolution@gmail.com ](mailto:hbsenergysolution@gmail.com)  \n443-864-5193  |  Statewide  |  Small Business, Minority Owned   \n[ Hentkowski, Inc. ](https://hentkowski.com)  \n(HVAC)  |  John Hentkowski, Jr, Sales   \n[ jj@hentkowski.com ](mailto:jj@hentkowski.com)  \n302-998-2257  |  New Castle County, Northern Kent County  |  Small Business   \n[ Hyett Refrigeration, Inc. ](https://www.hyettrefrigeration.com)  \n(HVAC, Refrigeration)  |  Ernie Hyett, President   \n[ info@hyettrefrigeration.com ](mailto:info@hyettrefrigeration.com)  \n302-684-4600  |  Sussex County  |  Small Business   \n[ Industrial Energy Services, Inc. (IES) ](https://iesnational.com)  \n(Lighting)  |  Sam Strickland, VP Sales   \n[ sstrickland@iesnational.com ](mailto:sstrickland@iesnational.com) |  Statewide  |  Small Business   \n[ LOWatts ](https://lowatts.com)  \n(Lighting)  |  Larry Savage   \n[ Info@lowatts.com ](mailto:Info@lowatts.com)  \n215-559-9191  |  Statewide  |  Small Business, Minority Owned   \n[ Masten Electric ](https://www.facebook.com/Mastenelectricinc)  \n(Lighting)  |  William Masten, Sonya Arrowood   \n[ office@mastenelectric.net ](mailto:office@mastenelectric.net)  \n302-653-4300  |  Statewide  |  Small Business   \n[ Modern Controls ](https://www.moderncontrols.com)  \n(HVAC, Refrigeration, Retrocommissioning/Building Tune-Ups)  |  Corey Ferguson   \n[ cferguson@moderncontrols.com ](mailto:cferguson@moderncontrols.com)  \n302-584-5146  |  Statewide  |  N/A   \n[ McIntyre Electric ](https://www.mcintyreselectric.com)  \n(Lighting, Refrigeration)  |  John McIntyre   \n[ mcelectric@comcast.net ](mailto:mcelectric@comcast.net)  \n410-546-1810  |  Sussex County  |  Small Business   \n[ National HVAC Services ](https://www.national-hvac.com)  \n(Lighting, HVAC, Refrigeration, Energy Assessment, Retrocommissioning/Building Tune-up, CHP, Energy Monitoring)  |  Jesse Hunter   \n[ jhunter@nationalhvacservice.com ](mailto:jhunter@nationalhvacservice.com)  \n302-629-9400  |  Statewide  |  N/A   \n[ Odle & Sons LLC ](https://odleandsons.com)  \n(Lighting, Electrical Enhancements)  |  Matt Odle   \n[ matt@odleandsons.com ](mailto:matt@odleandsons.com)  \n302-437-5509  |  New Castle County  |  Small Business   \n[ Pennoni ](https://www.pennoni.com)  \n(Energy Assesments, Retrocommisioning/Building Tune-ups, Property Condition Assessments, Engineering Design)  |  Liz McCormick   \n[ lmccormick@pennoni.com ](mailto:lmccormick@pennoni.com)  \n215-516-7194  |  Statewide  |  N/A   \n[ Pink Electrical Services ](https://www.pinkelectrical.com)  \n(Lighting, HVAC)  |  Joe Collison, Owner   \n[ kathy@pinkelectrical.com ](mailto:kathy@pinkelectrical.com)  \n302-363-0438  |  Statewide  |  Small Business   \n[ Seiberlich Trane ](https://www.seiberlich.com)  \n(Lighting, HVAC, Refrigeration, Energy Assessments, Retrocommissioning / Tune-Ups, CHP, Other)  |  Rob Seiberlich, President   \n[ contact@seiberlich.com ](mailto:contact@seiberlich.com)  \n302-395-0200  |  Statewide  |  Small Business   \n[ Spectrum Energy ](https://spectrumenergyllc.com)  \n(Lighting, HVAC, Refrigeration, Energy Assessments, Other)  |  Chet Knaup   \n[ info@spectrumenergyllc.com ](mailto:info@spectrumenergyllc.com)  \n443-832-4373  |  Statewide  |  N/A   \n[ Superior Electric ](https://www.superiorelectric.biz/)  \n(Lighting, Retrocommisioning/Bldg Tune-Ups)  |  Jamie Biscoe, Sr Project Manager   \n[ jamie@SuperiorElectric.biz ](mailto:jamie@SuperiorElectric.biz)  \n302-658-5949  |  Statewide  |  Small Business   \n[ ZeroDraft ](https://zerodraftmd.com)  \n(Energy Assessments, Lighting)  |  Kurt Pfund, Principal   \n[ info@zerodraftmd.com ](mailto:info@zerodraftmd.com)  \n410-321-5936  |  New Castle County  |  Small Business   \n  \nRelated Topics:  [ climate ](https://dnrec.delaware.gov/tag/climate/) , [\ncontractors ](https://dnrec.delaware.gov/tag/contractors/) , [ eeif\n](https://dnrec.delaware.gov/tag/eeif/) , [ efficiency\n](https://dnrec.delaware.gov/tag/efficiency/) , [ energy\n](https://dnrec.delaware.gov/tag/energy/) , [ funding\n](https://dnrec.delaware.gov/tag/funding/) , [ grants\n](https://dnrec.delaware.gov/tag/grants/)\n\n  \n\n  \n\n  \n\n[ ](/)  \n\n  * [ Office of the Secretary ](https://dnrec.delaware.gov/office-of-the-secretary/)\n  * [ Division of Air Quality ](https://dnrec.delaware.gov/air/)\n  * [ Division of Waste and Hazardous Substances ](https://dnrec.delaware.gov/waste-hazardous/)\n\n  * [ Division of Water ](/water/)\n  * [ Division of Climate, Coastal and Energy ](https://dnrec.delaware.gov/climate-coastal-energy/)\n  * [ Division of Fish and Wildlife ](https://dnrec.delaware.gov/fish-wildlife/)\n\n  * [ Division of Parks and Recreation ](/parks/)\n  * [ Division of Watershed Stewardship ](/watershed-stewardship/)\n\n  \n\n* * *\n\n[ __ ](https://www.facebook.com/DelawareDNREC/) [ __\n](https://www.instagram.com/delawarednrec/) [ __\n](https://www.youtube.com/user/DelawareDNREC) [ __\n](https://www.linkedin.com/company/delawarednrec) [ __\n](https://twitter.com/DelawareDNREC)\n\n  * [ DNREC Newsroom ](https://dnrec.delaware.gov/newsroom/)\n  * [ Public Meetings ](https://dnrec.delaware.gov/public-meeting-calendars/)\n  * [ Public Notices ](https://dnrec.delaware.gov/dnrec-public-notices/)\n  * [ DNREC Regulations ](https://dnrec.delaware.gov/dnrec-regulations/)\n\n  * [ Environmental Justice ](https://dnrec.delaware.gov/environmental-justice/)\n  * [ Non-Discrimination Notice ](https://dnrec.delaware.gov/environmental-justice/title-vi-dnrec/)\n  * [ DNREC Open Data ](https://dnrec.delaware.gov/dnrec-open-data/)\n  * [ FOIA Requests ](https://dnrec.delaware.gov/foia/)\n\n  * [ DNREC Divisions ](https://dnrec.delaware.gov/divisions/)\n  * [ About DNREC ](https://dnrec.delaware.gov/mission/)\n  * [ Work for DNREC! ](https://dnrec.delaware.gov/work-here/)\n  * [ Contact Us ](https://dnrec.delaware.gov/contacts/)\n\n\\+\n\n#  Delaware's Government\n\n* * *\n\n[ Delaware's Governor ](http://governor.delaware.gov)  \n[ State Agencies ](http://delaware.gov/topics/agencylist_alpha)  \n[ Elected Officials ](http://delaware.gov/topics/yourgovernment)  \n[ General Assembly ](http://legis.delaware.gov/)  \n[ Delaware Courts ](http://courts.delaware.gov/)  \n[ State Employees ](https://dhr.delaware.gov/personnel/employee-\nresources.shtml)  \n[ Cities & Towns ](http://delaware.gov/topics/municipalities)  \n[ Delaware State Code ](http://delcode.delaware.gov/)  \n[ State Regulations ](http://regulations.delaware.gov/)  \n[ Business First Steps ](http://firststeps.delaware.gov/)\n\n[ Phone Directory ](http://delaware.gov/phonedirectory/)  \n[ Locations Directory ](http://delaware.gov/locationsdirectory/)  \n[ Public Meetings ](https://publicmeetings.delaware.gov/)  \n[ Voting & Elections ](http://elections.delaware.gov)  \n[ Transparency ](http://delaware.gov/topics/transparency)  \n[ Health Insurance ](http://www.choosehealthde.com/)  \n[ Tax Center ](http://delaware.gov/topics/TaxCenter)  \n[ Personal Income Tax ](http://revenue.delaware.gov/pit_onlinefiling.shtml)  \n[ Privacy Policy ](http://delaware.gov/help/privacy)  \n[ Weather & Travel ](http://delaware.gov/topics/weatherpage)\n\n[ Contact Us ](http://delaware.gov/help/degov-contact.shtml)  \n[ Corporations ](http://corp.delaware.gov/)  \n[ Franchise Tax ](http://corp.delaware.gov/paytaxes.shtml)  \n[ Gross Receipts Tax ](https://grossreceiptstax.delaware.gov/grtpublic/)  \n[ Withholding Tax\n](https://dorweb.revenue.delaware.gov/EDIOnline/EDIOnline.dll)  \n[ Delaware Topics ](http://delaware.gov/topics/)  \n[ Help Center ](http://delaware.gov/help/)  \n[ Mobile Apps ](http://delaware.gov/topics/apps)  \n[ E-mail / Text Alerts ](http://delaware.gov/topics/subscribeemail)  \n[ Social Media ](https://delaware.gov/topics/socialmedia)\n\n* * *\n\n[ __ ](https://www.facebook.com/delaware.gov)\n\n[ __ ](https://twitter.com/delaware_gov/)\n\n[ __ ](http://www.flickr.com/groups/delaware_gov/)\n\n[ __ ](https://www.youtube.com/user/DelawareGovernment)\n\n[ __ ](https://www.instagram.com/delaware_gov/)\n\n  \n\nMake Text Size Smaler  __ Reset Text Size  __ Make Text Size Bigger  __\n\n  \n  \n\nBuilt by the [ Government Information Center ](http://gic.delaware.gov)  \n\u00a9MMXXV [ Delaware.gov ](http://delaware.gov)\n\n\\-\n\n",
                "url": "https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-investment-fund/participating-contractors/"
            },
            "reason": "This is the official website of the Delaware Department of Natural Resources and Environmental Control, a government agency. Government websites are generally considered reliable sources of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of the Delaware Department of Natural Resources and Environmental Control.",
            "url": "https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-investment-fund/participating-contractors/"
        },
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                    "source": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
                },
                "page_content": "Scroll Top\n\n[ ](https://www.intgas.com/ \"Home\")\n\n__ __\n\n[ Login ](https://customer.intgas.com/login)\n\n#  Commercial Energy Efficiency\n\n[ Home  ](https://www.intgas.com/) [ Intermountain Gas Energy Efficiency\nProgram  ](https://www.intgas.com/energy-efficiency_program/) Commercial\nEnergy Efficiency\n\n**Installing high-efficiency natural gas appliances in your business is a\nsmart investment that will save you money. Energy-efficient equipment makes\nyour energy dollars go farther. In addition to saving more by using efficient\nequipment, Intermountain Gas offers rebates to keep even more money in your\npocket. Who doesn\u2019t like that?**\n\n###  Heating Incentives\n\nEligible Appliance  |  Efficiency Rating  |  Rebate   \n---|---|---  \nCondensing Unit Heater  |  90% AFUE or Greater Efficiency  |  $1,500   \nBoiler Reset Control  |  N/A  |  $350   \nHigh-Efficiency Condensing Boiler  |  90% or Greater Thermal Efficiency and \u2265300 kBTUh  |  $4.50/kBTUh   \n  \n###  Kitchen Equipment Incentives\n\nEligible Appliance  |  Efficiency Rating  |  Rebate   \n---|---|---  \nFryer  |  ENERGY STAR\u00ae Certified  |  $800   \nSteamer  |  ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,038 BTU/hr/pan Idle Rate)  |  $1,100   \nGriddle  |  ENERGY STAR\u00ae Certified (\u226538% cooking eff/\u22642,650 BTU/hr/pan Idle Rate)  |  $200   \n  \n#####  [ **ENERGY STAR\u00ae Commercial Food Service Product Finder**\n](https://www.energystar.gov/products/commercial_food_service_equipment)\n\n**Contact Information:**\n\n**Dane Jacobsen**\n\nCommercial Energy Efficiency Analyst III\n\nEmail: **[ [email protected]  ](/cdn-cgi/l/email-\nprotection#82e6e3ece7ace8e3e1ede0f1e7ecc2ebecf6e5e3f1ace1edef) **\n\nPhone: **[ 208-985-4040 ](tel:12089854040) **\n\n**Intermountain Gas Energy Efficiency Program**\n\nEmail: **[ [email protected]  ](/cdn-cgi/l/email-\nprotection#8cffedfae9e9e2e9feebf5cce5e2f8ebedffa2efe3e1) **\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**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[ \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 \u201ccookies\u201d) to\noffer you a better web browsing experience and analyze usage. These cookies\nwon\u2019t heat your home, but much like natural gas, they\u2019re a safe and reliable\nway to keep your experience flowing smoothly. They may capture identifiers\nsuch as internet protocol addresses and internet or other electronic network\nactivity information. By continuing to use this application, you consent to\nthe use of cookies in accordance with our [ Privacy Policy\n](https://www.mdu.com/privacy-policy) .  \nAccept All  Accept  Reject  Cookie settings\n\nPrivacy & Cookies Policy\n\n####  Privacy Overview\n\nThis website uses cookies to improve your experience while you navigate\nthrough the website. Out of these cookies, the cookies that are categorized as\nnecessary are stored on your browser as they are essential for the working of\nbasic functionalities of the website. We also use third-party cookies that\nhelp us analyze and understand how you use this website. These cookies will be\nstored in your browser only with your consent. You also have the option to\nopt-out of these cookies. But opting out of some of these cookies may have an\neffect on your browsing experience.\n\nNecessary\n\nAlways Enabled\n\nNecessary cookies are absolutely essential for the website to function\nproperly. This category only includes cookies that ensures basic\nfunctionalities and security features of the website. These cookies do not\nstore any personal information.\n\nNon-necessary\n\nAny cookies that may not be particularly necessary for the website to function\nand is used specifically to collect user personal data via analytics, ads,\nother embedded contents are termed as non-necessary cookies. It is mandatory\nto procure user consent prior to running these cookies on your website.\n\nSAVE & ACCEPT\n\n",
                "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
            },
            "reason": "This is the official website of Indiana Natural Gas Corporation. Official utility websites are generally reliable sources of information about their programs and services, including energy efficiency programs.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of Indiana Natural Gas Corporation with information about energy efficiency programs.",
            "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
        },
        {
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                    "resource_type": "webpage",
                    "source": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
                },
                "page_content": "Skip to main content\n\nElectric matters are handled primarily by engineers in the Electric Section,\nwhich represents the public in regulated electric utility matters brought\nbefore the Utilities Commission. These matters encompass the following areas:\nrates and tariffs; energy efficiency program approval and performance;\nrenewable energy; generation plant siting; transmission line siting; power\nplant operations; fuel procurement; electric resellers; quality of service;\nand mergers and acquisitions.\n\nThe regulated electric utilities in North Carolina are: Duke Energy Carolinas,\nDuke Energy Progress, Dominion Energy North Carolina, New River Light and\nPower, and Western Carolina University.\n\nElectric Membership Cooperatives and Municipal Electric Providers are not\nregulated by the Commission. For issues with electric membership cooperatives,\ncontact the [ North Carolina Electric Membership Corporation\n](https://www.ncelectriccooperatives.com/) at 919-872-0800 or 800-662-8835 or\nthe [ North Carolina Rural Electrification Authority ](https://rea.nc.gov/) at\n919-814-4696. For issues with municipal electric providers, contact [\nElectriCities of North Carolina ](https://www.electricities.com/) at\n919-760-6353.\n\nIf you have a complaint regarding your electric service, please contact the\nPublic Staff\u2019s Consumer Services Division at 919-733-9277 or Toll-Free at\n866-380-9816. You can also email [ Consumer.Services@psncuc.gov\n](mailto:Consumer.Services@psncuc.gov) .\n\nThe Electric Section can be reached at 919-733-2267 or [ EnergyInfo@psncuc.gov\n](mailto:EnergyInfo@psncuc.gov) .\n\n##  Electric Utility Rate Schedules including Service Regulations and Line\nExtension Plans\n\n  * [ Duke Energy ](https://www.duke-energy.com/rates) To switch between the rate schedules for Duke Energy Carolinas and Duke Energy Progress, select the state location marker at the top of the website. \n  * [ Dominion Energy North Carolina ](https://www.dominionenergy.com/north-carolina-electric/rates-and-tariffs) . \n\n##  Bill Comparison for North Carolina's Electric Utilities\n\nThe three largest investor-owned electric utilities in North Carolina are Duke\nEnergy Progress, Duke Energy Carolina's, and Dominion Energy North Carolina.\nThese companies provide electric service to customers in assigned service\nterritories according to rates (or tariffs) approved by the North Carolina\nUtilities Commission. These rates include various components that comprise the\ntotal bill such as customer charge, demand charge, energy charge, fuel charge,\nrenewable energy charge, and energy efficiency charge.\n\nBelow are examples of total bills (excluding sales tax) for various customer\nclasses at various levels of demand and energy use. These examples serve only\nas representative bills  1  . Other tariffs are available for the customer to\ntake advantage of special time-of-use rates offered by each company.\n\nPlease note that Renewable Energy Portfolio Standard (REPS) is now called\nClean Energy Portfolio Standard (CEPS).\n\n  *   *   * \n\nTab/Accordion Items\n\n###\n\n###  Duke Energy Progress\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  RES   \nSingle-Phase  |  n/a  |  300  |  $58.47  |  $58.47   \nn/a  |  500  |  $87.10  |  $87.10   \nn/a  |  1,000  |  $158.67  |  $156.67   \nn/a  |  1,500  |  $230.25  |  $223.25   \nn/a  |  2,000  |  $301.82  |  $289.82   \nCommercial  |  SGS   \nSingle-Phase  \nCommercial or Governmental  |  5  |  360  |  $79.81   \n10  |  720  |  $129.04   \n25  |  1,800  |  $256.38   \nIndustrial  |  MGS   \nThree-Phase  \nIndustrial or Public Authority  |  50  |  18,000  |  $1,916.94   \n100  |  36,000  |  $3,738.38   \n500  |  72,000  |  $9,553.26   \nIndustrial  |  LGS   \nIndustrial or Public Authority  |  1,250  |  450,000  |  $48,118.50   \n1,500  |  540,000  |  $57,688.90   \n5,000  |  1,800,000  |  $191,674.50   \n10,000  |  3,600,000  |  $378,082.50   \n25,000  |  9,000,000  |  $922,306.50   \n50,000  |  21,000,000  |  $2,009,526.50   \n  \n####  Details for Rate Schedules RES & SGS\n\nIndividual Rate Element  |  Residential RES  |  Commercial SGS   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |   \nBasic Customer Charge per month  |  $14.00  |  $14.00  |  $22.00   \nDemand Charge per kW  |  $0.00  |  $0.00  |  $0.00   \nBase Energy Charge per kWh for Schedule RES  |  |  |   \nFor the first 800 kWh  |  $0.12119  |  $0.12119  |   \nFor all additional kWh  |  $0.12119  |  $0.11119  |   \nBase Energy Charge per kWh for Schedule SGS  |  |  |   \nFor the first 750 kWh  |  |  |  $0.12664   \nFor the next 1,250 kWh  |  |  |  $0.10723   \nFor all additional kWh  |  |  |  $0.10193   \nThree-Phase Service Adder per month (excluded for single-phase service)  |  $9.00  |  $9.00  |  $9.00   \nStorm Securitization Charge per kWh  |  $0.00246  |  $0.00246  |  $0.00215   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.52  |  $1.52  |  $8.32   \nCustomer Affordability Rider (CAR)  |  \\-  |  \\-  |  $0.25   \n|  |  |   \nSummary of Rider Adjustments (per kWh)  |  |  |   \nFuel Adjustment Charge  |  $0.00620  |  $0.00620  |  $0.00316   \nDemand Side Management and Energy Efficiency Charge  |  $0.00767  |  $0.00767  |  $0.00274   \nRegulatory Asset and Liability (RAL-2) Rider  |  $0.00000  |  $0.00000  |  $0.00000   \nExcess Deferred Income Tax Charge  |  -$0.00249  |  -$0.00249  |  -$0.00259   \nJoint Agency Asset Rider Charge  |  $0.00538  |  $0.00538  |  $0.00439   \nCompetitive Procurement of Renewable Energy Charge  |  $0.00006  |  $0.00006  |  $0.00026   \nCustomer Affordability Rider (CAR)  |  $0.00034  |  $0.00034  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.00232  |  $0.00232  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.00000  |  $0.00000  |  $0.00000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.00002  |  $0.00002  |  $0.00002   \nTOTAL for Summary of Rider Adjustments  |  $0.01950  |  $0.01950  |  $0.00798   \n  \n###\n\n###  Duke Energy Carolinas\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Bill   \n---|---|---|---|---  \nResidential  |  RS (NC)  |  n/a  |  300  |  $51.28   \nn/a  |  500  |  $75.30   \nn/a  |  1,000  |  $135.35   \nn/a  |  1,500  |  $195.40   \nn/a  |  2,000  |  $255.46   \nCommercial  |  SGS (NC)  |  5  |  360  |  $77.45   \n10  |  720  |  $126.71   \n25  |  1,800  |  $515.10   \n50  |  18,000  |  $1,699.18   \nCommercial  |  LGS (NC)  |  100  |  36,000  |  $3,221.20   \n500  |  72,000  |  $8,312.55   \n1,250  |  550,000  |  $45,461.18   \nIndustrial  |  I (NC)  |  1,500  |  540,000  |  $48,657.35   \n5,000  |  1,800,000  |  $161,970.60   \n10,000  |  3,600,000  |  $323,846.68   \n25,000  |  9,000,000  |  $809,474.90   \n50,000  |  21,000,000  |  $1,824,877.28   \n  \n####  Details for Rate Schedules RS & SGS\n\nIndividual Rate Element  |  Residential RS  |  Commercial SGS   \n---|---|---  \nBasic Customer Charge per month  |  $14.00  |  $21.00   \nDemand Charge per kW for the first 30 kW  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 30 kW  |  $0.00  |  $5.70   \nBase Energy Charge per kWh for Schedule RS  |  $0.118504  |   \nBase Energy Charge per kWh for Schedule SGS  |  |   \nFor the first 3,000 kWh  |  |  $0.134189   \nFor the next 6,000 kWh  |  |  $0.073804   \nFor all over 9,000 kWh  |  |  $0.063073   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.25  |  $6.87   \nStorm Securitization Charge per kWh  |  $0.000474  |  $0.000144   \nCustomer Affordability Rider (CAR) Charge per month  |  \\-  |  $0.33   \n|  |   \nSummary of Rider Adjustments (per kWh)  |  |   \nFuel Cost Adjustment Charge  |  $0.001779  |  $0.003551   \nDemand Side Management and Energy Efficiency  |  $0.004933  |  $0.002963   \nExisting DSM Program Costs Adjsutments Rider  |  -$0.000027  |  -$0.000027   \nBulk Power Marketing Charge (BPM)  |  -$0.000167  |  -$0.000167   \nCompetitive Procurement of Renewable Energy (CPRE)  |  $0.000063  |  $0.000034   \nExcess Deferred Income Tax (EDIT-4)  |  -$0.005081  |  -$0.003033   \nNuclear Production Tax Credits Rider (NPTC)  |  -$0.000834  |  -$0.000834   \nCustomer Affordability Rider (CAR)  |  $0.000459  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.000000  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.000000  |  $0.000000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.000000  |  $0.000000   \nTOTAL for Summary of Rider Adjustments  |  $0.001125  |  $0.002487   \n  \n###\n\n###  Dominion Energy North Carolina\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  Schedule 1  |  n/a  |  300  |  $51.20  |  $46.28   \nn/a  |  500  |  $74.69  |  $66.49   \nn/a  |  1,000  |  $133.41  |  $117.00   \nn/a  |  1,500  |  $192.14  |  $167.52   \nn/a  |  2,000  |  $250.86  |  $218.04   \nCommercial  |  Schedule 5  |  5  |  360  |  $69.91  |  $66.70   \n10  |  720  |  $108.12  |  $101.71   \n25  |  1,800  |  $221.94  |  $205.91   \n50  |  18,000  |  $1,703.21  |  $1,544.57   \n100  |  36,000  |  $3,274.07  |  $2,957.52   \nIndustrial  |  Schedule 6P  |  500  |  72,000  |  $11,694.11   \n1,250  |  450,000  |  $39,209.11   \n1,500  |  540,000  |  $47,018.08   \n5,000  |  1,800,000  |  $153,498.61   \n10,000  |  3,600,000  |  $306,832.94   \n25,000  |  9,000,000  |  $766,835.93   \n50,000  |  21,000,000  |  $1,645,646.53   \n  \n####  Detail for Rate Schedules 1 & 5\n\nIndividual Rate Element  |  Residential Schedule 1  |  Commercial Schedule 5   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |  Summer Bill  |  Winter Bill   \nBasic Customer Charge per month  |  $14.40  |  $14.40  |  $22.97  |  $22.97   \nDemand Charge per kW for the first 100 kW  |  $0.00  |  $0.00  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 100 kW  |  $0.00  |  $0.00  |  $4.11  |  $4.11   \nBase Energy Charge per kWh for Schedule 1  |  $0.121533  |  $0.105123  |  |   \nBase Energy Charge per kWh for Schedule 5  |  |  |  |   \nFor the first 800 kWh  |  |  |  $0.110172  |  $0.101258   \nFor the next 2,200 kWh, add 200 kWh for each kW of demand over 10 through 30 kW and add 100kWh for each kW of demand over 30 kW  |  |  |  $0.109334  |  $0.100431   \nAdditional kWh  |  |  |  $0.084338  |  $0.075615   \nFuel Adjustment Charge per kWh  |  -$0.007362  |  -$0.007362  |  -$0.007355  |  -$0.007355   \nDemand Side Management and Energy Efficiency Charge per kWh  |  $0.001583  |  $0.001583  |  $0.001655  |  $0.001655   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.57  |  $1.57  |  $8.72  |  $8.72   \n  \nNote 1: Billing under non-residential schedules may vary because of contract\ndemand, demand relative to other months, minimum or maximum demand provisions,\nand energy usage during on-peak versus off-peak periods. Billing under these\nschedules may also be subject to minimum monthly charges, additional charges\nfor three-phase service and additional charges due to a power factor less than\n0.85.\n\nNote 2: The Bill Comparison tables are updated annually following the\nadjustment to each utility\u2019s annual cost riders.\n\nNote 3: To calculate a bill, all Individual Rate Elements should be added to\nthe bill total.\n\nNote 4: Renewable Energy Portfolio Standard (REPS) is now called Clean Energy\nPortfolio Standard (CEPS)\n\nOn This Page Jump Links\n\nOff\n\n##  Street Address\n\nNorth Carolina Utilities Commission\n\nPublic Staff\n\n430 North Salisbury Street\n\nRaleigh, NC 27603\n\n##  Contact Us\n\nYou can reach Consumer Services\n\nToll-Free at 866-380-9816\n\nFor all others, please call 919-880-1837\n\n##  Mailing Address\n\nNorth Carolina Utilities Commission\n\nPublic Staff\n\n4326 Mail Service Center\n\nRaleigh, NC 27699-4300\n\n[ Hosted on Digital Commons ](https://it.nc.gov/services/digital-services)\n\n",
                "url": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
            },
            "reason": "This is the official website of the North Carolina Utilities Commission Public Staff. Government websites are generally considered reliable sources of information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Official website of the North Carolina Utilities Commission Public Staff.",
            "url": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
        },
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                    "origin": "public",
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                    "resource_type": "webpage",
                    "source": "https://www.brembogroup.com/en/sustainability/materiality"
                },
                "page_content": "0001-01-01T00:00:00Z  Pages  notset  notset  notset  notset\n\n#\n\nM  a  t  e  r  i  a  l  i  t  y\n\nA  n  a  l  y  s  i  s\n\n\u200b  P  r  o  c  e  s  s\n\nThe aspects involved in measuring the capacity to create sustainable value\n\n[ ]() [ ]()\n\n[ ]() [ ]()\n\nAs every year, the Brembo Group has updated its **materiality analysis** \u2014 the\ntool used **to identify its material sustainability topics** \u2014 and therefore\naligned the content of its Disclosure of Non-Financial Information,\ninstrumental to providing an overview of the Company\u2019s operations,\nperformance, results and, above all, future strategies and targets. These\ntopics are also material aspects for Brembo\u2019s stakeholders and are identified\nand constantly updated, including with its stakeholders\u2019 direct engagement.\n\nIn 2022, in advance of the requirements imposed by the new European Directive\n2022/2464 (the Corporate Sustainability Reporting Directive), Brembo began the\n**double materiality process** , also integrating an **\"outside-in\"\nperspective** **(financial materiality) into its \"inside-out\" impact\nassessment process (impact materiality) according to the** [ **GRI Universal\nStandards** ](https://www.globalreporting.org/standards/) **2021** . Whereas\nthe \"inside-out\" approach identifies the impacts generated, actually or\npotentially, by the organisation and its value chain on the outside world, the\n\"outside-in\" perspective looks at the risks and opportunities that may\ninfluence the Group's creation of value, strategy, operating and financial\nperformance and positioning in the short, medium or long term.\n\nFor 2023, the assessment of the \"outside-in\" perspective (financial\nmateriality) was conducted on the basis of the **European Sustainability\nReporting Standards (ESRSs)** made available by the EFRAG, i.e. the reporting\nstandard that is to be used by companies subject to the Corporate\nSustainability Reporting Directive. This assessment is thus to be regarded as\nfully voluntary and not subject to assurance by the third-party entity that\ncertifies this Disclosure of Non-Financial Information according to the ISAE\n3000 Revised standard.\n\n[\n](https://brem-p-001.sitecorecontenthub.cloud/api/public/content/b189f4f60df841ba81dc2c00dde9c34b?v=f6b82b47)\n\nA description is provided below in the interest of a better understanding of\nthese topics:\n\nGreenhouse gas emissions\n\n__\n\nThe consumption of fossil fuels and electricity in its buildings and\nfacilities, the combustion of fuel for the company fleet and the use of\nmaterials during production contribute to climate change caused by greenhouse\ngas emissions (Scope 1 and 2). In addition, the transport of company products\nby third parties, as well as the purchase **** of services, materials and\nfinished products from suppliers, including their transport, entail greenhouse\ngas emissions caused by such suppliers during their production activities\n(Scope 3). Aware of these impacts, the Brembo Group is committed to pursuing\nthe **ambitious goal of achieving net zero emissions by 2040** , supported by\na defined roadmap designed to gradually reduce Scope 1, 2 and 3 greenhouse gas\nemissions. Brembo\u2019s  \ncommitment to reducing greenhouse gas emissions also extends to end users\nthrough the **use of innovative technologies in its products** , which make it\npossible to limit the weight of brake systems and therefore to reduce GHG\nemissions.\n\nPolluting emissions\n\n__\n\nThe processes of extracting raw materials and manufacturing and painting brake\ncomponents generate polluting emissions such as carbon monoxide (CO), nitrogen\noxides (NOx), particulate matter (PM) and sulphur oxides (SOx), which may\ncause harm to the environment and human health. Thanks to the **Environment\nand Energy Management System** , Brembo has introduced **requirements common\nto all the Group\u2019s plants** aimed at **containing emissions** well below the\nemission limits imposed by the legislation of the Countries in which it\noperates. In addition, thanks to the use of particular materials and\ninnovative technical solutions, Brembo\u2019s products permit a reduction of the\npolluting emissions caused by brake wear and tear during use.\n\nEnergy efficiency\n\n__\n\nInefficient production processes not only use more energy to achieve the same\nresult in production, but also contribute to reducing overall energy\navailability. This phenomenon accelerates fossil fuel consumption, exhausts\nenergy resources more rapidly and increases greenhouse gas emissions. The\nenvironmental consequences of such inefficiency may be significant, resulting\nin higher energy costs and in economic penalisation for the Company. Faced\nwith these challenges, Brembo is actively committed to seeking **constant\nreduction of direct and indirect energy consumption.** Through **investments**\naimed at the adoption of the **best available technologies in terms of energy\nefficiency** , the Group aims to achieve the goals of its Sustainability Plan.\n\nProtection of water resources\n\n__\n\nExcessive consumption of water in water-stressed areas threatens the regional\nhydrological balance and results in scarcity of water resources. Intensive\nindustry \u2014 often inefficient \u2013 contributes to a reduction in water\navailability and degradation of water quality, with an impact on the\nenvironment and on the access to potable water. Aware of the importance of\npreserving this fundamental resource, as part of its Environment and Energy\nManagement System Brembo has implemented a **Water Management procedure that\nimposes requirements and restrictions on all the Group\u2019s plants for\nsustainable use and protection against pollution** . The Group has also set\nitself the **goal of reaching 100% monitoring of flows** (withdrawal,\ndischarge and significant internal use) **by 2025** at each of its sites in\norder to implement improvement actions.\n\nWaste management\n\n__\n\nInadequate waste management by the Group could result in soil pollution, harm\nto natural resources and threats to biodiversity. In addition, a lack of\nattention to waste recycling/recovery and the consequent sending of waste to\ndumps could contribute to soil consumption. Brembo Group is dedicated to\n**efficient waste management** , avoiding generating negative impacts on the\nenvironment and actively seeking to **reuse and develop waste materials** .\nThe Group has set itself the goal of increasing the percentage of waste to be\nrecycled.\n\nProtection of biodiversity\n\n__\n\nThe extraction of primary raw materials may contribute to deforestation and\nenvironmental pollution. In addition, the surface extension of extraction\nsites, as well as the presence of buildings and plants, entail soil\nconsumption, which may result in biodiversity loss. With regard to its plants,\nBrembo has identified a need to act in a way that contributes to **maintaining\nand protecting biodiversity near its assets** . The first step involved an\nanalysis to define and apply a **biodiversity screening methodology to the\ngeographical areas in which its manufacturing plants are located.** The second\nstep will be defining any **improvement, prevention and mitigation actions.**\n\nEvinronmentally sustainable product\n\n__\n\nThe design, production and use of products aimed at reducing environmental\nimpact throughout their life cycle involves minimising the use of natural\nresources, limiting greenhouse gas emissions and reducing waste generation.\nThis entails the adoption of **recyclable materials, the optimisation of\nproduction processes to reduce energy and greenhouse gas emissions and the\npromotion of ethical, socially responsible practices.** The sustainability of\nsuch products is also manifest in their durability and ease of disposal or\nrecycling at the end of their useful lives. Within the framework of this\nphilosophy, Brembo integrates environmental performances into its products,\ndeveloping **braking systems with low particulate and CO2 emissions** , while\nalso enhancing the durability and recyclability of materials. Brembo\u2019s\ncommitment to reinforcing the development of innovative products, featuring\nenvironmentally sustainable, circular designs, translates concretely into\n**promoting sustainable mobility through the reduction of polluting emissions\nthanks to its advanced braking systems and the Group\u2019s commitment to\nsubjecting all its products to a Life Cycle Assessment (LCA).**\n\nDiversity, equity and inclusion\n\n__\n\nBrembo firmly believes that people must have equal access to work, facilities,\nservices and programmes, solely on the basis of their knowledge,\nqualifications, expertise, performance and motivations, regardless of other\npersonal conditions. In recognition of this responsibility, Brembo adopts an\nactive, concrete policy in these areas, reflected in its **Policy on Non\nDiscrimination and Diversity, as well as in the Brembo Charter on Diversity,\nEquity and Inclusion** . In particular, the Group is committed to promoting\nthese aspects along the **three main axes (gender, generation and cultural\nbackground)** through concrete projects that contribute to the wellbeing of\nthe Group\u2019s people.\n\nProtection of human rights\n\n__\n\nThe **protection of human rights** requires policies and practices against\nexploitation and discrimination, both internally and throughout the value\nchain. Brembo, which is committed to respecting the rights of its workers,\nalso extends this commitment to its suppliers, requiring that they abide by\nits Sustainable Procurement Policy in all Countries in which it operates. The\nGroup pays **attention to the direct purchase of minerals from conflict\nzones** , asking its suppliers to declare the origin of Conflict Minerals in\nsupplies intended for the Group. Moreover, the Group conducts audits to ensure\nrespect for human rights among its suppliers.\n\nWorkers\u2019 health and safety\n\n__\n\nEmployment in the automotive industry exposes workers to potential risks and\npermanent harm due to the lack of adequate safety measures. This risk also\nextends to workers upstream and downstream the value chain, increasing the\nprobability of serious physical injuries associated with work activities. In\nresponse to this problem, the Group has implemented an **ISO 45001 management\nsystem at all its plants** , in addition to promoting a **culture of safety\nthrough its \u201cI Am Safety\u201d campaign in Italy and China** . Throughout its\nsupply chain, Brembo\u2019s sustainability policy, included in its Sustainable\nProcurement Policy, sets specific requirements to ensure protection of health\nand safety in suppliers\u2019 workplaces.\n\nWellbeing of personnel\n\n__\n\nIf the Group were not to ensure compliance with minimum wage and employee\nwelfare, this would result in deterioration of the working conditions and\nwell-being of its employees, entailing an increase in personnel turnover.\nFailure to monitor practices throughout the value chain could encourage\nincorrect behaviour, thus causing damages to third-party workers. In response\nto these challenges, the Group has intensified its **vigilance over the job\nmarket, focusing on pay for critical roles and reinforcing its methods of\nmonitoring outgoing personnel and voluntary resignations** . In addition, it\nactively **promotes employee health** , not only through initiatives relating\nto the workplace, but also through programmes providing information on healthy\nlifestyles and courses on proper nutrition, such as the Brembo Wellness\nprogramme.\n\nTraining and development of personnel\n\n__\n\nThe implementation of policies and investments in employee training not only\nensures the development of the Group\u2019s resources, but also contributes\nsignificantly to **increasing the innovative skills required to respond\npromptly to the demands of the business** . Within this framework, Brembo\nadopts a specific procedure for effectively managing **training and\ndevelopment** offerings, designed to be increasingly **global and inclusive**\n, from the annual survey and analysis of training needs to attentive\nmonitoring of quality indicators for the training provided.\n\nData protection and it security\n\n__\n\nThe implementation and application of digital security systems are absolutely\nessential to preventing the risk of data breaches and cyberattacks, which\ncould have severe consequences, including privacy breaches and the loss of\nsensitive customer data. In order for the Group to manage such threats\neffectively, it is fundamental to adopt policies and advanced technologies\nthat take a proactive approach to protecting digital data. The Brembo Group\nhas thus set up a **Privacy Supervisory Committee** , and has introduced the\nposition of **Data Protection Officer and of specific Privacy Officers for\neach area of the company.** These professionals operate in strict compliance\nwith personal data protection legislation, following specific procedures to\nhandle issues, obligations, new processing and reporting, while ensuring\nmaximum security and regulatory compliance.\n\nProduct safety\n\n__\n\nProduct safety is a fundamental priority for ensuring that the design,\nmanufacture and marketing of products adhere to strict safety standards. This\ncommitment entails the implementation of robust **quality control processes\nduring production, active risk management and compliance with applicable\nlegislation, in order to prevent accidents or damages** arising from the use\nof products by consumers. This approach is crucial to preserving the company\u2019s\nreputation, protecting consumers and complying with applicable safety\nlegislation. Following a preventive and proactive approach, Brembo is\ncommitted to applying the voluntary **technical standards that national and\ninternational standards bodies have developed** to ensure the **production of\nexcellent products, while guaranteeing safety, quality and certain\nperformance.** In addition, through the use of innovative technologies, Brembo\nseeks to improve the performance of its braking systems, while continuing to\noffer its end users the utmost reliability and safety.\n\nProtection and development of local communities\n\n__\n\nThe presence of manufacturing plants and extraction sites disfigures the\nlandscape, with adverse impacts, in visual and other terms, for local\ncommunities. The company\u2019s commitment to the well-being of local communities\ntranslates into active management to protect the interests and health of\npeople in the affected areas. At the same time, companies contribute to\neconomic and social development, **promoting job opportunities, developing\nlocal skills and taking an active part in community initiatives.** Responsible\nrelationship management is essential to consolidating trust and ensuring a\npositive impact. Brembo Group\u2019s global presence offers a significant\nopportunity to improve **external positive impacts through the transfer of\ninvestments, technology and skills** . The Group actively promotes the\n**growth of local ancillary industry** , supporting infrastructure, jobs and\ntraining programmes and recognising the importance of fostering intellectual\ncapital in its districts. It also makes its know how available, reinforcing\nits commitment to social responsibility and sustainable development in the\nsurrounding communities.\n\nSustainable supply chain\n\n__\n\nResponsible, sustainable management of the supply chain focuses on an ethical,\ntransparent approach respectful of human rights, social fairness and the\nenvironment. The **Brembo Group asks all suppliers** operating in Countries in\nwhich it is present with its plants **to comply with the Sustainable\nProcurement Policy** . This Policy concerns key issues, including r **espect\nfor human rights, environmental protection, workplace safety, and prevention\nof corruption** . In addition, verification programmes, audits, monitoring,\ntraining sessions and corrective measures are also implemented in cooperation\nwith suppliers to ensure a sustainable supply chain aligned with high ethical\nstandards and corporate responsibility.\n\nBusiness ethics and integrity\n\n__\n\nNon-compliance with business best practices, such as unfair competition and a\nlack of reliable tax risk governance, control and management systems can cause\ndamage to the economy and result in violation of laws and regulations.\nInsufficient supervision of company ethics and integrity could foster\nphenomena of corruption in tenders and supply contracts for both companies and\nindividuals. Brembo has implemented various tools, including the\n**Organisational, Management and Control Model (according to Legislative\nDecree No. 231/2001), the Anti-bribery Code of Conduct, the Supervisory\nBoard** and an entities\u2019 administrative and criminal liability compliance\nprogramme in accordance with applicable local legislation of Countries where\nit operates through subsidiaries.\n\nMaterial topics identified by Brembo  |  Areas of Legislative Decree (IT) 254/2016  |  Impacts  |  Reference GRI Standards  |  Boundary limitations  |  Boundary limitations   \n---|---|---|---|---|---  \nEnvironmentally sustainable product  |  Social  |  Primary raw material saving through the use of recycled and recyclable materials  |  *  |  |   \nEnergy efficiency  |  Environmental  |  Reduction of energy availability due to non-efficient production processes  |  302: Energy (2016)  |  |   \nProtection of water resources  |  Environmental  |  Water scarcity, in particular in water-stressed areas, due to water consumption in the production process  |  303: Water and Effluents (2018)  |  Suppliers  |  Reporting partially extended to suppliers   \nTraining and development of personnel  |  Social  |  Development of skills and know-how through ad hoc training activities  |  401: Employment (2016)   \n  \n404: Training and Education (2016)  |  |   \nWellbeing of personnel  |  Social  |  Failure to ensure workers\u2019 wellbeing due to the absence of dedicated company initiatives  |  *  |  |   \nProduct safety  |  Social  |  Product reliability and safety  |  416: Customer Health and Safety (2016)  |  Customers  |   \nWorkers\u2019 health and safety  |  Social  |  Workers\u2019 accidents and occupational diseases due to non-suitable working conditions  |  403: Occupational Health and Safety (2018)  |  Workers who are not employees   \nContractors  |  Reporting partially extended to contractors   \nGreenhouse gas emissions  |  Environmental  |  Climate change caused by greenhouse gas emissions  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \nProtection of biodiversity  |  Environmental  |  Soil occupation and loss of biodiversity  |  304: Biodiversity (2016)  |  |   \nPolluting emissions  |  Environmental  |  Damage to the environment and human health due to polluting emissions in the air  |  305: Emissions (2016)  |  |   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  |   \nProtection and development of local communities  |  Social  |  Impacts on the social and economic growth of the local areas and communities  |  201: Economic Performance (2016)  |  |   \nSustainable supply chain  |  Social  |  Transparency and involvement of the supply chain in sustainable practices through monitoring and training programmes  |  204: Procurement Practices (2016)  |  |   \n|  |  |  308: Supplier Environmental Assessment (2016)  |  |   \n|  |  |  414: Supplier Social Assessment (2016)  |  |   \nProtection of human rights  |  Social  |  Human rights violations  |  202: Market Presence (2016)  |  |   \nProduct safety  |  Social  |  Damage to consumers due to the absence of product quality and safety checks  |  416: Customer Health and Safety (2016)  |  Customers  |   \n|  |  Increased safety of the end user through the implementation of innovative technologies in products  |  *  |  |   \nWaste management  |  Environmental  |  Soil occupation and pollution due to non-virtuous waste management  |  306: Waste (2020)  |  |   \nDiversity, equity and inclusion  |  Social  |  Non-compliance with equal opportunities legislation in the workplace  |  405: Diversity and Equal Opportunity (2016)  |  |   \n|  |  |  406: Non-discrimination (2016)  |  |   \nData protection and IT security  |  Social  |  Privacy violation and loss of sensitive data  |  418: Customer Privacy (2016)  |  Customers  |   \nBusiness ethics and integrity  |  Social  |  Damage to the economic system due to unfair business practices  |  201: Economic Performance (2016)  |  |   \n|  |  |  205: Anti-corruption (2016)  |  |   \n|  |  |  206: Anti-competitive behaviour (2016)  |  |   \n|  |  |  415: Public Policy (2016)  |  |   \n(*) As regards the topic in question (not directly linked to an aspect covered\nby GRI Standards), Brembo reports the management approach adopted and the\nrelative indicators in the document.  \n  \n[ ](https://www.brembo.com/en/contactus)\n\nBrembo N.V.\n\nVia Stezzano, 87\n\n24126 - 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                "url": "https://www.brembogroup.com/en/sustainability/materiality"
            },
            "reason": "This is the official Brembo Group website, specifically the page detailing their sustainability materiality assessment. Official company websites are considered extremely reliable for information about the company itself.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official Brembo Group website, specifically the page detailing their sustainability materiality assessment.",
            "url": "https://www.brembogroup.com/en/sustainability/materiality"
        },
        {
            "content": {
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                    "ext_id": "facbe1c6-9660-4d59-ba60-aa628c8c0abf",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
                },
                "page_content": "Skip to content\n\n#  Sustainability Accounting Standards Board (SASB)\n\nThe Sustainability Accounting Standards Board (SASB), now part of the IFRS\nFoundation, set standards that help companies disclose relevant sustainability\ninformation for investor use. Outlined below are relevant indicators from the\nApparel, Accessories & Footwear Standard for FY23, unless otherwise noted in\nthe table or our website.  (1)\n\n**Topic**\n\n**Metric**\n\n**Category**\n\n**Unit of Measure**\n\n**Code**\n\n**Data**\n\n**Reference**\n\nActivity Metric\n\nNumber of (1) Tier 1 suppliers and (2) suppliers beyond Tier 1\n\nQuantitative\n\nNumber\n\nCG-AA-000.A\n\n  1. 249 \n  2. 146 \n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nManagement of Chemicals in Products\n\nDiscussion of processes to maintain compliance with restricted substances\nregulations\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-250a.1\n\nNot applicable\n\n[ Substance Restrictions\n](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/abercrombie-fitch-substance-restrictions-2022/)\n\nManagement of Chemicals in Products\n\nDiscussion of processes to assess and manage risks and/or hazards associated\nwith chemicals in products\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-250a.2\n\nNot applicable\n\n[ Substance Restrictions\n](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/abercrombie-fitch-substance-restrictions-2022/)\n\nEnvironmental Impacts in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 in compliance with wastewater discharge permits and/or\ncontractual agreement\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430a.1\n\n  1. In 2023, a total of 118 facilities completed ZDHC wastewater testing with 97% compliance.* This includes 100% of our denim washhouses and garment dyehouses and 71% of fabric mills by production volume. \n\n_*Compliance refers to test results that meet ZDHC Heavy Metals Wastewater\nParameters and Limits, Table 2 and Conventional Parameters and Anon for\nWastewater, Table 3 according to ZDHC Wastewater Guidelines Version 2.1_\n\n[ Water ](https://corporate.abercrombie.com/sustainability/environmental-\nimpact/water/)\n\nEnvironmental Impacts in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 that have completed the Sustainable Apparel Coalition\u2019s Higg\nFacility Environmental Module (Higg FEM) assessment or an equivalent\nenvironmental data assessment\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430a.2\n\n  1. In FY2023, 571 facilities including Tier 1 \u2013 cut and sew, Tier 2 \u2013 laundry, print & embroidery and trim and Tier 3 \u2013 fabric mill, completed the Higg FEM assessment. \n  2. Aggregated percentage of facilities who completed FEM self-assessment = 90% \n  3. Aggregated percentage of facilities who completed FEM verification = 75% \n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nLabor Conditions in the Supply Chain\n\nPercentage of (1) Tier 1 supplier facilities and (2) supplier facilities\nbeyond Tier 1 that have been audited to a labor code of conduct, (3)\npercentage of total audits conducted by a third-party auditor\n\nQuantitative\n\nPercentage (%)\n\nCG-AA-430b.1\n\n(1) 100%\n\n(2) 90%\n\n(3) 100%\n\n[ Social Impact \u2013 Supplier Assessments\n](https://corporate.abercrombie.com/sustainability/social-impact/supplier-\nassessments/)\n\nLabor Conditions in the Supply Chain\n\nPriority non-conformance rate and associated corrective action rate for\nsuppliers\u2019 labor code of conduct audits\n\nQuantitative\n\nRate\n\nCG-AA-430b.2\n\nSee our Supplier Metrics page for audit highlights\n\n[ Factory Audit Details\n](https://corporate.abercrombie.com/sustainability/social-impact/factory-\naudit-details/)\n\nLabor Conditions in the Supply Chain\n\nDescription of the greatest (1) labor and (2) environmental, health, and\nsafety risks in the supply chain\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-430b.3\n\nNot applicable\n\n[ Vendor Code of Conduct\n](https://corporate.abercrombie.com/sustainability/policies-resources/vendor-\ncode-of-conduct/)\n\nRaw Materials Sourcing\n\n(1) List of priority raw materials; for each priority raw material: (2)\nenvironmental or social factor(s) most likely to threaten sourcing, (3)\ndiscussion on business risks or opportunities associated with environmental or\nsocial factors and (4) management strategy for addressing business risks and\nopportunities\n\nDiscussion and Analysis\n\nN/A\n\nCG-AA-440a.3\n\nNot applicable\n\n[ Product Sustainability \u2013 Materials\n](https://corporate.abercrombie.com/sustainability/product-\nsustainability/materials/)\n\nRaw Materials Sourcing\n\n(1) Amount of priority raw materials purchased, by material, and (2) amount of\neach priority raw material that is certified to third-party environmental or\nsocial standard, by standard\n\nQuantitative\n\nMetric tons (t)\n\nCG-AA-440a.4\n\nSee data table below\n\n[ Product Sustainability \u2013 Materials\n](https://corporate.abercrombie.com/sustainability/product-\nsustainability/materials/)\n\n**Metric**\n\n****Raw Material** **\n\n****Data** **\n\n****Year** **\n\n(1) Amount of priority raw materials purchased, by material\n\nTotal Cotton\n\nTotal Polyester (Fill)\n\nTotal Polyester (Fabric)\n\n31,943 metric tons\n\n3,238,194 units\n\n93,034,647 units\n\nCY2023\n\nFY2023\n\nFY2023\n\n(2) Amount of each priority raw material that is certified to third-party\nenvironmental or social standard, by standard\n\nBetter Cotton Initiative (BCI)\n\nRecycled Polyester (Fill)\n\nRecycled Polyester (Fabric)\n\n9,239 metric tons\n\n3,065,027 units\n\n4,202,580 units\n\nCY2023\n\nFY2023\n\nFY2023\n\n(1)  _The inclusion of information contained in this disclosure should not be\nconstrued as a characterization regarding the materiality or financial impact\nof that information to current or prospective investors in, or other\nstakeholders of, Abercrombie & Fitch Co. When we refer to \u201cmateriality\u201d and\nour \u201cmateriality assessment\u201d, we are referring to the identification of\nmaterial issues for purposes of guiding our ESG (Environmental, Social and\nGovernance) strategies, goals, and programs, and we are not using the\ndefinition of materiality for purposes of our financial statements or other\nfilings with the U.S. Securities and Exchange Commission (SEC). _\n\n**Follow Abercrombie & Fitch Co **\n\n  * [ Instagram  ](https://www.instagram.com/lifeatanf/)\n  * [ LinkedIn  ](https://www.linkedin.com/company/abercrombie-&-fitch/)\n  * [ TikTok  ](https://www.tiktok.com/@abercrombie?lang=en)\n\n* * *\n\n##  **FOLLOW ALONG OUR JOURNEY...**\n\nSee the latest news and events on Instagram and connect with us on LinkedIn...\n\n  * [ Instagram  ](https://www.instagram.com/lifeatanf)\n  * [ LinkedIn  ](https://www.linkedin.com/company/abercrombie-&-fitch/)\n\n[ Website Terms Of Use\n](https://www.abercrombie.com/shop/CustomerService?textKey=HELP_SITEUSE&catalogId=10901&langId=-1&pageName=site-\nuse&storeId=10051) _|_ [ Privacy Notice\n](https://corporate.abercrombie.com/privacy-notice/) _|_ \u00a92025 - Abercrombie &\nFitch Co _|_ All Right Reserved\n\n",
                "url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
            },
            "reason": "This is the official Abercrombie & Fitch Co. website, detailing their use of Sustainability Accounting Standards Board (SASB) standards. Official company websites are considered extremely reliable for information about the company itself.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official Abercrombie & Fitch Co. website, detailing their use of Sustainability Accounting Standards Board (SASB) standards.",
            "url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
        },
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                    "source": "https://www.energync.org/business-opportunities-2/"
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                "page_content": "##  Partner Clean Energy  Business Opportunities\n\n####  DOE\u2019s Clean Energy to Communities (C2C) Expert Match Program\n\n**Issued By:** National Renewable Energy Lab (NREL)  \n**Topic Areas:** clean energy, local governments, utilities, community orgs,\ncolleges  \n**Application Deadline:** N/A\n\nNeed help advancing clean energy goals? If so, check out the National\nRenewable Energy Lab (NREL) Clean Energy to Communities (C2C) Expert Match\nprogram. It offers 40-60 hours of expert analytical support to communities,\nincluding local governments, utilities, community organizations, colleges, and\nothers seeking no-cost, short-term assistance to answer clean energy\nquestions. It\u2019s best suited for communities that need to make time-sensitive\ndecisions and learn about options for achieving clean energy goals by applying\nfor federal funding. Applicants get matched with researchers from DOE national\nlaboratories. For more info reach out to:  [ [email protected]  ](/cdn-\ncgi/l/email-protection#17542554726f677265637a7663747f577965727b39707861)\n\n##\n\n####  Two Resources for Findings Federal Funding Opportunities\n\n**Issued By:** American Cities Climate Challenge and Interagency Working Group\non Coal & Power Plant Communities & Economic Revitalization  \n**Topic Areas:** federal funding, clean energy, local communities, economic\ndevelopment  \n**Application Deadline:** N/A\n\nCreated by the American Cities Climate Challenge, the Federal Funding\nOpportunities for Local Decarbonization (FFOLD) tool helps users learn about\nthe many federal funding opportunities that exist for advancing local\ndecarbonization efforts.\n\nNavigating these opportunities and making strategic decisions on how to best\nutilize the funds available can be challenging. This tool helps local\ngovernments prioritize and leverage existing federal funding to advance\nsystem-wide energy transition goals-from block grants and technical assistance\nto competitive grants, loans, and revolving loan funds.\n\nFind more information on and download the  [ FFOLD Tool\n](https://lnks.gd/l/eyJhbGciOiJIUzI1NiJ9.eyJidWxsZXRpbl9saW5rX2lkIjoxMDgsInVyaSI6ImJwMjpjbGljayIsImJ1bGxldGluX2lkIjoiMjAyMjA0MTkuNTY2NDA1NzEiLCJ1cmwiOiJodHRwczovL2NpdHlyZW5ld2FibGVzLm9yZy9yZXNvdXJjZXMvZmVkZXJhbC1mdW5kaW5nLW9wcG9ydHVuaXRpZXMtZm9yLWxvY2FsLWRlY2FyYm9uaXphdGlvbi1mZm9sZC8ifQ.6fXl_lDSgsyyOQuAEoQSJAP_PX_uiZTvTERGQbx0GN8/s/2159740196/br/130017466043-l)\nat the American Cities Climate Challenge website.\n\nThe Interagency Working Group on Coal & Power Plant Communities & Economic\nRevitalization created a centralized clearinghouse that features billions of\ndollars in existing federal funding sources. This government-wide list offers\neasy access to energy communities applying to fund infrastructure,\nenvironmental remediation, job creation, and community revitalization efforts.\n\nView the  [ Interagency Working Group\u2019s Clearinghouse\n](https://lnks.gd/l/eyJhbGciOiJIUzI1NiJ9.eyJidWxsZXRpbl9saW5rX2lkIjoxMDksInVyaSI6ImJwMjpjbGljayIsImJ1bGxldGluX2lkIjoiMjAyMjA0MTkuNTY2NDA1NzEiLCJ1cmwiOiJodHRwczovL2VuZXJneWNvbW11bml0aWVzLmdvdi9mdW5kaW5nLW9wcG9ydHVuaXRpZXMvIn0.4w-ch9osXSh8L7Cap9tbrwPhNdeMUbMIOcIngduVTuQ/s/2159740196/br/130017466043-l)\n.\n\n##\n\n####  Electric Coalition\u2019s EV Funding Finder\n\n**Issued By:** Electric Coalition (EC)  \n**Topic Areas:** electric vehicles, federal funding, transportation\nelectrification  \n**Application Deadlines:** N/A\n\nThe Electric Coalition (EC) has released a new tool to enable cities, states,\nbusinesses, and other partners to identify EV funding opportunities across the\ncountry. Sources will span the Infrastructure Investment and Jobs Act (IIJA),\nthe Inflation Reduction Act (IRA), and other programs that have increased EV\nand EV charging infrastructure eligibility. The finder, which will be updated\nregularly, can be found  [ here ](https://electrificationcoalition.org/ev-\nfunding-finder/) .\n\nPlease contact us at  [ [email protected]  ](/cdn-cgi/l/email-\nprotection#deb7b0b8acbfadaaacabbdaaabacbb9ebbb2bbbdaaacb7b8b7bdbfaab7b1b0bdb1bfb2b7aab7b1b0f0b1acb9)\nfor further questions.\n\n####\n\n##\n\n####  One North Carolina Small Business Program\n\n**Issued By:** NC Department of Commerce  \n**Topic Areas:** small business, technology, community development, clean\nenergy, workforce development  \n**Application Deadline:** Dependent of Solicitation Period and county status\n\nThe One North Carolina Small Business Program is comprised of two programs:\n\n  * The SBIR/STTR Phase I Incentive Funds Program (*** _new this year_ ) \n  * The SBIR/STTR Phase I Matching Funds Program. \n\nAs authorized by North Carolina General Statute \u00a7 143B\u2011437.80 the SBIR/STTR\nPhase I **_Incentive_ ** __ Funds Program provides reimbursement to qualified\nNC businesses for a portion of the costs incurred in preparing and submitting\nPhase I  [ Small Business Innovation Research (SBIR) or Small Business\nTechnology Transfer (STTR) ](https://www.sbir.gov/) proposals to federal\nagencies. The goal of the Incentive Program is to increase the number,\nquality, company and technology diversity, and geographic breadth of NC\napplications for Federal SBIR and STTR Phase I awards.\n\nAs authorized by North Carolina General Statute \u00a7 143B\u2011437.81 the SBIR/STTR\nPhase I **_Matching_ ** __ Funds Program awards matching funds to NC\nbusinesses who have received a federal  [ SBIR or STTR\n](https://www.sbir.gov/) award. The goals of the Matching Program are to help\nNC companies bridge the funding gap period between the final Phase I payment\nand the first Phase II payment in the Federal Program and increase the\nintensity of the research conducted under Phase I, making NC small businesses\nmore competitive in the competition for Phase II funds.\n\n_**If you have questions regarding the programs overall or eligibility, please\ncontact the** [ **OSTI staff** ](https://www.nccommerce.com/about-\nus/divisions-programs/science-technology-innovation#contacts) **.** _\n\n**_All of the following positions can be credited to: [ NASEO\u2019s The Week Ahead\n](https://www.naseo.org/the-week-ahead \"https://www.naseo.org/the-week-ahead\")\n_ **\n\n##\n\n####  DOE Notice of Intent: Electric Drive Vehicle Battery Recycling and\nSecond Life Applications\n\n**Issued By:** U.S. Department of Energy (DOE), The Office of Energy\nEfficiency and Renewable Energy (EERE)  \n**Topic Areas:** electric vehicles, recycling, second use battery  \n**Application Due Date:** TBD\n\nThe Office of Energy Efficiency and Renewable Energy released this  [ Notice\nof Intent ](https://eere-\nexchange.energy.gov/Default.aspx#FoaId599442c8-d25a-4091-96c0-30c0610a6710)\n(No. DE-FOA-0002679) to issue a Funding Opportunity Announcement. DOE\nanticipates making $60 million available to fund research, development, and\ndemonstration projects in two areas. First, Recycling Processing and\nReintegration into the Battery Supply Chain. Second, Second Use Battery Scale\nUp and Demonstration.\n\n####\n\n##\n\n####  Energy Efficiency & Renewable Energy (EERE) Funding Opportunity Exchange\n\n**Issued By:** US Department of Energy (DOE)  \n**Topic Areas:** clean energy, renewables, energy efficiency, building codes,\nclean energy  \n**Application Deadlines:** N/A\n\nStay up to date with the most recent DOE funding opportunities  [ here.\n](https://eere-\nexchange.energy.gov/Default.aspx#FoaIdac8901f4-e765-482b-9931-f425cb8e1fbd)\n\n####\n\n####  Donate\n\nContribute to NCSEA today and help ensure the future growth of clean energy in\nour state and region. Your support allows us to continue driving public policy\nand market solutions designed to enable clean energy jobs, economic\nopportunities, and affordable energy options for North Carolinians.\n\n[ Donate Now ](https://energync.app.neoncrm.com/forms/donation)\n\n####  Join\n\nBecome a member of NCSEA today to stay on top of the latest clean energy\nmarket and policy updates in North Carolina. We offer a wide variety of\nmembership levels for businesses, governments, non-profits, individuals, and\nstudents. Join our network of more than 300 members to help advance our clean\nenergy future.\n\n[ Join Today ](https://www.energync.org/get-involved/join/)\n\n[ ](/ \"Back to home\")\n\n  * Headquarters \n  * 4441 Six Forks Road \n  * Suite 106-250 \n  * Raleigh, NC, NC 27609 \n  * [ [email protected]  ](/cdn-cgi/l/email-protection#a8c1c6cec7e8dfdfdf86cdc6cddacfd1c6cb86c7dacf)\n  * [ P: 919.832.7601 ](tel:9198327601)\n  * [ Contact Us ](/cdn-cgi/l/email-protection#20494e464f605757570e454e455247594e430e4f5247)\n\n  * Quick Links \n  * Our Work \n  * [ Resources ](https://www.energync.org/resources/)\n  * [ Get Involved ](https://www.energync.org/get-involved/)\n  * [ About Us ](https://www.energync.org/about-us-2/)\n  * [ Donate ](https://www.energync.org/donate-2/)\n  * [ Partner Job Opportunities ](https://www.energync.org/partner-job-opportunities/?datefrom=01-01-2001&dateto=12-13-2034#resources)\n  * [ Careers and Internships at NCSEA ](https://www.energync.org/about-us-2/staff/?datefrom=01-01-2001&dateto=12-13-2034#resources)\n\n##  Stay up to Date\n\n[ Visit us on instagram  ](https://www.instagram.com/nccleanenergy/) [ Visit\nus on facebook  ](https://www.facebook.com/NCSustainableEnergyAssoc) [ Visit\nus on twitter  ](https://twitter.com/nccleanenergy) [ Visit us on linkedin\n](https://www.linkedin.com/company/north-carolina-sustainable-energy-\nassociation) [ Visit us on spotify\n](https://open.spotify.com/show/10ap5FotSe5ygrV706BqLH) [ Visit us on podcast\n](https://podcasts.apple.com/us/podcast/the-squeaky-clean-energy-\npodcast/id1463229314) [ Visit us on vimeo  ](https://vimeo.com/nccleanenergy)\n\n\u00a9 2025 NC Sustainable Energy Association\n\n",
                "url": "https://www.energync.org/business-opportunities-2/"
            },
            "reason": "This is the website of the EnergyNC, an organization focused on energy-related business opportunities in North Carolina. While not a government or academic source, it appears to be a reputable organization in the energy sector, making it moderately reliable.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "Website of the EnergyNC.",
            "url": "https://www.energync.org/business-opportunities-2/"
        },
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                    "source": "https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
                },
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They\u2019re popular\nbecause they produce lots of hot water, help dehumidify, and can save more\nthan $500 per year in electricity.*\n\n[ PAY AS LITTLE AS $399 ](/at-home/heat-pump-water-heater-program/)\n\nHeat pump water heaters work like air conditioners, but rather than moving\nheat from the room to the outdoors, they move heat from the room into the\nwater tank.\n\nHeat pump water heaters are sometimes called \u201chybrids\u201d because in addition to\na heat pump, they have traditional electric resistance heating elements for\ntimes when demand exceeds what the heat pump can produce.\n\n##  Financial Example\n\n|  Traditional Electric  \nWater Heater  |  Heat Pump   \nWater Heater  |  Savings   \n---|---|---|---  \nWarranty  |  6 years  |  10 years  |   \nCapacity  |  40 gallons  |  50 gallons  |   \nRetail Price  |  $434  |  $1,399  |   \nInstant Discount  |  n/a  |  -$950  |   \nCost Before Tax Credit  |  $434  |  $449  |   \nFederal Tax Credit (30%)  |  $0  |  -$135  |   \nFinal Purchase Cost  |  $434  |  $314  |  $120   \nAnnual Electricity Cost ($/year)*  |  $792  |  $214  |  $578   \n  \n##  Benefits\n\n  1. They produce lots of hot water. \n  2. They can save more than $5,000 over the life of the unit compared to traditional electric water heaters.* \n  3. They typically have 10+ year warranties. \n  4. They help dehumidify. \n\n* Compared to a traditional electric water heater as shown on [ Efficiency Maine\u2019s Compare Water Heating Costs ](/at-home/water-heating-cost-comparison/) calculator as of 1/30/2025. Your cost and savings may vary. \n\n##  Take Action\n\n  * If your electric water heater is more than ten years old, replace it now while incentives are available. Don\u2019t wait for it to break. \n  * Install a heat pump water heater yourself or use our online tool to find a [ participating installer ](/at-home/vendor-locator/) . \n\n##  Things to Consider\n\n  1. Because of their noise and cooling effect, heat pump water heaters are better suited to basements than living spaces. \n  2. They complement, but do not replace, dehumidifiers because they operate based on hot water demand not humidity levels. \n  3. Condensate from the heat pump water heater must be drained, usually to a sink, drain, sump pump pit, etc. \n  4. For optimum efficiency, install units in 10\u2019 x 10\u2019 or larger rooms with temperatures above 35\u00b0F. \n  5. Recommended clearances from walls and ceilings should be followed to ensure adequate air circulation and access. \n  6. Insulate the first few feet of incoming and outgoing pipe to minimize heat loss. \n  7. 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            "summary": "Official website of Efficiency Maine.",
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                    "source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
                },
                "page_content": "##  EU Taxonomy reporting\n\nPart of NFR  Articles 3 and 9 of the Taxonomy Regulation (EU) 2020/852\n(Taxonomy) require Schaeffler AG to disclose turnover, capital expenditure\n(CapEx), and operating expenditure (OpEx) related to environmentally\nsustainable economic activities for the Schaeffler Group. To enable comparison\nof companies, the Taxonomy Regulation prescribes a classification system for\nenvironmentally sustainable activities. Based on the system, the company\u2019s\ninternal economic activities are classified according to their environmental\nsustainability  . The classification system is broken down into six\nenvironmental objectives:\n\n  * Climate change mitigation \n  * Climate change adaptation \n  * Transition to a  circular economy \n  * Pollution prevention and control \n  * Protection and restoration of biodiversity and ecosystems \n  * Sustainable use and protection of water and marine resources \n\nEconomic activities that have the potential to contribute to one of the\nenvironmental objectives are referred to as taxonomy-eligible. Those taxonomy-\neligible activities that are actually environmentally sustainable are referred\nto as taxonomy-aligned. Taxonomy alignment requires fulfillment of the\nfollowing three criteria sets:\n\n  1. Substantial contribution to one of the six environmental objectives \n  2. No significant harm to the other five environmental objectives (Do no significant harm, DNSH) \n  3. Compliance with minimum social and governance requirements (minimum safeguards) \n\nFor the 2023 reporting year, taxonomy eligibility and alignment are to be\nreported for the first two environmental objectives and, for the first time,\ntaxonomy eligibility for the other four environmental objectives. The\nSchaeffler Group refrains from voluntarily reporting on the taxonomy alignment\nof new economic activities in all six environmental objectives.  Part of NFR\n\n###  General assumptions\n\nPart of NFR  As part of the  EU Taxonomy  implementation process, materiality\nthresholds were defined to consider individual economic activities. These were\ndefined in such a way that they have no material influence on the reporting.\n\nTo prevent different economic activities from being counted twice, a gradual\nprocess with the corresponding control procedures was developed. In addition\nto taxonomy eligibility and substantial contribution, specific DNSH criteria\nwere also assessed on an economic activity level by experts. The criteria\noutlined in Appendixes A, B, C, and D relating to Annex I of the Delegated\nRegulation (EU) 2021/2139 as well as the requirements for minimum safeguards\nwere assessed centrally.  Part of NFR\n\n###  DNSH assessment\n\nPart of NFR  The Schaeffler Group fulfills the DNSH criteria of the appendixes\nfor all taxonomy-relevant activities. As prescribed by Appendix A, a robust\nclimate risk and vulnerability assessment was conducted for all relevant\nlocations, during which specific climate risks could be ruled out. All the\nrelevant climate risks were then assessed in detail and addressed as part of\nthe risk management for each of these locations. Based on the criteria\naddressed in the  EMAS  certification, internal guidelines, and the measures\nundertaken to minimize risk, all the relevant locations were evaluated for the\npotential risk of environmental degradation related to water scarcity and\ncompromised water quality as outlined in Appendix B. The results do not reveal\nsignificant harm as specified in Appendix B. The taxonomy-relevant activities\nfulfill the requirements outlined in Appendix C, thus there is no significant\nharm as specified in Appendix C. For Appendix D, it has been determined that\nnone of the relevant locations are situated in or near biodiversity-sensitive\nareas, with local regulations being verified as part of the existing  EMAS\nvalidation. A limit of 500 meters was defined for this purpose. The other DNSH\ncriteria were assessed on the basis of the economic activity.  Part of NFR\n\n###  Assessment of minimum safeguards\n\nPart of NFR  The assessment of minimum safeguards focused on human rights,\nanti-corruption, fair competition, and taxation with reference to the\nrecommendations made by the Platform on Sustainable Finance, and examined the\nrelevant elements of the value chain, including direct and indirect suppliers,\nown operations, customers, and other business partners.\n\nThe Schaeffler Group is guided by the six-step due diligence process\nrecommended by the  OECD  Guidelines for Multinational Enterprises, which are\nalso in line with the UN Guiding Principles on Business and Human Rights. The\nsix steps include:\n\n  1. Embed responsible business conduct (RBC) into policies and management systems \n  2. Identify and assess actual and potential adverse impacts associated with the enterprise\u2019s operations, products, or services \n  3. Cease, prevent, and mitigate adverse impacts \n  4. Track implementation and results \n  5. Communicate how impacts are addressed \n  6. Provide for or cooperate in remediation when appropriate \n\nThese six steps are covered by the  compliance management systems  in\naccordance with  IDW AsS 980  .\n\nThe requirements for minimum safeguards are communicated both internally and\nto all business partners, including direct and indirect suppliers, by way of\npublicly available documents such as the Schaeffler  Code of Conduct  and the\nSchaeffler Group Corporate  Supplier Code of Conduct  . Additional measures\nthat build on these requirements such as risk analyses and preventive and\ncontrol measures are carried out regularly. Potential violations in any of the\nareas can be reported through the Schaeffler Group\u2019s whistleblowing system.\n\nThe Board of Managing Directors of Schaeffler AG has also introduced a Tax\ncompliance management system  (Tax  CMS  ) based on loss prevention and risk\ncontrol, which is designed to ensure compliance with tax requirements\nthroughout the company and conforms with the Schaeffler Group\u2019s governance\nmodel. In 2020, an independent auditing company confirmed the appropriateness\nand implementation of the Tax  CMS  of Schaeffler AG and its domestic\ncompanies, the majority of whose interests are held directly or indirectly by\nSchaeffler AG. The audit was carried out in accordance with the  IDW AsS 980\nstandard for auditing  compliance management systems  as well as the IDW\nPractice Statement 1/2016: \u201cDesign of and Assurance Engagements Relating to\nTax  compliance management systems  in Accordance with IDW PS 980\u201d. An audit\nof the effectiveness of the Tax  CMS  was launched in accordance with  IDW AsS\n980  in the reporting year, with results expected in 2024.\n\nThe Schaeffler Group did not have any convictions in any of these four areas\nin the reporting year, which indicates that the existing management systems\nare effective.\n\nThe assessment of the DNSH and minimum safeguards requirements outside Europe\ndoes not differ from the assessment within Europe.  Part of NFR\n\n[ More information on the topic of human rights.\n](/2023/social/responsibility-in-society-and-the-supply-chain)  \n[ More information on the topic of compliance, including anti-corruption and\nfair competition. ](/2023/governance/business-integrity)\n\n###  Economic activity assessment\n\nPart of NFR  The Schaeffler Group\u2019s cross-divisional, interdisciplinary\nproject team identified several relevant economic activities. According to the\nSchaeffler Group, these are largely connected to the objective of climate\nchange mitigation, which is why the assessment was conducted with a particular\nfocus on this environmental objective, even if these economic activities are\nalso associated with other environmental objectives.\n\nThe assessment of the Schaeffler Group\u2019s business activities revealed that\nonly wind and hydrogen activities are relevant. Due to these new economic\nactivities, areas of the  Automotive Technologies  and  Automotive Aftermarket\ndivisions as well as the rail, two-wheeler, and aerospace sector clusters are\nconsidered for taxonomy reporting for the first time.\n\nThe Schaeffler Group is doing its part to expand the use of renewable energies\nby manufacturing components for wind power. All wind business is therefore\ntaxonomy-eligible for all three key performance indicators (KPIs) under **3.1\nManufacture of renewable** **energy technologies** and also fulfills the\nsubstantial contribution criteria as well as the DNSH criteria for  circular\neconomy  , which also makes it taxonomy-aligned.\n\nRelated to economic activity **3.2 Manufacture of equipment for the production\nand use of hydrogen** , the Schaeffler Group pursues two different business\nactivities: stack solutions and services for electrolyzers to produce hydrogen\nas well as components for fuel cell vehicles, i.e., for use of hydrogen. The\nSchaeffler Group has refrained from disclosing a CapEx plan and therefore from\nreporting under 3.2.\n\nThe economic activity **3.18 Manufacture of automotive and mobility\ncomponents** includes both automotive and two-wheeler activities. The\ndescription of the economic activity from which taxonomy eligibility is\nderived is interpreted in such a way that the technical evaluation criteria\nare also to be applied to it. The activities identified as taxonomy-eligible\ntake into account the components contained in the list provided in the\nDelegated Regulation (EU) 2023/2485 from June 27, 2023. This also encompasses\nchassis parts used exclusively in electric vehicles as well as parts for\nemission-free two-wheelers. These activities also fulfill the specific DNSH\ncriteria for circularity and pollution prevention and control.\n\nThe description of the economic activity **3.19 Manufacture of rail**\n**rolling stock constituents** is also interpreted in such a way that the\ntechnical evaluation criteria are to be applied to taxonomy eligibility. All\nnon-diesel rail activities (including bimode vehicles) fulfill the specific\nDNSH criteria for circularity and pollution prevention and control and are\ntherefore taxonomy-eligible.\n\nThe Schaeffler Group also produces components that fulfill the criteria for\ntaxonomy eligibility in the economic activity **3.21 Manufacturing of\naircraft** .\n\nMaterial CapEx was also identified in the company\u2019s internal infrastructure in\nconnection with the vehicle fleet, buildings, renewable energies, and IT.\n\nIn accordance with the taxonomy regulation, additions to the vehicle fleet\nwere evaluated as CapEx associated with economic activity **6.5 Transport by\nmotorbikes, passenger cars, and light commercial vehicles** . It was possible\nto evaluate the substantial contribution criteria, but due to data\navailability, not all the requirements outlined in DNSH could be evaluated. As\na result, only taxonomy eligibility can be reported.\n\nReal estate-related investments in the reporting year mainly fall into **7.2\nRenovation of existing buildings** and **7.7 Acquisition and ownership of\nbuildings** . CapEx associated with 7.7 almost exclusively relates to the\nconstruction of new buildings for the company\u2019s own use and real estate-\nrelated leases. The taxonomy alignment of each individual construction project\nwith a CapEx above EUR 250,000 was assessed by comparing the building features\nto the technical evaluation criteria cited in sector 7. Due to the scope of\nsubstantial contribution criteria and specific DNSH criteria, only a part of\nthese activities is classified as taxonomy-aligned.\n\nInvestments in energy efficiency measures for lighting and for ventilation and\nair conditioning systems were allocated to the economic activity **7.3\nInstallation, maintenance and repair of energy efficiency equipment** .\nTaxonomy alignment is only verified for these inside Europe, as the technical\nevaluation criteria are based on European regulations.\n\nTo expand use of renewable energies, investments were made in photovoltaic\nprojects, which are to be classified under economic activity **7.6\nInstallation, maintenance and repair of renewable energy technologies** .\nThese investments are entirely taxonomy-\u00adaligned.\n\nBecause the amount of OpEx spent on the economic activities described in the\nDelegated Regulation (EU) 2022/1214 \u2013 in this case, the maintenance of\ncombined heat and power plants \u2013 is insignificant, reporting according to\nAppendix XII of the Delegated Regulation (EU) 2021/2178 does not apply.\n\n###  2023 Taxonomy key indicators  \nin percentage\n\n|  Taxonomy-  \naligned  |  Taxonomy-    \neligible but  \nnot aligned  |  Taxonomy-    \neligible  |  Taxonomy-    \nnon-  \neligible  \n---|---|---|---|---  \nTurnover  |  3.8  |  5.7  |  9.5  |  90.5   \nCapEx  |  12.9  |  24.6  |  37.5  |  62.5   \nOpEx  |  2.3  |  17.2  |  19.6  |  80.4   \n  \nThe share of the Schaeffler Group\u2019s taxonomy-eligible **turnover** is 9.5 %\nand falls within both Automotive divisions (  ATECH  & AAM  ), as well as the\nIndustrial  division\u2019s wind, rail, aerospace, and two-wheeler sector clusters.\nTaxonomy-eligible turnover can be allocated to the economic activities **3.1\nManufacture of renewable energy technologies** , **3.18 Manufacture of\nautomotive and mobility components** , **3.19 Manufacture of rail rolling\nstock constituents** , and **3.21 Manufacturing of aircraft** . Material\ndifferences to the prior year are the result of the new economic activities\nassociated with the environmental objective climate change mitigation.\nCalculation is based on allocating turnover to relevant customers. The share\nof the Schaeffler Group\u2019s taxonomy-aligned turnover is 3.8 %. The deviation\nfrom taxonomy eligibility is due to the fact that taxonomy alignment does not\nneed to be reported for the new economic activities in the first reporting\nyear. For the company\u2019s wind business, the drop in the turnover KPI compared\nto the prior year is the result of the weak market environment, especially in\nChina. The basis for these relative disclosures is the key figure revenue from\nthe Group\u2019s consolidated statement of income for the 2023 reporting year. All\nof the Schaeffler Group\u2019s turnover are income from contracts with customers.\n\nThe share of the Schaeffler Group\u2019s taxonomy-eligible **CapEx** is 37.5 % and\nincludes investment associated with the core business activities automotive,\nwind, rail, aerospace, and two-wheelers as well as investments in the areas of\nreal estate, renewable energies, vehicle fleet, and IT. Material differences\nto the prior year are the result of the new economic activities. Deviations\nfrom the prior year are the result of increased investment in renewable energy\nlocally (economic activity 7.6) as well as more construction of new buildings\nand fewer renovations. The prior year also saw higher investment in the\neconomic activity **8.1 Data processing, hosting, and related activities** ,\nwhich was immaterial in 2023, and a single investment under economic activity\n**4.1 Electricity generations using solar photovoltaic technology** . The\nshare of the Schaeffler Group\u2019s taxonomy-aligned CapEx is 12.9 %. This\ndifference is the result of the fact that the technical evaluation criteria\nwere not fully met for the vehicle fleet and buildings and is due to the fact\nthat taxonomy alignment does not need to be reported for the new economic\nactivities in the first reporting year. CapEx KPIs are calculated on the basis\nof evaluation of individual investments by experts. The basis for the relative\ndisclosures is the sum of the key figures \u201cadditions to intangible assets\u201d,\n\u201cadditions to rights of use from leases\u201d, and \u201cadditions to property, plant\nand equipment\u201d as of December 31, 2023, applying the definition from the  EU\nTaxonomy  Regulation. The total scope of taxonomy-aligned CapEx is the result\nof additions associated with property, plant and equipment, none of which fall\nwithin CapEx category B or are the result of company mergers.\n\nThe share of taxonomy-eligible **OpEx** is 19.6 % and is associated with\nautomotive, wind, rail, aerospace, and two-wheeler activities. Material\ndifferences to the prior year are the result of the new economic activities.\nThe share of the Schaeffler Group\u2019s taxonomy-aligned OpEx is 2.3 %. The\ndeviation from taxonomy eligibility is due to the fact that taxonomy alignment\ndoes not need to be reported for the new economic activities in the first\nreporting year. OpEx KPIs are calculated on the basis of evaluation of\nindividual projects by experts as well as an allocation model for projects\ndirectly associated with taxonomy-relevant turnover based on turnover KPIs.\nThe reduction in taxonomy-aligned OpEx KPIs compared to the prior year is also\nthe result of the allocation model and the drop in wind business. The basis\nfor these relative disclosures, applying the definition from the  EU Taxonomy\nRegulation, is the \u201cresearch and development costs\u201d from the Group\u2019s\nconsolidated statement of income for the 2023 reporting year plus the\nmaintenance costs associated with the Schaeffler Group\u2019s production plants,\nincluding the costs associated with daily maintenance of property, plant and\nequipment, less the non-relevant costs contained therein.\n\nThe scope of taxonomy-aligned OpEx under economic activity 3.1 is EUR 16\nmillion in research and development expenses and EUR 11 million of expenditure\nfor maintenance and repair. None of the taxonomy-aligned OpEx falls under the\ncategories of building renovation measures, short-term lease, or any other\ndirect expenditure relating to the day-to-day servicing of assessts of\nproperty, plant and equipment, or is connected to CapEx plans.\n\n###  Quantitative breakdown of the CapEx numerator  \nin \u20ac millions\n\n|  **CCM** ** 1)  **  \n**3.1** |  CCM    \n7.6  |  CCM    \n7.7  |  **Total**  \n---|---|---|---|---  \nAdditions to property, plant and equipment  2)  |  28  |  10  |  91  |  129   \n**CapEx taxonomy-aligned, total** |  **28** |  **10** |  **91** |  **129**  \nOf which resulting from business combination  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \nOf which expenses incurred in conjunction with taxonomy-aligned economic activities  |  28  |  10  |  91  |  129   \nOf which expenses incurred within the framework of a CapEx plan  2)  |  \u2013  |  \u2013  |  \u2013  |  \u2013   \n  \n  1. **CCM** Climate change mitigation \n  2. None of the taxonomy-aligned CapEx is associated with intangible assets, investment properties, or capitalized right-of-use assets. \n\nPart of NFR\n\n###  Part of NFR  Turnover\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **Turnover**   \n**in \u20ac millions** |  |  **Proportion of turnover**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) turnover, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-**   \n**tional**  \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies  |  |  CCM 3.1  |  |  624  |  |  3.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nTurnover of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  |  |   \nOf which enabling  |  |  |  |  624  |  |  3.8 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  4.9 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2  Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components  |  |  CCM 3.18  |  |  430  |  |  2.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents  |  |  CCM 3.19  |  |  239  |  |  1.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \n  \nManufacturing of aircraft  |  |  CCM 3.21  |  |  257  |  |  1.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTurnover of taxonomy-eligible but not environmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  926  |  |  5.7 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. Turnover of taxonomy-eligible activities (A1+A2)  |  |  |  |  1,551  |  |  9.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  4.9 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nTurnover of Taxonomy-non-eligible activities  |  |  |  |  14,762  |  |  90.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **16,313** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  CapEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **CapEx**   \n**in \u20ac millions** |  |  **Proportion of CapEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) CapEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. CapEx of environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable energy technologies (CapEx A)  |  |  CCM 3.1  |  |  28  |  |  2.8 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  2.6 %  |  |  E  |  |   \nInstallation, maintenance and repair  \nof energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  1  |  |  0.1 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  n. a.  |  |  E  |  |   \nInstallation, maintenance and repair  \nof renewable energy technologies (CapEx C)  |  |  CCM 7.6  |  |  10  |  |  1.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  0.7 %  |  |  E  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  91  |  |  9.0 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  7.5 %  7)  |  |  |  |   \nCapEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  130  |  |  12.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  10.8 %  |  |  |  |   \nOf which enabling  |  |  |  |  39  |  |  3.9 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.3 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (CapEx A)  |  |  CCM 3.18  |  |  114  |  |  11.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock  \nconstituents (CapEx A)  |  |  CCM 3.19  |  |  8  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacturing of aircraft (CapEx A)  |  |  CCM 3.21  |  |  11  |  |  1.1 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nTransport by motorbikes, passenger cars and light commercial vehicles (CapEx A)  |  |  CCM 6.5  |  |  34  |  |  3.4 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  2.3 %  |  |  |  |   \nRenovation of existing buildings (CapEx A)  |  |  CCM 7.2/ CE 3.2  |  |  12  |  |  1.2 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.6 %  |  |  |  |   \nInstallation, maintenance and repair of energy efficiency equipment (CapEx C)  |  |  CCM 7.3  |  |  5  |  |  0.5 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nAcquisition and ownership of buildings (CapEx A)  |  |  CCM 7.7  |  |  63  |  |  6.3 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  10.1 %  |  |  |  |   \nCapEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  248  |  |  24.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  16.0 %  |  |  |  |   \nA.  CapEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  377  |  |  37.5 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  26.8 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nCapEx of Taxonomy-non-eligible activities  |  |  |  |  629  |  |  62.5 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,006** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n  7. Adjusted by 1.3 % due to revaluation. As assets under construction result in additions to property construction phase over several years, the valuation must be carried out several times, which must be carried out several times, which can lead to changes in prior estimates. \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but not taxonomy-aligned activity with the\nrelevant environmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  OpEx\n\n|  |  |  |  |  |  |  |  **Substantial contribution criteria** |  |  **DNSH criteria (\u201cNo significant harm\u201d)** |  |  **Category**  \n---|---|---|---|---|---|---|---|---|---|---|---|---  \n**Economic activities** |  |  **Code** |  |  **OpEx**   \n**in \u20ac millions** |  |  **Proportion of OpEx**   \n**Year N** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **CCM** ** 1)  ** |  |  **CCA** ** 2)  ** |  |  **WTR** ** 3)  ** |  |  **PPC** ** 4)  ** |  |  **CE** ** 5)  ** |  |  **BIO** ** 6)  ** |  |  **Minimum safe-guards** |  |  **Proportion of**   \n**taxonomy-aligned (A.1.) or taxonomy-eligible (A.2.) OpEx, year N-1** |  |  **Enabling**   \n**activities** |  |  **Transi-tional**   \n**activities**  \n**A. Taxonomy-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nA.1. Environmentally sustainable activities (taxonomy-aligned)  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of renewable  \nenergy technologies (OpEx A)  |  |  CCM 3.1  |  |  27  |  |  2.3 %  |  |  Y  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOpEx of environmentally sustainable activities (taxonomy-aligned) (A.1)  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  |  |   \nOf which enabling  |  |  |  |  27  |  |  2.3 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  Y  |  |  3.0 %  |  |  E  |  |   \nOf which transitional  |  |  |  |  0  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  0.0 %  |  |  |  |  T   \nA.2. Taxonomy-eligible but not environmentally sustainable activities (not taxonomy-aligned activities)  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nManufacture of automotive and  \nmobility components (OpEx A)  |  |  CCM 3.18  |  |  179  |  |  15.6 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of rail rolling stock constituents (OpEx A)  |  |  CCM 3.19  |  |  10  |  |  0.9 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nManufacture of aircraft (OpEx A)  |  |  CCM 3.21  |  |  9  |  |  0.8 %  |  |  EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  N/EL  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nOpEx of taxonomy-eligible but not  \nenvironmentally sustainable activities  \n(not taxonomy-aligned activities) (A.2)  |  |  |  |  197  |  |  17.2 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  n. a.  |  |  |  |   \nA. OpEx of taxonomy-eligible activities (A1+A2)  |  |  |  |  224  |  |  19.6 %  |  |  100 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  0.0 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  3.0 %  |  |  |  |   \n**B. Taxonomy-non-eligible activities** |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \nOpEx of taxonomy-non-eligible activities  |  |  |  |  920  |  |  80.4 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n**Total** |  |  |  |  **1,144** |  |  100 %  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |   \n  \n  1. **CCM** Climate change mitigation \n  2. **CCA** Climate change adaptation \n  3. **WTR** Water and marine resources \n  4. **PPC** Pollution prevention and control \n  5. **CE** Circular economy \n  6. **BIO** Biodiversity and ecosystems \n\n**Y** Yes, taxonomy-eligible and taxonomy-aligned activity with the relevant\nenvironmental objective  \n**N** No, taxonomy-eligible but taxonomy-aligned activity with the relevant\nenvironmental objective  \n**E** Enabling activity  \n**T** Transitional activity  \n**N/EL** Taxonomy-non-eligible activity for the relevant objective  \n**EL** Taxonomy-eligible activity for the relevant objective  Part of NFR\n\n###  Part of NFR  Reporting the scope of taxonomy eligibility and alignment in\naccordance with environmental objective  \nin percentage\n\n|  Proportion of turnover/total turnover  |  Proportion of CapEx/total CapEx  |  Proportion of OpEx/total OpEx   \n---|---|---|---  \n|  **Aligned per**  \n**objective** |  **Eligible per**   \n**objective** |  **Aligned per objective** |  **Eligible per objective** |  **Aligned per objective** |  **Eligible per objective**  \nCCM  |  3.8  |  9.5  |  12.9  |  37.5  |  2.3  |  19.6   \nCCA  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nWTR  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nCE  |  0.0  |  0.0  |  0.0  |  1.2  |  0.0  |  0.0   \nPPC  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \nBIO  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0  |  0.0   \n  \n**CCM** Climate change mitigation  \n**CCA** Climate change adaptation  \n**WTR** Water and marine resources  \n**CE** Circular economy  \n**PPC** Pollution prevention and control  \n**BIO** Biodiversity and ecosystems  Part of NFR\n\n[ Previous page  About the report  ](/2023/data-and-other-information/about-\nthe-report)\n\n[ Next page  Key figures on sustainability  ](/2023/data-and-other-\ninformation/key-figures-on-sustainability)\n\nRelated links\n\n[ Green products ](/2023/environment/green-products)\n\n  * [ Downloads  ](/2023/service-links/downloads)\n  * ####  Share \n\n    * [ Twitter  ](http://twitter.com/share?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ Facebook  ](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n    * [ LinkedIn  ](http://www.linkedin.com/shareArticle?url=https%3A%2F%2Fwww.schaeffler-sustainability-report.com%2F2023%2Fdata-and-other-information%2Feu-taxonomy-reporting)\n\nSchaeffler Group\n\n  * [ Corporate Website ](https://www.schaeffler.com/en/)\n  * [ Sustainability at Schaeffler ](https://www.schaeffler.com/en/group/sustainability/)\n  * [ Annual Report 2023 (PDF) ](https://www.schaeffler.com/remotemedien/media/_shared_media_rwd/08_investor_relations/reports/2023_ar/2023_schaeffler_annual_report_en_1zsxf4.pdf)\n  * [ Schaeffler tomorrow ](https://schaeffler-tomorrow.de/en)\n\nService links\n\n  * [ Downloads ](/2023/service-links/downloads)\n  * [ GRI index ](/2023/data-and-other-information/gri-index)\n  * [ NFR index ](/2023/data-and-other-information/nfr-index)\n\nDo you have any questions?\n\nPlease contact us and we will get in touch with you as soon as possible.\n\n[ Contact us ](https://www.schaeffler.com/en/investor-relations/ir-contact/)\n\n\u00a9 Schaeffler AG  | [ Glossary ](/2023/glossary) [ Imprint ](/2023/imprint) [ Cookie Policy ](/2023/cookie-policy) [ Privacy ](/2023/privacy) [ Terms of Use ](/2023/terms-of-use)\n\n[ ](https://www.linkedin.com/company/schaeffler) [\n](https://www.facebook.com/schaefflergroup) [\n](https://www.instagram.com/schaefflergroup/) [\n](https://www.twitter.com/schaefflergroup) [\n](https://www.youtube.com/Schaeffler)\n\nzum Seitenanfang\n\n",
                "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
            },
            "reason": "This is the official Schaeffler sustainability report website, detailing their EU taxonomy reporting. Official company websites are considered extremely reliable for information about the company itself.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official Schaeffler sustainability report website, detailing their EU taxonomy reporting.",
            "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "c59a7f6d-a875-440c-a74c-36e5fd35e6e2",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
                },
                "page_content": "#  Data Tables and Resources\n\n###  Additional Resources\n\n  * [ 2023 Sustainability Data Supplement ](/content/dam/jbhunt/company/esg/docs/2023-Sustainability-Data-Supplement.pdf)\n  * [ 2022 Sustainability Report ](/content/dam/jbhunt/company/docs/JBHT-Sustainability-Report-2022.pdf)\n  * [ 2021 Data Supplement ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/2021%20Data%20Supplement.pdf)\n  * [ 2020 Sustainability Report ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/2020_Sustainability_Report.pdf)\n  * [ GHG Inventory Verification ](/content/dam/jbhunt/company/esg/docs/GHG_Inventory_Verification_JBHunt_2024.pdf)\n  * [ Environmental Policy ](/content/dam/jbhunt/company/esg/docs/Environmental%20Policy%20Statement_1-10-24.pdf)\n  * [ Social Matters Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/210714_ESG_SocialMattersSummary.pdf)\n  * [ Health & Wellness Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/Promoting_Health_and_Wellness_2021.pdf)\n  * [ Safety Summary ](https://www.jbhunt.com/content/dam/jbhunt/jbh/corporate-responsibility/documents/210714_ESG_SafetySummary.pdf)\n  * [ Safety Policy Statement ](https://www.jbhunt.com/content/dam/jbhunt/company/docs/230728_Safety_Policy_Statement.pdf)\n  * [ Verify TRU ATCM Compliance ](https://arber.arb.ca.gov/publicTCCReports.arb)\n  * [ Full List of Standards and Protective Policies ](https://investor.jbhunt.com/governance/corporate-governance/default.aspx)\n  * [ 2025 CTC Fleet Compliance ](/content/dam/jbhunt/jbh/corporate-responsibility/documents/CTC_Fleet_Compliance_2025.pdf)\n  * [ 2025 Truck and Bus Certificate ](/content/dam/jbhunt/jbh/corporate-responsibility/documents/Truck_and_Bus_Certificate_2025.pdf)\n  * [ J.B. Hunt CDP Scores ](https://www.cdp.net/en/responses/31591/J-B-Hunt-Transport-Services-Inc?back_to=https%3A%2F%2Fwww.cdp.net%2Fen%2Fresponses%3Fqueries%255Bname%255D%3DJ.B.%2BHunt&queries%5Bname%5D=J.B.+Hunt)\n  * [ J.B. Hunt Solar Farm Fact Sheet ](/content/dam/jbhunt/company/esg/docs/JBHunt-Solar-Farm-Fact-Sheet.pdf)\n\n###  About Our Data\n\nIn recent years, J.B. Hunt has improved our efforts to transparently disclose\nand report our ESG performance to our stakeholders in our annual proxy\nstatement, on our website, in our 2020 Sustainability Report, 2021 Data\nSupplement, and in our 2022 Sustainability Report. This year, we continue that\neffort with this 2023 Data Supplement. This report has been prepared in\nreference to the Global Reporting Initiative (GRI) Standards, and in alignment\nwith the Sustainability Accounting Standards Board (SASB) and Task Force on\nClimate-related Financial Disclosures (TCFD) frameworks. Additional\ninformation on our sustainability program is available on the J.B. Hunt\nwebsite.\n\nThe information covered in this report includes data spanning financial years\n2021 to 2023 for the operations of J.B. Hunt Transport Services, Inc. (J.B.\nHunt) and its consolidated subsidiaries.\n\nJ.B. Hunt also voluntarily participates in other ESG disclosures such as CDP\n(formerly the Carbon Disclosure Project), S&P Global, Institutional\nShareholder Services (ISS) Annual Policy Survey, EcoVadis and Sustainalytics.\n\n###  Assurance\n\nScope 1, 2, and partial Scope 3 carbon data was audited by an independent\nthird party, Ruby Canyon Environmental, in accordance with ISO 14064-3:2019\nwith a reasonable level of assurance for Scope 1 and 2 and a limited level of\nassurance for Scope 3.\n\nJ.B. Hunt follows the Global Logistics Emissions Council (GLEC) Framework for\ncalculating GHG emissions.\n\n###  Data Tables\n\n####  Governance & Economic\n\n#####  **Data**\n\n|\n\n#####  **Units**\n\n|\n\n#####  **2023**\n\n|\n\n#####  **2022**\n\n|\n\n#####  **2021**  \n  \n---|---|---|---|---  \n**Board of Directors** |  |  |  |   \n_Female_ |  % of Board  |  22%  |  27%  |  27%   \nAfrican-American  |  Total Number  |  0  |  1  |  1   \nHispanic  |  Total Number  |  0  |  0  |  0   \nCaucasian  |  Total Number  |  2  |  2  |  2   \n_Male_ |  % of Board  |  78%  |  73%  |  73%   \nAfrican-American  |  Total Number  |  0  |  0  |  0   \nHispanic  |  Total Number  |  1  |  0  |  0   \nCaucasian  |  Total Number  |  6  |  8  |  8   \n_Age_ |  |  |  |   \n30-60  |  % of Board  |  56%  |  36%  |  36%   \nOver 60  |  % of Board  |  44%  |  64%  |  64%   \n_Tenure_ |  |  |  |   \n0-10 years  |  Total Number  |  2  |  2  |  2   \n11-20 years  |  Total Number  |  3  |  5  |  6   \n20+ years  |  Total Number  |  4  |  4  |  3   \n_Skills and Qualifications 1  _ |  |  |  |   \nIndustry Experience  |  % of Board  |  80%  |  43%  |  43%   \nPublic Policy  |  % of Board  |  100%  |  86%  |  86%   \nCEO/Senior Management Experience  |  % of Board  |  100%  |  100%  |  100%   \nEconomic/Accounting/Finance  |  % of Board  |  100%  |  86%  |  86%   \nHuman Resource Management  |  % of Board  |  20%  |  29%  |  29%   \nDeveloping and Implementation of Risk Management Systems  |  % of Board  |  40%  |  29%  |  29%   \nRegulatory/Legal  |  % of Board  |  100%  |  100%  |  100%   \nEnvironmental and Climate  |  % of Board  |  60%  |  n/a  |  n/a   \n**_Business Units and Revenues_ ** |  |  |  |   \n**Total Consolidated Revenue** |  **Revenue ($ Million)** |  **$12,830** |  **$14,814** |  **$12,168**  \n**J.B. Hunt Total Company Operated Revenue Ton - Miles** |  **Million Company  \nOperated Ton-Miles (Mt.m) ** |  **52,046** |  **51,765** |  **49,571**  \nIntermodal (JBI)  |  Revenue ($ Million)   \n|  $6,208  |  $7,022  |  $5,454   \n|  % of Total Revenue  \n|  48.4%  |  47.4%  |  44.8%   \n|  Loads  |  2,044,980  |  2,068,278  |  1,984,834   \nDedicated (DCS)  |  Revenue ($ Million)  |  $3,543  |  $3,524  |  $2,706   \n|  % of Total Revenue  |  27.6%  |  23.8%  |  22.2%   \n|  Loads  |  4,274,677  |  4,508,864  |  4,138,889   \nIntegrated (ICS)  |  Revenue ($ Million)  |  $1,390  |  $2,323  |  $2,471   \n|  % of Total Revenue  |  10.8%  |  15.7%  |  20.3%   \n|  Loads  |  764,839  |  1,231,334  |  1,326,979   \nFinal Mile (FMS)  |  Revenue ($ Million)  |  $918  |  $1,042  |  $909   \n|  % of Total Revenue  |  7.2%  |  7.0%  |  7.5%   \n|  Loads  |  4,596,715  |  5,636,432  |  6,677,186   \nTruckload (JBT)  |  Revenue ($ Million)  |  $789  |  $937  |  $668   \n|  % of Total Revenue  |  6.1%  |  6.3%  |  5.5%   \n|  Loads  |  410,091  |  398,070  |  327,231   \n**_Supplier Spend on Goods and Services_ ** |  |  |  |   \nTotal Spend  |  Spend ($ Million)  |  $9,270  |  $10,830  |  $8,487   \nPurchased Transportation  |  %  |  60%  |  67%  |  72%   \nTractors and Trucks  |  %  |  11%  |  7%  |  6%   \nFuel  |  %  |  9%  |  9%  |  7%   \nTrailing Equipment  |  %  |  6%  |  7%  |  5%   \nMaintenance  |  %  |  5%  |  4%  |  3%   \nOther Goods and Services  |  %  |  9%  |  7%  |  8%   \n**_Anti-Corruption Status_ ** |  |  |  |   \nConfirmed incidents of corruption  |  Total Number  |  0  |  1  |  0   \nIncidents in which employees were dismissed or disciplined for corruption  2  |  Total Number  |  0  |  1  |  0   \nIncidents when contracts with business partners were terminated/not renewed due to violations related to corruption  |  Total Number  |  0  |  0  |  0   \n  \n####  Serving  Our Customers\n\n_Data_ |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**Customer Privacy and Losses of Customer Data** |  |  |  |   \nComplaints received from outside parties and substantiated by the organization  |  Number  |  0  |  0  |  0   \nComplaints from regulatory bodies  |  Number  |  0  |  0  |  0   \nTotal number of identified leaks, thefts, or losses of customer data  |  Number  |  0  |  0  |  0   \n  \n####  Supporting Our Employees\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**_Occupational Health & Safety _ ** |  |  |  |   \nNumber of road collisions and incidents  |  Number  |  1,106  |  1,251  |  1,167   \nTotal recordable incident rate (TRIR)  |  Incident rate  |  1.83  |  1.96  |  1.92   \nLost time incident rate (LTIR)  2  |  Incident rate  |  1.46  |  1.53  |  1.28   \nHigh-consequence injuries (excluding fatalities)  2  |  Number  |  85  |  75  |  104   \nHigh-consequence injury (excluding fatalities) frequency rate  |  per 200,000 work hours  |  0.210  |  0.170  |  0.293   \nTotal number of fatalities  |  Number  |  1  |  1  |  1   \nFatality frequency rate for direct employees  |  per 200,000 work hours  |  0.002  |  0.002  |  0.002   \nFatality frequency rate for contract employees  |  per 200,000 work hours  |  0.000  |  0.000  |  0.000   \n**Safety Measurement System BASIC percentiles** |  |  |  |   \nUnsafe Driving  |  %  |  49%  |  63%  |  55%   \nHours-of-service compliance  |  %  |  63%  |  58%  |  45%   \nDriver fitness  |  %  |  52%  |  42%  |  33%   \nControlled substances/alcohol  |  %  |  1%  |  1%  |  0%   \nVehicle maintenance  |  %  |  73%  |  74%  |  73%   \nHazardous Materials Compliance  |  %  |  45%  |  51%  |  53%   \n  \nData  |  New Units  |  2023  |  2022  |  Old Units  |  2023  |  2022  |  2021   \n---|---|---|---|---|---|---|---  \n**_Total Employees_ ** |  **_Total Number_ ** |  **_34,706_ ** |  **_37,154_ ** |  **_Total Number_ ** |  **_34,706_ ** |  **_37,154_ ** |  **_33,045_ **  \nFull-Time Total Number  |  Total Number  |  34,435  |  36,813  |  Total Number  |  34,435  |  36,813  |  32,826   \n**_Overall Demographics_ ** |  |  |  |  |  |  |   \n_Total Population_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  29,413  |  31,391  |  % of Total Employees  |  84.7%  |  84.5%  |  85.1%   \nTotal Females  |  Total Number  |  5,289  |  5,760  |  % of Total Employees  |  15.2%  |  15.5%  |  14.9%   \nDoes not identify  3  |  Total Number  |  4  |  3  |  % of Total Employees  |  0.0%  |  0.0%  |  0.0%   \n_Drivers_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  21,051  |  22,613  |  % of Total Drivers  |  92.5%  |  92.6%  |  93.5%   \nTotal Females  |  Total Number  |  1,703  |  1,801  |  % of Total Drivers  |  7.5%  |  7.4%  |  6.5%   \nDoes not identify  3  |  Total Number  |  1  |  |  % of Total Drivers  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  15,046  |  15,715  |  % of Total Drivers  |  66.1%  |  64.4%  |  61.0%   \n_Non-Drivers_ |  |  |  |  |  |  |   \nTotal Males  |  Total Number  |  8,362  |  8,778  |  % of Total Non-Drivers  |  70%  |  68.9%  |  68.5%   \nTotal Females  |  Total Number  |  3,586  |  3,959  |  % of Total Non-Drivers  |  30%  |  31.1%  |  31.5%   \nDoes not identify  3  |  Total Number  |  3  |  |  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  4,257  |  4,532  |  % of Total Non-Drivers  |  35.6%  |  35.6%  |  32.8%   \n**Management** |  |  |  |  |  |  |   \nMale  |  Total Number  |  3,035  |  3,100  |  % of Total Management  |  75.8%  |  75.4%  |  76.7%   \nFemale  |  Total Number  |  2,615  |  1,010  |  % of Total Management  |  24.2%  |  24.6%  |  23.3%   \nDoes not identify  3  |  Total Number  |  1  |  |  % of Total Management  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  1,221  |  1,234  |  % of Total Management  |  30.5%  |  30.0%  |  27.7%   \n**Non-Management** |  |  |  |  |  |  |   \nMale  |  Total Number  |  5,327  |  5,678  |  % of Total Individual Contributor  |  67.1%  |  65.8%  |  64.3%   \nFemale  |  Total Number  |  2,615  |  2,949  |  % of Total Individual Contributor  |  32.9%  |  34.2%  |  35.7%   \nDoes not identify  3  |  Total Number  |  2  |  |  % of Total Individual Contributor  |  0.0%  |  0.0%  |  0.0%   \nTotal People of Color  |  Total Number  |  3,036  |  3,298  |  % of Total Individual Contributor  |  38.2%  |  38.2%  |  34.7%   \n**_Age Demographics_ ** |  |  |  |  |  |  |   \nUnder Age 30  |  Total Number  |  6,378  |  7,715  |  % of Total Employees  |  18.4%  |  20.8%  |  19.9%   \nAge 30-50  |  Total Number  |  17,378  |  18,200  |  % of Total Employees  |  50.1%  |  49.0%  |  48.3%   \nOver age 50  |  Total Number  |  10,950  |  11,239  |  % of Total Employees  |  31.6%  |  30.2%  |  31.8%   \n**_Race Demographics_ ** |  |  |  |  |  |  |   \nWhite  |  Total Number  |  15,399  |  16,904  |  % of Total Employees  |  44.4%  |  45.5%  |  48.5%   \nBlack or African-American  |  Total Number  |  10,433  |  11,077  |  % of Total Employees  |  30.1%  |  29.8%  |  28.5%   \nHispanic or Lantinx  |  Total Number  |  6,360  |  6,653  |  % of Total Employees  |  18.3%  |  17.9%  |  16.8%   \nAsian or Asian-American  |  Total Number  |  1,431  |  1,473  |  % of Total Employees  |  4.1%  |  4.0%  |  3.5%   \nTwo or More Races  |  Total Number  |  624  |  630  |  % of Total Employees  |  1.8%  |  1.7%  |  1.6%   \nAmerican Indian or Alaskan Native  |  Total Number  |  320  |  282  |  % of Total Employees  |  0.9%  |  0.8%  |  0.7%   \nNative Hawaiian or Other Pacific Islander  |  Total Number  |  127  |  124  |  % of Total Employees  |  0.4%  |  0.3%  |  0.3%   \nOther  4  |  Total Number  |  12  |  11  |  % of Total Employees  |  0.0%  |  0.0%  |  0.1%   \n**_Other Demographics_ ** |  |  |  |  |  |  |   \nTotal number of veterans employed  |  Total Number  |  4,005  |  4,458  |  % of Total Employees  |  11.5%  |  12.0%  |  12.8%   \n**_Tenure and Attrition_ ** |  |  |  |  |  |  |   \nAverage Employee Tenure  |  Years  |  4.7  |  4.1  |  Years  |  4.7  |  4.1  |  4.3   \n**_New Hires_ ** |  |  |  |  |  |  |   \nTotal New Hires  |  Total Number  |  11,444  |  21,980  |  % of Total Employees  |  33.0%  |  59.2%  |  55.6%   \n**_Employee Turnover_ ** |  |  |  |  |  |  |   \nVoluntary Turnover  |  Total Number  |  8,906  |  12,825  |  % of Total Workforce  |  25.7%  |  34.5%  |  38.2%   \nInvoluntary Turnover  |  Total Number  |  4,847  |  4,920  |  % of Total Workforce  |  14.0%  |  13.2%  |  11.4%   \n**_Training Efforts_ ** |  |  |  |  |  |  |   \nHours of training completed by employees  |  Total Number  |  740,579  |  654,862  |  |  740,579  |  654,862  |  397,344   \n  \n####  Protecting Our Environment\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \n**_Greenhouse Gas Emissions_ ** |  |  |  |   \nDirect (Scope 1)  5  |  metric tons CO  2  e  |  1,739,774  |  1,941,821  |  1,711,146  6   \nEnergy indirect (Scope 2)  |  metric tons CO  2  e  |  23,095  |  25,800  |  20,655   \nOther indirect (Scope 3)  7  |  metric tons CO  2  e  |  2,406,687  |  1,482,873  |  1,376,015   \nJ.B. Hunt-specific metric used to calculate emissions intensity (EI) ratio  |  million company operated ton-miles (Mt.m)  |  18,566  |  18,514  |  16,449   \nGHG emissions intensity ratio (Scope 1&2)  7  |  million metric tons CO  2  e / Mt.m  |  95  |  106  |  118   \nNOx  |  metric tons  |  1,260  |  1,331  |  1,134   \nSOx  |  metric tons  |  16  |  18  |  16.5   \nParticulate matter (PM10)  |  metric tons  |  58  |  61  |  53   \n**_Intermodal Emissions Savings Highlight_ ** |  |  |  |   \n_J.B. Hunt Intermodal (JBI)_ |  |  |  |   \nIntermodal Revenue Ton Miles  |  million revenue ton-miles (Mt.m)  |  40,755  |  40,751  |  39,858   \nTotal diesel used  |  million gallons (net)  |  188.7  |  188.2  |  177.6   \n\\- Percentage renewable gallons used  |  % fuel  |  8.95%  |  6.66%  |  5.82%   \nIntermodal revenue ton miles per gallon  |  RTM/Gallon  |  216  |  217  |  224   \nGHG Emissions  |  million metric tons CO  2  e  |  1.93  |  1.93  |  1.79   \n_Avoided GHG Emissions by Intermodal Use_ |  |  |  |   \nAvoided fuel use  |  million gallons  |  398  |  363  |  355   \nAvoided metric tons CO  2  e  |  metric tons CO  2  e  |  4,096,147  |  3,687,116  |  3,607,363   \n_Emissions Intensity Comparison_ |  |  |  |   \nIntermodal GHG Emissions Intensity Ratio  8  |  metric tons CO  2  e / Intermodal Mt.m  |  38.83  |  42.75  |  45   \nCompany Operated GHG Emissions Intensity Ratio  8  |  metric tons CO  2  e / company operated Mt.m  |  95.11  |  98.53  |  104.59   \n**_Energy Efficiency Intiatives_ ** |  |  |  |   \nFuel reduction (avoided fuel use)  |  million gallons (Mgal) Diesel  |  401  |  365  |  358   \n|  million megajoules  |  57,677  |  53,363  |  51,860   \nConversion to AMTs  |  % of fleet  |  100%  |  100%  |  95%   \n|  Avoided Fuel Use (Mgal diesel)  |  2.94  |  3.01  |  2.59   \n|  Avoided Emissions (metric tons)  |  30,280  |  30,588  |  26,299   \nConversion to Intermodal  |  Avoided Fuel Use (Mgal diesel)  |  398  |  363  |  355   \n|  Avoided Emissions  9  (million metric tons)  |  4.10  |  3.69  |  3.61   \nElimination of Empty Miles (Carrier 360)  |  Avoided Empty Miles (million out-of-route/empty miles)  |  4.0  |  3.5  |  1.6   \n|  Avoided Fuel Use (Mgal diesel)  |  0.47  |  0.43  |  0.20   \n|  Avoided Emissions (metric tons)  |  4,863  |  4,419  |  2,024   \n**_Energy Consumption_ ** |  |  |  |   \nDiesel (ULSD)  |  Million Gallons  |  167.0  |  186.4  |  164.8  9   \n|  Million megajoules  |  24,016  |  27,229  |  23,882  9   \nRenewable Diesel  |  Million gallons  |  24.0  |  15.3  |  7.9  9   \n|  Million megajoules  |  3,518  |  2,237  |  1,145  9   \nBiodiesel  |  Million gallons  |  17.0  |  12.8  |  12.8  9   \n|  Million Megajoules  |  2,256  |  1,733  |  1,577  9   \nGasoline  |  Million gallons  |  0.12  |  0.14  |  0.16   \n|  Million Megajoules  |  16.0  |  17.6  |  20.1   \nNatural Gas  |  Million Cubic feet  |  163  |  161  |  142   \n|  Million Megajoules  |  177  |  176  |  151   \n|  % of total energy  |  0.5%  |  0.6%  |  0.5%   \nPropane  |  Million gal  |  0.09  |  .08  |  0.06   \n|  Million Megajoules  |  8.0  |  7.6  |  5.7   \nElectricity  |  Million KWH  |  57.6  |  56.2  |  52.6   \n|  Million Megajoules  |  206.0  |  202.4  |  189.3   \nRenewable Energy  |  % of total energy  |  19%  |  13%  |  10%   \n|  Million Megajoules  |  5,774  |  3,970  |  2,798   \nTotal Direct Consumption  |  Million Megajoules  |  30,197  |  31,603  |  27,946   \nEnergy Intensity Ratio  |  Megajoules/Mt.m  |  580,196  |  610,509  |  539,583   \n**_Waste_ ** |  |  |  |   \nTotal Waste Generated  10  |  Metric tonnes  |  44,647  |  35,377  |  29,603   \nTotal Waste Recycled/Reused/Sold  10  |  Metric tonnes  |  21,176  |  21,022  |  16,732   \nTotal Waste Disposed (landfill)  10  |  Metric tonnes  |  23,471  |  14,355  9  |  12,871   \nIncinerated with energy recovery  |  Metric tonnes  |  0  |  0  |  0   \nIncinderated without energy recovery  |  Metric tonnes  |  0  |  0  |  0   \nWaste otherwise disposed  |  Metric tonnes  |  0  |  0  |  0   \nData coverage (as % of denominator)  |  % of  |  100%  |  100%  |  100%   \n**_Water_ ** |  |  |  |   \nWater consumption  11  |  Million gallons  |  232  |  233  |  186   \n_**Road Fleet by Fuel Type 12  ** _ |  |  |  |   \nDiesel  13  |  Total Number  |  20,085  |  |   \n|  % of Total Fleet  |  99.9%  |  |   \nCompressed Natural Gas  13  |  Total Number  |  3  |  |   \n|  % of Total Fleet  |  0.1%  |  |   \nElectricity  13  |  Total Number  |  8  |  |   \n|  % of Total Fleet  |  0.0%  |  |   \nHydrogen/Electric  13  |  Total Number  |  0  |  |   \n|  % of Total Fleet  |  0.0%  |  |   \n**_Number of Environmental Violations and Fines_ ** |  |  |  |   \nNumber of significant environmental violations of legal obligations/ regulations  14  |  Total Number  |  0  |  0  |  0   \nAmount of fines/penalties related to significant environmental violations  |  $  |  $0  |  $0  |  $0   \n  \n####  Hazardous Materials Transport\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \nNumber of spills and releases to the environment  |  Number  |  4  |  5  |  7   \nAggregate volume of spills and releases to the environment  |  Cubic meters (m  3  )  |  0.5  |  0.5  |  0.8   \n  \n####  Charitable Contributions and Spend\n\nData  |  Units  |  2023  |  2022  |  2021   \n---|---|---|---|---  \nCash Contributions  |  $  |  $2,716,871  |  $5,210,691  |  $6,137,143   \nTime: Employee Volunteer Hours  |  $  |  $21,912  |  $476,476  |  $88,691   \nIn-Kind Giving  |  $  |  $716,955  |  $790,870  |  $875,670   \nManagement Overhead  |  $  |  $158,517  |  $141,838  |  $175,852   \nTotal Chartiable Contributions  |  $  |  $3,614,255  |  $6,619,875  |  $7,277,356   \n  \n####  \"Statement of Use\"\n\nJ.B. Hunt has reported the information cited in this GRI content index for the\nperiod of January 01, 2023 to December 31, 2023 with references to GRI 1\nStandards.\n\n#####  GRI 1 used\n\nGRI 1: Foundation 2021\n\nIndex Reference  |  Disclosure Description  |  Location (pg. number) or Reference   \n---|---|---  \n**_GRI 2: General Disclosures 2021_ ** |  |   \n2-1  |  Organizational Details  |  2023 Annual Report | Item 1. Business , pg. 101   \n2-2  |  Entities included in the organization's sustainability reporting  |  Appendix | About this Report   \n2-3  |  Reporting period, frequency and contact point  |  Appendix   \n2-4  |  Restatements of information  |  Appendix Sustainability Performance Data Tables   \n2-5  |  External assurance  |  Appendix | Assurance   \n2-6  |  Activities, value chain and other business relationships  |  2023 Annual Report | Item 1. Business , pgs. 101-105   \n2-7  |  Employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n2-8  |  Workers who are not employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n2-9  |  Governance structure and composition  |  2023 Annual Report | Governance Highlights, pgs. 24-25 2023   \nAnnual Report | Corporate Governance, pgs. 37-50   \n2-10  |  Nomination and selection of the highest governance body  |  2023 Annual Report | Corporate Governance, pgs. 37-50   \n2-11  |  Chair of the highest governance body  |  2023 Annual Report | Chairman of the Board, pg. 34   \n2-12  |  Role of the highest governance body in overseeing the management of impacts  |  2023 Annual Report | Corporate Governance, pgs. 37-44   \n2-13  |  Delegation of responsibility for managing impacts  |  2023 Annual Report | Executive Officers of The Company, pg. 35   \n2023 Annual Report | Corporate Governance, pgs. 37-44   \n2-14  |  Role of the highest governance body in sustainability reporting  |  2023 Annual Report | Corporate Governance, pgs. 48-50   \n2-15  |  Conflicts of interest  |  2023 Annual Report | Corporate Governance, pgs. 37 and 40-41   \nCode of Ethical and Professional Standards, pgs. 6-7  \n2-16  |  Communication of critical concerns  |  2023 Annual Report | Communications With the Board, pg. 43   \n2-17  |  Collective knowledge of the highest governance body  |  2023 Annual Report | Corporate Governance, pgs. 40-41   \nSustainability Performance Data Tables | Governance and Economic   \n2-18  |  Evaluation of the performance of the highest governance body  |  2023 Annual Report | Corporate Governance, pg. 48   \nCorporate Governance Guidelines | Leadership Evaluation, pg. 5   \n2-19  |  Remuneration policies  |  2023 Annual Report | Director Compensation, pgs. 33-34   \n2023 Annual Report | Executive Compensation, pgs. 52-59   \n2-20  |  Process to determine remuneration  |  2023 Annual Report | Executive Compensation Committee, pg. 47   \n2-21  |  Annual total compensation ration  |  2023 Annual Report | CEO Pay Ratio, pg. 78   \n  \n2-22  |  Statement on sustainable development strategy  |  Message from our CEO and President   \n  \n2-23  |  Policy commitments  |  Code of Ethical and Professional Standards, pg. 12   \n  \n2-24  |  Emedding policy commitments  |  Code of Ethical and Professional Standards, pg. 3   \n  \n2-26  |  Mechanisms for seeking advice and raising concerns  |  Code of Ethical and Professional Standards, pg. 14   \n  \n2-27  |  Compliance with laws and regulations  |  Sustainability Performance Data Tables | Number of Environmental Violations and Fines   \n2-28  |  Membership associations  |  Political & Lobbying Expenditures 2023 J.B. Hunt Corporate Social Matters Summary   \n2-29  |  Approach to stakeholder engagment  |  Materiality Assessment and Stakeholder Engagement, pg. 6   \n2-30  |  Collective bargaining agreements  |  2023 Annual Report | Human Capital Resources, pg. 104   \n**_GRI 3: Material Topics 2021_ ** |  |   \n3-1  |  Process to determine material topics  |  Materiality Assessment and Stakeholder Engagement; 2022 Sustainability Report | Stakeholder Engagement, pg. 7   \n3-2  |  List of material topics  |  Materiality Assessment and Stakeholder Engagement; 2022 Sustainability Report | Stakeholder Engagement, pg. 7   \n3-3  |  Management of material topics  |  Materiality Assessment and Stakeholder Engagement, pg. 6   \n**_GRI 201: Economic Performance 2016_ ** |  |   \n201-1  |  Direct economic value generated and distributed  |  Sustainability Performance Data Tables | Business Units and Revenues, pg. 9   \n201-2  |  Financial Implications and other risks and opportunities due to climate change  |  2023 CDP Climate Change Response: C2. Risks and opportunities   \n201-3  |  Defined benefit plan obligations and other retirement plans  |  2023 Annual Report | Employee Benefit Plans, pg. 149   \n**_GRI 205: Anti-corruption 2016_ ** |  |   \n205-3  |  Confirmed incidents of corruption and actions taken  |  Sustainability Performance Data Tables | Anti-Corruption Status, pg. 10   \n**_GRI 302: Energy 2016_ ** |  |   \n302-1  |  Energy consumption within the organization  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-16   \n302-3  |  Energy intensity  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-15   \n302-4  |  Reduction of energy consumption  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-16   \n**_GRI 305: Emissions 2016_ ** |  |   \n305-1  |  Direct (Scope 1) GHG emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n305-2  |  Energy indirect (Scope 2) GHG emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n305-4  |  GHG emissions intensity  |  Sustainability Performance Data Tables | Protecting Our Environment, pgs. 14-15   \n305-7  |  Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions  |  Sustainability Performance Data Tables | Protecting Our Environment, pg. 14   \n**_GRI 401: Employement 2016_ ** |  |   \n401-1  |  New employee hires and employee turnover  |  Sustainability Performance Data Tables   \n401-2  |  Benefits provided to full-time employees that are not provided to temporary or part-time employees  |  2022 Annual Report, pg. 20   \n**_GRI 403: Occupational Health and Safety 2018_ ** |  |   \n403-1  |  Occupational health and safety management system  |  J.B. Hunt Safety Summary   \n403-2  |  Hazard identification, risk assessment, and incident investigation  |  J.B. Hunt Safety Summary   \n403-3  |  Occupational health services  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-4  |  Worker participation, consultation, and communication on occupational health and safety  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-5  |  Worker training on occupational health and safety  |  2022 Sustainability Report | Promoting a Culture of Safety, pg. 10   \n403-6  |  Promotion of worker health  |  2022 Sustainability Report | Investing in Our People   \n403-7  |  Prevention and mitigation of occupational health and safety impacts directly linked by business relationships  |  J.B. Hunt Safety Summary   \nSupplier Code of Conduct  \n403-9  |  Work-related injuries  |  Sustainability Performance Data Tables | Supporting our Employees, pg. 11   \n**_GRI 404: Training and Education 2016_ ** |  |   \n404-1  |  Average hours of training per year per employee  |  Sustainability Performance Data Tables | Supporting our Employees   \n404-2  |  Programs for upgrading employee skills and transition assistance programs  |  2022 Sustainability Report | Developing Inclusion   \n**_GRI 405: Diversity and Equal Opportunity 2016_ ** |  |   \n405-1  |  Diversity of governance bodies and employees  |  Sustainability Performance Data Tables | Supporting our Employees   \n**_GRI 407: Freedom of Association and Collective Bargaining 2016_ ** |  |   \n407-1  |  Operations an suppliers in which the right to freedom of association and collective bargaining may be at risk.  |  J.B. Hunt conducted a human rights assessment which covers forced labor, human trafficking, child labor, freedom of association, right to collective bargaining, equal remuneration and discrimination for our own employees, the industry, and third party contracted labor. This risk assessment includes an evaluation of women, children, indigenous people, and local communities in which we operate identifying inherent and residual risks. The results of our assessment showed J.B. Hunt has not caused nor contributed to any human rights violations therefore no remediating actions have been taken. J.B. Hunt will conduct this assessment on a bi-annual basis.   \nJ.B. Hunt, Human Rights Statement  \n**_GRI 408: Child Labor 2016_ ** |  |   \n408-1  |  Operations and suppliers at significant risk for incidents of child labor  |  J.B. Hunt, Human Rights Statement   \nSupplier Code of Conduct  \n**_GRI 409: Forced or Compulsory Labor 2016_ ** |  |   \n409-1  |  Operations and suppliers at significant risk for incidents of forced or compulsory labor  |  J.B. Hunt, Human Rights Statement   \nSupplier Code of Conduct  \n**_GRI 410: Security Practices 2016_ ** |  |   \n410-1  |  Security personnel trained in human rights policies or procedures  |  J.B. Hunt, Human Rights Statement   \n**_GRI 418: Customer Privacy 2016_ ** |  |   \n418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  |  Sustainability Performance Data Tables | Serving our Customers   \n  \n####  2022 Sustainability Disclosure Topics & Accounting Metrics\n\nTopic  |  SASB Code  |  Activity Metric  |  Category  |  Unit of Measure  |  Response/Comment   \n---|---|---|---|---|---  \nGreenhouse Gas Emissions  |  TR-RO-110a.1  |  Gross global Scope 1 emissions  |  Quantitative  |  Metric tons (t) CO  2  e  |  1,739,774 metric tons of CO2e   \n|  TR-RO-110a.2  |  Discussion of long-term and short-term strategy   \nor plan to manage Scope 1 emissions, emissions  \nreduction targets, and an analysis of performance  \nagainst those targets  |  Discussion and Analysis  |  n/a  |  See the Working Toward A Low   \nCarbon Future section of our  \n2022 Sustainability Report.  \n|  TR-RO-110a.3  |  (1) Total fuel consumed   \n(2) Percentage natural gas  \n(3) Percentage renewable  |  Quantitative  |  Gigajoules (GJ),   \nPercentage (%)  |  (1) 30,197,000 Gigajoules   \n(2) 0.5% natural gas  \n(3) 19% renewable  \nAir Quality  |  TR-RA-120a.1  |  Air emissions of the following pollutants:   \n(1) NO  x  (excluding N  2  O)  \n(2) SO  X  \n(3) Particulate matter (PM  10  )  |  Quantitative  |  Metric tons (t)  |  (1) NOx (excluding N2O) = 1,260   \n(2) SOX = 16.0 metric tons  \n(3) PM10 = 58 metric tons  \nDriver Working Conditions  |  TR-RO-320a.1  |  (1) Total recordable incident rate   \n(TRIR)2 and  \n(2) Fatality rate for:  \n(a) direct employees  \n(b) contract employees  |  Quantitative  |  Rate  |  (1) 1.86 per 200,000 work hours   \n(2a) 0.002 per 200,000 work hours  \n(2b) 0 per 200,000 work hours  \n|  TR-RO-320a.2  |  (1) Voluntary and   \n(2) Involuntary turnover rate for all employees  |  Quantitative  |  Rate  |  (1) Voluntary turnover rate  15  = 25.7%   \n(2) Involuntary turnover rate  15  = 14.0%  \n|  TR-RO-320a.3  |  Description of approach to managing   \nshort-term and long-term driver health risks  |  Discussion and Analysis  |  Description  |  See Strengthening a Culture of Safety and Investing in Our People section of this 2022 Sustainability Report.   \nAccident & Safety Management  |  TR-RO-540a.1  |  Number of road accidents and incidents  |  Quantitative  |  Number  |  The number of road accidents and incidents: 1,106   \n0.713 DOT accidents per million miles  \n0.212 DOT preventable accidents per million miles  \n|  TR-RO-540a.2  |  Safety Measurement System BASIC percentiles for:   \n(1) Unsafe Driving,  \n(2) Hours-of-Service Compliance,  \n(3) Driver Fitness,  \n(4) Controlled Substances/ Alcohol,  \n(5) Vehicle Maintenance, and  \n(6) Hazardous Materials Compliance  |  Quantitative  |  Percentile  |  (1) Unsafe Driving = 49%   \n(2) Hours-of-Service Compliance = 63%  \n(3) Driver Fitness = 52%  \n(4) Controlled Substances/Alcohol = 1%  \n(5) Vehicle Maintenance = 73%  \n(6) Hazardous Materials Compliance = 45%  \n|  TR-RO-540a.3  |  (1) Number   \n(2) Aggregate volume of spills  \nand releases to the environment  |  Quantitative  |  Number, Cubic   \nMeters (m\u00b3)  |  (1) Number of spills = 4   \n(2) Aggregate volume of spills = 0.5 cubic meter  \n  \n####  Activity Metrics\n\nSASB Code  |  Activity Monitor  |  Category  |  Unit of Measure  |  Response/Comment   \n---|---|---|---|---  \nTR-RO-000.A  |  Revenue ton miles (RTM)  |  Quantitative  |  Million Revenue Ton-Mi  |  52,046   \nTR-RO-000.B  |  Load factor  |  Quantitative  |  Number  |  Load factor = 86.07%   \nTR-RO-000.C  |  (1) Number of employees   \n(2) Number of truck drivers  |  Quantitative  |  Number  |  (1) Total employees = 34,706   \n(2) Truck drivers = 22,755  \n  \n####  TCFD Index\n\nDescriptor  |  Index Reference   \n---|---  \n**1\\. Governance** |   \nA. Describe the board\u2019s oversight of climate-related risks and opportunities.  |  See the 2023 CDP Climate Change Response: C1.1b   \nB. Describe management\u2019s role in assessing and managing climate-related risks and opportunities.  |  See the 2023 CDP Climate Change Response: C1.2 and J.B. Hunt Nominating and Corporate Governance Committee Charter   \n**2\\. Strategy** |   \nA. Describe the climate-related risks and opportunities the organization has identified over the short, medium and long term.  |  See our 2023 CDP Climate Change Response: C2.1a, C2.3, C2.3a, C2.4a   \nB. Describe the impact of climate-related risks and opportunities on the organization\u2019s businesses, strategy and financial planning.  |  See our 2023 CDP Climate Change Response: C2.3a, C2.4a, C3.1, C3.2b, C3.3, C3.4   \nC. Describe the resilience of the organization\u2019s strategy, taking into consideration different climate-related scenarios, including a 2C or lower scenario.  |  See our 2023 CDP Climate Change Response: C3.2, C3.2a, C3.2b   \n**3\\. Risk Management** |   \nA. Describe the organization\u2019s processes for identifying and assessing climate-related risks.  |  See our 2023 CDP Climate Change Response: C2.1b, C2.2, C2.2a   \nB. Describe the organization\u2019s processes for managing climate-related risks.  |  See our 2023 CDP Climate Change Response: C2.2   \nC. Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization\u2019s overall risk management.  |  See our 2023 CDP Climate Change Response: C2.1, C2.2   \n**4\\. Metrics and Targets** |   \nA. Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.  |  See our 2023 CDP Climate Change Response: C4.2, C4.2b and the Working Towards a Low-Carbon Future section of the 2022 Sustainability Report.   \nB. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks.  |  See the Sustainability Data Tables in this report and our CDP Response: C6.1, C6.3, and C6.5   \nC. Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.  |  See the Working Towards a Low-Carbon Future section of the 2022 Sustainability Report and our 2023 CDP Climate Change Response: C4.1, C4.1b, C4.2, C4.2b   \n  \n1  Includes information provided for \u201cIndependent\u201d Directors only.  \n2  Fluctuations occur due to the timing of notation. Events will populate, or\nbe removed throughout the year.  \n3  2023 is the first year of reporting this metric.  \n4  Includes Aboriginal Peoples - Canada, Canadian Visible Minority, and those\nwho do not identify. Zero percent represents any value less than 0.1%.  \n5  Omits emissions from biogenic sources.  \n6  Emissions and emissions intensity values have been updated following an\nupdate to the calculation methodology to ensure consistency across different\nyears. These emissions exclude biogenic emissions.  \n7  49% of Scope 3 emissions are from railroad emissions. In 2023 we are\nupdating our scope 3 reporting here to include all scope 3 sources. Previous\nversions only provided scope 3 emissions from railroads and other downstream\ntransportation sources.  \n8  Emissions intensity values have been updated following an update to the\ncalculation methodology to ensure consistency across different years. This\nincludes using total metric ton-miles and emissions excluding biogenic\nemissions.  \n9  Incorrect values for diesel, renewable diesel and biodiesel were reported\nfor 2021. Incorrect total waste disposed to landfill was reported for 2022.\nThese figures have been corrected in this report.  \n10  J.B. Hunt updated its waste calculation methodology and has restated our\n2021 figures to align with this new method. Total waste increased due to\nimproved data collection at our facilities and sites.  \n11  The increase in water use in 2022 was due to our employee base returning\nto the office.  \n12  Includes assets that J.B. Hunt owns and operates. There are 182 additional\nnatural gas trucks that J.B. Hunt operates and 12 electric trucks.  \n13  2023 is the first year of reporting this metric.  \n14  Significant environmental violation is defined as a violation accompanied\nby a fine/penalty individually costing more than $10,000 USD. Amounts equal to\nor less than $10,000 USD are not considered significant.  \n15  Voluntary and involuntary turnover rate provided is for all J.B. Hunt\nemployees and not just driver employees.\n\n  * [ Shippers ](/shippers)\n  * [ Instant Quote ](/shippers/instant-quote)\n  * [ Dedicated Contract Services ](/shippers/dedicated-contract-services)\n  * [ Final Mile Services ](/shippers/final-mile-services)\n  * [ Highway Services ](/shippers/highway-services)\n  * [ Intermodal ](/shippers/intermodal)\n  * [ International ](/shippers/international)\n  * [ Managed Logistics ](/shippers/managed-logistics)\n  * [ Shipper 360 ](/technology/shipper-360)\n\n  * [ Carriers ](/carriers)\n  * [ Load Board ](/loadboard/load-board/map)\n  * [ Truckload Carriers ](/carriers)\n  * [ Power Only Carriers ](/carriers/power-only)\n  * [ Home Delivery Carriers ](/carriers/home-delivery-carrier)\n  * [ Carrier 360 ](/technology/carrier-360)\n\n  * [ Company ](/our-company/)\n  * [ Our Foundations ](/our-company/our-foundations)\n  * [ Why J.B. Hunt ](/our-company/why-jbhunt)\n  * [ Case Studies ](/our-company/case-studies)\n  * [ Company Newsroom ](/our-company/newsroom)\n  * [ Environmental, Social and Governance ](/our-company/esg)\n  * [ J.B. Hunt Careers ](https://careers.jbhunt.com)\n  * [ Drive with J.B. Hunt ](https://drivers.jbhunt.com/)\n  * [ Investor Relations ](https://investor.jbhunt.com/overview/default.aspx)\n\n  * Resources \n  * [ Contact Us ](/contact-us)\n  * [ Vendor Portal ](https://vendorportal2.jbhunt.com/app_garage_VendorPortalUI/)\n  * [ Equipment Repair Request ](/our-company/public-safety/security/repair-request-form)\n  * [ Shipper 360\u00ae Terms of Use ](/content/dam/jbhunt/technology/shipper-360/Shipper_360_Terms_and_Conditions_200812.pdf)\n  * [ NVOCC Rules Tariff ](/shipment-solutions/nvocc-rules-tariff)\n  * [ Tariff for Specialized Furniture Transportation and Storage ](/content/dam/jbhunt/jbh/corporate-responsibility/documents/250107_Tariff_for_Specialized_Furniture_Transportation_and_Storage.pdf)\n  * [ SEC Filings ](https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000728535&owner=include)\n\n######  Connect With Us\n\n  * [ ](https://www.facebook.com/jbhunttransport/)\n  * [ ](https://www.linkedin.com/company/jb-hunt-transport-services-inc)\n  * [ ](https://www.instagram.com/jbhunttransport/?hl=en)\n  * [ ](https://twitter.com/jbhunt360?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor)\n  * [ ](https://www.youtube.com/channel/UCmEW8-aYb8KEhn7q2wDWF5w)\n\nThis site and all content is \u00a9  J.B. Hunt Transport, Inc. The J.B. Hunt logo,\ncontent or images may not be used or reproduced by any means without express,\nwritten consent.\n\n[ Privacy Policy ](/privacy-policy \"Privacy Policy\") [ Privacy Notice for\nResidents of California and Texas ](/privacy-ca-tx \"Privacy Notice for\nResidents of California and Texas\") [ Do Not Sell or Share My Personal\nInformation\n](https://privacyportal.onetrust.com/webform/ac55c932-4016-4c1b-a431-94114790807f/2a93f43c-8675-412f-a5e5-d169dd36b9f3\n\"Do Not Sell or Share My Personal Information\") [ Accessibility\n](/accessibility \"Accessibility\")\n\n",
                "url": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
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            "summary": "This is the official J.B. Hunt website, specifically the page providing ESG data tables and resources.",
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                    "source": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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                "page_content": "Skip to main content\n\n",
                "url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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            "reliability_score": 0.9,
            "search_query": "company 'N/A' governance diversity inclusion",
            "summary": "This page presents research-backed insights on diversity and inclusion.",
            "url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
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                    "source": "https://www.roche.com/investors/reports/gri-index"
                },
                "page_content": "  * [ About Roche ](/about/)\n    * [ About Roche  ](/about/)\n    * [ Strategy ](/about/strategy/)\n    * [ Business ](/about/business/)\n    * [ Sustainability ](/about/sustainability/)\n    * [ Leadership ](/about/leadership/)\n    * [ Governance ](/about/governance/)\n    * [ History ](/about/history)\n  * [ Solutions ](/solutions/)\n    * [ Solutions  ](/solutions/)\n    * [ Focus areas ](/solutions/focus-areas/)\n    * [ Pharma solutions ](/solutions/pharma/)\n    * [ Diagnostic solutions ](/solutions/diagnostics/)\n    * [ Pipeline ](/solutions/pipeline/)\n  * [ Innovation ](/innovation/)\n    * [ Innovation  ](/innovation/)\n    * [ Team & structure ](/innovation/structure/)\n    * [ Innovation process ](/innovation/process/)\n    * [ Ethical standards ](/innovation/ethical-standards/)\n    * [ Partnering ](/innovation/partnering/)\n  *   * [ Investors ](/investors/)\n    * [ Investors  ](/investors/)\n    * [ Investor updates ](/investors/updates/)\n    * [ Investor events ](/investors/events/)\n    * [ Reporting ](/investors/reports/)\n    * [ Finance Information Tool ](/investors/rofis)\n    * [ Share and Bond information ](/investors/bonds)\n    * [ Download center ](/investors/downloads)\n  * [ Media ](/media/)\n    * [ Media  ](/media/)\n    * [ Media releases ](/media/releases/)\n    * [ Media events ](/media/events/)\n    * [ Media statements ](/media/statements)\n    * [ Media library ](/media/library-images)\n\n  * [ Stories ](/stories/)\n  * [ Careers ](https://careers.roche.com)\n  *   * [ ](/worldwide)\n  * [ ](/search)\n\n#  Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a  of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n###  GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](https://assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n##  Discover more\n\n\u00c2\u00a9  \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
                "url": "https://www.roche.com/investors/reports/gri-index"
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            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official Roche website, specifically the page providing their GRI index for investors reports.",
            "url": "https://www.roche.com/investors/reports/gri-index"
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                    "source": "https://investor.bankofamerica.com/corporate-governance/management-team-and-directors?wcmmode=disabled"
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                "page_content": "Loading content\n\n#\n\n##  Executive Management Team\n\n[ Meet Our Team\n](https://newsroom.bankofamerica.com/content/newsroom/executive-bios.html)\n\n##  Board of Directors\n\nView Bio\n\n###  **Brian T. Moynihan**\n\nChair of the Board and  \nChief Executive Officer,  \nBank of America Corporation\n\n  \nView Bio\n\nSame page link Brian T. Moynihan Dialog\n\n##  Brian T. Moynihan\n\n**Chair of the Board and  \nChief Executive Officer,  \nBank of America Corporation **\n\nAge: 65  Director since: January 2010\n\nCommittee membership:  Attends meetings of all of the Board committees\n\nAs our Chief Executive Officer, Mr. Moynihan leads a team of more than 200,000\nemployees focused on driving Responsible Growth for our teammates, clients,\ncommunities, and shareholders.\n\nUnder his leadership, the company provides core financial services to three\nclient groups through our eight lines of business. This has delivered record\nearnings and significant capital return to shareholders. Mr. Moynihan has\ndemonstrated leadership qualities, management capability, knowledge of our\nbusiness and industry, and a long-term strategic perspective. In addition, he\nhas many years of international and domestic financial services experience,\nincluding wholesale and retail businesses.\n\n###  Professional highlights:\n\n  * Appointed Chair of the Board of Directors of Bank of America Corporation in October 2014 and President and Chief Executive Officer in January 2010. Prior to becoming Chief Executive Officer, Mr. Moynihan led each of the company\u2019s operating units \n  * Member (and prior Chair) of the Board of Directors of Bank Policy Institute (Chair of the Global Regulatory Policy Committee) \n  * Member (and prior Chair) of Financial Services Forum \u2022 Chair of the Supervisory Board of The Clearing House Association L.L.C. \n  * Member of Business Roundtable \n  * Member (and prior Chairman) of the World Economic Forum\u2019s International Business Council (Chair of Stakeholder Capitalism Metrics Initiative) \n  * Past Chair of the Board of The U.S. Council on Competitiveness \n  * Chair of the Sustainable Markets Initiative \n\n###  Other leadership experience and service:\n\n  * Chancellor (Chair) and current member of Board of Fellows of Brown University \n  * Member of Advisory Council of Smithsonian\u2019s National Museum of African American History and Culture \n  * Member of Charlotte Executive Leadership Council \n  * Chair of Massachusetts Competitive Partnership \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Lionel L. Nowell III**\n\nLead Independent Director,  \nBank of America Corporation  \n  \nFormer Senior Vice President and Treasurer, PepsiCo, Inc.\n\n  \nView Bio\n\nSame page link Lionel L. Nowell III Dialog\n\n##  Lionel L. Nowell III\n\n**Lead Independent Director,  \nBank of America Corporation  \n  \nFormer Senior Vice President and Treasurer, PepsiCo, Inc. (Pepsi) **\n\nAge: 70  Director since: January 2013\n\nCommittee membership:  Attends meetings of all of the Board committees\n\nMr. Nowell is an active board leader with a deep range of corporate audit,\nfinancial expertise, risk management, operational, and strategic planning\nexperience.\n\nDuring his more than 30-year career with multinational consumer products\nconglomerates, he oversaw the worldwide corporate treasury functions,\nincluding debt and investment activities, capital markets strategies, and\nforeign exchange as Senior Vice President and Treasurer of Pepsi, finance\nfunctions as Chief Financial Officer of Pepsi Bottling Group, and held\nresponsibilities for strategy and business development as a Senior Vice\nPresident at RJR Nabisco. Mr. Nowell brings a robust corporate governance and\nboard leadership perspective through his current and prior service on public\ncompany boards across varying industries and through his ongoing dialogue with\ninstitutional shareholders as our Board\u2019s Lead Independent Director. In 2022,\nMr. Nowell was named \u201cIndependent Director of the Year\u201d by Corporate Board\nMember\n\n###  Professional highlights:\n\n  * Served as Senior Vice President and Treasurer of Pepsi, a leading global food, snack, and beverage company, from 2001 to May 2009; and as Chief Financial Officer of The Pepsi Bottling Group and Controller of Pepsi \n  * Served as Senior Vice President, Strategy and Business Development at RJR Nabisco, Inc., from 1998 to 1999 \n  * Held various senior financial roles at the Pillsbury division of Diageo plc, including Chief Financial Officer of its Pillsbury North America, Pillsbury Foodservice, and H\u00e4agen-Dazs divisions; and also served as Controller and Vice President of Internal Audit of the Pillsbury Company \n  * As our Board\u2019s Lead Independent Director, Mr. Nowell has an extensive set of responsibilities that brings him into frequent communications with our primary regulators, institutional shareholders, other stakeholders, and our employees and customers. \n  * Member of the Board of Directors of Ecolab Inc., Chair of its Audit Committee and member of its Finance Committee \n  * Member of the Board of Directors of Textron Inc. and Chair of its Audit Committee \n  * Served as a member of the Board of Directors of American Electric Power Company, Inc., from July 2004 to April 2020; Chair of its Audit Committee and as a member of its Directors and Corporate Governance, Policy, Executive, and Finance Committees \n  * Served as Lead Director of the Board of Directors of Reynolds American, Inc., from January 2017 to July 2017; and as a Board member, from September 2007 to July 2017 \n\n###  Other leadership experience and service:\n\n  * Former member of the Dean\u2019s Advisory Council at The Ohio State University Max M. Fisher College of Business \n\n###  Other U.S.-listed company boards:\n\n  * Ecolab Inc. \n  * Textron Inc. \n  * American Electric Power Company, Inc. _(past five years)_\n\nView Bio\n\n###  **Sharon L. Allen**\n\nFormer Chairman,  \nDeloitte LLP\n\n  \nView Bio\n\nSame page link Sharon L. Allen Dialog\n\n##  Sharon L. Allen\n\n**Former Chairman,  \nDeloitte LLP (Deloitte) **\n\nAge: 73  Director since: August 2012\n\nCommittee membership:  Audit Committee (chair) / Corporate Governance\nCommittee\n\nMs. Allen is an experienced director who brings deep auditing and consulting\nservices, financial reporting, and corporate governance experience to our\nBoard.\n\nAs a corporate leader, Ms. Allen has broad experience leading and working with\nlarge, complex businesses and brings an international perspective on risk\nmanagement and strategic planning. During her nearly 40-year career with\nDeloitte, the largest professional services organization in the U.S. and\nmember firm of Deloitte Touche Tohmatsu Limited (DTTL), she became the first\nwoman elected to serve as Chairman of the Board and also served as a member of\nDTTL\u2019s Global Board of Directors, the chair of its Global Risk Committee, and\nthe U.S. representative of its Global Governance Committee. During her tenure\nat Deloitte, Ms. Allen oversaw relationships with major multinational\ncorporations and provided oversight and guidance to management.\n\n###  Professional highlights:\n\n  * Served as Chairman of Deloitte, a firm that provides audit, consulting, financial advisory, risk management, and tax services, as the U.S. member firm of DTTL, from 2003 to 2011 \n  * Employed at Deloitte for nearly 40 years in various leadership roles, including Partner and Regional Managing Partner; and responsible for audit and consulting services for a number of Fortune 500 and large private companies \n  * Former member of the Global Board of Directors, Chair of the Global Risk Committee, and U.S. Representative on the Global Governance Committee of DTTL, from 2003 to 2011 \n  * Member of the Board of Directors of Albertsons Companies, Inc. and its Audit & Risk Committee, and Chair of its Governance, Compliance and ESG Committee \n  * Former member of the Board of Directors of First Solar, Inc., Chair of its Audit Committee and a member of its Technology Committee \n\n###  Other leadership experience and service:\n\n  * Former Director and Chair of the National Board of Directors of the YMCA of the USA, a leading nonprofit organization for youth development, healthy living, and social responsibility \n  * Former Vice Chair of the Board of Trustees of the Autry National Center, the governing body of the Autry Museum of the American West \n  * Appointed by President George W. Bush to the President\u2019s Export Council, which advised the President on export enhancement \n\n###  Other U.S.-listed company boards:\n\n  * Albertsons Companies, Inc. \n  * First Solar, Inc. _(past five years)_\n\nView Bio\n\n###  **Jos\u00e9 (Joe) E. Almeida**\n\nFormer Chairman, President,  \nand Chief Executive Officer,  \nBaxter International Inc.\n\n  \nView Bio\n\nSame page link Jos\u00e9 (Joe) E. Almeida Dialog\n\n##  Jos\u00e9 (Joe) E. Almeida\n\n**Former Chairman, President,  \nand Chief Executive Officer,  \nBaxter International Inc. (Baxter) **\n\nAge: 62  Director since: September 2022\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Almeida is a former chief executive officer and public company director\nwith experience leading large, global companies subject to regulatory\noversight. His service as a board member for global companies in a variety of\nindustries also brings additional perspective to our Board.\n\nAs former Chairman, President, and Chief Executive Officer of Baxter, Mr.\nAlmeida led the company through a period of transformation driven by\ninnovation, operational excellence, and strategic execution. Prior to joining\nBaxter, Mr. Almeida served as Chairman, President and Chief Executive Officer\nand on the Board of Directors of Covidien and served in leadership roles at\nTyco Healthcare (Covidien\u2019s predecessor), Wilson Greatbatch Technologies Inc.,\nAmerican Home Products\u2019 Acufex Microsurgical division, and Johnson & Johnson\u2019s\nProfessional Products division. He began his career as a management consultant\nat Andersen Consulting (Accenture) and previously served on the Boards of\nDirectors of Walgreens Boots Alliance, Inc., Analog Devices, Inc., EMC\nCorporation, and State Street Corporation.\n\n###  Professional highlights:\n\n  * Former Chairman of the Board, President and CEO of Baxter, a global medtech leader, from 2016 to February 2025. Began serving as an executive officer of Baxter in October 2015 \n  * Served as Senior Advisor with The Carlyle Group, a multinational private equity, alternative asset management and financial services corporation, from May 2015 to October 2015 \n  * Served as Chairman, President and Chief Executive Officer and as President and Chief Executive Officer of Covidien, a global healthcare products company, from March 2012 through January 2015 and from July 2011 to March 2012, respectively, prior to the acquisition of Covidien by Medtronic plc \n  * Prior to becoming Covidien\u2019s President and Chief Executive officer, served in several leadership roles at Covidien, including President of its Worldwide Medical Devices business; also served as President of International and Vice President of Global Manufacturing for Covidien\u2019s predecessor, Tyco Healthcare \n  * Served on the Boards of Directors of: Baxter; Walgreens Boots Alliance, Inc., including on its Compensation Committee; State Street Corporation, including on its Executive Compensation Committee; Analog Devices, Inc.; and EMC Corporation \n  * Served on the Board of Trustees of Partners in Health \n\n###  Other leadership experience and service:\n\n  * Serves on the Board of Trustees of Northwestern University \n\n###  Other U.S.-listed company boards:\n\n  * Baxter _(past five years)_\n  * Walgreens Boots Alliance, Inc. _(past five years)_\n\nView Bio\n\n###  **Pierre J. P. de Weck**\n\nFormer Chairman and  \nGlobal Head of Private Wealth  \nManagement, Deutsche Bank AG\n\n  \nView Bio\n\nSame page link Pierre J. P. de Weck Dialog\n\n##  Pierre J. P. de Weck\n\n**Former Chairman and  \nGlobal Head of Private Wealth  \nManagement, Deutsche Bank AG **\n\nAge: 74  Director since: July 2013\n\nCommittee membership:  Compensation and Human Capital Committee / Enterprise\nRisk Committee\n\nMr. de Weck is a Swiss national based in Europe with deep knowledge of the\nglobal financial services industry.\n\nAs a senior executive with a tenure of more than three decades in global\nfinancial services, including as a member of the Group Executive Committee and\nGlobal Head of Private Wealth Management of Deutsche Bank AG in London, and as\nChief Executive Officer of North America, Chief Executive Officer of Europe,\nand a member of the Group Executive Board at UBS AG, and as Chief Executive\nOfficer of UBS Capital, Mr. de Weck has extensive experience in risk\nmanagement, including credit risk management. He brings valuable international\nperspective to our company\u2019s business activities, including to our European\nsubsidiaries through his service on the Boards of Directors of Merrill Lynch\nInternational (MLI), our U.K. broker-dealer subsidiary, and BofA Securities\nEurope S.A. (BofASE), our French broker-dealer subsidiary.\n\n###  Professional highlights:\n\n  * Served as the Chairman and Global Head of Private Wealth Management and as a member of the Group Executive Committee of Deutsche Bank AG, from 2002 to May 2012 \n  * Served on the Management Board of UBS, from 1994 to 2001; as Head of Institutional Banking, from 1994 to 1997; as Chief Credit Officer and Head of Private Equity, from 1998 to 1999; and as Head of Private Equity, from 2000 to 2001 \n  * Held various senior management positions at Union Bank of Switzerland, a predecessor firm of UBS, from 1985 to 1994 \n  * Chair of the Board of Directors of MLI (and previously chair of the MLI Board\u2019s Risk Committee); and Chair of the Board of Directors of BofASE \n  * Member of the Board of Directors of 360 ONE WAM Limited, a company listed on the National Stock Exchange of India and the BSE \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Arnold W. Donald**\n\nFormer President and  \nChief Executive Officer,  \nCarnival Corporation and  \nCarnival plc  \n  \nIncoming Lead  \nIndependent Director,  \nSalesforce, Inc.\n\n  \nView Bio\n\nSame page link Arnold W. Donald Dialog\n\n##  Arnold W. Donald\n\n**Former President and  \nChief Executive Officer,  \nCarnival Corporation and  \nCarnival plc (Carnival)  \n  \nIncoming Lead  \nIndependent Director,  \nSalesforce, Inc. (Salesforce) **\n\nAge: 70  Director since: January 2013\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMr. Donald has more than three decades of strategic planning, global\noperations, and risk management experience in regulated, consumer, retail, and\ndistribution businesses.\n\nHe brings expertise in business transformation through his service as\nPresident and Chief Executive Officer of Carnival, one of the world\u2019s largest\nleisure travel companies with operations worldwide, his leadership roles with\nglobal responsibilities at Monsanto, and his experience as a public company\ndirector. Through his leadership of nonprofit organizations, including The\nExecutive Leadership Council and the Juvenile Diabetes Research Foundation\nInternational, Mr. Donald also brings focus and perspective on our work to\npromote talent, inclusion, and opportunity for our employees and the\ncommunities we serve.\n\n###  Professional highlights:\n\n  * Served as President, Chief Executive Officer, and Chief Climate Officer of Carnival, a cruise and vacation company, from July 2013 to November 2022; began serving on Carnival\u2019s Board of Directors in 2001 \n  * Served as President and Chief Executive Officer, from November 2010 to June 2012 of The Executive Leadership Council, a nonprofit organization providing a professional network and business forum to African-American executives at major U.S. companies \n  * Served as President and Chief Executive Officer of the Juvenile Diabetes Research Foundation International, from January 2006 to February 2008 \n  * Served as Chairman and Chief Executive Officer of Merisant, from 2000 to 2003, a privately held global manufacturer of tabletop sweeteners, and remained as Chairman until 2005 \n  * Joined Monsanto in 1977 and held several senior leadership positions with global responsibilities, including President of its Agricultural Group and President of its Nutrition and Consumer Sector, over a more than 20-year tenure \n  * Member of the Board of Directors of GE Vernova, Chair of its Compensation and Human Capital Committee and member of its Nominating and Governance Committee \n  * Member of the Board of Directors of MP Materials Corp. and its Compensation Committee \n  * Incoming Lead Independent Director of Salesforce, Inc., member of its Audit & Finance and Nominating & Corporate Governance Committees \n  * Served as a member of the Board of Directors of Carnival and its Executive Committee \n\n###  Other leadership experience and service:\n\n  * Appointed by President Clinton and re-appointed by President George W. Bush to the President\u2019s Export Council \n\n###  Other U.S.-listed company boards:\n\n  * GE Vernova \n  * MP Materials Corp. \n  * Salesforce, Inc. \n  * Carnival _(past five years)_\n\nView Bio\n\n###  **Linda P. Hudson**\n\nFormer President and  \nChief Executive Officer,  \nBAE Systems, Inc.\n\n  \nView Bio\n\nSame page link Linda P. Hudson Dialog\n\n##  Linda P. Hudson\n\n**Former President and  \nChief Executive Officer,  \nBAE Systems, Inc. (BAE) **\n\nAge: 74  Director since: August 2012\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Hudson has extensive executive leadership experience, with a focus on risk\nmanagement.\n\nShe brings international perspective, geopolitical insights, and broad\nknowledge in strategic planning, technology, global operations, and risk\nmanagement to our Board through a career in the defense, aerospace, and\nsecurity industries that spanned more than 40 years. As the former President\nand Chief Executive Officer of BAE and the first woman to lead a major\nnational security corporation, Ms. Hudson oversaw a global, highly regulated,\nand complex U.S.-based defense, aerospace, and security company, wholly owned\nby London-based BAE Systems plc (BAE Systems), where she also served as an\nexecutive director. Through her leadership positions, including with General\nDynamics Corporation and its Armament and Technical Products division, Ms.\nHudson also brings focus and perspective to the Board\u2019s oversight of\ntechnology and related risks, including cybersecurity risks.\n\n###  Professional highlights:\n\n  * Served as Chairman and Chief Executive Officer of The Cardea Group, LLC, a management consulting business, from May 2014 to January 2020 \n  * Served as CEO Emeritus of BAE, a U.S.-based subsidiary of BAE Systems, a global defense, aerospace, and security company headquartered in London, from February 2014 to May 2014, and as President and Chief Executive Officer of BAE, from October 2009 until January 2014 \n  * Served as President of BAE Systems\u2019 Land and Armaments operating group, the world\u2019s largest military vehicle and equipment business, from October 2006 to October 2009 \n  * Prior to joining BAE, served as Vice President of General Dynamics Corporation and President of its Armament and Technical Products division; held various positions in engineering, production operations, program management, and business development for defense and aerospace companies \n  * Served as a member of the Executive Committee and as an executive director of BAE Systems, from 2009 until January 2014; and as a member of the Board of Directors of BAE, from 2009 to April 2015 \n  * Member of the Board of Directors of Trane Technologies plc and its Human Resources and Compensation Committee and its Sustainability, Corporate Governance & Nominating Committee; and Chair of its Technology and Innovation Committee \n  * Served as a member of the Board of Directors of TPI Composites, Inc. and its Nominating and Corporate Governance Committee and Technology Committee \n\n###  Other leadership experience and service:\n\n  * Elected member to the National Academy of Engineering, one of the highest professional honors accorded an engineer \n  * Member of the Board of Directors of the University of Florida Foundation, Inc. and the advisory board of the University of Florida Engineering Leadership Institute \n  * Former member of the Charlotte Center Executive Board for the Wake Forest University School of Business \n  * Former member of the Board of Trustees of Discovery Place, a nonprofit education organization dedicated to inspiring exploration of the natural and social world \n  * Member of the Board of Directors of Shands Teaching Hospital and Clinics, Inc., the healthcare system affiliated with the University of Florida College of Medicine \n  * Member of the Board of Directors of University of Florida\u2019s Gator Boosters, Inc. \n\n###  Other U.S.-listed company boards:\n\n  * Trane Technologies plc (formerly Ingersoll-Rand plc) \n  * TPI Composites, Inc. _(past five years)_\n\nView Bio\n\n###  **Monica C. Lozano**\n\nFormer Chief Executive Officer,  \nCollege Futures Foundation  \n  \nFormer Chairman,  \nUS Hispanic Media Inc\n\n  \nView Bio\n\nSame page link Monica C. Lozano Dialog\n\n##  Monica C. Lozano\n\n**Former Chief Executive Officer,  \nCollege Futures Foundation  \n  \nFormer Chairman,  \nUS Hispanic Media Inc **\n\nAge: 68  Director since: April 2006\n\nCommittee membership:  Compensation and Human Capital Committee _(chair)_ /\nEnterprise Risk Committee\n\nMs. Lozano brings a broad range of leadership experience in the public and\nprivate sectors through her active participation in public service and her\nservice as chief executive officer and as a public company director. She also\nbrings a track record as a champion for talent, inclusion, and opportunity.\n\nAs Chief Executive Officer of College Futures Foundation, a charitable\nfoundation focused on increasing the rate of bachelor\u2019s degree completion\namong California student populations who are low-income and have had a\nhistorically low college success rate, she worked to increase the rate of\ncollege graduation and improve opportunity for low-income students and\nstudents of color in California. With 30 years at La Opini\u00f3n, the largest\nSpanish-language newspaper in the U.S., including as editor and publisher, as\nChairman and Chief Executive Officer of its parent company, ImpreMedia LLC,\nand as co-founder of the Aspen Institute Latinos and Society Program, Ms.\nLozano possesses deep insights into the issues that impact the Hispanic-Latino\ncommunity. As a director serving on the boards of large organizations with\ndiversified international operations, including Apple Inc. and Target\nCorporation, and previously The Walt Disney Company, Ms. Lozano has long-\nstanding experience overseeing matters ranging from corporate governance,\nhuman capital management, and executive compensation, to risk management and\nfinancial reporting. In addition, as a member of California\u2019s Task Force on\nJobs and Business Recovery, Ms. Lozano has valuable perspective on important\npublic policy, societal, and economic issues.\n\n###  Professional highlights:\n\n  * Served as Chief Executive Officer of College Futures Foundation, from December 2017 to July 2022 and a member of the Board of Directors, from December 2019 to July 2022 \n  * Served as Chair of the Board of Directors of U.S. Hispanic Media Inc., the parent company of ImpreMedia, a leading Hispanic news and information company, from June 2014 to January 2016 \n  * Served as Chairman of ImpreMedia, from July 2012 to January 2016; Chief Executive Officer, from May 2010 to May 2014; and Senior Vice President, from January 2004 to May 2010 \n  * Served as Publisher of La Opini\u00f3n, a subsidiary of ImpreMedia and the leading Spanish-language daily print and online newspaper in the U.S., from 2004 to May 2014; and Chief Executive Officer, from 2004 to July 2012 \n  * Strategic advisor to multiple media companies \n  * Member of the Board of Directors of Apple Inc. and its Audit and Finance Committee \n  * Member of the Board of Directors of Target and its Governance & Sustainability Committee, Chair of its Compensation & Human Capital Management Committee, and former Lead Independent Director \n\n###  Other leadership experience and service:\n\n  * Member of California\u2019s Task Force on Jobs and Business Recovery \n  * Served as a member of President Obama\u2019s Council on Jobs and Competitiveness, from 2011 to 2012; and served on President Obama\u2019s Economic Recovery Advisory Board, from 2009 to 2011 \n  * Served on COMEXUS, a binational commission dedicated to strengthening ties between the two countries through business, education, and cultural collaboration \n  * Member of the Board of Directors of the Weingart Foundation \n  * Served as the Chair of the Board of Regents of the University of California; as a member of the Board of Trustees of The Rockefeller Foundation; as a member of the Board of Trustees of the University of Southern California; and as a member of the State of California Commission on the 21st Century Economy \n\n###  Other U.S.-listed company boards:\n\n  * Apple Inc. \n  * Target Corporation \n\nView Bio\n\n###  **Maria N. Martinez**\n\nFormer Executive Vice President and  \nChief Operating Officer,  \nCisco Systems, Inc.\n\n  \nView Bio\n\nSame page link Maria N. Martinez Dialog\n\n##  Maria N. Martinez\n\n**Former Executive Vice President and  \nChief Operating Officer,  \nCisco Systems, Inc. **\n\nAge: 67  Director since: January 2025\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMs. Martinez brings extensive technology, risk management, and strategic\nplanning experience for global businesses to our Board.\n\nMs. Martinez\u2019s experience at Cisco Systems, Salesforce, and Microsoft enables\nher to bring extensive technology knowledge to our Board. Her leadership roles\nprovide her with strategic planning, risk management, and executive leadership\nexperience. Her history of public company board experience gives her insight\ninto governance of large, complex, and regulated companies.\n\n###  Professional highlights:\n\n  * Served as Executive Vice President and Chief Operating Officer from 2021 to 2024, and as Executive Vice President and Chief Customer Experience Officer from 2018 until 2021 at Cisco Systems, Inc., a multinational digital communications technology company \n  * Served in a variety of senior executive roles at Salesforce, Inc. between 2010 and 2018, including: President, Global Customer Success and Latin America; President, Sales and Customer Success; Executive Vice President and Chief Growth Officer; and Executive Vice President, Customers for Life \n  * Managed the Global Services business for Microsoft Corporation, including professional services and customer support for all products during her tenure there from 2003 to 2007 \n  * Member of the Board of Directors of McKesson Corporation and its Compliance Committee and Chair of its Governance and Sustainability Committee \n  * Member of the Board of Directors of Tyson Foods, Inc. and its Governance and Nominating Committee and Strategy and Acquisitions Committee \n  * Served as a member of the Board of Directors of Cue Health Inc. and its Audit and Compensation Committees and Chair of its Nominating and Governance Committee \n\n###  Other leadership experience and service:\n\n  * Former member of the Board of Trustees of the Computer History Museum \n  * Former member of the Board of Trustees of Silicon Valley Education Foundation \n\n###  Other U.S.-listed company boards:\n\n  * McKesson Corporation \n  * Tyson Foods, Inc. \n  * Cue Health Inc. _(past five years)_\n\nView Bio\n\n###  **Denise L. Ramos**\n\nFormer Chief Executive Officer and President, ITT Inc.\n\n  \nView Bio\n\nSame page link Denise L. Ramos Dialog\n\n##  Denise L. Ramos\n\n**Former Chief Executive Officer and President, ITT Inc. (ITT)**\n\nAge: 68  Director since: July 2019\n\nCommittee membership:  Audit Committee / Compensation and Human Capital\nCommittee\n\nMs. Ramos is an experienced public company executive who brings global\nbusiness leadership, financial expertise, and strategic planning experience to\nour Board.\n\nMs. Ramos served as Chief Executive Officer of ITT, a diversified manufacturer\nof engineered components and customized technology solutions for the\ntransportation, industrial, and energy markets, focusing on innovation and\ntechnology. She was Chief Financial Officer at ITT, Furniture Brands\nInternational, and the U.S. KFC division of Yum! Brands, and served as the\ncorporate treasurer at Yum! Brands. Through her public company board service\non the Boards of Phillips 66 and RTX Corporation, Ms. Ramos brings board-level\ninsights into issues facing complex, regulated global public companies and\noversight experience in finance, audit, corporate governance, public policy,\nand sustainability.\n\n###  Professional highlights:\n\n  * Chief Executive Officer and President of ITT, a diversified manufacturer of critical components and customized technology solutions, from 2011 to 2019; and Senior Vice President and Chief Financial Officer of ITT, from 2007 to 2011 \n  * Served as Chief Financial Officer for Furniture Brands International, a former home furnishings company, from 2005 to 2007 \n  * Served in various roles at Yum! Brands Inc., an American fastfood company, from 2000 to 2005, including Chief Financial Officer of the U.S. Division of KFC Corporation and as Senior Vice President and Treasurer \n  * Began her career at Atlantic Richfield Company, where she spent more than 20 years in a number of finance positions \n  * Member of the Board of Directors of Phillips 66 and its Human Resources and Compensation Committee and Public Policy and Sustainability Committee \n  * Member of the Board of Directors of RTX Corporation and its Audit Committee and Governance and Public Policy Committee \n\n###  Other U.S.-listed company boards:\n\n  * Phillips 66 (through May 2025)  (1) \n  * RTX Corporation \n\n(1)  Ms. Ramos has announced her intent not to stand for reelection to the\nboard of Phillips 66 at its 2025 annual meeting of shareholders.\n\nView Bio\n\n###  **Clayton S. Rose**\n\nBaker Foundation Professor of Management Practice,  \nHarvard Business School\n\n  \nView Bio\n\nSame page link Clayton S. Rose Dialog\n\n##  Clayton S. Rose\n\n**Baker Foundation Professor of Management Practice,  \nHarvard Business School **\n\nAge: 66  Director since: October 2018\n\nCommittee membership:  Compensation and Human Capital Committee / Enterprise\nRisk Committee _(chair)_\n\nDr. Rose is an executive leader in academics and the private sector who brings\nrisk management experience, public policy and social thought leadership, broad\nglobal financial services industry knowledge, and strategic planning\nexperience to our Board.\n\nAs former President of Bowdoin College, Dr. Rose has a legacy of promoting\nintellectual engagement with a diverse set of ideas and issues; increasing\naccess and opportunity for students; enhancing programs for postgraduate\nsuccess; advancing inclusion; and addressing mental health challenges facing\nyouth. As a Harvard Business School faculty member, Dr. Rose has taught and\nwritten on issues of leadership, ethics, the financial crisis, and the role of\nbusiness in society. Dr. Rose spent the first 20 years of his career with\nJPMorgan Chase & Co. and its predecessor company, where he retired as Vice\nChairman after leading the global investment banking and equities businesses,\nas well as holding leadership roles in securities, derivatives, and corporate\nfinance in New York and London. Following retirement from JPMorgan Chase, Dr.\nRose received a master\u2019s degree and PhD with distinction in sociology from the\nUniversity of Pennsylvania. Dr. Rose also holds an MBA from the University of\nChicago. Dr. Rose has served on several financial institutions boards and\ncurrently serves as Chair of the Board of Trustees of the Howard Hughes\nMedical Institute, the U.S.\u2019s largest private supporter of academic biomedical\nresearch.\n\n###  Professional highlights:\n\n  * Baker Foundation Professor of Management Practice at Harvard usiness School \n  * Former President of Bowdoin College \u2022 Served as a professor at Harvard Business School prior to his appointment as President of Bowdoin College \n  * Served as Vice Chairman, headed two lines of business\u2013Global Investment Banking and Global Equities\u2013and was a member of JPMorgan Chase\u2019s senior management team during his approximately 20-year tenure at JPMorgan Chase \n  * Served as a member of the Boards of Directors of XL Group, plc, Federal Home Loan Mortgage Corporation (Freddie Mac), and Mercantile Bankshares Corp. \n\n###  Other leadership experience and service:\n\n  * Trustee and Chair of the Board of Trustees for Howard Hughes Medical Institute and formerly Chair of the Audit and Compensation Committee \n  * Member of the Board of Directors of Pew Charitable Trusts \n  * Served on the company\u2019s Board of Directors, from 2013 to 2015 \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Michael D. White**\n\nFormer Chairman, President  \nand Chief Executive Officer,  \nDIRECTV\n\n  \nView Bio\n\nSame page link Michael D. White Dialog\n\n##  Michael D. White\n\n**Former Chairman, President  \nand Chief Executive Officer,  \nDIRECTV **\n\nAge: 73  Director since: June 2016\n\nCommittee membership:  Audit Committee / Corporate Governance Committee\n_(chair)_\n\nMr. White is a seasoned executive and public company director with experience\nleading the global operations and strategic direction of complex and highly\nregulated multinational consumer retail and distribution businesses.\n\nHe possesses executive and board leadership experience and provides broad\nranging operational and strategic insights, an international perspective, and\nfinancial expertise to our Board. Mr. White was President, Chief Executive\nOfficer, and Chairman of the Board of Directors of DIRECTV, where he oversaw\nthe operations and strategic direction of the company in the U.S. and in Latin\nAmerica. Prior to joining DIRECTV, he served as the Chief Executive Officer of\nPepsiCo International, Frito-Lay\u2019s Europe, Africa, and Middle East division,\nand Snack Ventures Europe, PepsiCo\u2019s partnership with General Mills\nInternational. He also served as Chief Financial Officer of PepsiCo., Inc.,\nPepsi-Cola Company worldwide, and Frito-Lay International. Mr. White began his\ncareer as a management consultant at Bain & Company and Arthur Andersen & Co.\n\n###  Professional highlights:\n\n  * Served as Chairman, President, and Chief Executive Officer of DIRECTV, a leading provider of digital television entertainment services, from January 2010 to August 2015; and as a Director of the company, from November 2009 until August 2015 \n  * Chief Executive Officer of PepsiCo International, from February 2003 until November 2009; and served as Vice Chairman and director of PepsiCo, from March 2006 to November 2009, after holding positions of increasing importance with PepsiCo since 1990 \n  * Served as Senior Vice President at Avon Products, Inc. \n  * Served as a Management Consultant at Bain & Company and Arthur Andersen & Co. \n  * Served as Lead Director of the Board of Directors of Kimberly- Clark Corporation; and Chair of its Executive Committee \n  * Served as a member of the Board of Directors of Whirlpool Corporation; Chair of its Audit Committee; and a member of its Corporate Governance and Nominating Committee \n\n###  Other leadership experience and service:\n\n  \n\n  * Vice Chair of The Partnership to End Addiction \n\n###  Other U.S.-listed company boards:\n\n  * Kimberly-Clark Corporation _(past five years)_\n  * Whirlpool Corporation _(past five years)_\n\nView Bio\n\n###  **Thomas D. Woods**\n\nFormer Vice Chairman and  \nSenior Executive Vice  \nPresident, Canadian Imperial  \nBank of Commerce\n\n  \nView Bio\n\nSame page link Thomas D. Woods Dialog\n\n##  Thomas D. Woods\n\n**Former Vice Chairman and  \nSenior Executive Vice  \nPresident, Canadian Imperial  \nBank of Commerce (CIBC) **\n\nAge: 72  Director since: April 2016\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\nMr. Woods is a veteran financial services executive with experience in risk\nmanagement, corporate strategy, finance, and the corporate and investment\nbanking businesses.\n\n###  Professional highlights:\n\n  * Served as Vice Chairman and Senior Executive Vice President of CIBC, a leading Canada-based global financial institution, from July 2013 until his retirement in December 2014 \n  * Served as Senior Executive Vice President and Chief Risk Officer of CIBC, from 2008 to July 2013; and Senior Executive Vice President and Chief Financial Officer of CIBC, from 2000 to 2008 \n  * Began his career at CIBC in 1977 through Wood Gundy, a predecessor firm; served in various senior leadership positions, including as Controller of CIBC; as Chief Financial Officer of CIBC World Markets (CIBC\u2019s investment banking division); and as the Head of CIBC\u2019s Canadian Corporate Banking division \n  * Served as Chair of the Board of Directors of Hydro One Limited, an electricity transmission and distribution company serving the Canadian province of Ontario, and publicly traded and listed on the Toronto Stock Exchange, from August 2018 to July 2019 \n  * Member of the Board of Directors of MLI; Chair of its Risk Committee; and member of its Governance Committee \n  * Member of the Board of Directors of BofASE \n\n###  Other leadership experience and service:\n\n  * Chair of Board of Directors of Institute of Corporate Directors (Institut des Administrateurs de Soci\u00e9t\u00e9s) \n  * On the advisory committee of Cordiant Capital Inc., a global infrastructure and real assets manager \n  * Member of the University of Toronto College of Electors and of the Boards of Directors of Catholic Health Sponsors of Ontario and St. Michael\u2019s Hospital Foundation \n  * Former member of the Board of Directors of Alberta Investment Management Corporation, a Canadian institutional investment fund manager from 2015 to 2024; of the Board of Directors of Jarislowsky Fraser Limited, a global investment management firm, from 2016 to 2018; of the Boards of Directors of DBRS Limited and DBRS, Inc., an international credit rating agency, from 2015 to 2016; and of the Board of Directors of TMX Group Inc., a Canada-based financial services company, from 2012 to 2014 \n\n###  Other U.S.-listed company boards:\n\n  * N/A \n\nView Bio\n\n###  **Maria T. Zuber**\n\nPresidential Advisor for  \nScience  \nand Technology Policy  \nand E.A. Griswold Professor of  \nGeophysics,  \nMassachusetts Institute of Technology\n\n  \nView Bio\n\nSame page link Maria T. Zuber Dialog\n\n##  Maria T. Zuber\n\n**Presidential Advisor for  \nScience  \nand Technology Policy  \nand E.A. Griswold Professor of  \nGeophysics,  \nMassachusetts Institute of Technology (MIT) **\n\nAge: 66  Director since: December 2017\n\nCommittee membership:  Corporate Governance Committee / Enterprise Risk\nCommittee\n\nDr. Zuber is a distinguished research scientist and academic leader who brings\na breadth of risk management, technology, geopolitical insights, and strategic\nplanning thought leadership to our Board.\n\nDr. Zuber is the first woman to lead a science department at MIT and the first\nwoman to lead a NASA planetary mission. While serving as Vice President for\nResearch at MIT, Dr. Zuber oversaw multiple interdisciplinary research\nlaboratories and centers focusing on cancer research, energy and environmental\nsolutions initiatives, plasma science and fusion, electronics, nanotechnology,\nand radio science and technology. She also led the development of MIT\u2019s\ninitial Climate Action Plan, and is responsible for intellectual property,\nresearch integrity and compliance, and research relationships with the federal\ngovernment. Dr. Zuber has held leadership roles on 10 space exploratory\nmissions with NASA. She also served on the National Science Board under\nPresident Obama and President Trump and was Co-Chair of President Biden\u2019s\nCouncil of Advisors on Science and Technology.\n\n###  Professional highlights:\n\n  * Presidential Advisor for Science and Technology Policy at MIT, a leading research institution, since 2023, where she tracks trends and seizes opportunities to inform and advance state and federal science and technology policy and provides strategic direction to campus labs, centers, and initiatives connected to defense or national security and represents MIT with external stakeholders \n  * Served as Vice President for Research at MIT, from 2013 to 2024, where she oversaw MIT Lincoln Laboratory and more than a dozen interdisciplinary research laboratories and centers and led the development of MIT\u2019s initial Climate Action Plan \n  * Served as a Professor at MIT since 1995, and was Head of the Earth, Atmospheric, and Planetary Sciences Department, from 2003 to 2011 \n  * Served in a number of positions at NASA, including as a Geophysicist, from 1986 to 1992, a Senior Research Scientist, from 1993 to 2010; and as Principal Investigator of the Gravity Recovery and Interior Laboratory (GRAIL) mission, from 2008 to 2017, which was designed to create the most accurate gravitational map of the moon to date and give scientists insight into the moon\u2019s internal structure, composition, and evolution; and held leadership roles associated with scientific experiments or instrumentation on 10 NASA missions \n  * Member of the Board of Directors of Textron Inc. and Chair of its Nominating and Corporate Governance Committee \n\n###  Other leadership experience and service:\n\n  * Appointed by President Biden in 2021 as Co-Chair of the President\u2019s Council of Advisors on Science and Technology \n  * Appointed by President Obama in 2013 and reappointed by President Trump in 2018 to the National Science Board, a 25-member panel that serves as the governing board of the National Science Foundation and as advisors to the President and Congress on policy matters relating to science and engineering; and served as Board Chair, from 2016 to 2018 \n  * Co-Chair of the National Academies of Science, Engineering and Medicine\u2019s National Science, Technology, and Security Roundtable \n  * Chair of NASA\u2019s Mars Sample Return Mission Standing Review Board \n  * Board of Trustees of Brown University \n\n###  Other U.S.-listed company boards:\n\n  * Textron Inc. \n\nThis website uses cookies to ensure you get the best experience on our\nwebsite.  \n[ View our privacy policy.\n](https://newsroom.bankofamerica.com/content/newsroom/home/cookie-policy.html)\n\n  * [ Email Alerts ](/events-and-presentations/email-alerts)\n  * [ Contacts ](/shareholder-information/contact)\n  * [ RSS News Feed ](https://newsroom.bankofamerica.com/content/newsroom/press-releases.html/rss)\n  * [ Terms of use ](/terms-of-use)\n\n##  Footer Information\n\n  * [ Sign in ](https://www.bankofamerica.com/online-banking/sign-in/)\n  * [ Contact us ](https://www.bankofamerica.com/contactus/contactus.go)\n  * [ Location finder ](https://locators.bankofamerica.com/)\n  * [ Help ](https://www.bankofamerica.com/help/overview.go)\n\n  * ##  [ Our company ](https://about.bankofamerica.com/en/our-company)\n\n    * [ Responsible growth ](https://about.bankofamerica.com/en/our-company/responsible-growth)\n    * [ Business practices ](https://about.bankofamerica.com/en/our-company/business-practices)\n    * [ What we offer ](https://about.bankofamerica.com/en/our-company/what-we-offer)\n    * [ Modern Slavery Act Statement ](https://about.bankofamerica.com/content/dam/about/pdfs/Modern-Slavery-Act.pdf)\n  * ##  [ Making an impact ](https://about.bankofamerica.com/en/making-an-impact)\n\n    * [ Local impact ](https://about.bankofamerica.com/en/our-company/local-presence)\n    * [ Sustainable finance ](https://about.bankofamerica.com/en/making-an-impact/sustainable-finance)\n    * [ Supporting economic opportunity ](https://about.bankofamerica.com/en/making-an-impact/racial-equality-economic-opportunity)\n    * [ Environmental sustainability ](https://about.bankofamerica.com/en/making-an-impact/environmental-sustainability)\n    * [ Find resources ](https://about.bankofamerica.com/en/making-an-impact/find-resources)\n  * ##  [ Working here ](https://about.bankofamerica.com/en/working-here)\n\n    * [ Explore Careers ](https://careers.bankofamerica.com/en-us)\n  * ##  [ Investors ](https://investor.bankofamerica.com)\n\n    * [ Profile ](/profile)\n    * [ Quarterly Earnings ](/quarterly-earnings)\n    * [ Events & Presentations ](/events-and-presentations)\n    * [ Regulatory & Other Filings ](/regulatory-and-other-filings)\n    * [ Fixed Income ](/fixed-income)\n    * [ Shareholder Info ](/shareholder-information)\n    * [ Annual Reports & Proxy ](/annual-reports-and-proxy-statements)\n    * [ Governance ](/corporate-governance)\n  * ##  [ Newsroom ](https://newsroom.bankofamerica.com/?cm_re=EBZ-Corp_SocialResponsibility-_-Enterprise-_-EI38LT0004_AboutSite_Newsroom)\n\n    * [ Press releases ](https://newsroom.bankofamerica.com/press-releases)\n    * [ Executive biographies ](https://newsroom.bankofamerica.com/biographies?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT000B_About_Us_Biography)\n    * [ Journalist resources ](https://newsroom.bankofamerica.com/journalistresources?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT0007_About_Us_Journalist)\n    * [ Awards & recognition ](https://newsroom.bankofamerica.com/awards?cm_re=EBZ-Corp_SocialResponsibility-_-About_Us-_-EI38LT0008_About_Us_Awards)\n\n[ ](https://about.bankofamerica.com/en)\n\n**Investing in securities involves risks, and there is always the potential of\nlosing money when you invest in securities.**\n\n  \n\nThis material does not take into account your particular investment\nobjectives, financial situations or needs and is not intended as a\nrecommendation, offer or solicitation for the purchase or sale of any\nsecurity, financial instrument, or strategy. 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                    "source": "https://www.dfs.ny.gov/industry_guidance/industry_letters/il20210729_diversity_equity_incl_corpgov"
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                "page_content": "Skip to main content\n\n**July 29, 2021**\n\n**To: The Chief Executive Officers or the Equivalents of New York State\nRegulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions** *****\n\n**Re: Diversity, Equity and Inclusion and Corporate Governance**\n\nAs Superintendent of the New York State Department of Financial Services, I\nhave regularly and consistently emphasized the value of diverse perspectives\nin the decision making and problem-solving process. There is clear data\nshowing that diverse teams perform better, are more innovative and more\neffectively manage risk. Since becoming Superintendent, I have made the\ndiversity of my leadership team a top priority, and deepened our commitment to\ndiversity, equity and inclusion (DEI) by establishing the agency\u2019s first\nemployee affinity groups, along with a new Statewide Office of Financial\nInclusion and Empowerment headed by Tremaine Wright, to meet the needs of low-\nand middle-income New Yorkers across the state. In addition, in the fall of\n2019, the New York State Council on Women and Girls created the [ Committee\nfor the Advancement of Women in Leadership in Financial Services\n](/reports_and_publications/press_releases/pr1910162) , which I co-chair,\nfocused on improving the representation and advancement of women, including\nwomen of color in financial services.\n\nAs Regulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions move through the 21st century, many challenges and opportunities\nlie ahead. Already there are several forces at work impacting financial\nservices institutions, including the prevalence of digital technology,\nincreasing customer demands and expectations, and decreasing brand loyalty.\nWithout the ability to innovate and address these challenges, and those that\nare yet to come, the risks posed to the safety and soundness of the industry\nhave the potential to be highly disruptive. Regulators and industry groups are\nincreasingly taking steps to develop ideas to address these challenges,\nincluding: New York Bankers Association\u2018s (NYBA\u2019s) Virtual Speaker Series,\nwhich featured a panel discussion on Diversity, Equity and Inclusion  1  , and\nthe Conference of State Bank Supervisors (CSBS) 2021 CSBS Community Bank Case\nStudy Competition, which brought together fifty-three student teams from\nthirty-nine colleges and universities and partnered them with local community\nbanks to examine how those institutions have fared through the COVID-19\npandemic and what they are doing with regard to diversity and inclusion.  2\n\nDFS has broad statutory authority to ensure the stability of New York\u2019s\nRegulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions to protect the public interest, the interests of depositors,\ncreditors and consumers, and to promote the growth of the industry and to\nrequest special reports. Under Banking Law \u00a737(3) the Superintendent may\nrequire any banking organization to make special reports to her at such times\nas she may prescribe.\n\nThe COVID-19 pandemic challenged individuals, institutions, and communities\nacross the world in unprecedented ways, consistently reminding us of the\ncosts, both human and financial, of failing to address systemic risks.\nConvergent crises -- the pandemic, associated economic downturn, racial\nunrest, and climate change -- have brought about broad changes in our everyday\nlives, our economy, and our society. The phrase \u201cnew normal\u201d has woven its way\ninto the modern lexicon, as government and business leaders prepare to adapt\nto life after the pandemic. To operate in this \u201cnew normal\u201d, institutions must\ndevelop innovative solutions to address complex and evolving risks and\nidentify new avenues of growth. Corporate governance, including capable\nleadership teams which reflect a diversity of skills, experience, and\nperspectives, is even more important during periods of great change. With\ngreat change comes great opportunity, and DFS stands ready to unite the public\nand private sectors to work together to reimagine, rebuild and renew.\n\nWe commend the actions already taken and the commitments that have been made\nby many Regulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions  3  to increase the representation of people of color, women and\nother underrepresented groups on their boards, in their management, and in\ntheir workforce generally. We also praise the efforts of trade groups and\norganizations like CSBS, the American Bankers Association (ABA)3 and the NYBA\n4  .\n\nWhile the public statements from Regulated Banking Institutions and Regulated\nNon-Depository Financial Institutions in support of DEI initiatives are\nsignificant and necessary, it is time to act on those words and make good on\ngood intentions to begin to achieve real change. This industry letter is aimed\nat supporting existing DEI efforts while outlining DFS\u2019s expectation that New\nYork-regulated financial institutions make the diversity of their leadership a\nbusiness priority and a fundamental component of their corporate governance.\n\n##  Diversity as a Business Priority\n\nDiversity is good for an institution\u2019s bottom line, and the data shows it.\n\n**Increased Profitability**\n\nA 2020 McKinsey report tracking the trajectories of hundreds of companies\nsince 2014 detailed the impacts of diversity on profitability. Companies in\nthe top quartile for gender diversity within their executive teams were 25%\nmore likely to achieve above average profitability than those in the fourth\nquartile, an increase of 10% from 2014.  5  The case for ethnic and racial\ndiversity is equally compelling, with companies in the top quartile for ethnic\nand cultural diversity outperforming those in the fourth by 36%, an increase\nfrom 33% in 2017.  6  Further, the higher the representation of women and\npeople of color, the higher the likelihood of outperformance.  7  A Wall\nStreet Journal analysis of S&P 500 companies based on diversity and inclusion\nperformance, including the share of women in leadership roles, the presence of\ndiversity and inclusion programs, and board demographics, found that the\nhighest ranking companies achieved a higher operating profit margin relative\nto their lower performing counterparts.  8  According to a McKinsey analysis\nof 366 public companies across varied industries and countries, including the\nUnited States, companies in the top quartile for racial and ethnic diversity\nare 35% more likely to have financial returns above their national industry\nmedians.  9\n\n**Broader Customer Base**\n\nEffective DEI programs can improve overall results for an organization, and\ncentral to enhancing performance is the ability to better connect with a more\ndiverse customer base.  10  As the population becomes more diverse, banks and\nfinancial services firms stand to benefit from having a workforce that better\nreflects the communities they serve. The Census Bureau projects that between\n2016 and 2060, the percentage of non-Hispanic white Americans will decrease by\n19 million people, from 61% of the population down to 44.3%. In that same time\nspan the population of Black, Asian and Hispanic Americans is projected to\nincrease from 13.3% to 15%, 5.7% to 9.1% and 17.8% to 27.5%, respectively.  11\nWith regard to gender diversity, it is estimated that financial services firms\nare missing out on at least $700 billion in revenue opportunities each year by\nnot fully meeting the needs of women customers.  12  This is significant,\nconsidering that two-thirds of global household spending is controlled by\nwomen, 40% of global wealth is now held by women and 40% of entrepreneurs\nacross the globe are women.  13  These numbers are expected to increase in the\ncoming years, representing a significant growth opportunity.\n\n**More Innovation**\n\nMany challenges and opportunities to innovate await the banking and financial\nservices industries, particularly in the wake of COVID-19 which may ultimately\nlead to permanent shifts in customer expectations. As companies move through\nthe twenty first century the ability to innovate will be a key to growth and\nsuccess. When companies establish inclusive business cultures and policies,\nthey are more likely to report increases in creativity, innovation and\nopenness and better assessments of consumer interests and demands.  14  .\nCompanies that adapt and innovate enjoy a distinct advantage over their\ncompetitors, with research showing that over a three year period, companies\nwith greater management diversity earned 38% more on their revenues, on\naverage, from innovative products and services than their less diverse\ncompetitors. A 2018 Boston Consulting Group study of employees at more than\n1,700 companies in eight countries identified a \u201cstrong and statistically\nsignificant correlation between the diversity of management teams and overall\ninnovation.\u201d  15  That same analysis also found that companies that reported\nabove average diversity on their management teams also reported innovation\nrevenue that was 19 % higher than companies with below average leadership\ndiversity.  16  Diverse backgrounds and experiences lead to different\nviewpoints and opinions on complex issues, thereby leading to a plurality of\nsolutions. This type of innovative and creative environment will better\nposition banks and financial services firms to address the challenges ahead\nand continue to grow and strengthen their operations.\n\n**Better Risk Management**\n\nCredit, market, and liquidity risks constitute some of the biggest risks for\nbanking and other financial service providers  17  . Overexposure in a\ncategory that is prone to large losses, lack of liquidity or overly aggressive\ncapital market sales and trading has significant potential negative\nconsequences for an institution, its clients, and the consumer. To that point,\nstudies have shown that diverse teams process information more carefully, are\nmore likely to remain objective and consistently reexamine facts, encourage\ngreater scrutiny of the actions of others and become more aware of entrenched\nways of thinking which may otherwise lead to errors in the decision making\nprocess.  18  Additionally, research has shown that gender diverse corporate\nboards are more likely to make efficient investments and avoid risky\noverinvestments.  19  Further, female board representation has been found to\nlead to better investment policies, acquisition decisions, and overall firm\nperformance, by balancing CEO overconfidence.  20  Overall, studies show that\nfemale board representation improves strategic decision making and improves\nthe overall performance of a firm.  21\n\n**Larger Talent Pool and More Satisfied Employees**\n\nDiverse work environments are likely to increase employee job satisfaction and\ncommitment to their employer, and are associated with reduced instances of\ninterpersonal aggression and discrimination.  22  Further, companies with\nhigher levels of gender diversity who also have HR policies and practices\nwhich focus on gender diversity are linked to lower levels of employee\nturnover.  23\n\nOne of the opportunities presented by the upheaval associated with the\nCOVID-19 pandemic has been the forced shift to remote work for considerable\nsegments of the workforce. This has prompted many organizations to rethink how\nthey view remote work, with 93% of companies surveyed by McKinsey saying that\nmore jobs can be performed remotely than these companies had estimated pre-\npandemic.  24  The increasing prevalence of remote work opportunities presents\ncompanies with the opportunity to reach a larger and more diverse talent pool,\nwith 70% of companies in that same survey reporting that they believed the\nshift to remote work will allow them to increase diversity in their hiring.\n25\n\n##  Diversity in the Financial Services Industry\n\nAvailable research on the diversity of boards and senior management in the\nfinancial services industry shows that despite the many admirable efforts\nundertaken and commitments made by the industry to this point, there is still\nmuch work to be done to increase diversity.\n\nThe Committee for Better Banks issued a report in March of 2021 which examined\nissues related to race in the workplace at some of the largest US retail\nbanks.  26  Their review found that minority employees are broadly\nunderrepresented in the finance/insurance industry generally, and are\noverrepresented in lower employment levels compared to their white peers.  27\nFurther, the report found that Black and Latino employees had a less than 25%\nchance of being promoted or hired for a senior management/executive position\ncompared to their white peers.  28\n\nIn 2019, the House Financial Services Committee conducted an analysis of bank\ndiversity data and found that among banks reporting demographic information,\nfemales made up less than one-third of their executive and senior level\nworkforce  29  despite representing 51% of the US population.  30  The report\nalso found that bank boards were 11% Black, 5% Latino and 3% Asian; in\ncontrast these groups comprise 13%, 18.5% and 6% of the US population,\nrespectively.  31\n\nFemale participation in the cryptocurrency community is very low. The\npercentage of women in the sector, including developers, investors, and\ninterested individuals, usually hovers between 4% and 6%. Data from 2020 shows\nthat Bitcoin community engagement by gender reached 86% male and 14% female,\nrepresenting a small upturn in female representation.  32  Of the 378 venture-\nbacked cryptocurrency and Blockchain companies founded around the world\nbetween 2012 and 2018, 92% had a founding team that was entirely male. By\ncomparison, 82% of all technology companies started in that period had all\nmale founders.  33  Additionally, a report from Forbes detailing the richest\npeople in cryptocurrency included 19 people, all of whom were white or East\nAsian men.  34\n\nA recent McKinsey report noted that as of 2018 the proportion of people of\ncolor in financial services drops 75% from entry-level positions to the\nC-suite. Specifically, Black, Hispanic, and Asian employees occupied 10%, 9%\nand 17% of entry level roles, but only 3%, 2% and 6% of C-suite positions,\nrespectively.  35  A 2018 study of 71 banks across 20 countries found that\nwhile women comprised an average of 52% of the banking industry\u2019s workforce,\nthey faced a \u201cdouble glass ceiling\u201d when moving up the organizational\nhierarchy; with the first ceiling falling at the middle management level and\nthe second manifesting at the executive level.  36  Of the banks surveyed,\nonly 38% of middle managers were female, and 16.5% of executive management was\nfemale.  37\n\n##  Investor and Government Actions\n\nIncreasingly, investors and governments are taking action to advance diversity\nin senior management and the board room.\n\nCongress passed the Dodd-Frank Wall Street Reform and Consumer Protection Act\nof 2010 which required all covered agencies, including federal financial\nservices regulators, to create an Office of Minority and Women Inclusion\n(OMWI) which is responsible for all agency matters related to diversity in\nmanagement, employment and business activities.  38  Each OMWI was then\ndirected to develop standards to assess diversity policies and practices of\ntheir regulated entities and report to Congress annually on its own progress\non diversity and inclusion, along with the data it received from its regulated\nentities.  39\n\nIn 2015, the Office of the Comptroller of the Currency (OCC), Board of\nGovernors of the Federal Reserve System (Board), Federal Deposit Insurance\nCorporation (FDIC), National Credit Union Administration (NCUA), Consumer\nFinancial Protection Bureau (CFPB), and Securities and Exchange Commission\n(SEC) issued their final interagency policy statement which established joint\nstandards for assessing the diversity policies and practices of their\nregulated entities.  40  This action, which was required by the Dodd-Frank\nAct, provided a framework for regulated entities to create and strengthen\ntheir diversity policies and practices, including their organizational\ncommitment to diversity, workforce and employment practices, procurement,\nbusiness practices and transparency around organizational diversity and\ninclusion within their US operations.  41\n\nEarly last year, the House Committee on Financial Services held a hearing on\ndiversity and inclusion at America\u2019s largest banks  42  , including a review\nof a report issued by the Committee titled Diversity and Inclusion: Holding\nAmerica\u2019s Largest Banks Accountable.  43  During the hearing, the committee\nnoted the lack of board and senior management diversity and recommended that\nCongress consider taking legislative action to improve diversity and inclusion\nin banking institutions, including the disclosure of diversity data to\nregulators and the public and publicly disclosing their board diversity.  44\nCalifornia has enacted legislation requiring publicly held corporations whose\nprincipal offices are located in California to have at least one woman on\ntheir board by the end of 2019  45  , and at least one director who is\nracially, ethnically or otherwise diverse by the end of 2021.  46\n\nThe Biden Administration has made its commitment to diversity clear. Allison\nHerren Lee, as Acting SEC Chair, suggested that the agency should strengthen\nits guidance on board diversity and revisit disclosure requirements for public\ncompanies;  47  and it has been reported that SEC Chair Gary Gensler may be in\nfavor of corporate disclosures regarding boardroom diversity.  48\n\nOutside of the US, European nations including Belgium, France, Italy and\nNorway enacted statutory gender quotas with strict non-compliance penalties\nyears ago, aimed at increasing the representation of women in the senior\nleadership of their largest publicly held companies.  49< In 2020, Canada\nbegan requiring corporations governed by the Canada Business Corporations Act\nwith publicly-traded securities to disclose information to their shareholders\non the diversity of their boards and senior management teams.  50  The Central\nBank of Ireland articulated ways in which it could use its supervisory\nauthority to address diversity in the boardroom and in senior management,\nincluding assessing whether a firm is actively promoting diversity and\ninclusion throughout its organization and reviewing governance codes and\nrequirements to clearly community expectations regarding diversity policies.\n51\n\nGiven the business case for diversity, equity and inclusion, investors both at\nhome and abroad have begun to leverage their influence to promote DEI efforts.\n\nIn 2017, State Street Global Advisors announced that it will vote against the\nchair of a board\u2019s nominating and/or governance committee if a company fails\nto take action to increase the number of women on its board  52  and\nreaffirmed that commitment in 2020, again stating they are prepared to use\ntheir proxy voting authority to hold organizations accountable for meeting\ntheir expectations related to diversity, equity, and inclusion.  53\n\nSimilarly in 2017, BlackRock voted against board members at five companies who\nsat on nominating committees but failed to respond to investors\u2019 concerns\nsurrounding diversity.  54  In 2020, BlackRock again articulated that they\nwill use their voting power to help drive increased boardroom diversity.  55\nVanguard has announced it will advocate for increased diversity on boards, and\nwill review the progress companies make on increasing diversity on their\nboards through their voting activities; specifically noting that progress on\ndiversity will inform their voting calculation in the years to come.  56\n\nInternationally, Legal & General Investment Management (LGIM), the largest\nfund manager in the United Kingdom, informed S&P 500 companies in the US in\nlate 2020 that it expects their boardrooms to include at least one Black,\nAsian or other ethnic minority by January 2022 and will vote against the re-\nelection of board/nomination committee chairs who fail to meet this target.\n57  Moreover, Goldman Sachs announced in February of 2020 that the firm will\nonly underwrite the IPOs of private companies in the US and Europe who have at\nleast one diverse board member, with that target increasing to two diverse\nboard members by the end of 2021.  58\n\n##  DFS Expectations for New York Regulated Banking Institutions and Regulated\nNon-Depository Financial Institutions\n\nConsidering the reasons detailed in this industry letter, DFS expects\nRegulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions to make the diversity of their leadership a business priority and\nintegrate it into their corporate governance. Regulated Banking Institutions\nand Regulated Non-Depository Financial Institutions should also pay close\nattention to their talent pipeline of future diverse leaders, in addition to\nthe diversity of their affiliates. The greater the diversity an organization\nhas within its talent pipeline, the better positioned it will be to diversify\nits senior management and boards. All such regulated institutions should view\ndiversity like other strategic priorities, including communicating its\nimportance to all stakeholders, providing a plan for how it will be achieved\nand explaining that plan, setting measurable goals and tracking progress\ntoward those goals.\n\nDFS has reviewed and evaluated several regulatory approaches to advance DEI in\nthe banking and financial services industry, including imposing quotas and the\naggregation and disclosure of diversity data on a firm by firm basis. DFS has\nalso engaged in numerous informal conversations with financial institutions,\ntrade groups and DEI experts to ascertain the industry\u2019s commitment to\nincreasing its diversity, along with the challenges faced by financial\ninstitutions in their efforts to realize their commitments. I would like to\nacknowledge the contributions of the members of New York State\u2019s Committee for\nthe Advancement of Women in Leadership in Financial Services for their\ninsightful and valuable input through this process.\n\nAfter conducting in depth research and engaging in conversations with\nstakeholders, we have determined that the best way for DFS to support\nRegulated Banking Institutions and Regulated Non-Depository Financial\nInstitutions\u2019 DEI efforts is by collecting and publishing data related to the\ndiversity of corporate boards and management. In order to set goals and\nmeasure progress, data collection is key. Making this information public will\nallow firms to assess where they stand relative to their peers, and it is our\nhope, raise the bar for the entire industry. Transparency and accountability\nare driving forces for change.\n\nSuccessful diversity, equity and inclusion programs are a process of continual\nimprovement, not a destination where the correct number of boxes have been\nchecked. This requires commitment from every level of the organization to be\nsuccessful, starting at the top. Firms should aim to have a board and\nmanagement team that benefit from a wide diversity of skills, experiences, and\nperspectives, including those based on gender, race or ethnicity; not simply\naim to have one or two diverse board members. To be clear, one or two diverse\nboard members is better than none, but that is insufficient, particularly for\na large board, and is not the goal. DFS understands that not every institution\nis starting from the same place in terms of the diversity of their workforce\nand leadership. Each company should conduct a self-assessment on where it\nstands, where it wants to go, and develop a plan on how to get there, taking\ninto consideration its size and other relevant factors, with a focus on\nimprovement over time.\n\nTo start, DFS will be sending out a survey to collect data regarding the\ngender, racial and ethnic makeup of New York Regulated Banking Institutions\nand Regulated Non-Depository Financial Institution\u2019s boards or equivalent and\nmanagement as of December 31, 2019 and 2020, including information about board\ntenure and key board and senior management roles, from all Regulated Banking\nInstitutions with more than $100 million in assets, and all Regulated Non-\nDepository Financial Institutions with more than $100 million in gross revenue\nand from all entities authorized to engage in virtual currency business\nactivity, including virtual currency licensees (\u201cBitLicensees\u201d) and virtual\ncurrency trust companies.\n\nWe plan to collect this data over the late summer and publish the results on\nan aggregate basis in the first quarter of 2022, categorized by the type of\ninstitution and other relevant factors We strongly encourage companies to\npublicly disclose the composition and diversity of their boards and management\nas a constituent part of their DEI commitment to their stakeholders. DFS will\nconsider collecting and disclosing similar information in the future,\nincluding on a more granular basis, considering any other data collection and\ndisclosure requirements that may be imposed on the banking and financial\nservices industry.\n\n##  Conclusion\n\nFurther diversifying the leadership and workforce of the banking and financial\nservices industry is a business and corporate governance imperative which will\nstrengthen the industry, increase innovation, and provide resiliency. This\nprocess is one of continual evolution and improvement, not simply an exercise\nin box checking, and small changes now will lead to big improvements in the\nfuture. We applaud the companies who have already taken meaningful steps to\npromote diversity within their organization, and we look forward to supporting\nthose who are embarking on this work for the first time now. In response to\nfeedback from industry participants, DFS will organize a webinar focused on\nDEI best practices and addressing specific issues that companies have\nencountered in their diversity efforts.\n\nPlease direct questions regarding this industry letter to [ [email protected]\n](/cdn-cgi/l/email-protection#1e5c7f70757770795a5b575e7a786d30706730797168) .\n\nSincerely,\n\nLinda A. Lacewell\n\nSuperintendent of Financial Services\n\n* * *\n\n[*]  This letter is addressed to New York State banking institutions,\nincluding New York chartered banks, credit unions and New York licensed\nbranches and agencies of foreign banking organizations (collectively\n\u201cRegulated Banking Institutions\u201d), as well as New York regulated mortgage\nbanks, mortgage servicers, mortgage brokers, money transmitters, check\ncashers, licensed lenders, sales finance companies, premium finance agencies,\nlimited purpose trust companies and virtual currency companies (collectively,\n\u201cRegulated Non-Depository Financial Institutions\u201d). We note that DFS has\nissued a similar [ letter ](/industry_guidance/circular_letters/cl2021_05) to\nall New York State domestic and foreign insurance companies dated March 16,\n2021.\n\n* * *\n\n**References:**\n\n[1]  New York Bankers Association, (2020), History in Real Time Virtual\nSpeaker Series, Retrieved from: [ NYBA.com\n](https://www.nyba.com/NYBA/Events/Major_Meetings_and_Conferences/VirtualSpeakerSeries.aspx?WebsiteKey=2605c623-d0d9-46ae-\nbb77-90782c2d9b4c)\n\n[2]  Conference of State Bank Supervisors, (March 2021), 53 Teams Enter CSBS\nCommunity Bank Case Study Competition, Retrieved from: [ CSBS.org\n](https://www.csbs.org/newsroom/53-teams-enter-csbs-community-bank-case-study-\ncompetition)\n\n[3]  American Bankers Association, (2021), Diversity, Equity & Inclusion,\nRetrieved from: [ Aba.com ](https://www.aba.com/banking-\ntopics/operations/diversity-equity-inclusion)\n\n[4]  New York Bankers Association, (October, 2019), Women in Leadership\nConference, Retrieved from: [ NYBA.com\n](https://www.nyba.com/NYBA/Events/Major_Meetings_and_Conferences/Women_Program.aspx?WebsiteKey=2605c623-d0d9-46ae-\nbb77-90782c2d9b4c)\n\n[5]  Dixon-Fyle, S, Dolan, K, Hunt, V, Prince, S, (May 2020), Diversity wins:\nHow inclusion matters, Retrieved from: [ McKinsey.com\n](https://www.mckinsey.com/featured-insights/diversity-and-\ninclusion/diversity-wins-how-inclusion-matters)\n\n[6]  [ Ibid ](https://www.mckinsey.com/featured-insights/diversity-and-\ninclusion/diversity-wins-how-inclusion-matters)\n\n[7]  Ibid\n\n[8]  Catalyst. (June 24, 2020). Why Diversity and Inclusion Matter: Financial\nPerformance (Appendix), Retrieved from: [ Catalyst.org\n](https://www.catalyst.org/research/why-diversity-and-inclusion-matter-\nfinancial-performance/)\n\n[9]  Hunt, V., Layton, D., and Prince, S. (January 2015), Why diversity\nmatters, Retrieved from: [ McKinsey.com ](https://www.mckinsey.com/business-\nfunctions/organization/our-insights/why-diversity-matters)\n\n[10]  Rogish A., Sandler, S., Shemluck, N., (July 2020), Diversifying the path\nto CEO in financial services, Retrieved from: Deloitte.com\n\n[11]  Vespa, J., et al. (Issued March 2018, Revised February 2020).\nDemographic Turning Points for the United States: Population Projections for\n2020 to 2060. United States Census Bureau, p. 7. Retrieved from: [ census.gov\n](https://www.census.gov/content/dam/Census/library/publications/2020/demo/p25-1144.pdf)\n\n[12]  Clempner, J., et al. (2019). Women in Financial Services 2020. Oliver\nWyman, p. 19. Retrieved from: [ oliverwyman.com\n](https://www.oliverwyman.com/content/dam/oliver-\nwyman/v2/publications/2019/November/Women-In-Financial-Services-2020.pdf)\n\n[13]  Ibid\n\n[14]  Catalyst. (June 24, 2020). Why Diversity and Inclusion Matter: Quick\nTake. Retrieved from: [ Catalyst.org ](https://www.catalyst.org/research/why-\ndiversity-and-inclusion-matter/)\n\n[15]  Lorenzo, R., et al. (January 23, 2018). How Diverse Leadership Teams\nBoost Innovation. BCG Henderson Institute. Retrieved from: [ Boston Consulting\nGroup Henderson Institute ](https://www.bcg.com/en-us/publications/2018/how-\ndiverse-leadership-teams-boost-innovation)\n\n[16]  Ibid\n\n[17]  Corporate Finance Institute, (2021), Major Risks for Banks, Retrieved\nfrom: [ Corporatefinanceinstute.com\n](https://corporatefinanceinstitute.com/resources/knowledge/finance/major-\nrisks-for-banks/)\n\n[18]  Rock, D., et al. (November 4, 2016). Why Diverse Teams Are Smarter.\nHarvard Business Review. Retrieved from: [ Harvard Business Review\n](https://hbr.org/2016/11/why-diverse-teams-are-smarter)\n\n[19]  Catalyst. (June 24, 2020). Why Diversity and Inclusion Matter: Quick\nTake. Retrieved from: [ Catalyst.org ](https://www.catalyst.org/research/why-\ndiversity-and-inclusion-matter/)\n\n[20]  Ibid\n\n[21]  Chen, J., Leung W., Song, W., Goergen, M., (September 2019), Research:\nWhen Women Are On Boards, Male CEOs Are Less Overconfident, Retrieved from: [\nHarvard Business Review ](https://hbr.org/2019/09/research-when-women-are-on-\nboards-male-ceos-are-less-overconfident)\n\n[22]  Catalyst. (June 24, 2020). Why Diversity and Inclusion Matter: Quick\nTake. Retrieved from: [ Catalyst.org ](https://www.catalyst.org/research/why-\ndiversity-and-inclusion-matter/)\n\n[23]  Ibid\n\n[24]  Thomas, R., et al. (2020). Women in the Workplace 2020. McKinsey &\nCompany and LeanIn.Org, p. 51. Retrieved from: [ McKinsey.com\n](https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-\nthe-workplace)\n\n[25]  Ibid\n\n[26]  Weiner, N., Munoz, H., (March 2021), Advancing Racial Justice for\nFrontline Bank Workers, Retrieved from: [ bankaccountability.org\n](https://cwa-union.org/news/releases/new-report-black-latino-workers-face-\ntough-odds-of-getting-higher-paid-positions)\n\n[27]  Ibid\n\n[28]  Robinson, A., (April 2021), The push to diversify banking from within\nthe industry, Retrieved from: [ ABC News\n](https://abcnews.go.com/Business/push-diversify-banking-\nindustry/story?id=76568426)\n\n[29]  United States House of Representatives Committee on Financial Services,\n(2020), Diversity and Inclusion: Holding America\u2019s Large Banks Accountable,\nRetrieved from: U.S. House of Representatives Committee on Financial Services\n\n[30]  United States Census Bureau. (2019). Quick Facts: United States.\nRetrieved from: [ census.gov\n](https://www.census.gov/quickfacts/fact/table/US/LFE046219)\n\n[31]  Ibid\n\n[32]  Coindance, (2020), Bitcoin Community Engagement by Gender, Retrieved\nfrom: [ Coindance ](https://coin.dance/stats/gender)\n\n[33]  Hao, K., (2018), The first rule of being a woman in crypto is you do not\ntalk about being a woman in crypto, Retrieved from: [ Quartz\n](https://qz.com/1262167/the-first-rule-of-being-a-woman-in-crypto-is-you-do-\nnot-talk-about-being-a-woman-in-crypto/)\n\n[34]  Dozier, R., (2019), Black Blockchain Meet-up Addresses Lack of Diversity\nin Crypto, Retrieved from: [ Breakermag ](https://www.forbes.com/richest-in-\ncryptocurrency/#b2f1b601d496)\n\n[35]  Diaz, A. et. Al., (September 2020), Racial Equity in Financial Services,\nRetrieved from: [ McKinsey.com\n](https://www.mckinsey.com/industries/financial-services/our-insights/racial-\nequity-in-financial-services)\n\n[36]  Manning, J., (July 2019), Achieving Diversity and Inclusion in the\nBanking Sector: A Work in Progress, Retrieved from: [ International Banker\n](https://internationalbanker.com/banking/achieving-diversity-and-inclusion-\nin-the-banking-sector-a-work-in-progress/)\n\n[37]  Ibid\n\n[38]  United States Congress (2010), Dodd-Frank Wall Street Reform and\nConsumer Protection Act, Retrieved from: [ Congress.gov\n](https://www.congress.gov/111/plaws/publ203/PLAW-111publ203.pdf)\n\n[39]  Federal Register, (2015), Final Interagency Policy Statement\nEstablishing Joint Standards for Assessing the Diversity Policies and\nPractices of Entities Regulated by the Agencies, Retrieved from: [ The Federal\nRegister\n](https://www.federalregister.gov/documents/2015/06/10/2015-14126/final-\ninteragency-policy-statement-establishing-joint-standards-for-assessing-the-\ndiversity-policies)\n\n[40]  Ibid\n\n[41]  Ibid\n\n[42]  Wright, M., (October 2020), Why diversity and inclusion matters to\nregulators, Retrieved from: [ Independent\n](https://independentbanker.org/2020/10/why-diversity-and-inclusion-matters-\nto-regulators/) Banker\n\n[43]  United States House of Representatives Committee on Financial Services,\n(2020), Diversity and Inclusion: Holding America\u2019s Large Banks Accountable,\nRetrieved from: U.S. House of Representatives Committee on Financial Services\n\n[44]  Ibid\n\n[45]  State of California. (2020). Women on Boards. Retrieved from: [\nsos.ca.gov ](https://www.sos.ca.gov/business-programs/women-boards/)\n\n[46]  Steele, A. (October 1, 2020). California Rolls Out Diversity Quotas for\nCorporate Boards. The Wall Street Journal. Retrieved from: [ The Wall Street\nJournal ](https://www.wsj.com/articles/california-rolls-out-diversity-quotas-\nfor-corporate-boards-11601507471)\n\n[47]  Reuters. (February 25, 2021). U.S. SEC should revisit disclosure\nrequirements on diversity \u2013 acting chair. Retrieved from: [ reuters.com\n](https://www.reuters.com/article/us-usa-sec-diversity/u-s-sec-should-revisit-\ndisclosure-requirements-on-diversity-acting-chair-idUKKBN2AP2T2)\n\n[48]  Sorkin, A., et al. (January 13, 2021). Potential Priorities for Wall\nStreet\u2019s Next Top Cop. Retrieved from: [ The New York Times DealBook\n](https://www.nytimes.com/2021/01/13/business/dealbook/gary-gensler-sec.html)\n\n[49]  Arndt, P., et al. (2019). Gender quotas in a European comparison: Tough\nsanctions most effective. DIW Weekly Report, pp. 339-41. Retrieved from: [\ndiw.de\n](https://www.diw.de/de/diw_01.c.678694.de/publikationen/weekly_reports/2019_38_1/gender_quotas_in_a_european_comparison__tough_sanctions_most_effective.html)\n\n[50]  Government of Canada. (2021). Diversity of boards of directors and\nsenior management. Retrieved from: [ ic.gc.ca\n](https://www.ic.gc.ca/eic/site/cd-dgc.nsf/eng/cs08316.html)\n\n[51]  Manning, J., (July 2019), Achieving Diversity and Inclusion in the\nBanking Sector: A Work in Progress, Retrieved from: [ International Banker\n](https://internationalbanker.com/banking/achieving-diversity-and-inclusion-\nin-the-banking-sector-a-work-in-progress/)\n\n[52]  State Street. (March 7, 2017). State Street Global Advisors Calls on\n3,500 Companies Representing More Than $30 Trillion in Market Capitalization\nto Increase Number of Women on Corporate Boards [Press Release]. Retrieved\nfrom: StateStreet.com\n\n[53]  Lacaille, R., (August 2020), Diversity Strategy, Goals & Disclosure: Our\nExpectations for Public Companies, Retrieved from: State Street Global\nAdvisors\n\n[54]  Hunnicutt, T. (July 13, 2017). BlackRock supports effort to boost number\nof women board members. Reuters. Retrieved from: [ Reuters\n](https://www.reuters.com/article/us-blackrock-women/blackrock-supports-\neffort-to-boost-number-of-women-board-members-idUSKBN19Z09C)\n\n[55]  BlackRock, (March 2020), BlackRock Releases 2020 Stewardship Priorities\nfor Engaging with Public Companies, Retrieved from: [ BlackRock\n](https://www.blackrock.com/corporate/newsroom/press-\nreleases/article/corporate-one/press-releases/stewardship-priorities)\n\n[56]  Vanguard Investments, (2019), Vanguard Investment Stewardship\nPerspectives, Board Diversity, Retrieved from [ Vanguard\n](https://about.vanguard.com/investment-stewardship/perspectives-and-\ncommentary/persp_board_diversity.pdf)\n\n[57]  Makortoff, K., (October 2020), Legal & General warns FTSE 100 firms over\nlack of ethnic diversity, Retrieved from: [ The Guardian\n](https://www.theguardian.com/business/2020/oct/05/legal-and-general-warns-\nftse-100-firms-lack-of-ethnic-diversity-bame-board-member-2022)\n\n[58]  Goldman Sachs. (February 4, 2020). Goldman Sachs\u2019 Commitment to Board\nDiversity. Retrieved from: [ goldmansachs.com\n](https://www.goldmansachs.com/our-commitments/diversity-and-inclusion/board-\ndiversity/)\n\nWho We Supervise\n\nInstitutions That We Supervise\n\nThe Department of Financial Services supervises many different types of\ninstitutions. Supervision by DFS may entail chartering, licensing,\nregistration requirements, examination, and more.\n\n[ Learn More ](/who_we_supervise)\n\nDepartment of Financial Services\n\n[ Department of Financial Services ](/ \"Home\")\n\n",
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                    "source": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
                },
                "page_content": "[ Home  ](/global/en \"Home\")\n\n[ Investors  ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance  ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance  ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion  ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n#  Diversity, Equity and Inclusion\n\n  * [ ](/global/en/investors/contact)\n  * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth**  \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally.  \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n  1. [ BASF Report 2024  ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n  2. [ Our values  ](/global/en/who-we-are/about-us/our-values \"Our values\")\n  3. [ Our Code of Conduct  ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n  4. [ Grievance mechanism  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n  5. [ Human Rights  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n  1. [ Read more  ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n###  Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n  \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors  \n16.7%  \n(As of 31.12.2024)\n\nWomen in leadership positions  \n29.3%  \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n###  Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** |  **Supervisory Board** |  |  **Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status  \nDec 31, 2021 ** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Coatings GmbH** |  0%   \n(0 of 12)  |  8.3%   \n(1 of 12)  |  33.3%   \n(4 of 12)  |  8.3%   \n(1 of 12)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Digital Solutions GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  50%   \n(1 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  n/a  |  n/a  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Personal Care and Nutrition GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  \n**BASF Polyurethanes GmbH** |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  1  \n**BASF Schwarzheide GmbH** |  22.2%   \n(2 of 9)  |  0%   \n(0 of 9)  2  |  25%   \n(3 of 12)  |  11%   \n(1 of 9)  |  |  0%   \n(0 of 2)  |  50%   \n(1 of 2)  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Services Europe GmbH** |  33.3%   \n(1 of 3)  |  33,3%   \n(1 of 3)  |  50%   \n(6 of 12)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  50%   \n(1 of 2)  |  0%   \n(0 of 1)  1  \n**Chemetall GmbH** |  16.7%   \n(1 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  100%   \n(1 of 1)  |  0%   \n(0 of 1)  1  \n  \n1  Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2  The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** |  **1st Level of management below Management Board** |  |  **2nd Level of management below Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  5%  |  8.3%   \n(2 of 24)  |  10.2%   \n(5 of 49)  |  8.3%   \n(2 of 24)  |  |  14%  |  23.3%   \n(7 of 30)  |  34.7%   \n(25 of 72)  |  23.3%   \n(7 of 30)  \n**BASF Coatings GmbH** |  19%  |  33.3%   \n(5 of 15)  |  23.1%   \n(3 of 13)  |  33.3%   \n(5 of 15)  |  |  8%  |  17.3%   \n(9 of 52)  |  15.4%   \n(8 of 52)  |  17.3%   \n(9 of 52)  \n**BASF Digital Solutions GmbH** |  30%  |  32%   \n(8 of 25)  |  19.2%   \n(5 of 26)  |  32%   \n(8 of 25)  |  |  17%  |  24.6%   \n(30 of 122)  |  25.6%   \n(30 of 117)  |  24.6%   \n(30 of 122)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 7)  |  0%   \n(0 of 7)  1  |  |  n/a  |  n/a  |  20%   \n(5 of 25)  |  0%   \n(0 of 25)  1  \n**BASF Personal Care and Nutrition GmbH** |  20%  |  29.2%   \n(7 of 24)  |  31%   \n(9 of 29)  |  29.2%   \n(7 of 24)  |  |  17%  |  30.8%   \n(16 of 52)  |  32.7%   \n(32 of 98)  |  30.8%   \n(16 of 52)  \n**BASF Polyurethanes GmbH** |  11%  |  16.7%   \n(2 of 12)  |  18.8%   \n(3 of 16)  |  16.7%   \n(2 of 12)  |  |  13%  |  20.5%   \n(8 of 39)  |  17.2%   \n(5 of 29)  |  20.5%   \n(8 of 39)  \n**BASF Schwarzheide GmbH** |  0%  |  14.3%   \n(2 of 14)  |  13.3%   \n(2 of 15)  |  14.3%   \n(2 of 14)  |  |  0%  |  18.2%   \n(8 of 44)  |  20%   \n(8 of 40)  |  18.2%   \n(8 of 44)  \n**BASF Services Europe GmbH** |  30%  |  33.3%   \n(4 of 12)  |  45.8%   \n(11 of 24)  |  33.3%   \n(4 of 12)  |  |  30%  |  61.9%   \n(39 of 63)  |  59.8%   \n(119 of 199)  |  30.2%   \n(19 of 63)  \n**Chemetall GmbH** |  3%  |  0%  2  |  29.4%   \n(5 of 17)  |  33.3%   \n(1 of 3)  |  |  25%  |  8.3%   \n(1 of 12)  2  |  14.8%   \n(4 of 27)  |  8.3%   \n(1 of 12)  \n  \n1  The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2  The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n###  BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update  March 21, 2025\n\n##  Follow us\n\n  * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n  * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n  * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n  * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n  1. [ Career  ](/global/en/careers \"Career\")\n\n  2. [ Media  ](/global/en/media \"Media\")\n\n  3. [ Sustainability  ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n  4. [ Innovation  ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n  1. [ Product Finder  ](https://products.basf.com/global/en \"Product Finder\")\n\n  2. [ Industries  ](/global/en/products \"Industries\")\n\n  3. [ General Conditions of Sale BASF SE  ](https://products.basf.com/global/en/general_conditions_of_sales \"General Conditions of Sale BASF SE\")\n\nInformation\n\n  1. [ IR Releases  ](/global/en/investors/calendar-and-publications/investor-releases \"IR Releases\")\n\n  2. [ Newsletter  ](/global/en/investors/calendar-and-publications/service-for-shareholders/newsletter \"Newsletter\")\n\n  3. [ Publications  ](/global/en/investors/calendar-and-publications/publication-finder \"Publications\")\n\n  4. [ Reporting  ](/global/en/investors/calendar-and-publications/reporting \"Reporting\")\n\nService\n\n  1. [ Compliance Hotline  ](/global/en/who-we-are/organization/management/code-of-conduct \"Compliance Hotline\")\n\n  2. [ myBASFWorld  ](https://my.basf.com \"myBASFWorld\")\n\n  3. [ Procurement  ](/global/en/who-we-are/organization/suppliers-and-partners \"Procurement\")\n\nCopyright \u00a9 BASF 2025\n\n  * [ Disclaimer ](/global/en/legal/disclaimer \"Disclaimer\")\n\n  * Cookie Preference Center \n\n  * [ Credits ](/global/en/legal/credits \"Credits\")\n\n  * [ Privacy policy ](/global/en/legal/data-protection \"Privacy policy\")\n\n  * [ Data protection @BASF ](/global/en/legal/data-protection-at-basf \"Data protection @BASF\")\n\n  * [ Responsible Disclosure Statement ](/global/en/legal/responsible-disclosure-statement \"Responsible Disclosure Statement\")\n\n  * [ Contact ](/global/en/legal/contact \"Contact\")\n\n",
                "url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
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                    "source": "https://www.weforum.org/stories/2019/04/business-case-for-diversity-in-the-workplace/"
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                "page_content": "More innovative, more profitable ... greater diversity isn't just a moral\nimperative. Image: REUTERS/Jessica Rinaldi\n\n#####  [ Vijay Eswaran ](https://www.weforum.org/stories/authors/vijay-\neswaran/)\n\nExecutive Chairman ,  QI Group of Companies\n\nWe live in a complex, interconnected world where diversity, shaped by\nglobalization and technological advance, forms the fabric of modern society.\nNotwithstanding this interconnectedness, there is also growing polarization \u2013\nboth in the physical and digital worlds \u2013 fuelled by identity politics and the\nresurgence of nationalist ideals.\n\nNot surprisingly, our workplaces tend to mirror the sociocultural dynamics at\nplay in our lives outside work. Having built and scaled a multinational\nenterprise over nearly two decades, I\u2019ve learned that diversity in the\nworkplace is an asset for both businesses and their employees, in its capacity\nto foster innovation, creativity and empathy in ways that homogeneous\nenvironments seldom do. Yet it takes careful nurturing and conscious\norchestration to unleash the true potential of this invaluable asset.\n\nIn this era of globalization, diversity in the business environment is about\nmore than gender, race and ethnicity. It now includes employees with diverse\nreligious and political beliefs, education, socioeconomic backgrounds, sexual\norientation, cultures and even disabilities. Companies are discovering that,\nby supporting and promoting a diverse and inclusive workplace, they are\ngaining benefits that go beyond the optics.\n\nBusiness has the transformative power to change and contribute to a more open,\ndiverse and inclusive society. We can only accomplish this by starting from\nwithin our organizations. Many of us know intuitively that diversity is good\nfor business. The case for establishing a truly diverse workforce, at all\norganizational levels, grows more compelling each year. The moral argument is\nweighty enough, but the financial impact - as proven by multiple studies -\nmakes this a no-brainer.\n\n#####  Have you read?\n\n  * #####  [ The Future of Jobs Report 2023 ](https://www.weforum.org/reports/the-future-of-jobs-report-2023)\n\n  * #####  [ How to follow the Growth Summit 2023 ](https://www.weforum.org/agenda/2023/04/how-to-follow-the-growth-summit-2023)\n\n##  **Disruption and innovation**\n\nThe coming together of people of different ethnicities with different\nexperiences in cities and societies is a key driver of innovation. The food\nthat we eat every day is a result of this blending of cultures. The most\nsuccessful musical genres, such as jazz, rock\u2019n\u2019roll or hip-hop, are the\nproducts of cultural amalgamation.\n\nIf we look at the most innovative, disruptive and prosperous urban centres in\nthe world \u2013 New York, Dubai, London and Singapore \u2013 they all have one thing in\ncommon. They are all international melting pots with a high concentration of\nimmigrants. Research shows that there is a direct correlation between high-\nskilled immigration [ and an increase in the level of innovation\n](http://www.hamiltonproject.org/charts/high_skilled_immigration_increases_innovation)\nand [ economic performance in cities and regions.\n](https://www.independent.co.uk/news/business/analysis-and-\nfeatures/immigration-migration-advisory-committee-productivity-skill-gdp-\nbrexit-a8542841.html)\n\nSingapore makes a great case study. This tiny South-East Asian island nation,\nwith a population of just over five million, is today one of the globe\u2019s\nheavyweight financial centres. It scores highly in [ international rankings\n](https://en.wikipedia.org/wiki/International_rankings_of_Singapore) for areas\nas diverse as education and ease of doing business, and has been recognised as\nthe world\u2019s most [ technology-ready\n](https://en.wikipedia.org/wiki/Global_Information_Technology_Report) nation.\nSingapore is also highly multicultural, with an ethnic mix of people of\nChinese, Malay and Indian descent, and large populations of different\nreligious faith groups including Buddhists, Christians, Muslims and Hindus.\n\nWhen Singapore achieved independence in 1965, its founding fathers instituted\nmeasures that would [ not leave racial harmony to chance\n](https://www.fairobserver.com/region/asia_pacific/how-to-overcome-racial-\ntensions-55645/) . Singapore aggressively promoted racial and ethnic\nintegration. One important measure was its housing policy, which ensured that\nevery public housing complex followed a national quota of racial percentage.\nThis forced people of different ethnicities to learn to live with each other,\nand broke up all the ethnic ghettos that were prevalent at the time of\nindependence.\n\nThese seemingly autocratic measures have served the small island nation well\nin producing a well-integrated populace that values meritocracy more than race\nor religion. Singapore\u2019s ethnic and religious diversity has proven to be an\nasset to the country, and the result is relative racial harmony \u2013 something\nthe US would do well to learn from.\n\nIn neighbouring Malaysia, my home country, ethnic, cultural and religious\ndiversity has always been promoted. By the time I was 18, I could speak five\nlanguages and had friends from the Chinese, Indian, Malay and Eurasian\ncommunities, who between them hailed from several religious backgrounds.\nMalaysia has one of the world\u2019s most diverse cultural and ethnic mixes and has\noutperformed most of its regional partners, with a high [ annual GDP growth\nsince its independence\n](https://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?end=2017&locations=MY&start=1961&view=chart)\n. The multilingual workforce has given us Malaysians an edge in the workplace.\n\n##  **Diversity and business performance**\n\nThere is substantial research to show that diversity brings many advantages to\nan organization: increased profitability and creativity, stronger governance\nand better problem-solving abilities. Employees with diverse backgrounds bring\nto bear their own perspectives, ideas and experiences, helping to create\norganizations that are resilient and effective, and which outperform\norganisations that do not invest in diversity.\n\nA [ Boston Consulting Group study ](https://www.bcg.com/en-\nus/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx) found\nthat companies with more diverse management teams have 19% higher revenues due\nto innovation. This finding is significant for tech companies, start-ups and\nindustries where innovation is the key to growth. It shows that diversity is\nnot just a metric to be strived for; it is actually an integral part of a\nsuccessful revenue-generating business.\n\nImage: BCG\n\nWhile most of these studies are conducted in the western world, Asian\ncountries are engaging in the equality debate at their own pace. Cultural\nshifts over the last 40 years mean that South-East Asia currently has a [\nfemale workforce ](http://image-src.bcg.com/Images/BCG-Moving-Toward-Gender-\nDiversity-SEA-Sep-2017_tcm93-177639.pdf) participation rate of 42% \u2013 higher\nthan the global average of 39%.\n\nAccording to the [ 2018 Hays Asia Diversity and Inclusion\n](https://www.hays.com.sg/DIreport/HAYS_1990337) report, improved company\nculture, leadership and greater innovation were the top three benefits of\ndiversity identified by respondents. However, there was a perception among a\nsignificant proportion of participants that access to pay, jobs and career\nopportunities for those of equal ability could be hampered by factors such as\nage, disability, ethnicity, gender, family commitments, marital status, race,\nreligion and sexuality.\n\nMore than ever, flexibility and versatility are becoming the key to success\nfor individuals, companies and countries alike, and a culturally diverse\nenvironment is the best way to acquire these qualities. Assumptions need to be\nchallenged, conversations need to be had and corporate culture needs to be\nupdated so that the modern workplace can accurately reflect and support the\npopulation of the region.\n\n##  **The millennial quotient in business diversity**\n\nBy the year 2025, 75% of the global workforce will be made up of [ millennials\n](https://www.inc.com/peter-economy/the-millennial-workplace-of-future-is-\nalmost-here-these-3-things-are-about-to-change-big-time.html) \\- which means\nthis group will occupy the majority of leadership roles over the coming\ndecade. They will be responsible for making important decisions that affect\nworkplace cultures and people's lives. This group has a unique perspective on\ndiversity. While older generations tend to view diversity through the lenses\nof race, demographics, equality and representation, millennials see diversity\nas a melding of varying experiences, different backgrounds and individual\nperspectives. They view the ideal workplace as a supportive environment that\ngives space to varying perspectives on a given issue.\n\nThe 2018 [ Deloitte Millennial Survey\n](https://www2.deloitte.com/global/en/pages/about-\ndeloitte/articles/millennialsurvey.html) shows that 74% of these individuals\nbelieve their organization is more innovative when it has a culture of\ninclusion. If businesses are looking to hire and sustain a millennial\nworkforce, diversity must be a key part of the company culture. [ This 2016\nsurvey ](https://www.webershandwick.com/news/millennials-at-work-perspectives-\non-diversity-inclusion/) shows that 47% of millennials are actively looking\nfor diversity in the workplace when sizing up potential employers.\n\n[ ](https://www.webershandwick.com/news/millennials-at-work-perspectives-on-\ndiversity-inclusion/) Image: Weber Shandwick\n\n##  **Women in the workplace**\n\nGender equality remains a major issue in the corporate world. Despite an\nabundance of research confirming that companies with [ more women in the\nC-Suite are more profitable ](https://hbr.org/2016/02/study-firms-with-more-\nwomen-in-the-c-suite-are-more-profitable) , there is still a [ gender gap in\nthe vast majority of companies ](http://fortune.com/2017/06/09/white-men-\nsenior-executives-fortune-500-companies-diversity-data/) . Women remain\nsignificantly underrepresented in the corporate pipeline, with fewer women\nthan men hired at entry level, and representation declining further at every\nsubsequent step.\n\nCompanies need a comprehensive plan for supporting and advancing women. This\nrequires a paradigm shift in the corporate culture which will include\ninvesting in employee training and giving employees greater flexibility to fit\nwork into their lives.\n\n[ A survey conducted by Pew Research Centre\n](https://www.pewsocialtrends.org/2015/01/14/women-and-leadership/) lists\nseveral areas where women are stronger in key areas of both politics and\nbusiness. Survey respondents noted that women are:\n\n  * 34% better at working out compromises \n  * 34% more likely to be honest and ethical \n  * 25% more likely to stand up for their beliefs \n  * 30% more likely to provide fair pay and benefits \n  * 25% better at mentoring \n\nForward-thinking companies should be looking for ways to employ and empower\nmore women at work \u2013 not just as a moral obligation, but also as a sound\nbusiness strategy. [ McKinsey\u2019s most recent Delivering Through Diversity\nreport\n](https://apac01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.mckinsey.com%2Fbusiness-\nfunctions%2Forganization%2Four-insights%2Fdelivering-through-\ndiversity&data=02%7C01%7CBusba.w%40qigroup.com%7C08ac52f5cc0a42d97ba108d6b7dda69e%7Cc8794516b0d641f8ae737fb3bf77642c%7C0%7C0%7C636898559947049786&sdata=4%2Bl3YA8ISc%2FSubhYbZYAS%2BH%2FE5RV3DzVpqysB2qfp8E%3D&reserved=0)\nfound corporations that embrace gender diversity on their executive teams were\nmore competitive and 21% more likely to experience above-average\nprofitability. They also had a 27% likelihood of outperforming their peers on\nlonger-term value creation. Different perspectives on customer needs, product\nimprovements and company wellbeing fuel a better business.\n\nIt has been estimated that closing the gender gap would add [ $28 trillion\n](https://apac01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.mckinsey.com%2Ffeatured-\ninsights%2Femployment-and-growth%2Fhow-advancing-womens-equality-can-\nadd-12-trillion-to-global-\ngrowth&data=02%7C01%7CBusba.w%40qigroup.com%7C08ac52f5cc0a42d97ba108d6b7dda69e%7Cc8794516b0d641f8ae737fb3bf77642c%7C0%7C0%7C636898559947049786&sdata=VweO7QgP4JIt0cClNecwNtPh4Xn45ZMnlZLQrkWzzoc%3D&reserved=0)\nto the value of the global economy by 2025 \u2013 a 26% increase. Put simply,\ncompanies and societies are more likely to grow and prosper when women gain\ngreater financial independence.\n\n##  **Taking a stand for diversity in business**\n\nIt is important for corporations to step up and advocate for diversity and\ntolerance on a public platform. A great example of this is [ Nike\u2019s support of\nAmerican football quarterback and rights campaigner Colin Kaepernick\n](https://www.vox.com/2018/9/24/17895704/nike-colin-kaepernick-\nboycott-6-billion) . More than a marketing exercise, it showed the world that\none of America\u2019s best-known corporations was willing to stand alongside one\nman in his battle against racial injustice and intolerance.\n\nProcter & Gamble\u2019s (P&G) \u2018 [ We See Equal\u2019 Campaign\n](https://us.pg.com/gender-equality/) , which was designed to fight gender\nbias and work towards equality for all, depicted boys and girls defying gender\nstereotypes. The company has a history of promoting the issue, and also\nrecords 45% of its managers and a third of its board as women. P&G\u2019s clear\ndedication to equality within its own workforce meant that the campaign came\nacross as authentic and as a genuine push for change.\n\n#####  Have you read?\n\n  * #####  [ Why getting workplace diversity right isn't for the faint-hearted ](https://www.weforum.org/agenda/2019/03/workplace-diversity-marcia-page)\n\n  * #####  [ Beyond diversity: How firms are cultivating a sense of belonging ](https://www.weforum.org/agenda/2019/04/beyond-diversity-how-firms-are-cultivating-a-sense-of-belonging)\n\nThere is much to learn from leaders in diversity and inclusion, but it is\nimportant to remember that every company\u2019s initiatives will look different.\nDiversity means different things to different people, and organizations must\napply those definitions to their companies accordingly.\n\nDiversity and inclusion cannot be a one-time campaign or a one-off initiative.\nPromoting them in the workplace is a constant work-in-progress, and should be\nmaintained and nurtured to guarantee effectiveness. Empathetic leadership is\nkey to this transformation. For real change to happen, every individual leader\nneeds to buy into the value of belonging \u2013 both intellectually and\nemotionally.\n\nThe business world must come together and be more engaged and vocal than it\nhas been to promote the message of a diverse and tolerant society. It is an\nuphill battle, but peace, prosperity and advancement depend on it.\n\n#####  Don't miss any update on this topic\n\nCreate a free account and access your personalized content collection with our\nlatest publications and analyses.\n\n[ Sign up for free  ](/join-us/individuals)\n\nLicense and Republishing\n\nWorld Economic Forum articles may be republished in accordance with the\nCreative Commons Attribution-NonCommercial-NoDerivatives 4.0 International\nPublic License, and in accordance with our Terms of Use.\n\nThe views expressed in this article are those of the author alone and not the\nWorld Economic Forum.\n\n#####  Stay up to date:\n\n####  Future of Work\n\n#####  Related topics:\n\n[ Jobs and the Future of Work ](https://www.weforum.org/stories/jobs-and-the-\nfuture-of-work/) [ Business ](https://www.weforum.org/stories/business/) [\nEducation and Skills ](https://www.weforum.org/stories/education-and-skills/)\n\n#####  Share:\n\n  * [ ](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fwww.weforum.org%2Fstories%2F2019%2F04%2Fbusiness-case-for-diversity-in-the-workplace%2F)\n  * [ ](https://twitter.com/intent/tweet?via=wef&text=The%20business%20case%20for%20diversity%20in%20the%20workplace%20is%20now%20overwhelming&url=https%3A%2F%2Fwww.weforum.org%2Fstories%2F2019%2F04%2Fbusiness-case-for-diversity-in-the-workplace%2F)\n  * [ ](https://www.linkedin.com/sharing/share-offsite/?url=https%3A%2F%2Fwww.weforum.org%2Fstories%2F2019%2F04%2Fbusiness-case-for-diversity-in-the-workplace%2F)\n  * [ ](https://share.flipboard.com/bookmarklet/popout?v=2&title=The%20business%20case%20for%20diversity%20in%20the%20workplace%20is%20now%20overwhelming&url=https%3A%2F%2Fwww.weforum.org%2Fstories%2F2019%2F04%2Fbusiness-case-for-diversity-in-the-workplace%2F)\n  * [ ](whatsapp://send?text=The%20business%20case%20for%20diversity%20in%20the%20workplace%20is%20now%20overwhelming+https%3A%2F%2Fwww.weforum.org%2Fstories%2F2019%2F04%2Fbusiness-case-for-diversity-in-the-workplace%2F)\n\n[ The Big Picture  Explore and monitor how  Future of Work  is affecting\neconomies, industries and global issues\n](https://intelligence.weforum.org/topics/a1Gb0000000LJQ4EAO?tab=publications)\n\n##  Forum Stories  newsletter\n\nBringing you weekly curated insights and analysis on the global issues that\nmatter.\n\n[ Subscribe today  ](https://pub.s6.exacttarget.com/u1toxyddesm)\n\n###\n\nMore on  Jobs and the Future of Work\n\n[ See all  ](https://www.weforum.org/stories/jobs-and-the-future-of-work/)\n\n[ ](https://www.weforum.org/stories/2025/04/work-jobs-employers-reskilling-\nflexibility-trust/)\n\n[ The four things workers really want from their job in 2025\n](https://www.weforum.org/stories/2025/04/work-jobs-employers-reskilling-\nflexibility-trust/)\n\nGareth Francis\n\nApril 23, 2025\n\n[ ](https://www.weforum.org/stories/2025/04/india-healthcare-ai-innovation/)\n\n[ 4 ways India is deploying AI and innovation to revolutionize healthcare\n](https://www.weforum.org/stories/2025/04/india-healthcare-ai-innovation/)\n\n[ ](https://www.weforum.org/podcasts/radio-davos/episodes/workplace-wellbeing-\nwfh/)\n\n[ Workplace wellbeing and WFH: what\u2019s best for business and for you?\n](https://www.weforum.org/podcasts/radio-davos/episodes/workplace-wellbeing-\nwfh/)\n\nApr 17, 2025\n\n[ ](https://www.weforum.org/stories/2025/04/long-term-economic-trends-growth-\neconomy/)\n\n[ We asked 5 economists about long-term economic trends. 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                "url": "https://www.weforum.org/stories/2019/04/business-case-for-diversity-in-the-workplace/"
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                    "source": "https://growjo.com/company/Breathe_Well-being"
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                "page_content": "  * Overview \n  * Revenue & Valuation \n  * Competitors \n  * What Is Breathe Well-being ? \n  * Employee Data \n  * News \n  * \n\n#  Breathe Well-being Revenue and Competitors\n\n[ License our Company Data API ](/company_data_api)\n\n[ ](//breathewellbeing.in)\n\n####\n\n[ Gurugram ](/city/Gurugram) , IND\n\nLocation\n\n####  N/A\n\nTotal Funding\n\n####  [ Health ](/industry/Health)\n\nIndustry\n\n##  Estimated Revenue & Valuation\n\n  * Breathe Well-being 's estimated annual revenue is currently $35.3M per year.  [ (i) ](/join)\n  * Breathe Well-being 's estimated revenue per employee is $ 148,500 \n\n##  Employee Data\n\n  * Breathe Well-being has 238 Employees.  [ (i) ](/join)\n  * Breathe Well-being grew their employee count by 23% last year. \n\n##  Breathe Well-being 's People\n\nName  |  Title  |  Email/Phone   \n---|---|---  \n1  [ Kshitiz Sethi ](/employee/Kshitiz-Sethi-17801682) |  Chief Staff  |  [ Reveal Email/Phone ](/employee/Kshitiz-Sethi-17801682)  \n2  [ Chandan Singh ](/employee/Chandan-Singh-17801670) |  VP Organic Growth  |  [ Reveal Email/Phone ](/employee/Chandan-Singh-17801670)  \n3  [ Seema Goel ](/employee/Seema-Goel-17801677) |  Head Coach  |  [ Reveal Email/Phone ](/employee/Seema-Goel-17801677)  \n4  [ Praveen Sharma ](/employee/Praveen-Sharma-17801685) |  AVP - Technology  |  [ Reveal Email/Phone ](/employee/Praveen-Sharma-17801685)  \n5  [ Hira Junaid ](/employee/Hira-Junaid-17801669) |  Corporate Sales Manager  |  [ Reveal Email/Phone ](/employee/Hira-Junaid-17801669)  \n6  [ SHAURYA RAJPUT ](/employee/SHAURYA-RAJPUT-17801683) |  Program Manager - Repeat Revenue  |  [ Reveal Email/Phone ](/employee/SHAURYA-RAJPUT-17801683)  \n7  [ Parushi Goel ](/employee/Parushi-Goel-24342378) |  Team Lead  |  [ Reveal Email/Phone ](/employee/Parushi-Goel-24342378)  \n8  [ Moumita Kundu ](/employee/Moumita-Kundu-17801671) |  Associate  |  [ Reveal Email/Phone ](/employee/Moumita-Kundu-17801671)  \n9  [ Aditi Saini ](/employee/Aditi-Saini-17801672) |  Team Lead  |  [ Reveal Email/Phone ](/employee/Aditi-Saini-17801672)  \n10  [ Prem Yadav ](/employee/Prem-Yadav-17801673) |  Team Leader ( health coach)  |  [ Reveal Email/Phone ](/employee/Prem-Yadav-17801673)  \n  \n##  Breathe Well-being Competitors & Alternatives [ Add Company ](/add-your-\ncompany)\n\nCompetitor Name  |  Revenue  |  Number of Employees  |  Employee Growth  |  Total Funding  |  Valuation   \n---|---|---|---|---|---  \n# 1  [ ](//justforhearts.org) [ Just for Hearts ](/company/Just_for_Hearts) |  $10.8M  |  80  |  -1%  |  N/A  |  N/A   \n# 2  [ ](//genes2me.com) [ Genes2me ](/company/Genes2me) |  $17.1M  |  127  |  3%  |  N/A  |  N/A   \n# 3  [ ](//vhealth.io) [ vHealth by Aetn... ](/company/vHealth_by_Aetna) |  $16.3M  |  121  |  10%  |  N/A  |  N/A   \n# 4  [ ](//elawoman.com) [ Elawoman ](/company/Elawoman) |  $2.6M  |  27  |  -13%  |  $3M  |  N/A   \n# 5  [ ](//truworthwellness.com) [ Truworth Wellne... ](/company/Truworth_Wellness) |  $17.8M  |  132  |  10%  |  N/A  |  N/A   \n# 6  [ ](//salaambombay.org) [ Salaam Bombay F... ](/company/Salaam_Bombay_Foundation) |  $18.4M  |  136  |  11%  |  N/A  |  N/A   \n# 7  [ ](//bblunt.com) [ BBLUNT ](/company/BBLUNT) |  $29.1M  |  196  |  0%  |  N/A  |  N/A   \n# 8  [ ](//swasth.org) [ Swasth Foundati... ](/company/Swasth_Foundation) |  $6.4M  |  53  |  6%  |  N/A  |  N/A   \n# 9  [ ](//mickeymehta.com) [ Dr.Mickey Mehta... ](/company/Dr.Mickey_Mehta's_360_Degree_Wellness_Temple_Private_Limited) |  $14M  |  104  |  5%  |  N/A  |  N/A   \n# 10  [ ](//scientimed.com) [ Scientimed Solu... ](/company/Scientimed_Solutions_Private_Limited) |  $6.2M  |  51  |  0%  |  N/A  |  N/A   \n[ Add Company ](/add-your-company)\n\n[ Show More Health Companies ](/industry/Health)\n\n##  What Is Breathe Well-being ?\n\nFounded in 2015 by ex-management consultants from Accenture and McKinsey- we\nhelp organisations increase employee engagement, productivity, retention and\ndecrease healthcare costs. Today, we are India's No.1 holistic employee\nengagement and well-being program- and we are currently active in 65+ cities\nand 6 countries. What makes us unique is our ability to bring together the\npower of technology and human empathy to deliver measurable impact in our\ncustomers' lives. We use a combination of world-class coaches, nutrition\nexperts, a gamified platform, and integrate our platform with your rewards and\nrecognition- to create customised employee well-being and engagement programs\nfor your organisation. The program revolves around cutting edge solutions in\nphysical, mental and emotional well-being that unleash the true potential of\nyour employees. Some of the marquee corporates in the country such as Cipla,\nLuminous, Corning, and XL Catlin amongst others have also benefited from our\nemployee engagement and wellness programs. Whenever you think fitness,\nnutrition, mindfulness programs, and counselling for mental health- think\nBreathe Well-being.\n\n**keywords:** N/A  \n\nN/A\n\nTotal Funding\n\n238\n\nNumber of Employees\n\n$35.3M\n\nRevenue (est)\n\n23%\n\nEmployee Growth %\n\nN/A\n\nValuation\n\nN/A\n\nAccelerator\n\n##  Breathe Well-being News\n\n2022-04-20  \\- [ Unlock the Potential of Your Breath\n](https://www.einnews.com/pr_news/569571812/unlock-the-potential-of-your-\nbreath)\n\nMeditation teacher, author and founder of the popular wellness app, Heavily\nMeditated, Caitlin Cady is now launching the Breathe Well Course...\n\n2022-04-20  \\- [ Pranayama Yoga Is The Key To Perfect Health | Femina.in ](https://www.femina.in/wellness/health/pranayama-yoga-is-the-key-to-perfect-health-224879.html&ved=2ahUKEwjqgP-tuqn3AhWDilwKHQfjD0MQxfQBegQIBxAC&usg=AOvVaw1DcfJ09gLDqQQcOguxXRTV)\n\nHow can I practice Pranayama yoga? 3. Natural breathing 4. Basic abdominal\nbreathing 5. Thoracic breathing 6. Clavicular breathing 7. Yogic...\n\n2022-04-06  \\- [ How to Breathe for Better Health (Plus 4 Breathing Techniques\nTo ... ](https://www.forksoverknives.com/wellness/breathe-better-health-plus-\nfour-breathing-techniques/&ved=2ahUKEwjqgP-\ntuqn3AhWDilwKHQfjD0MQxfQBegQICRAC&usg=AOvVaw3KLpBnQTh2rdRiNA6mPFah)\n\nApart from mouth breathing, most people shortchange the health benefits of the\nbreath by not fully using the diaphragm to inflate the belly...\n\n##  Other Companies in Gurugram\n\n[ ](/export_list)\n\nCompany Name  |  Revenue  |  Number of Employees  |  Employee Growth  |  Total Funding   \n---|---|---|---|---  \n# 1  [ ](//etmoney.com) [ ETMONEY ](/company/ETMONEY) |  $56.6M  |  245  |  -2%  |  N/A   \n# 2  [ ](//tutorbin.com) [ TutorBin ](/company/TutorBin) |  $22.3M  |  246  |  5%  |  N/A   \n# 3  [ ](//metvy.com) [ Metvy ](/company/Metvy) |  $41.6M  |  247  |  20%  |  N/A   \n# 4  [ ](//swissbeauty.in) [ Swiss Beauty ](/company/Swiss_Beauty) |  $58.4M  |  250  |  19%  |  N/A   \n# 5  [ ](//hikeeducation.com) [ Hike Education ](/company/Hike_Education) |  N/A  |  254  |  28%  |  N/A   \n  \n\u00c2\u00a9 2025 Growjo  \nAll right reserved\n\n###  Cities\n\n[ Atlanta ](/city/Atlanta) [ Austin ](/city/Austin) [ Baltimore\n](/city/Baltimore) [ Bangalore ](/city/Bangalore) [ Berlin ](/city/Berlin) [\nBoston ](/city/Boston) [ Boulder ](/city/Boulder) [ Charlotte\n](/city/Charlotte) [ Chicago ](/city/Chicago) [ Cleveland ](/city/Cleveland) [\nDallas ](/city/Dallas) [ Denver ](/city/Denver) [ Detroit ](/city/Detroit) [\nDublin ](/city/Dublin) [ East Bay ](/city/East_Bay) [ Houston ](/city/Houston)\n[ Jacksonville ](/city/Jacksonville) [ Kansas City ](/city/Kansas_City) [ Las\nVegas ](/city/Las_Vegas) [ London ](/city/London) [ Los Angeles\n](/city/Los_Angeles) [ Miami ](/city/Miami) [ Minneapolis ](/city/Minneapolis)\n[ Nashville ](/city/Nashville) [ New York City ](/city/New_York_City) [ Orange\nCounty ](/city/Orange_County) [ Orlando ](/city/Orlando) [ Paris\n](/city/Paris) [ Philadelphia ](/city/Philadelphia) [ Phoenix ](/city/Phoenix)\n[ Pittsburgh ](/city/Pittsburgh) [ Portland ](/city/Portland) [ Raleigh Durham\n](/city/Raleigh_Durham) [ Salt Lake City ](/city/Salt_Lake_City) [ San Antonio\n](/city/San_Antonio) [ San Diego ](/city/San_Diego) [ San Francisco\n](/city/San_Francisco) [ Santa Barbara ](/city/Santa_Barbara) [ Seattle\n](/city/Seattle) [ Silicon Valley ](/city/Silicon_Valley) [ Singapore\n](/city/Singapore) [ St Louis ](/city/St_Louis) [ Stockholm ](/city/Stockholm)\n[ Sydney ](/city/Sydney) [ Tampa ](/city/Tampa) [ Tel Aviv ](/city/Tel_Aviv) [\nToronto ](/city/Toronto) [ Vancouver ](/city/Vancouver) [ Washington DC\n](/city/Washington_DC)\n\n###  States\n\n[ AZ ](/state/AZ) [ CA ](/state/CA) [ CO ](/state/CO) [ FL ](/state/FL) [ GA\n](/state/GA) [ ID ](/state/ID) [ IL ](/state/IL) [ MA ](/state/MA) [ MI\n](/state/MI) [ MN ](/state/MN) [ NY ](/state/NY) [ OH ](/state/OH) [ OR\n](/state/OR) [ PA ](/state/PA) [ TN ](/state/TN) [ TX ](/state/TX) [ UT\n](/state/UT) [ WA ](/state/WA)\n\n###  Industries\n\n[ AdTech ](/industry/AdTech) [ Analytics ](/industry/Analytics) [ BioTech\n](/industry/BioTech) [ Cannabis ](/industry/Cannabis) [ DevOps\n](/industry/DevOps) [ Digital Health ](/industry/Digital_Health) [ EdTech\n](/industry/EdTech) [ Fintech ](/industry/Fintech) [ Martech\n](/industry/Martech) [ Real Estate ](/industry/Real_Estate) [ Tech Services\n](/industry/Tech_Services)\n\n###  Growjo\n\n[ Directory ](/directory) [ What is ZoomInfo? ](/what-is-zoominfo) [ Best\nSales Lead Database ](https://www.lead411.com/blog/best-database-for-sales-\nleads-in-2023) [ Terms & conditions ](/terms) [ Privacy Policy ](/privacy) [\nDo Not Sell ](/do_not) [ Contact Us ](/contact) [ About our Data\n](/about_our_data)\n\n",
                "url": "https://growjo.com/company/Breathe_Well-being"
            },
            "reason": "This page provides company information, potentially useful for understanding employee well-being initiatives, but the reliability is moderate due to the promotional nature of the source.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' employee well-being",
            "summary": "This page provides company information, potentially useful for understanding employee well-being initiatives, but the reliability is moderate due to the promotional nature of the source.",
            "url": "https://growjo.com/company/Breathe_Well-being"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "eb0f7e2d-d248-4244-845e-678aeb976f29",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.linkedin.com/company/fordfoundation"
                },
                "page_content": "Skip to main content\n\n#  Ford Foundation\n\n##  Philanthropic Fundraising Services\n\n###  New York, New York  246,597 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  * [ Discover all 926 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-l-bringing-advocacy-to-the-big-activity-7320823802714595328-Se1r)\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\n246,597 followers\n\n22h\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\nCommissioner [ Jessica Berman ](https://www.linkedin.com/in/jessica-\nberman-52654876?trk=organization_guest_main-feed-card-text) reflected on the [\nNational Women's Soccer League (NWSL)\n](https://www.linkedin.com/company/national-women's-soccer-\nleague?trk=organization_guest_main-feed-card-text) \u2019s historic collective\nbargaining agreement with the National Women's Soccer League Players\nAssociation, emphasizing that, \u201csupporting women and mothers is not a social\nimpact issue for us. It's literally our business.\u201d Learn more about the\nagreement, and the leading conditions for maternal health and childcare it\nestablished, in the latest [ #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 ](https://www.linkedin.com/in/charles-\nm-blow-a7851a251?trk=organization_guest_main-feed-card-text) conversation. [\nhttps://lnkd.in/eEyuvnbc\n](https://lnkd.in/eEyuvnbc?trk=organization_guest_main-feed-card-text)\n\n#####  #IdeasAtFord l Bringing Advocacy to the Big Leagues l Jessica Berman\n\n` ` ` `\n\n[ 22\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_weavingresilience-activity-7320529362368274432-L5cN)\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\n246,597 followers\n\n1d  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\nHalfway through its five-year journey, our [ #WeavingResilience\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fweavingresilience&trk=organization_guest_main-\nfeed-card-text) initiative is focused on supporting local solutions and\nsharing them globally. Check out our latest piece on lessons learned and the\nprogress being made \u2013 featuring powerful highlights from Southern Africa,\nIndonesia, and Mexico/Central America at our link in bio. Civil society\norganizations across the Global South are leading the way. Read more: [\nhttps://lnkd.in/dACXTxji\n](https://lnkd.in/dACXTxji?trk=organization_guest_main-feed-card-text)\n\n    *     * ` ` ` `\n\n[ 19\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_activity-7320434356378890240-gJmU)\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/in/darrencwalker?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Darren Walker\n](https://www.linkedin.com/in/darrencwalker?trk=organization_guest_main-feed-\ncard_feed-actor-name) Darren Walker is an Influencer\n\nPresident at Ford Foundation\n\n2d\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\nSo proud that the [ #GenerosityToJustice\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fgenerositytojustice&trk=organization_guest_main-\nfeed-card-text) campaign has been recognized by the 29th Annual Webby Awards!\nThanks to all of you who engaged with us in transformative conversations about\ngiving and moving closer to justice. Thanks, [ The Webby Awards\n](https://www.linkedin.com/company/the-webby-\nawards?trk=organization_guest_main-feed-card-text) ! [ #Webbys\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fwebbys&trk=organization_guest_main-\nfeed-card-text) More: [ https://lnkd.in/ebm5ERxh\n](https://lnkd.in/ebm5ERxh?trk=organization_guest_main-feed-card-text)\n\n    * ` ` ` `\n\n[ 42\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_how-iplc-are-shaping-the-future-of-climate-activity-7320165684523552768-90bp)\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\n246,597 followers\n\n2d\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 Indigenous peoples, Afro-descendants and local communities have secure\nrights and resources to manage their lands, they are able to continue\ntraditional practices that are invaluable in curbing deforestation and\nbiodiversity loss. So how can we ensure funding truly reaches those on the\nfrontlines? Land-connected peoples around the globe are launching their own\ninnovative funds and grant-making programs to place funding directly in the\nhands of communities. We are proud to support their bold efforts to set a new\nmodel for how communities and funders can work together toward shared goals.\nMore: [ https://lnkd.in/dqn53yQS\n](https://lnkd.in/dqn53yQS?trk=organization_guest_main-feed-card-text) [\n#EarthDay\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fearthday&trk=organization_guest_main-\nfeed-card-text) [ #DirectFinancing\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fdirectfinancing&trk=organization_guest_main-\nfeed-card-text)\n\n` ` ` `\n\n[ 341\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) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 8 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-appoints-richard-r-verma-activity-7320077395313545216-GXas)\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\n246,597 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\nWe are excited to announce the election of [ Richard Verma\n](https://www.linkedin.com/in/richardverma1?trk=organization_guest_main-feed-\ncard-text) , former ambassador and United States deputy secretary of state for\nmanagement and resources, to our Board of Trustees. Verma, who will assume the\nrole of chief administrative officer at Mastercard in May, rejoins the Ford\nFoundation Board after serving as a trustee from 2022 to 2023. He brings\ninternational experience across senior levels of government, diplomacy, law\nand the private sector to our leadership. [ https://lnkd.in/en7VwzQ9\n](https://lnkd.in/en7VwzQ9?trk=organization_guest_main-feed-card-text)\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-appoints-richard-r-\nverma-to-board-of-trustees%2F&urlhash=gI2d&trk=organization_guest_main-feed-\ncard_feed-article-content)\n\n` ` ` `\n\n[ 433\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) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 15 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_climatechange-ideasatford-activity-7318287120698126338-z2tv)\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\n246,597 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\n[ #ClimateChange\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fclimatechange&trk=organization_guest_main-\nfeed-card-text) is one of the most pressing issues of our time, but if we fail\nto listen to those closest to the issue, how can we expect to find a lasting\nsolutions? Join us as 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) with Charles Blow conversation with Tristan Ahtone, [ Grist\n](https://www.linkedin.com/company/grist?trk=organization_guest_main-feed-\ncard-text) , and Aimee Michelle R., Cultural Survival \u2014Indigenous leaders who\nare placing their communities' voices at the heart of the climate\nconversation. [ https://lnkd.in/es_Pa-q4\n](https://lnkd.in/es_Pa-q4?trk=organization_guest_main-feed-card-text)\n\n    * ` ` ` `\n\n[ 41\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_ideasatford-l-bringing-advocacy-to-the-big-activity-7317924724091564032-mmCA)\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\n246,597 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\nAll workers, from athletes to stadium staff, deserve pay, decency, respect,\nand a voice on the job. AFL-CIO President [ Liz Shuler\n](https://www.linkedin.com/in/lizshuler?trk=organization_guest_main-feed-card-\ntext) shared how establishing a sports council within the labor movement\nhelped to build a community to address these universal issues during a recent\n[ #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 Blow conversation. [ https://lnkd.in/eEyuvnbc\n](https://lnkd.in/eEyuvnbc?trk=organization_guest_main-feed-card-text)\n\n#####  #IdeasAtFord l Bringing Advocacy to the Big Leagues l Liz Shuler\n\n` ` ` `\n\n[ 28\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_skollwf-activity-7317607738912497665-7INd)\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/skoll-\nfoundation?trk=organization_guest_main-feed-card_feed-actor-image)\n\n[ Skoll Foundation ](https://www.linkedin.com/company/skoll-\nfoundation?trk=organization_guest_main-feed-card_feed-actor-name)\n\n93,282 followers\n\n2w  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\nIn a rousing [ #SkollWF\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fskollwf&trk=organization_guest_main-\nfeed-card-text) plenary with [ Darren Walker\n](https://www.linkedin.com/in/darrencwalker?trk=organization_guest_main-feed-\ncard-text) and [ Mark Suzman\n](https://www.linkedin.com/in/marksuzman?trk=organization_guest_main-feed-\ncard-text) , we heard from two preeminent leaders in philanthropy about where\nthe funding community still has work to do. We know that supporting those most\nproximate to the challenges we seek to address is a surefire way to generate\nthe greatest impact\u2014and yet, truly listening to these leaders requires more\nthan the sincere intention to do so. \ud83d\udc42\ud83d\ude4f It takes radical shifts in the\nparadigms that guide how we in philanthropy gather information, explore\noptions, and make decisions.\n\n` ` ` `\n\n[ 169\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_activity-7317605558973321217-1x-L)\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://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card_feed-actor-image)\n\n[ Alliance magazine ](https://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card_feed-actor-name)\n\n7,122 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\n\"Prevention solutions don\u2019t just address violence at the interpersonal\nlevel\u2014they reshape entire social structures, from local norms to national\npolicies. When [ #funding\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffunding&trk=organization_guest_main-\nfeed-card-text) is directed to those on the ground, it does more than sustain\nprograms; it builds the power of communities to articulate their own demands,\nshape policy, and drive lasting change. Yet, despite decades of evidence\ndemonstrating the effectiveness of locally led interventions, the vast\nmajority of global funding still fails to reach the women and organisations\nleading this work. Less than 1% of aid spending targets violence against\nwomen.\" Laws alone won\u2019t protect women. We need to fund violence prevention,\nargues [ Monica Aleman Cunningham ](https://www.linkedin.com/in/monica-aleman-\ncunningham-2105204?trk=organization_guest_main-feed-card-text) of [ Ford\nFoundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card-text) \u2b07\ufe0f [ https://lnkd.in/evhUF2SN\n](https://lnkd.in/evhUF2SN?trk=organization_guest_main-feed-card-text)\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Ealliancemagazine%2Eorg%2Fblog%2Flaws-\nalone-wont-protect-women-we-need-to-fund-violence-\nprevention%2F&urlhash=Hq1F&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 8\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_laws-alone-wont-protect-women-we-need-to-activity-7317604107245031424--cbi)\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\n246,597 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\nThough 1,500+ legal measures to protect women have been adopted globally over\nthe past three decades, violence against women remains pervasive today. What\nwill it take to break the cycle of violence for good? In a new piece for [\nAlliance magazine ](https://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card-text) , [ Natsnet Ghebrebrhan\n](https://ug.linkedin.com/in/natsnet-\nghebrebrhan-99213b5?trk=organization_guest_main-feed-card-text) , co-director\nof Raising Voices, and [ Monica Aleman Cunningham\n](https://www.linkedin.com/in/monica-aleman-\ncunningham-2105204?trk=organization_guest_main-feed-card-text) , Ford's\nInternational Program Director for Gender, Racial, and Ethnic Justice, argue\nthat the key lies in long-term investments for survivors, local leaders and\norganizations who are helping their own communities embrace cultural norms\nthat keep women safe.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Ealliancemagazine%2Eorg%2Fblog%2Flaws-\nalone-wont-protect-women-we-need-to-fund-violence-\nprevention%2F&urlhash=Hq1F&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 68\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) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 8 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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                "url": "https://www.linkedin.com/company/fordfoundation"
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            "reliability_score": 0.9,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "This is the LinkedIn page for the Ford Foundation.",
            "url": "https://www.linkedin.com/company/fordfoundation"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "0670391a-4da4-4604-b223-12a1c600a9d2",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.apha.org/"
                },
                "page_content": "#  Championing optimal, equitable health and well-being  for all.\n\nSpeaking out for public health issues and policies for over 150 years.\n\n[ Stay informed and sign up for our newsletter ](/what-is-public-\nhealth/newsletter-signup)\n\n## [ Public Health Jobs  Reference this list of public health organizations\nand resources that provide job listings, professional development and\nnetworking opportunities in the public health sector.  ](/professional-\ndevelopment/public-health-careermart/public-health-jobs)\n\n## [ Public Health Under Threat  Proposed policies jeopardize critical public\nhealth systems and risk worsening health inequities.  ](/topics-and-\nissues/public-health-under-threat) ## [ Policy Action Institute  The 2025\nPolicy Action Institute will take place June 16-17 at the Westin Washington,\nD.C. City Center and digitally.  ](/events-and-meetings/policy-action-\ninstitute)\n\n#### [ Who We Are  Learn about who we are and what we're achieving ](/about-\napha/our-work) #### [ What We Advocate  We're the primary voice for public\nhealth. ](/policy-and-advocacy/advocacy-for-public-health) #### [ What is\nPublic Health?  Explore more about public health and why it matters. ](/what-\nis-public-health) #### [ Upcoming Events  Get more involved and make a\ndifference in public health. ](/events-and-meetings) #### [ Join APHA  Become\na part of our public health community. ](/membership/join-today)\n\n#  Register now for the 2025 Policy Action Institute\n\nJoin public health leaders, policymakers and advocates at APHA\u2019s 2025 Policy\nAction Institute, June 16-17. With 300+ professionals from government,\nnonprofits, and academia, this is your opportunity to expand your network,\nstrengthen your advocacy skills and walk away with practical strategies you\ncan implement immediately to help shape the future of public health.\n\n[ Learn more ](/events-and-meetings/policy-action-institute/registration) [\nRegister ](https://secure.apha.org/imis/aphapai)\n\n#  Events  Calendar\n\nRegister for upcoming events from APHA and a host of public health\norganizations, schools, programs and groups.\n\n### [ Managing Difficult Conversations in Public Health  Webinar\n\n  * ** April 29, 2025  **\n\nPublic health officers and workers face difficult and sometimes hostile\ninteractions with their communities; some have experienced threats against\nthemselves and even their families.  ](/events-and-meetings/apha-\ncalendar/managing-difficult-conversations-in-public-health)\n\n### [ Mental Health in the Workplace: Supporting Employee Well-being  Webinar\n\n  * ** May 13, 2025  **\n\nAs mental health challenges continue to impact individuals across industries,\nthis session will focus on strategies to promote employee well-being and\ncreate a healthier work environment.  ](/events-and-meetings/apha-\ncalendar/mental-health-in-the-workplace)\n\n### [ Policy Action Institute  Conference\n\n  * ** June 16, 2025  **\n\nJoin the APHA for the Policy Action Institute in Washington, D.C. from June\n16-17, 2025.  ](/events-and-meetings/apha-calendar/2025/06-policy-action-\ninstitute)\n\n### [ Panel Study of Income Dynamics Data User Workshop  Conference\n\n  * ** June 16, 2025  **\n\nThis five-day, in-person only, workshop will orient participants to the\ncontent and structure of the core PSID interview, its special topics modules,\nand its supplemental studies, including the Child Development Supplement (CDS)\nand the Transition into Adulthood Supplement (TAS).  ](/events-and-\nmeetings/apha-calendar/panel-study-of-income-dynamics-data-user-workshop)\n\n### [ Responding to Extreme Heat - Tools for Health Professionals and\nCommunities  Webinar\n\n  * ** July 24, 2025  **\n\nExtreme heat kills more people each year than all other extreme weather events\ncombined and disproportionately affects vulnerable communities. Fortunately,\nmany\u2014if not most\u2014heat-related illnesses and deaths are preventable. This\ncourse equips you with tools to engage clinicians, public health\nprofessionals, policymakers, and community members in taking action.\n](/events-and-meetings/apha-calendar/responding-to-extreme-heat)\n\n### [ APHA 2025  Conference\n\n  * ** November 2, 2025  **\n\nJoin us for APHA 2025 \u2014 Making the Public's Health a National Priority\n](/events-and-meetings/apha-calendar/apha-2025-annual-meeting)\n\n### [ APHA Gun Violence Prevention Seminar Series  Webinar\n\n  * ** November 12, 2025  **\n\nGun violence continues to be a critical public health issue, necessitating\nmultifaceted and innovative strategies for effective prevention and\nintervention. Our upcoming seminar series brings together experts and\nstakeholders from diverse fields to explore comprehensive approaches to reduce\ngun violence.  ](/events-and-meetings/apha-calendar/2025/10-apha-gun-violence-\nprevention-seminar-series)\n\n###  We serve as a convener, catalyst and advocate to build capacity in the\npublic health community\n\nWe champion equitable health and well-being for all. We speak out for public\nhealth issues and policies backed by science.\n\n[ Contact Us ](/about-apha/contact-us)\n\n###  150 years  of service.\n\nWe are the only organization that combines a 150-year perspective, a broad-\nbased member community and the ability to influence federal policy to improve\nthe public's health.\n\n###  Investing in public health means investing in  America's future.\n\nInvesting in public health improves our quality of life, helps children\nthrive, reduces human suffering and saves money.\n\n###  Connecting  public health professionals for a better tomorrow.\n\nOur members represent over 25,000 public health professionals who are\ncommitted to creating the healthiest nation in one generation.\n\n[ Contact Us ](/about-apha/contact-us)\n\n#  You can  make a difference  in public health\n\nWe need your support to advocate for health equity and racial justice, educate\ndecisionmakers on the benefits of access to affordable health care, and foster\nthe next generation of public health leaders.\n\n[ Donate ](/about-apha/donate)\n\n#  News  releases\n\nSee what APHA has to say about key public health policy issues.\n\n### [ Secretary Kennedy and his policies are a danger to the public\u2019s health\nApril 9, 2025  The recent massive reductions in staff at key health agencies\nincluding the CDC, FDA and HRSA, among others, along with acknowledgement\nsince that many of these people shouldn\u2019t have been fired, is the latest\nexample of poor and thoughtless management that will undermine the work of our\nnation\u2019s top public health agencies.  ](/news-and-media/news-releases/apha-\nnews-releases/secretary-kennedy-and-his-policies-are-a-danger-to-the-\npublic\u2019s-health) ### [ APHA, Public Service Unions, Small Business, Veterans\nand Conservation Organizations and Rule of Law Advocates Vow to Continue Fight\nApril 8, 2025  In response to today\u2019s ruling by the U.S. Supreme Court\ngranting the government\u2019s request for a stay of the preliminary injunction\nagainst the Office of Personnel Management (OPM) blocking the firings of\nthousands of federal workers, the coalition of plaintiffs and co-counsel in\nthe case released the following statement...  ](/news-and-media/news-\nreleases/apha-news-releases/apha-joins-other-organizations-to-continue-vow-to-\nfight-despite-scotus-ruling) ### [ Researchers Challenge NIH's Politically\nDriven Grant Cancellations  April 2, 2025  APHA and other organizations filed\na lawsuit challenging the abrupt cancellation of research grants by the NIH,\nthe world\u2019s largest public funder of biomedical research.  ](/news-and-\nmedia/news-releases/apha-news-releases/researchers-challenge-nih-s-\npolitically-driven-grant-cancellations) ### [ America needs a robust federal\nhealth workforce rather than a depleted one  March 27, 2025  Statement from\nAPHA Executive Director Georges C. Benjamin, MD on proposed HHS layoffs\n](/news-and-media/news-releases/apha-news-releases/america-needs-a-robust-\nfederal-health-workforce-rather-than-a-depleted-one)\n\n#  Dive deeper  into public health topics.\n\nAPHA works to improve access to care, bring about health equity and support\npublic health infrastructure. Public health is a broad field. We focus on the\nmost important problems and solutions of our time. Check back often to see\nwhat topics and issues we're working on.\n\n[ Explore all health topics ](/topics-and-issues)\n\n### [ Climate, Health and Equity  APHA is committed to making sure the nation\nknows about the effects of climate change on health.  ](/topics-and-\nissues/climate-health-and-equity)\n\n### [ Public Health Under Threat  Proposed policies jeopardize critical public\nhealth systems and risk worsening health inequities.  ](/topics-and-\nissues/public-health-under-threat)\n\n### [ Health Equity  Our fact sheets and infographics illustrate the problem\nand offer potential solutions.  ](/topics-and-issues/health-equity)\n\n### [ Gun Violence  Gun violence is a leading cause of premature death in the\nU.S. and results in nearly 85,000 non-fatal injuries annually.  ](/topics-and-\nissues/gun-violence)\n\n### [ Communicable Disease  Outbreaks of infectious diseases can have an\nextraordinary impact on human health. Prevention and control are key.\n](/topics-and-issues/communicable-disease)\n\n#  Learn more  about APHA membership\n\nThe American Public Health Association is more than a professional\nassociation. We're a community. Our members work in every discipline of public\nhealth, in every U.S. state and in countries across the globe. And we're all\nunited by a common goal: To promote optimal, equitable health and well-being\nfor all.\n\n[ APHA membership information ](/membership)\n\n### [ Membership Perks  More than 25,000+ public health professionals are\nengaging with the amazing benefits APHA membership provides!\n](/membership/member-benefits)\n\n### [ Membership Types and Rates  APHA membership categories represent the\nprofessional stages of a person's career. All categories receive APHA's core\nbenefits, including award-winning publications, networking opportunities and\ncareer services.  ](/membership/membership-categories)\n\n### [ Gift Membership  Give the gift of APHA membership!  ](/membership/gift-\nmembership)\n\n### [ Agency Membership  Organizational membership with APHA is an easy,\naffordable way for public health professionals to get involved with amazing\nAPHA benefits.  ](/membership/agency-membership)\n\n### [ Special Member Savings  Learn how APHA membership can help you save\nmoney.  ](/membership/special-member-savings)\n\n[ ](/)\n\n[ Support Public Health ](/about-apha/get-involved)\n\n800 I Street, NW\n\nWashington, DC  \n20001\n\n[ 202-777-2742 ](tel:2027772742)\n\n  * [ ](https://www.facebook.com/AmericanPublicHealthAssociation \"facebook\")\n  * [ ](https://bsky.app/profile/apha.org \"bluesky\")\n  * [ ](https://instagram.com/AmericanPublicHealth \"instagram\")\n  * [ ](https://www.linkedin.com/company/american-public-health-association/ \"linkedin\")\n  * [ ](https://www.youtube.com/user/aphadc \"youtube\")\n\n#####  Join our newsletter!\n\nCopyright \u00a9 2025\n\nBack to top\n\n",
                "url": "https://www.apha.org/"
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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:** 9355f58effb53740 \n  * **IP Address:** 34.96.35.30 \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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                "page_content": "Pasar al contenido principal\n\n#  Ford Foundation\n\n##  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos\n\n###  New York, New York  246.597 seguidores\n\n####  Around the world, we make grants that support the visionary people and\norganizations who work to challenge inequality.\n\n[ Ver empleos ](https://www.linkedin.com/jobs/ford-foundation-jobs-\nworldwide?f_C=16194&trk=top-card_top-card-primary-button-top-card-primary-cta)\n[ Seguir\n](https://www.linkedin.com/login/es?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  * [ Ver los 926 empleados  ](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&_l=es&trk=org-employees_cta_face-pile-cta)\n\n  * [ Denunciar esta empresa ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=top-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMPANY&_f=guest-reporting)\n\n##  Sobre nosotros\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\nSitio web\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\nEnlace externo para Ford Foundation\n\nSector\n\n     Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos \n\nTama\u00f1o de la empresa\n\n     De 201 a 500 empleados \n\nSede\n\n     New York, New York \n\nTipo\n\n     Organizaci\u00f3n sin \u00e1nimo de lucro \n\nFundaci\u00f3n\n\n     1936 \n\nEspecialidades\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 y Mission Investments \n\n##  Ubicaciones\n\n  * Principal \n\n1440 Broadway\n\n19th floor\n\nNew York, New York 10017, US\n\n[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\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[ C\u00f3mo llegar\n](https://www.bing.com/maps?where=West+Africa++Lagos+n%2Fa+n%2Fa+NG&trk=org-\nlocations_url)\n\n##  Empleados en 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[ Ver todos los empleados\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fsearch%2Fresults%2Fpeople%2F%3FfacetCurrentCompany%3D%255B16194%255D&_l=es&trk=public_biz_employees-\njoin)\n\n##  Actualizaciones\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-l-bringing-advocacy-to-the-big-activity-7320823802714595328-Se1r)\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\n246.597 seguidores\n\n22 h\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nCommissioner [ Jessica Berman ](https://www.linkedin.com/in/jessica-\nberman-52654876?trk=organization_guest_main-feed-card-text) reflected on the [\nNational Women's Soccer League (NWSL)\n](https://www.linkedin.com/company/national-women's-soccer-\nleague?trk=organization_guest_main-feed-card-text) \u2019s historic collective\nbargaining agreement with the National Women's Soccer League Players\nAssociation, emphasizing that, \u201csupporting women and mothers is not a social\nimpact issue for us. It's literally our business.\u201d Learn more about the\nagreement, and the leading conditions for maternal health and childcare it\nestablished, in the latest [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&_l=es&trk=organization_guest_main-\nfeed-card-text) with [ Charles M. Blow ](https://www.linkedin.com/in/charles-\nm-blow-a7851a251?trk=organization_guest_main-feed-card-text) conversation. [\nhttps://lnkd.in/eEyuvnbc\n](https://lnkd.in/eEyuvnbc?trk=organization_guest_main-feed-card-text)\n\n#####  #IdeasAtFord l Bringing Advocacy to the Big Leagues l Jessica Berman\n\n` ` ` `\n\n[ 22\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_weavingresilience-activity-7320529362368274432-L5cN)\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\n246.597 seguidores\n\n1 d\u00eda  Editado\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nHalfway through its five-year journey, our [ #WeavingResilience\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fweavingresilience&_l=es&trk=organization_guest_main-\nfeed-card-text) initiative is focused on supporting local solutions and\nsharing them globally. Check out our latest piece on lessons learned and the\nprogress being made \u2013 featuring powerful highlights from Southern Africa,\nIndonesia, and Mexico/Central America at our link in bio. Civil society\norganizations across the Global South are leading the way. Read more: [\nhttps://lnkd.in/dACXTxji\n](https://lnkd.in/dACXTxji?trk=organization_guest_main-feed-card-text)\n\n    *     * ` ` ` `\n\n[ 19\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 2\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7320434356378890240-gJmU)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) ha compartido esto\n\n[ ](https://www.linkedin.com/in/darrencwalker?trk=organization_guest_main-\nfeed-card_feed-actor-image)\n\n[ Darren Walker\n](https://www.linkedin.com/in/darrencwalker?trk=organization_guest_main-feed-\ncard_feed-actor-name) Darren Walker es una persona influyente\n\nPresident at Ford Foundation\n\n2 d\u00edas\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nSo proud that the [ #GenerosityToJustice\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fgenerositytojustice&_l=es&trk=organization_guest_main-\nfeed-card-text) campaign has been recognized by the 29th Annual Webby Awards!\nThanks to all of you who engaged with us in transformative conversations about\ngiving and moving closer to justice. Thanks, [ The Webby Awards\n](https://www.linkedin.com/company/the-webby-\nawards?trk=organization_guest_main-feed-card-text) ! [ #Webbys\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fwebbys&_l=es&trk=organization_guest_main-\nfeed-card-text) More: [ https://lnkd.in/ebm5ERxh\n](https://lnkd.in/ebm5ERxh?trk=organization_guest_main-feed-card-text)\n\n    * ` ` ` `\n\n[ 42\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 2\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_how-iplc-are-shaping-the-future-of-climate-activity-7320165684523552768-90bp)\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\n246.597 seguidores\n\n2 d\u00edas\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWhen Indigenous peoples, Afro-descendants and local communities have secure\nrights and resources to manage their lands, they are able to continue\ntraditional practices that are invaluable in curbing deforestation and\nbiodiversity loss. So how can we ensure funding truly reaches those on the\nfrontlines? Land-connected peoples around the globe are launching their own\ninnovative funds and grant-making programs to place funding directly in the\nhands of communities. We are proud to support their bold efforts to set a new\nmodel for how communities and funders can work together toward shared goals.\nMore: [ https://lnkd.in/dqn53yQS\n](https://lnkd.in/dqn53yQS?trk=organization_guest_main-feed-card-text) [\n#EarthDay\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fearthday&_l=es&trk=organization_guest_main-\nfeed-card-text) [ #DirectFinancing\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fdirectfinancing&_l=es&trk=organization_guest_main-\nfeed-card-text)\n\n` ` ` `\n\n[ 341\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 8\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_ford-foundation-appoints-richard-r-verma-activity-7320077395313545216-GXas)\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\n246.597 seguidores\n\n2 d\u00edas  Editado\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nWe are excited to announce the election of [ Richard Verma\n](https://www.linkedin.com/in/richardverma1?trk=organization_guest_main-feed-\ncard-text) , former ambassador and United States deputy secretary of state for\nmanagement and resources, to our Board of Trustees. Verma, who will assume the\nrole of chief administrative officer at Mastercard in May, rejoins the Ford\nFoundation Board after serving as a trustee from 2022 to 2023. He brings\ninternational experience across senior levels of government, diplomacy, law\nand the private sector to our leadership. [ https://lnkd.in/en7VwzQ9\n](https://lnkd.in/en7VwzQ9?trk=organization_guest_main-feed-card-text)\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-appoints-richard-r-\nverma-to-board-of-trustees%2F&urlhash=gI2d&trk=organization_guest_main-feed-\ncard_feed-article-content)\n\n` ` ` `\n\n[ 433\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 15\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_climatechange-ideasatford-activity-7318287120698126338-z2tv)\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\n246.597 seguidores\n\n1 semana\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\n[ #ClimateChange\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fclimatechange&_l=es&trk=organization_guest_main-\nfeed-card-text) is one of the most pressing issues of our time, but if we fail\nto listen to those closest to the issue, how can we expect to find a lasting\nsolutions? Join us as for an [ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&_l=es&trk=organization_guest_main-\nfeed-card-text) with Charles Blow conversation with Tristan Ahtone, [ Grist\n](https://www.linkedin.com/company/grist?trk=organization_guest_main-feed-\ncard-text) , and Aimee Michelle R., Cultural Survival \u2014Indigenous leaders who\nare placing their communities' voices at the heart of the climate\nconversation. [ https://lnkd.in/es_Pa-q4\n](https://lnkd.in/es_Pa-q4?trk=organization_guest_main-feed-card-text)\n\n    * ` ` ` `\n\n[ 41\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 3\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_ideasatford-l-bringing-advocacy-to-the-big-activity-7317924724091564032-mmCA)\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\n246.597 seguidores\n\n1 semana\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nAll workers, from athletes to stadium staff, deserve pay, decency, respect,\nand a voice on the job. AFL-CIO President [ Liz Shuler\n](https://www.linkedin.com/in/lizshuler?trk=organization_guest_main-feed-card-\ntext) shared how establishing a sports council within the labor movement\nhelped to build a community to address these universal issues during a recent\n[ #IdeasAtFord\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fideasatford&_l=es&trk=organization_guest_main-\nfeed-card-text) with Charles Blow conversation. [ https://lnkd.in/eEyuvnbc\n](https://lnkd.in/eEyuvnbc?trk=organization_guest_main-feed-card-text)\n\n#####  #IdeasAtFord l Bringing Advocacy to the Big Leagues l Liz Shuler\n\n` ` ` `\n\n[ 28\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_skollwf-activity-7317607738912497665-7INd)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) ha compartido esto\n\n[ ](https://www.linkedin.com/company/skoll-\nfoundation?trk=organization_guest_main-feed-card_feed-actor-image)\n\n[ Skoll Foundation ](https://www.linkedin.com/company/skoll-\nfoundation?trk=organization_guest_main-feed-card_feed-actor-name)\n\n93.282 seguidores\n\n2 semanas  Editado\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nIn a rousing [ #SkollWF\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Fskollwf&_l=es&trk=organization_guest_main-\nfeed-card-text) plenary with [ Darren Walker\n](https://www.linkedin.com/in/darrencwalker?trk=organization_guest_main-feed-\ncard-text) and [ Mark Suzman\n](https://www.linkedin.com/in/marksuzman?trk=organization_guest_main-feed-\ncard-text) , we heard from two preeminent leaders in philanthropy about where\nthe funding community still has work to do. We know that supporting those most\nproximate to the challenges we seek to address is a surefire way to generate\nthe greatest impact\u2014and yet, truly listening to these leaders requires more\nthan the sincere intention to do so. \ud83d\udc42\ud83d\ude4f It takes radical shifts in the\nparadigms that guide how we in philanthropy gather information, explore\noptions, and make decisions.\n\n` ` ` `\n\n[ 169\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 4\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_activity-7317605558973321217-1x-L)\n\n[ Ford Foundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card_feed-reaction-header) ha compartido esto\n\n[ ](https://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card_feed-actor-image)\n\n[ Alliance magazine ](https://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card_feed-actor-name)\n\n7122 seguidores\n\n1 semana\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\n\"Prevention solutions don\u2019t just address violence at the interpersonal\nlevel\u2014they reshape entire social structures, from local norms to national\npolicies. When [ #funding\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fhashtag%2Ffunding&_l=es&trk=organization_guest_main-\nfeed-card-text) is directed to those on the ground, it does more than sustain\nprograms; it builds the power of communities to articulate their own demands,\nshape policy, and drive lasting change. Yet, despite decades of evidence\ndemonstrating the effectiveness of locally led interventions, the vast\nmajority of global funding still fails to reach the women and organisations\nleading this work. Less than 1% of aid spending targets violence against\nwomen.\" Laws alone won\u2019t protect women. We need to fund violence prevention,\nargues [ Monica Aleman Cunningham ](https://www.linkedin.com/in/monica-aleman-\ncunningham-2105204?trk=organization_guest_main-feed-card-text) of [ Ford\nFoundation\n](https://www.linkedin.com/company/fordfoundation?trk=organization_guest_main-\nfeed-card-text) \u2b07\ufe0f [ https://lnkd.in/evhUF2SN\n](https://lnkd.in/evhUF2SN?trk=organization_guest_main-feed-card-text)\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Ealliancemagazine%2Eorg%2Fblog%2Flaws-\nalone-wont-protect-women-we-need-to-fund-violence-\nprevention%2F&urlhash=Hq1F&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 8\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n  * [ ](https://www.linkedin.com/posts/fordfoundation_laws-alone-wont-protect-women-we-need-to-activity-7317604107245031424--cbi)\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\n246.597 seguidores\n\n1 semana  Editado\n\n    * [ Denunciar esta publicaci\u00f3n ](https://www.linkedin.com/uas/login?fromSignIn=true&session_redirect=https%3A%2F%2Fco.linkedin.com%2Fcompany%2Ffordfoundation&trk=organization_guest_main-feed-card_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=POST&_f=guest-reporting)\n\nThough 1,500+ legal measures to protect women have been adopted globally over\nthe past three decades, violence against women remains pervasive today. What\nwill it take to break the cycle of violence for good? In a new piece for [\nAlliance magazine ](https://uk.linkedin.com/company/alliance-\nmagazine?trk=organization_guest_main-feed-card-text) , [ Natsnet Ghebrebrhan\n](https://ug.linkedin.com/in/natsnet-\nghebrebrhan-99213b5?trk=organization_guest_main-feed-card-text) , co-director\nof Raising Voices, and [ Monica Aleman Cunningham\n](https://www.linkedin.com/in/monica-aleman-\ncunningham-2105204?trk=organization_guest_main-feed-card-text) , Ford's\nInternational Program Director for Gender, Racial, and Ethnic Justice, argue\nthat the key lies in long-term investments for survivors, local leaders and\norganizations who are helping their own communities embrace cultural norms\nthat keep women safe.\n\n[\n](https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Ealliancemagazine%2Eorg%2Fblog%2Flaws-\nalone-wont-protect-women-we-need-to-fund-violence-\nprevention%2F&urlhash=Hq1F&trk=organization_guest_main-feed-card_feed-article-\ncontent)\n\n` ` ` `\n\n[ 68\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-reactions) ` ` ` ` ` ` ` ` ` ` ` ` ` ` [ 8\ncomentarios\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_social-actions-comments)\n\n[ Recomendar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_like-cta) [ Comentar\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_comment-cta) [ Compartir\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_main-\nfeed-card_share-cta)\n\n` `\n\n` ` ` ` ` `\n\n##  \u00danete para ver lo que te est\u00e1s perdiendo\n\n  * Encuentra a personas que conoces en Ford Foundation \n  * Consulta empleos recomendados para ti \n  * Ve todas las actualizaciones, noticias y art\u00edculos \n\n[ Unirse ahora\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=public_biz_promo-\njoin)\n\n##  P\u00e1ginas similares\n\n  * ### [ The Rockefeller Foundation  Organizaciones sin \u00e1nimo de lucro  New York, NY  ](https://www.linkedin.com/company/the-rockefeller-foundation?trk=similar-pages)\n  * ### [ MacArthur Foundation  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos  Chicago, IL  ](https://www.linkedin.com/company/macarthur-foundation?trk=similar-pages)\n  * ### [ Gates Foundation  Organizaciones sin \u00e1nimo de lucro  Seattle, WA  ](https://www.linkedin.com/company/gates-foundation?trk=similar-pages)\n  * ### [ Bloomberg Philanthropies  Organizaciones sin \u00e1nimo de lucro  New York, NY  ](https://www.linkedin.com/company/bloomberg-philanthropies?trk=similar-pages)\n  * ### [ Open Society Foundations  Organizaciones sin \u00e1nimo de lucro  New York, NY  ](https://www.linkedin.com/company/open-society-foundations?trk=similar-pages)\n  * ### [ Obama Foundation  Organizaciones sin \u00e1nimo de lucro  Chicago, Illinois  ](https://www.linkedin.com/company/obama-foundation?trk=similar-pages)\n  * ### [ Mellon Foundation  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos  New York, NY  ](https://www.linkedin.com/company/mellon-foundation?trk=similar-pages)\n  * ### [ W.K. Kellogg Foundation  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos  Battle Creek, MI  ](https://www.linkedin.com/company/kelloggfoundation?trk=similar-pages)\n  * ### [ Skoll Foundation  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos  Palo Alto, CA  ](https://www.linkedin.com/company/skoll-foundation?trk=similar-pages)\n  * ### [ William and Flora Hewlett Foundation  Servicios de recaudaci\u00f3n de fondos filantr\u00f3picos  ](https://www.linkedin.com/company/the-william-and-flora-hewlett-foundation?trk=similar-pages)\n\n##  Buscar empleos\n\n  * ### [ Empleos de Director  6682 empleos abiertos  ](https://es.linkedin.com/jobs/director-empleos?trk=organization_guest-browse_jobs)\n  * ### [ Empleos de Analista  15.600 empleos abiertos  ](https://es.linkedin.com/jobs/analista-empleos?trk=organization_guest-browse_jobs)\n  * ### [ Empleos de Director de proyecto  1849 empleos abiertos  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                    "source": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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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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                "url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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                    "source": "https://popcenter.harvard.edu/harvard-research/harvard-research-resources/resources-for-measuring-well-being/measuring-well-being-at-work/"
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                "page_content": "Skip to main content  arrow_circle_down\n\n#  Measuring Well-Being at Work\n\nNumerous scales have been developed to measure **workplace well-being** .\nDifferent scales focus on different aspects of well-being, ranging from\nindividual aspects of worker well-being (e.g., satisfaction) to factors\nrelated to well-being (e.g., burnout). Other scales assess potential sources\nof well-being in the workplace (i.e., factors that are likely to promote\nemployee\u2019s well-being). Some measures are even more comprehensive and assess\nnot only individual levels of well-being, but also organizational climate,\norganizational practices, and other aspects of an individual\u2019s mental and\nphysical health.\n\nThe following list represents **examples** of scales to measure **well-being\nat work** .\n\n##  Scales for Measuring Well-Being at Work\n\n###\n\n**Citation:**\n\nDaniels, K. (2000). Measures of five aspects of affective well-being at work.\nHuman Relations, 53(2), 275-294. **Short-form:** Russell, E., Daniels, K.\n(2018). Measuring affective well-being at work using short-form scales:\nImplications for affective structures and participant instructions. Human\nRelations, 71(11), 1478-1507. **PMID or DOI:** PMID: [ 30270934\n](https://pubmed.ncbi.nlm.nih.gov/30270934/) **Main positive psychological\nwell-being construct measured:** Affective well-being **Sub-constructs\nmeasured:** N/A **Available subscales:** bi-polar scales: anxiety-comfort,\ndepression-pleasure, bored-enthusiastic, tiredness-vigour, angry-placid\n**Description:** The five-factor model of affective well-being was originally\ndeveloped as a 30-item scale to measure five dimensions of affective well-\nbeing in the work context: anxiety-comfort (AC), depression-pleasure (DP),\nbored-enthusiastic (BE), tiredness-vigour (TV), and angry-placid (AP). The\n10-item short-form contains one positively and negatively valenced term for\neach of the original five factors. **Number of items:** Original: 30 items;\nShort-form: 10 items **Example of statement/item:**\n\n  1. **Original:** \u201cThinking of the past week, how much of the time has your job made you feel each of the following? (e.g., anxious, cheerful, sluggish, active, aggressive, patient) \n  2. **Short-form:** \u201cIn the section below, please indicate how you feel right now, that is, at the present moment\u201d (e.g., happy, at ease, annoyed, motivated, tired, gloomy, active) \n\n**Response options:**\n\n  1. **Original:** 6-point Likert scale ranging from 1 \u201cnever\u201d to 6 \u201call of the time\u201d \n  2. **Short-form:** 6-point Likert scale ranging from 1 \u201cnot at all\u201d to 6 \u201cvery much\u201d \n\n**Total score:**\n\nA mean score for each scale is found by reverse scoring each of the negative\nadjectives, adding each response, and dividing by the number of responses.\nHigher scores on each scale indicates higher affective well-being. **Examples\nof studies:**\n\n  1. Rego, Arm\u00e9nio, Sousa, Filipa, Marques, Carla, & Cunha, Miguel Pina e. (2012). Optimism predicting employees\u2019 creativity: The mediating role of positive affect and the positivity ratio. European Journal of Work and Organizational Psychology, 21(2), 244-270. \n  2. Page, K. M., & Vella-Brodrick, D. A. (2013). The working for wellness program: RCT of an employee well-being intervention. Journal of Happiness Studies: An Interdisciplinary Forum on Subjective Well-Being, 14(3), 1007\u20131031. \n\n###\n\n**Citation:**\n\nVan Katwyk, P. T., Fox, S., Spector, P. E., & Kelloway, E. K. (2000). Using\nthe Job-related Affective Well-being Scale (JAWS) to investigate affective\nresponses to work stressors. Journal of Occupational Health Psychology, 5,\n219-230. **PMID or DOI:** DOI: [ 10.1037//1076-8998.5.2.219\n](https://psycnet.apa.org/doi/10.1037/1076-8998.5.2.219) **Main positive\npsychological well-being construct measured:** job-related affective well-\nbeing **Sub-constructs measured:** N/A **Available subscales:**\n\n  1. Four categories: high arousal, low arousal, pleasurable, displeasurable \n  2. The five most extreme items were placed into each subscale: high pleasure high arousal, (ecstatic, enthusiastic, excited, energetic, inspired); high pleasure low arousal, (satisfied, content, at ease, relaxed, calm); low pleasure high arousal, (furious, angry, frightened, anxious, disgusted); and low pleasure low arousal, (depressed, discouraged, gloomy, fatigued, bored). \n\n**Description:**\n\nThe Job-Related Affective Well-Being Scale (JAWS) aims to measure pure,\ncontext specific affect and covers a wide range of affective responses in\norder to distinguish patterns of affective experience (i.e.,\nnegatively/positively valanced responses at high or low arousal levels). The\n30 items refer to either pleasurable or displeasurable affect (15 items each).\n**Number of items:** 30 **Example of statement/item:** \u201cMy job made me feel at\nease\u201d, \u201cMy job made me feel elated\u201d, My job made me feel angry\u201d, My job made\nme feel depressed\u201d **Response options:** Participants are asked to indicate\nthe amount to which any part of their job has made them feel the specified\nemotion in the past 30 days. Participants indicate their response using a\n5-point scale ranging from 1\u201dnever\u201d to 5 \u201cextremely often or always\u201d **Total\nscore:** Five scores were derived from the JAWS. For the overall job-related\naffective well-being score, the displeasurable items were reverse coded and\nadded to the scores on all the pleasurable items. A high score on the\nresulting summation represents a high level of overall job-related affective\nwell-being. **Examples of Studies:**\n\n  1. Weziak-Bialowolska, D., Bialowolski, P., VanderWeele, T. J., & McNeely, E. (2021). Character Strengths Involving an Orientation to Promote Good Can Help Your Health and Well-Being. Evidence From two Longitudinal Studies. American journal of health promotion : AJHP, 35(3), 388\u2013398. \n  2. Thogersen-Ntoumani, C., Black, J., Lindwall, M., Whittaker, A., & Balanos, G. M. (2017). Presenteeism, stress resilience, and physical activity in older manual workers: A person-centered analysis. European Journal of Ageing, 14(4), 385\u2013396. \n  3. Armon, G., Melamed, S., Berliner, S., & Shapira, I. (2014). High arousal and low arousal work-related positive affects and basal cardiovascular activity. The Journal of Positive Psychology, 9(2), 146\u2013154. \n  4. Shirom, A., Melamed, S., Berliner, S., & Shapira, I. (2009). Aroused versus calm positive affects as predictors of lipids. Health psychology : official journal of the Division of Health Psychology, American Psychological Association, 28(6), 649\u2013659. \n\n###\n\n**Citation:**\n\nPeter Warr. (1990) The measurement of wellbeing and other aspects of mental\nhealth. Journal of Occupational Psychology, 63, 193-210. **PMID or DOI:** DOI:\n[ 10.1111/j.2044-8325.1990.tb00521.x\n](https://psycnet.apa.org/doi/10.1111/j.2044-8325.1990.tb00521.x) **Main\npositive psychological well-being construct measured:** Affective well-being\n**Sub-constructs measured:** Anxiety, comfort (labelled earlier contentment),\ndepression, enthusiasm, competence, aspiration, negative job carry-over\n**Available subscales:** job-related affective well-being job-related anxiety-\ncontentment (6 items) job-related depression-enthusiasm (6 items) non-job-\nrelated affective well-being non-job-related anxiety-contentment (6 items)\nnon-job-related depression-enthusiasm (6 items) competence reported job\ncompetence *read resilience* (6 items) non-job-related competence *read\nresilience* (6 items) aspiration reported job aspiration (6 items) non-job-\nrelated aspiration (6 items) negative job carry-over (4 items)\n**Description:** This measure assesses two axes of affective well-being: job-\nrelated and non-job related mental health, based upon dimensions of pleasure\nand arousal, competence, aspiration and negative job carry\u2010over. **Number of\nitems:** 52 **Example of statement/item:** \u201cThinking of the past few weeks,\nhow much of the time has your job made you feel each of the following? (e.g.,\ntense, uneasy, worried, calm, contented, relaxed) \u201cIn the past few weeks, how\nmuch of the time in your life outside your job have you felt each of the\nfollowing? (e.g., depressed, gloomy, miserable, cheerful, enthusiastic,\noptimistic) \u201cPlease rate how strongly you agree or disagree with the following\nstatements\u201d: I can do my job well; I enjoy doing things in my job; I find it\ndifficult to unwind at the end of a work day **Response options:** For the job\nand non-job related affective well-being sections, the answer options were\n\u201cnever, occasionally, some of the time, much of the time, most of the time,\nall of the time\u201d, scored 1-6 respectively. For the job and non-job related\ncompetence, aspiration, and negative job carry-over sections, the answer\noptions are \u201cstrongly disagree, disagree, neither disagree nor agree, agree,\nstrongly agree\u201d, scored 1-5 respectively. Total score: A mean score for each\nscale is found by reverse scoring each of the negative adjectives, adding each\nresponse, and dividing by the number of responses. Higher scores on each scale\nindicates higher affective well-being in that category. **Examples of\nstudies:**\n\n  1. Daniels, K., & Guppy, A. (1994). Occupational stress, social support, job control, and psychological well-being. Human Relations, 47(12), 1523\u20131544. \n  2. Kompier, M. A., Taris, T. W., & van Veldhoven, M. (2012). Tossing and turning\u2013insomnia in relation to occupational stress, rumination, fatigue, and well-being. Scandinavian journal of work, environment & health, 38(3), 238\u2013246. \n  3. Jones, M.K., Latreille, P.L. and Sloane, P.J. (2016), Job Anxiety, Work-Related Psychological Illness and Workplace Performance. British Journal of Industrial Relations, 54: 742-767. \n\n###\n\n**Citation:**\n\nDagenais-Desmarais, V., Savoie, A. What is Psychological Well-Being, Really? A\nGrassroots Approach from the Organizational Sciences. J Happiness Stud 13,\n659\u2013684 (2012). **PMID or DOI:** DOI: [ 10.1007/s10902-011-9285-3\n](https://doi.org/10.1007/s10902-011-9285-3) **Main positive psychological\nwell-being construct measured:** psychological well-being at work **Sub-\nconstructs measured:** N/A **Available subscales:** Interpersonal Fit at Work,\nThriving at Work, Feeling of Competency at Work, Desire for Involvement at\nWork, and Perceived Recognition at Work **Description:** The Index of\nPsychological Well-Being at Work is an 80-item scale consisting of five\nfactors: (1) Interpersonal Fit at Work, (2) Thriving at Work, (3) Feeling of\nCompetency at Work, (4) Perceived Recognition at Work, (5) Desire for\nInvolvement at Work. **Number of items:** 80 **Example of statement/item:**\nInterpersonal fit at work: \u201cI enjoy working with the people at my job.\u201d;\nthriving at work: \u201cI find meaning in my work.\u201d; feeling of competency at work:\n\u201cI feel that I know what to do in my job.\u201d; perceived recognition at work: \u201cI\nknow that people believe in the projects I work on.\u201d; desire for involvement\nat work: \u201cI want to contribute to achieving the goals of my organization.\u201d\n**Response options:** Participants indicate their response using a 6-point\nscale ranging from 0 \u201cdisagree\u201d to 5 \u201ccompletely agree\u201d. The instructions ask\nthe participant to consider their work during the last 4 weeks and indicate to\nwhat extent they agree with each item. **Total score:** Average scores may be\nderived by each dimension or as a total combined score. **Examples of\nstudies:**\n\n  1. Dagenais-Desmarais, V., Leclerc, J.-S., & Londei-Shortall, J. (2018). The relationship between employee motivation and psychological health at work: A chicken-and-egg situation? Work & Stress, 32(2), 147\u2013167. \n  2. Gilbert, M., Dagenais-Desmarais, V., & St-Hilaire, F. (2017). Transformational leadership and autonomy support management behaviors: The role of specificity in predicting employees\u2019 psychological health. Leadership & Organization Development Journal, 38(2), 320-332. \n  3. Royer, N., & Moreau, C. (2016). A survey of Canadian early childhood educators\u2019 psychological wellbeing at work. Early Childhood Education Journal, 44(2), 135\u2013146. \n\n###\n\n**Citation:**\n\nPorath, C., Spreitzer, G., Gibson, C. and Garnett, F.G. (2012), Thriving at\nwork: Toward its measurement, construct validation, and theoretical\nrefinement. J. Organiz. Behav., 33: 250-275. **PMID or DOI:** DOI: [\n10.1002/job.756 ](https://doi.org/10.1002/job.756) **Main positive\npsychological well-being construct measured:** Individual thriving at work\n**Sub-constructs measured:** N/A **Available subscales:** (1) Learning (i.e.,\nan individual\u2019s subjective experience of learning, rather than learning\nperformance, behavior, or difference): 5 items; (2) Vitality (i.e., the state\nof having energy available ready for use): 5 items **Description:** This\n10-item scale measures thriving at work, which is defined as the psychological\nstate in which individuals experience both a sense of vitality and learning.\n**Number of items:** 10 **Example of statement/item:** Vitality: \u201cI feel alive\nand vital\u201d; Learning: \u201cI see myself continually improving\u201d, \u201cI do not feel\nvery energetic\u201d **Response options:** Participants indicate their response\nusing a 7-point scale randing from 1 \u201cstrongly disagree to 7 \u201cstrongly agree\u201d\n**Total score:** Add up total points for each section (Vitality and Learning)\nand divide by 10 for the 10 total items **Examples of studies:**\n\n  1. Walumbwa, Fred O, Muchiri, Michael K, Misati, Everlyne, Wu, Cindy, & Meiliani, Meiliani. (2018). Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work. Journal of Organizational Behavior, 39(3), 249-261. \n  2. Kaltenbrunner, M., Bengtsson, L., Mathiassen, S. E., H\u00f6gberg, H., & Engstr\u00f6m, M. (2019). Staff perception of Lean, care-giving, thriving and exhaustion: a longitudinal study in primary care. BMC health services research, 19(1), 652. \n  3. Yi-Feng Chen, N., Crant, J. M., Wang, N., Kou, Y., Qin, Y., Yu, J., & Sun, R. (2021). When there is a will there is a way: The role of proactive personality in combating COVID-19. Journal of Applied Psychology, 106(2), 199\u2013213. \n\n###\n\n**Citation:**\n\nParker GB, Hyett MP. Measurement of well-being in the workplace: the\ndevelopment of the work well-being questionnaire. J Nerv Ment Dis.\n2011;199(6):394-397. **PMID or DOI:** DOI: [ 10.1097/NMD.0b013e31821cd3b9\n](https://doi.org/10.1097/nmd.0b013e31821cd3b9) **Main positive psychological\nwell-being construct measured:** Workplace Wellbeing **Sub-constructs\nmeasured:** \u2018Work Satisfaction,\u2019\u2019 \u2018\u2018Organizational Respect for the Employee,\u2019\u2019\n\u2018\u2018Employer Care,\u2019\u2019 and a negative construct \u2018\u2018Intrusion of Work into Private\nLife.\u2019\u2019 **Available subscales:** N/A **Description:** This workplace and\nsatisfaction measure was the first of its kind to be developed to measure\nworkplace wellbeing with the Workplace Wellbeing Questionnaire (WWQ). **Number\nof items:** Original: 31-item measure **Example of statement/item:** Is your\nwork fulfilling? Do you feel that your organization respects the staff? Does\nyour work eat into your private life? **Response options:** The participants\nwere asked to rate the items that best represented their current and most\nrelevant work situation on a 5-point scale: 0, not at all; 1, slightly; 2,\nmoderately; 3,very; and 4, extremely true. **Total score:** The scoring for\neach factor involved summing the scores from each item (Note: reverse score\none item for the \u2018\u2018Intrusion of Work into Private Life\u2019\u2019 factor). **Examples\nof studies:**\n\n  1. Patel, Ashwini Kumar, Banga, Chavinoor, & Chandrasekaran, Baskaran. (n.d.). Effect of an education-based workplace intervention (move in office with education) on sedentary behaviour and well-being in desk-based workers: A cluster randomized controlled trial. International Journal of Occupational Safety and Ergonomics, Ahead-of-print(Ahead-of-print), 1-9. \n  2. Janicke, S. H., Rieger, D., Reinecke, L., & Connor, W., III. (2018). Watching online videos at work: The role of positive and meaningful affect for recovery experiences and well-being at the workplace. Mass Communication & Society, 21(3), 345\u2013367. \n\n###\n\n**Citation:**\n\nZheng, X., Zhu, W., Zhao, H., Zhang, C. (2015). Employee well-being in\norganizations: Theoretical model, scale development, and cross-cultural\nvalidation. Journal of Organizational Behavior, 36, 621-644. **PMID or DOI:**\nDOI: [ 10.1002/job.1990 ](https://doi.org/10.1002/job.1990) **Main positive\npsychological well-being construct measured:** Employee well-being **Sub-\nconstructs measured:** life well-being, workplace well-being, psychological\nwell-being **Available subscales:** Life Well-Being (LWB), Work Well-Being\n(WWB), Psychological Well-Being (PWB) **Description:** The Employee Well-Being\nScale is an 18-item scale comprised of three facets of well-being: life well-\nbeing (LWB), work well-being (WWB), and psychological well-being (PWB) and\ncontains 6 items for each domain. **Number of items:** 18 **Example of\nstatement/item:** LWB \u2013 \u201cI am close to my dream in most aspects of my life\u201d\nand \u201cMy life is fun\u201d; WWB \u2013 \u201cI find real enjoyment in my work\u201d and \u201cIn\ngeneral, I feel fairly satisfied with my present job\u201d; PWB \u2013 \u201cI generally feel\ngood about myself and I\u2019m confident\u201d and \u201cI handle daily affairs well\u201d\n**Response options:** Original: 6-point Likert scale ranging from 1 \u201cnever\u201d to\n6 \u201call of the time\u201d **Short-form:** 6-point Likert scale ranging from 1\n\u201cstrongly disagree\u201d to 7 \u201cstrongly agree\u201d **Total score:** A mean score for\neach scale is found by adding each response, and dividing by the number of\nresponses. **Example of Studies:**\n\n  1. Bayhan Karapinar, P., Metin Camgoz, S. & Tayfur Ekmekci, O. Employee Wellbeing, Workaholism, Work\u2013Family Conflict and Instrumental Spousal Support: A Moderated Mediation Model. J Happiness Stud 21, 2451\u20132471 (2020). \n  2. Wolff, M. B., O\u2019Connor, P. J., Wilson, M. G., & Gay, J. L. (2021). Associations Between Occupational and Leisure-Time Physical Activity With Employee Stress, Burnout and Well-Being Among Healthcare Industry Workers. American journal of health promotion : AJHP, 8901171211011372. Advance online publication. \n\n###\n\nThe National Institute for Occupational Safety and Health (NIOSH) recently\npublished the Worker Well-Being Questionnaire (WellBQ), administered to\nworkers, designed to provide an integrated, holistic assessment of a worker\u2019s\nsocial environment, workplace conditions, and well-being. It is comprised of\nfive domains: (1) work evaluation and experience; (2) workplace policies and\nculture; (3) workplace physical environment and safety climate; (4) health\nstatus; and (5) home, community, and society. See the links below for detailed\ninformation about the measure. [ Background Information\n](https://www.cdc.gov/niosh/twh/wellbq/default.html) [ Instrument\n](https://www.cdc.gov/niosh/docs/2021-110/pdf/2021-110revised052021.pdf?id=10.26616/NIOSHPUB2021110revised52021)\n\n_ Last updated: August 2023  _\n\n[ ](/)\n\nSocial\n\n  * [ Facebook  ](http://facebook.com/harvardpopcenter)\n  * [ Twitter  ](http://twitter.com/HarvardPopCtr)\n  * [ Linkedin  ](https://www.linkedin.com/showcase/harvard-center-for-population-and-development-studies/)\n  * [ Youtube  ](http://youtube.com/harvardpopcenter)\n\n[ Admin login ](https://sites.harvard.edu/population-development/wp-\nlogin.php?action=shibboleth)\n\n[ ](https://www.harvard.edu)\n\nCopyright \u00a9 2025 The President and Fellows of Harvard College\n\n[ Accessibility ](https://accessibility.harvard.edu/) [ Digital Accessibility\n](https://accessibility.huit.harvard.edu/digital-accessibility-policy) [\nReport Copyright Infringement ](https://www.harvard.edu/copyright-issue/) [\nInfo Practices ](https://hwp.harvard.edu/harvardsites-platform-information-\ngathering-statement)\n\n",
                "url": "https://popcenter.harvard.edu/harvard-research/harvard-research-resources/resources-for-measuring-well-being/measuring-well-being-at-work/"
            },
            "reason": "This page from Harvard University provides resources for measuring well-being at work, making it an extremely reliable source.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' employee well-being",
            "summary": "This page from Harvard University provides resources for measuring well-being at work, making it an extremely reliable source.",
            "url": "https://popcenter.harvard.edu/harvard-research/harvard-research-resources/resources-for-measuring-well-being/measuring-well-being-at-work/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "2cece4f2-0139-40ed-b67d-4fed69ae9ec6",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.roche.com/investors/reports/gri-index"
                },
                "page_content": "  * [ About Roche ](/about/)\n    * [ About Roche  ](/about/)\n    * [ Strategy ](/about/strategy/)\n    * [ Business ](/about/business/)\n    * [ Sustainability ](/about/sustainability/)\n    * [ Leadership ](/about/leadership/)\n    * [ Governance ](/about/governance/)\n    * [ History ](/about/history)\n  * [ Solutions ](/solutions/)\n    * [ Solutions  ](/solutions/)\n    * [ Focus areas ](/solutions/focus-areas/)\n    * [ Pharma solutions ](/solutions/pharma/)\n    * [ Diagnostic solutions ](/solutions/diagnostics/)\n    * [ Pipeline ](/solutions/pipeline/)\n  * [ Innovation ](/innovation/)\n    * [ Innovation  ](/innovation/)\n    * [ Team & structure ](/innovation/structure/)\n    * [ Innovation process ](/innovation/process/)\n    * [ Ethical standards ](/innovation/ethical-standards/)\n    * [ Partnering ](/innovation/partnering/)\n  *   * [ Investors ](/investors/)\n    * [ Investors  ](/investors/)\n    * [ Investor updates ](/investors/updates/)\n    * [ Investor events ](/investors/events/)\n    * [ Reporting ](/investors/reports/)\n    * [ Finance Information Tool ](/investors/rofis)\n    * [ Share and Bond information ](/investors/bonds)\n    * [ Download center ](/investors/downloads)\n  * [ Media ](/media/)\n    * [ Media  ](/media/)\n    * [ Media releases ](/media/releases/)\n    * [ Media events ](/media/events/)\n    * [ Media statements ](/media/statements)\n    * [ Media library ](/media/library-images)\n\n  * [ Stories ](/stories/)\n  * [ Careers ](https://careers.roche.com)\n  *   * [ ](/worldwide)\n  * [ ](/search)\n\n#  Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a  of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n###  GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](https://assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n##  Discover more\n\n\u00c2\u00a9  \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
                "url": "https://www.roche.com/investors/reports/gri-index"
            },
            "reason": "This is Roche's GRI index, providing transparency and accountability regarding their sustainability efforts. As an official company document, it is a reliable source of information about their practices, although it may present a somewhat favorable view.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Roche's GRI index for sustainability reporting.",
            "url": "https://www.roche.com/investors/reports/gri-index"
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        {
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                    "source": "https://www.bsr.org/en/primers/10-human-rights-priorities-for-the-transport-and-logistics-sector"
                },
                "page_content": "[ ](https://www.linkedin.com/sharing/share-\noffsite/?url=https%3A%2F%2Fwww.bsr.org%2Fen%2Fprimers%2F10-human-rights-\npriorities-for-the-transport-and-logistics-sector) [\n](https://bsky.app/intent/compose?text=https%3A%2F%2Fwww.bsr.org%2Fen%2Fprimers%2F10-human-\nrights-priorities-for-the-transport-and-logistics-sector) [ ](mailto:?)\n\nHuman rights are inherent to all people, regardless of nationality, sex,\nnational or ethnic origin, color, religion, language, or any other status.\nThey are globally agreed upon standards of achievement for all people,\ncovering a wide range of independent yet interconnected civil, political,\neconomic, social, cultural, and environmental rights that serve as a \u2018code of\nconduct\u2019 for all human beings.\n\nAll companies can impact human rights either positively or negatively through\ntheir action or inactions. The key document speaking to these impacts is the [\nUN Guiding Principles on Business and Human Rights\n](https://www.ohchr.org/sites/default/files/documents/publications/guidingprinciplesbusinesshr_en.pdf)\n(UNGPs), the authoritative global standard on business and human rights.\nThough technically \"soft law,\" the UNGPs have been incorporated into the [\nOECD Guidelines for Multinational Enterprises\n](https://www.oecd.org/investment/mne/) , [ ISO 26000\n](https://www.iso.org/iso-26000-social-responsibility.html) , [ IFC\nPerformance Standards ](https://www.ifc.org/en/insights-reports/2012/ifc-\nperformance-standards) , [ GRI ](https://www.globalreporting.org) , [ UN\nSustainable Development Goals ](https://sdgs.un.org/goals) , and many other\nframeworks. They have also been endorsed by business and industry\norganizations representing thousands of companies, civil society\norganizations, NGOs, and member states of the United Nations.\n\nAs part of the corporate responsibility to respect human rights, the UNGPs\nrequire companies to actively identify and manage the negative human rights\nimpacts that they may cause or to which they may contribute or are linked\nthrough their business relationships.\n\nThis primer identifies the 10 most relevant, urgent, and probable human rights\nimpacts for businesses operating in the Transport & Logistics (T&L) sector. It\nis intended as a starting point and should be supplemented by robust internal\nhuman rights due diligence processes. The information here is gathered from\nBSR\u2019s [ direct engagement with T&L companies\n](https://www.bsr.org/en/industries/transport-and-logistics) and the companies\nthat rely on them, as well as our 30 years of experience helping companies in\nall sectors [ manage their human rights risks\n](https://www.bsr.org/en/expertise/human-rights) .\n\nT&L activities provide the backbone to the modern economy and global trade.\nAlmost every company relies on T&L services to deliver its goods or services,\nand the trend has been toward the outsourcing of these activities to\nspecialized transport actors. This reliance on outsourcing has given rise to\nchallenges to ensure the respect for human rights for workers throughout the\nextended supply chain.\n\nThe T&L sector comprises a wide range of activities, along a value chain that\nincludes various modes of transport of goods (by road, rail, air, and water);\nthe physical transfer points (e.g., terminals, airports, rail stations) and\nwarehouses where goods are stored, packaged, and sorted for ultimate delivery\nto end-customers; and the intermediaries (e.g. freight forwarders) that\nconnect these different services. These activities rely on workers such as\ntruck drivers and last-mile delivery workers, pilots, and seafarers, as well\nas logistics staff such as warehouse workers, ground crews, and dockworkers.\nThey can also impact wider communities, particularly those located near ports,\nwarehouses, or other transportation hubs or routes.\n\nWhile each of the activities undertaken by T&L companies present unique human\nrights risks and challenges, this primer highlights the most common and\nsignificant risks across the T&L sector as a whole. The primer also offers\nopportunities for T&L, as a sector that is both global and local and employs\ntens of millions of workers around the world, to advance the realization of\nhuman rights.\n\n* * *\n\n* * *\n\n##  **Top Human Rights Risks**\n\n###  1: Occupational Health and Safety\n\nThe most prevalent risk for workers in the T&L sector is to their physical and\nmental health and safety at work. This ranges from the risks of physical\ninjury (e.g., machine-related incidents aboard ships or in terminals and road\naccidents) to long-term health impacts (e.g., from exposure to hazardous\nsubstances or physically strenuous work) but also includes mental health\nimpacts and \u201cpsychosocial\u201d risks linked to pressured working conditions or the\nincreased technological automation of processes. Workplace violence and\nharassment, including sexual harassment, is also common in the T&L\nsector\u2014notably in the maritime industry where women make up an extreme\nminority of the workforce. Finally, climate change is exacerbating risks\nlinked to working in extreme weather conditions (e.g., heat, rain), including\nimpacts to the working environment (e.g., warped roads and worsened storms).\n\n###  2: Fair Working Conditions\n\nIn every sector, global expansion, technological progress, and consumer\nexpectations have pushed companies to compete on flexibility and\nresponsiveness. While this has enabled economic development in many places, it\nhas also applied downward pressure to reduce wages and benefits, while\nincreasing the expectations placed on workers. The COVID-19 pandemic exposed\nsome of the unfair conditions placed on T&L workers, including excessive\nworking hours for seafarers and inadequate rest times and facilities for road\ntransport workers. Many warehouse workers are employed on precarious contracts\nfor very low wages (that oftentimes fall short of a living wage) and required\nto work irregular shifts that may be detrimental to their health and family\nlife. Gig workers involved in last-mile deliveries frequently face\nexploitative contract terms and lack employee benefits.\n\n###  3: Forced Labor and Human Trafficking\n\nT&L companies rely on large, low-skilled workforces and often use recruitment\nagencies to find and train employees (e.g., manning agencies in shipping and\nthird-party or temporary labor agencies in warehouse logistics). These\nagencies, especially in countries with weaker labor laws or enforcement or\nmore informal economies, are at high risk of employing workers under forced\nlabor conditions. Such workers may be coerced into paying recruitment fees,\nmay work illegally without visas, or may have their passports confiscated and\nwages withheld. Careful due diligence of labor agencies is critical to\nminimize these risks. Risks of forced labor also exist in the road transport\nindustry. For example, trucking companies in Europe have been involved in the\nexploitation of migrant workers against a backdrop of local driver shortages.\nThe T&L industry also has frontline exposure to human trafficking activities,\nwhich rely on transportation to traffic victims. While these activities may\nnot be caused by T&L companies\u2019 core operations, the companies may still have\nan opportunity to contribute to the detection and prevention of trafficking.\n\n###  4: Freedom of Association and Collective Bargaining\n\nIn many countries where T&L companies operate, the freedom of workers to\nassociate and collectively bargain through independent trade unions is not\nprotected and may even be prohibited by law. These rights are not exclusively\nexercised through formal trade unions and may be exercised through other forms\nof worker organization and representation (e.g., work councils, employee\nassociations, state-sponsored unions). However, local laws or socio-political\nnorms (such as anti-union sentiment in the Southern United States) may\nrestrict their exercise by workers without proactive encouragement from their\nemployer. This risk is heightened in countries where independent contractors\n(e.g., truck drivers) or subcontracted labor (e.g., temporary warehouse\nworkers or informal day workers) have limited access to collective\nrepresentation and other labor protections. For example, in some countries\ntruck drivers do not have employment contracts allowing them to join trade\nunions, and last-mile delivery drivers operating as \u201cgig workers\u201d are excluded\nfrom labor protections reserved for employees.\n\n###  5: Workplace Discrimination\n\nWorkplace discrimination remains prevalent in all countries and sectors,\ndespite clear national and international legal frameworks condemning it. It\ncan manifest in more or less direct ways (e.g., decision not to hire or\nineligibility for parental benefits). In the T&L sector, as it is a\nhistorically male-dominated industry, women most commonly experience instances\nof workplace discrimination, such as lower pay and lack of promotion\nopportunities. However, ethnic minorities (e.g., racial slurs), LGBTIQ+\ncommunities (e.g., access to benefits and homophobic harassment), and people\nwith disabilities (e.g. equal access to benefits and promotion opportunities)\nalso experience instances of workplace discrimination. For companies operating\nin global markets, respecting employees\u2019 rights means guaranteeing equal\nopportunities for every member of their diverse workforces.\n\n###  6: Land Acquisition and Indigenous Rights\n\nInfrastructure is critical to the T&L sector. Roads, ports, canals, and other\ntransport and logistics infrastructure require the development of large areas\nof land, which may occur without adequate consultation and/or compensation for\nlocal communities or the Free Prior and Informed Consent of Indigenous groups\nwhose rights would be impacted by these developments. However, the strong\nlocal economic incentives in favor of such infrastructure projects\u2014which often\ninclude job opportunities and other economic benefits for local\ncommunities\u2014can sometimes increase the risk of infrastructure projects\nproceeding at the detriment of other community rights. Furthermore, many of\nthe minerals and metals needed for the T&L sector\u2019s energy transition (such as\nlithium, cobalt, copper, and nickel) are located on or near the lands of\nIndigenous and impoverished peoples, putting their rights at growing risk.\n\n###  7: Grievance Mechanisms and Remedy\n\nThe UNGPs not only require companies to identify and manage their human rights\nrisks, but to provide or cooperate in the provision of effective remedy for\nvictims of adverse human rights impacts. This is both a procedural and\nsubstantive right. Adversely impacted people should have access to adequate,\naccessible, and reliable grievance mechanisms to raise concerns and seek\nremedy, and these mechanisms should in fact lead to effective remedy. The T&L\nsector faces heightened challenges because of heavy reliance on subcontracted\nlabor, including through third-party labor agencies (e.g., in terminals or\nwarehouses) and outsourcing (e.g., in road transport), which can make it more\ndifficult for workers to raise and resolve grievances, and for different\nactors along the chain to cooperate in the provision of effective remedy.\n\n###  8: Emissions and Environmental Pollution\n\nThe T&L sector is one of the highest emitting sectors in the world (the\ntransport sector alone accounted for 37 percent of global greenhouse gas\nemissions as of 2022). Trucking and last-mile delivery operations add to\ncongestion and pollution in cities, and further contribute to climate change.\nThe human rights impacts of air pollution and climate change are therefore\nsignificant for the T&L sector, with climate change generating impacts far\nbeyond the environment, including restricted food supplies, reduction in\npotable water, mass migration, and, potentially, political upheaval, all of\nwhich hold severe human rights implications for the general public. The T&L\nsector also causes pollution to waterways and oceans. Ballast water discharge\noften includes non-native or nuisance species that can cause extensive damage\nto aquatic life and ecosystems, negatively impacting local communities, their\nhealth, and their livelihoods.\n\n###  9: Just Transition\n\nAs a sector required to make significant changes\u2014from transport fuels to\nbuilding materials\u2014to address its contribution to climate change, the T&L\nsector faces a challenge to ensure a just transition. A just transition\ninvolves maximizing the social and economic opportunities of climate action,\nwhile minimizing and carefully managing any challenges\u2014including through\neffective social dialogue among all groups impacted and respect for\nfundamental labor principles and rights. However, the World Benchmarking\nAlliance\u2019s [ Climate and Energy Benchmark\n](https://www.worldbenchmarkingalliance.org/publication/transport/) for the\ntransport sector shows a striking and systemic lack of action by companies to\nprepare for and mitigate the social impacts of decarbonizing.\n\n###  10: Bribery and Corruption\n\nThe T&L sector engages with the government extensively, from vans passing\nthrough customs checkpoints to fleets of ships accessing government-owned\ncanals and ports. Many ports or logistics centers also operate as joint\nventures with local governments. These factors make the sector a high risk for\nboth corruption and bribery. In fact, almost every link in the T&L value chain\nis susceptible to corruption, from officials tasked with awarding contracts or\ngranting permits or customs clearances to those inspecting facilities,\nvehicles, or ships. Bribery and corruption inherently violate human rights by\nskewing government attention and resources away from the essential services\nneeded to protect their citizens' basic human rights.\n\n##  **Top 3 Opportunities for Positive Impact**\n\n#####  **1** : Enable Trade\n\nTransport and logistics enables trade in essential goods and services that\ncontribute to people\u2019s enjoyment of their human rights around the world. More\nlocally, transport infrastructure connects people to jobs, education, and\nhealth services. As the COVID-19 pandemic demonstrated, the sector plays an\nimportant role in enabling access to health by supporting the efficient\nmovement of vaccinations, medications, and technical equipment. At a time of\ngrowing geopolitical tensions, T&L companies should work collectively to\ncoordinate access and ensure essential goods can be transported with minimal\ndisruptions.\n\n#####  **2** : Combat Human Trafficking\n\nGiven their proximity to the issue of human trafficking, T&L companies can\nplay a vital role in raising awareness about it and work with their suppliers\nand government partners to identify high-risk areas and telltale signs. Proper\nlabor programs, including a code of conduct, fair labor policies, training,\ndue diligence, and supplier management, are essential to improve practices in\nthe supply chain with an eye toward combating human trafficking.\n\n#####  **3** : Improve Road Safety\n\nIn nearly every country, traffic accidents are among the top 10 causes of\ndeath. This is now recognized by several international agencies as a\ndevelopment issue, as the poorest and most remote populations are often at the\ngreatest risk. T&L companies can promote road safety through awareness\ncampaigns for the public and their suppliers, and in doing so, achieve\npositive impacts on employees\u2019 and communities\u2019 right to life, health, and\nsafety. Companies can also collectively engage governments on these issues to\nincrease standards and to advocate for the allocation of resources sufficient\nto maintain roads in a safe condition.\n\n##  **Our Work**\n\n[ ](https://www.bsr.org/en/collaboration/groups/human-rights-working-group)\n\n######  Collaboration Groups\n\n####  [ Human Rights Working Group\n](https://www.bsr.org/en/collaboration/groups/human-rights-working-group)\n\n[ ](https://www.bsr.org/en/focus/human-rights)\n\n######  Focus Areas\n\n####  [ Human Rights ](https://www.bsr.org/en/focus/human-rights)\n\n[ ](https://www.bsr.org/en/industries/transport-and-logistics)\n\n######  Industries\n\n####  [ Transport and Logistics ](https://www.bsr.org/en/industries/transport-\nand-logistics)\n\n[ Back to Primers ](https://www.bsr.org/en/primers)\n\nLet\u2019s talk about how BSR can help you to transform your business and  achieve\nyour sustainability goals  .\n\n[ Contact Us ](https://www.bsr.org/en/hello)\n\n[ ](https://www.bsr.org/)\n\n#####  About BSR\n\nBSR\u00ae is a sustainable business network and consultancy focused on creating a\nworld in which all people can thrive on a healthy planet. 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](https://www.bsr.org/en/focus/nature)\n  * [ Supply Chain Sustainability ](https://www.bsr.org/en/focus/supply-chain-sustainability)\n  * [ Sustainability Management ](https://www.bsr.org/en/focus/sustainability-management)\n\n#####  [ About Us ](https://www.bsr.org/en/about)\n\n  * [ Our Story ](https://www.bsr.org/en/about/story)\n  * [ BSR\u2019s Climate Goal ](https://www.bsr.org/en/about/sustainability-at-bsr)\n  * [ Grant-Funded Work ](https://www.bsr.org/en/grant-funded-work)\n  * [ Our People ](https://www.bsr.org/en/people)\n  * [ Careers ](https://www.bsr.org/en/careers)\n  * [ Jobs at BSR Member Companies ](https://www.bsr.org/en/careers/job-openings)\n  * [ Media Center ](https://www.bsr.org/en/about/media-center)\n\n* * *\n\n#####  BSR Web Properties\n\n  * [ **Action for Sustainable Derivatives** ](https://sustainablederivatives.org/)\n  * [ **Building Responsibly** ](https://www.building-responsibly.org) / Business Collaboration to Promote the Welfare of Workers in the 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Against Trafficking** ](https://techagainsttrafficking.org) / Collaboration to Eradicate Human Trafficking Through Technology \n\n* * *\n\n\u00a9 2025 Business for Social Responsibility\u2122 | [ Data Protection and Privacy Policy ](/en/data-protection-and-privacy-policy) | [ Cookie Policy ](/en/cookie-policy) | [ Terms of Services ](/en/terms-of-services) | [ Antitrust and Competition Law Policy ](/en/antitrust-and-competition-law-policy) | [ Contact ](/en/about/contact)\n\n",
                "url": "https://www.bsr.org/en/primers/10-human-rights-priorities-for-the-transport-and-logistics-sector"
            },
            "reason": "BSR (Business for Social Responsibility) is a reputable organization focused on sustainable business practices. This primer on human rights priorities in the transport and logistics sector is well-researched and provides valuable insights, making it a highly reliable source.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "BSR primer on human rights priorities in the transport and logistics sector.",
            "url": "https://www.bsr.org/en/primers/10-human-rights-priorities-for-the-transport-and-logistics-sector"
        },
        {
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                    "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
                },
                "page_content": "Skip to main content\n\n  *   *   * [ Subscribe  ](https://news.whitecase.com/5/38/forms/subscribe.asp \"Subscribe\")\n\nTime%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20  \nhttps://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-\nadopts-corporate-sustainability-due-diligence  \n  \nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\nmailto:?subject=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&body=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence\n\nhttps://www.linkedin.com/shareArticle?mini=true&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&title=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&source=www.whitecase.com\n\nhttps://twitter.com/intent/tweet?text=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&via=WhiteCase\n\nhttps://www.facebook.com/share.php?u=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&t=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20\n\nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\n#  Time to get to know your supply chain: EU adopts Corporate Sustainability\nDue Diligence Directive\n\nAlert\n\n05 July 2024\n\n|\n\n* * *\n\n12 min read\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\") | \n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\") | \n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\") | \n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\") | \n\n[ Janina Moutia-Bloom ](/people/janina-moutia-bloom \"Janina Moutia-Bloom\")\n\n* * *\n\n**After a two-and-half-year legislative journey, the EU's Corporate\nSustainability Due Diligence Directive (\"CSDDD\"), has been formally adopted,\nand was published in the EU Official Journal on 5 July 2024. 1  It will come\ninto operation in a staggered way in the coming years, and will introduce\nmandatory human rights and environmental due diligence requirements for large\nEU and non-EU companies operating in the EU. **\n\n##  What is the objective of the CSDDD?\n\nThe aim of the CSDDD is to ensure that EU and non-EU companies active in the\nEU:\n\n\"contribute to sustainable development and the sustainability transition of\neconomies and societies through the **identification, and where necessary,\nprioritisation, prevention and mitigation, bringing to an end, minimisation\nand remediation** of actual or **potential adverse human rights and\nenvironmental impacts** connected with companies' own operations, operations\nof their subsidiaries and of their business partners in the chains of\nactivities of the companies, and ensuring that **those affected** by a failure\nto respect this duty **have access to justice and legal remedies** \".  2\n\n##  How does the CSDDD interact with other laws?\n\nObligations under the CSDDD will apply in addition to other more specific, or\npotentially stricter due diligence obligations under other EU laws such as the\nConflict Minerals Regulation, the Batteries Regulation,  3  the Deforestation\nRegulation,  4  and the forthcoming Forced Labour Regulation.  5\n\nThe CSDDD introduces minimum harmonization, meaning Member States cannot lower\nthe level of protection when transposing the CSDDD into national law. Equally,\nthe CSDDD may not serve as grounds for Member States to reduce the level of\nprotection already afforded under national laws to human, employment and\nsocial rights, or protection of the environment or climate.  6  It is expected\nthat existing laws such as Germany's Supply Chain Act (LkSG) and France's loi\nde vigilance will be affected by the national implementation of the CSDDD.\n\nExcept for the due diligence provisions relating to the identification,\nprevention and termination of adverse impacts, Member States are free to go\nbeyond the CSDDD and introduce stricter obligations or a wider scope.  7\n\n##  Which companies are within scope?\n\nThe thresholds for in-scope 'companies'  8  have been substantially revised\nsince the initial proposal. After a phased implementation, the CSDDD will\napply to:  9\n\n  * EU companies (i.e., companies established under the laws of a Member State) that had above 1,000 employees and above EUR 450 million 'net worldwide turnover' in the last financial year; and \n  * Non-EU companies (i.e., companies established outside of the EU) that generated a 'net turnover in the Union' of more than EUR 450 million in the financial year preceding the last financial year.  10 \n\nThe CSDDD will only apply to those EU and non-EU companies which satisfy the\nrelevant criteria above for two consecutive financial years.  11\n\nThe CSDDD also extends to EU and non-EU \"ultimate parent companies\" of groups\nof EU and/or non-EU companies \u2013 which, taken together as a group, meet the\nabove thresholds. However, an ultimate parent company may be exempt12 if \"[it]\nhas as its main activity the holding of shares in operational subsidiaries and\ndoes not engage in taking management, operational or financial decisions\naffecting the group or one or more of its subsidiaries\" and on condition that\none of its EU subsidiaries is designated to fulfil the parent's obligations\nunder the CSDDD, and the parent has obtained an exemption from the competent\nsupervisory authority.  13\n\n##  When will companies have to comply?\n\nThe CSDDD must be transposed by Member States into national law by 26 July\n2026. These new rules will become applicable to companies according to a\nstaggered timeline set out below, to enable them to prepare. This means that\nit will be several years before the new rules take full effect.\n\nThese new rules will become applicable to companies according to a staggered\ntimeline set out below, to enable them to prepare. This means that it will be\nseveral years before the new rules take full effect.\n\n**Category** |  **Net turnover threshold** |  **Number of employees** |  **Date of application for companies 14  **  \n---|---|---|---  \nEU companies  |  **EUR 1,500 m (global)** |  **5,000** |  **26 July 2027**  \n**EUR 900 m (global)** |  **3,000** |  **26 July 2028**  \n**EUR 450 m (global)** |  **1,000** |  **26 July 2029**  \nNon-EU companies  |  **EUR 1,500 m (in EU)** |  **N/A** |  **26 July 2027**  \n**EUR 900 m (in EU)** |  **N/A** |  **26 July 2028**  \n**EUR 450 m (in EU)** |  **N/A** |  **26 July 2029**  \nEU Franchisors/ Licensors  |  **Turnover: EUR 80 m (global)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (global)**  \nNon-EU Franchisors/ Licensors  |  **Turnover: EUR 80 m (in EU)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (in EU)**  \n  \n##  What are the specific obligations for companies?\n\n**In-scope companies must take various steps to manage actual and potential\nadverse impacts of their activities on human rights and environmental matters,\narising from (i) their own operations, (ii) the operations of their\nsubsidiaries, and (iii) the operations of their business partners in its chain\nof activities. 15  **\n\nThe \"chain of activities\" does not cover disposal of products, or activities\nof a company's downstream business partners related to the services of the\ncompany. However, it does cover:\n\n  * The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service). \n  * The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company. \n\n###  Core obligations\n\nThe CSDDD's core obligations require in-scope companies to:\n\n  * Adopt a 'risk-based' approach to human rights and environmental due diligence (Article 5); \n  * Integrate due diligence into all relevant policies and risk management systems (Article 7); \n  * Identify and assess actual or potential adverse impacts, and, where necessary, prioritise potential and actual adverse impacts (Articles 8 and 9); \n  * Prevent and (where not possible or immediately possible) mitigate potential adverse impacts; and bring actual adverse impacts to an end and minimise their extent (Articles 10 and 11); \n  * Provide remediation for actual adverse impacts (Article 12); \n  * Carry out meaningful stakeholder engagement (Article 13); \n  * Establish and maintain a notification mechanism and complaints procedure (Article 14); \n  * Monitor the effectiveness of due diligence policy and measures (Article 15); \n  * Publicly communicate on due diligence (Article 16); \n  * Adopting and putting into effect a climate transition plan (Article 22); and \n  * Designate an authorised representative (Article 23). \n\nThe main due diligence obligations under the CSDDD are \"obligations of means\",\nnot \"obligations of result\". Companies are not expected to guarantee that\nadverse impacts will not occur, nor that they will always be prevented. But\nthey are expected to take \"appropriate measures\": measures that are capable of\nachieving the objectives of due diligence.  16  Such measures include\ndeveloping and implementing a prevention action plan; seeking contractual\nassurances from business partners accompanied by measures to verify\ncompliance; making necessary financial or non-financial investments,\nadjustments or upgrades into operational processes and infrastructures;\nmodifying the company's own business plan, strategies and operations including\npurchasing, design and distribution practices; providing targeted and\nproportionate support from SME business partners; or providing remediation.\n\nWhere impacts cannot be prevented or adequately mitigated, minimised or bought\nto an end, as a last resort, the company must: (i) refrain from entering into\nnew or extending existing relations with the relevant business partner; (ii)\nadopt and implement an enhanced prevention action plan without undue delay by\nusing the company's leverage through the temporary suspension of the relevant\nbusiness relationship(s); or (iii) terminate the business relationship (if\nthere is no reasonable expectation that (ii) will succeed).\n\n###  Transition Plans for Climate Change Mitigation\n\nIn-scope companies must adopt and implement a transition plan for climate\nchange mitigation which aims to ensure \"through best efforts\" that the\nbusiness model and strategy of the company align with the Paris Agreement.\nSpecifically, the transition plan shall contain: (i) time-bound targets\n(including for 2030 and for 2050) and key actions planned for reaching them;\n(ii) a description of decarbonisation levers; (iii) an explanation and\nquantification of investments and funding supporting the implementation of the\ntransition plan; and (iv) a description of the role of company management in\nconnection with the plan.  17\n\nCompanies that comply with the EU Corporate Sustainability Reporting Directive\n(CSRD)  18  will be deemed to have complied with this obligation under the\nCSDDD.\n\n##  What are the consequences for non-compliance?\n\n###  Enforcement and Penalties\n\nThe CSDDD will be enforced by the supervisory authorities of Member States,\nwhich will be empowered to carry out investigations where they consider there\nto be \"substantiated concerns\" and may require companies to provide\ninformation in connection with suspected non-compliance with the obligations\nset out in Articles 7 to 16. National supervisory authorities will also be\nrequired to \"at least supervise\" the adoption and design (and updating) of\ncompanies' transition plans. However, they are not required to supervise their\nimplementation. Furthermore, there is no indication that such supervision will\nencompass the formal approval of such transition plans, however, an\nauthority's assessment and determination of non-compliance could give rise to\none of the consequences set out below.\n\nIf a supervisory authority identifies an act of (or an omission amounting to)\nnon-compliance, it may:\n\n  * Order a company to cease the relevant conduct or perform an action to bring it into compliance; abstain from repeating the prohibited conduct; and where appropriate, take remedial action within an appropriate period of time. \n  * Impose a penalty. Penalties will be set by Member States, but shall be effective, proportionate and dissuasive, and take into account a range of factors,  19  with the maximum penalty to be at least 5% of the relevant company's net worldwide turnover in the previous financial year.  20  A pecuniary penalty on an ultimate parent company of a group, shall be calculated based on the consolidated turnover reported by the ultimate parent company.  21 \n\nAdopt interim measures in case of imminent risk of severe and irreparable\nharm.  22\n\nThe CSDDD also notes that Member States have the power to \"withdraw and to\nprohibit the placing, making available on the market and export of products\nunder other Union legislative acts\".  23\n\n###  Civil liability and other consequences\n\nThe CSDDD requires Member States to ensure that companies can be held liable\nfor damages caused to natural or legal persons where the company\n\"intentionally or negligently\" fails to comply with Article 10 and 11\nobligations (to prevent and mitigate impact, or to end or minimise such\nimpacts), although this is limited to situations where the relevant rights,\nprohibitions or obligations are aimed at protecting the specific claimant, and\nthe failure caused damage.  24\n\nWhile the \"causality\" would be a question for domestic courts to determine in\naccordance with national law, the CSDDD specifically excludes liability if the\ndamage is caused only by the business partners in the company's chain of\nactivities.  25  However, where damage is found to have been caused jointly by\nthe company and its subsidiary, or by the company and a business partner, the\ncompany will be jointly and severally liable.  26\n\nFull compensation under the CSDDD shall not lead to overcompensation, whether\nby means of punitive, multiple or other types of damages.  27\n\nMember States may determine the conditions under which trade unions, civil\nsociety organisations and national human rights institutions can bring\ncollective redress mechanisms on behalf of victims.  28\n\nCompliance with the CSDDD could also be qualified as a criterion for the award\nof public contracts and concessions. As a result, any non-compliance could\nconstitute a breach of any such contract or terms of concession.  29\n\n##  What next?\n\nThe CSDDD's entry into force on 25 July 2024 triggers the transposition period\nfor Member States to adopt national laws transposing the CSDDD obligations.\nCompanies will need to comply according to the staggered timeline set out\nabove.\n\nA \"review\" provision at Article 36(2) of the CSDDD will require the Commission\n(by 26 July 2030 and every three years thereafter) to submit to the Parliament\nand Council a report and any accompanying legislative proposals considered\nnecessary, on whether to amend key elements of the legislation including: the\nemployee and net turnover thresholds for falling in-scope; the definition of\nthe term \"chain of activities\"; the rules on combatting climate change,\npenalties and civil liability; or (introduction of) sector-specific approach\nfor high-risk sectors.  30\n\nRuth Benbow (Knowledge Manager, London) contributed to the development of this\npublication.\n\n1 Directive (EU) 2024/1760 of the European Parliament and of the Council of 13\nJune 2024 on corporate sustainability due diligence and amending Directive\n(EU) 2019/1937 and Regulation (EU) 2023/2859, available  [ here\n](https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=OJ:L_202401760) .  \n2 Recital 16.  \n3 See White & Case alert, \u201cNew EU Batteries Regulation: introducing enhanced\nsustainability, recycling and safety requirements\u201d, 2 August 2023, available\n[ here  ](https://www.whitecase.com/insight-alert/new-eu-batteries-regulation-\nintroducing-enhanced-sustainability-recycling-and-safety) .  \n4 See White & Case alert, \u201c10 key things to know about the new EU\nDeforestation Regulation\u201d, 21 July 2023, available  [ here\n](https://www.whitecase.com/insight-alert/10-key-things-know-about-new-eu-\ndeforestation-regulation) .  \n5 The CSDDD provides that if a provision conflicts with another EU legislative\nact pursuing the same objectives and providing for more extensive or more\nspecific obligations, that other EU legislative act shall prevail. Article\n1(3).  \n6 Article 1(2).  \n7 Article 4.  \n8 Article 3(1)(a) contains a detailed definition of 'company'.  \n9 Article 2.  \n10 The European Network of Supervisory Authorities will publish an indicative\nlist of third-country companies subject to the CSDDD.  \n11 As explored in the table above, lower financial thresholds will also apply\nto EU and non-EU companies that rely on franchise or license models where the\ncompany's or group's agreements with third parties ensure a common identity, a\ncommon business concept and the application of uniform business methods. See\nArticle 2(1)(c) and 2(2)(c).  \n12 Other types of entities are also exempt from complying with obligations\nunder the CSDDD, including Alternative Investment Funds (AIFs) and\nundertakings for collective investment in transferable securities (UCITS).\nArticle 2(8).  \n13 Article 2(3).  \n14 Note that the obligation to communicate on due diligence (article 16)\nfollows a different timeline (Article 37).  \n15 Article 1(a).  \n16 Recital 19.  \n17 Article 22.  \n18 See W&C's contribution to ICC UK's Trade for Prosperity magazine \u201cThe\nCorporate Sustainability Reporting Directive: EU rules with global impact on\nbusiness\u201d, Spring 2024, available  [ here\n](https://cloud.3dissue.com/176015/176404/205852/ICCTradeForProsperityWS24DE/index.html)\n, page 90.  \n19 These are: (a) the nature, gravity and duration of the infringement, and\nthe severity of the impacts resulting from that infringement; (b) any\ninvestments made and any targeted support provided pursuant to Articles 10 and\n11; (c) any collaboration with other entities to address the impacts\nconcerned; (d) where relevant, the extent to which prioritisation decisions\nwere made in accordance with Article 9; (e) any relevant previous decisions\nfinding infringements by the company; (f) the extent to which the company\ncarried out any remedial action with regard to the concerned subject-matter;\n(g) the financial benefits gained from or losses avoided by the company due to\nthe infringement; and (h) any other aggravating or mitigating factors\napplicable to the circumstances of the case. See Article 27(2).  \n20 Article 27(4).  \n21 Article 27(4).  \n22 Article 25(5)(c).  \n23 Recital 76.  \n24 Article 29(1).  \n25 Article 29(1).  \n26 Article 29(5).  \n27 Article 29(2).  \n28 Article 29(3)(d).  \n29 Article 31.  \n30 Article 36.\n\nWhite & Case means the international legal practice comprising White & Case\nLLP, a New York State registered limited liability partnership, White & Case\nLLP, a limited liability partnership incorporated under English law and all\nother affiliated partnerships, companies and entities.\n\nThis article is prepared for the general information of interested persons. It\nis not, and does not attempt to be, comprehensive in nature. 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            "content": {
                "metadata": {
                    "ext_id": "a8f122cc-661a-415e-8f00-056c01b77389",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html"
                },
                "page_content": "#  ESRS G1 Business conduct\n\n##  Governance information\n\n###  ESRS G1  Business conduct\n\n####  Impact, risk and opportunity management and strategy\n\n#####  Material business conduct-related impacts, risks and opportunities\n(IRO-1)\n\nPUMA regularly performs assessments to confirm existing risks or identify new\nrisks and their impact when it comes to business conduct. In considering the\nnature of our business, the locations of our sales entities and sourcing\nfacilities, we focus on the following compliance risks areas: bribery,\ncorruption, money laundering, fraud, conflicts of interest, anti-competitive\nbehaviour, Human Rights violations and environmental damages. When we examine\nthe impact of risks, we look at the impact on our business operations,\nfinancial performance, and reputation. The result of each risk assessment is a\nrisk matrix that we use to prioritise identified risks based on their\nlikelihood and impact. This helps us focus resources on managing the most\ncritical risks. Not only risks are spotted in this process opportunities are\nalso addressed.\n\nIn relation to our business partners with whom we source our core products, we\nidentify risks by conducting thorough due diligence, which involves sanctions\nand reputational checks, sanity checks and examination of their sustainability\npolicies and ethical practices. The level of scrutiny applied to each business\npartner varies and we prioritise the country risk, the industry risk and the\nvolume of the business.\n\nThe details of the process of identification of business conduct-related\nmaterial topics are explained in the  [ General information (IRO-1)\n](/2024/en/combined-management-report/sustainability-statement/general-\ninformation/esrs-2-general-disclosures/index.html#_Process_to_identify)\nsection.\n\nT.74  Material business conduct-related impacts, risks and opportunities\n(IRO-1)\n\nImpacts  |  Actual or potential  |  Time horizon  |  Value chain location   \n---|---|---|---  \nMaterial negative impacts\u00c2  \nCorporate culture  \nUndervaluing the influence of corporate culture on employees and business outcome  |  Potential  |  Short, medium, long term  |  Own operations   \nProtection of whistleblowers\u00c2  \nInsufficient measures to protect whistleblowers leading to a lack of trust  |  Potential  |  Short, medium, long term  |  Own operations   \nManagement of relationships with suppliers including payment practices\u00c2  \nSuppliers may cut corners to meet low-cost demands and tight deadlines, leading to unsafe working conditions  |  Potential  |  Short, medium, long term  |  Upstream   \nDelayed payments or unfair terms can strain suppliers' finances, hinder timely worker payments, and worsen working conditions. Lack of long-term commitments can also lead to job insecurity  |  Potential  |  Short, medium, long term  |  Upstream   \nRisks and opportunities\u00c2  \nRisks  \nManagement of relationships with suppliers including payment practices\u00c2  \nFinancial risk arises from delays in raw material procurement and production, impacting sales, due to inefficient payment practices straining suppliers' finances  |  n/a  |  Short, medium, long term  |  Upstream   \nSuppliers under financial pressure may cut corners, leading to products that do not meet brand quality standards and resulting in rework, returns, and reputational damage  |  n/a  |  Short, medium, long term  |  Upstream   \n|  |  |   \nPoor relationship management can make suppliers less willing to offer favorable terms, share cost-saving opportunities, or accommodate urgent orders if they feel undervalued or insecure, leading to financial risks  |  n/a  |  Short, medium, long term  |  Upstream   \nOver-reliance on a few suppliers can result in higher costs, production delays, quality issues, and disruptions, ultimately damaging the brand's reputation, customer trust, and revenue stability  |  n/a  |  Short, medium, long term  |  Upstream   \nPoor supplier relationships lead to inadequate communication and transparency, which may hinder brands to adhere to trade compliance standards and monitoring practices, resulting in non-compliance and financial risks  |  n/a  |  Short, medium, long term  |  Upstream   \nCorruption and bribery\u00c2  \nReputational risks associated with being linked to corruption cases  |  n/a  |  Short, medium, long term  |  Upstream  \u00e2\u0080\u008e  Own operations   \nOpportunities  \nManagement of relationships with suppliers including payment practices\u00c2  \nFair and timely payments build trust, encouraging suppliers to innovate and invest in new technologies, while long-term relationships give them the confidence to pursue innovative solutions  |  n/a  |  Medium, long term  |  Upstream   \nEnsuring suppliers' financial stability and maintaining regular, transparent communication reduces disruption risks and enhances supply chain resilience  |  n/a  |  Medium, long term  |  Upstream   \n|  |  |   \n  \n#####  The role of the administrative, supervisory and management bodies\n(GOV-1)\n\nAs a company listed in Germany, PUMA adheres to the German Stock Corporation\nAct and the German Corporate Governance Code. PUMA has a dual management\nsystem featuring strict personal and functional separation between the\nManagement Board and the Supervisory Board (two-tier board). Accordingly, the\nManagement Board manages the company while the Supervisory Board monitors and\nadvises the Management Board. PUMA has three bodies: the Management Board, the\nSupervisory Board, and the Annual General Meeting. The Management Board of\nPUMA manages the Company on its own responsibility with the goal of\nsustainable value creation. It develops PUMA's strategic orientation and\ncoordinates it with the Supervisory Board. In addition, it ensures Group-wide\ncompliance with legal requirements and an effective risk management and\ninternal control system.\n\nThe members of the Management Board are appointed by the Supervisory Board.\nThe Supervisory Board of PUMA consists of seven members, five of whom are\nshareholder representatives and two of whom are employee representatives.\nShareholder representatives are being elected individually.\n\nThe Supervisory Board supervises and advises the Management Board on the\nimplementation of the strategy. Supervision and advice also include, core\ncompliance and sustainability issues, which are covered as a cross-sectional\ntask in the Audit Committee and the Sustainability Committee. The Management\nBoard informs the Supervisory Board regularly, promptly, and comprehensively\nabout all issues of relevance to PUMA relating to strategy, planning, business\ndevelopment, the risk situation, risk management and the compliance management\nsystem. PUMA\u00e2\u0080\u0099s sustainability strategy is approved by the Sustainability\nCommittee and the Supervisory Board. It deals with deviations during business\nfrom the established plans and targets, stating the reasons. The Supervisory\nBoard is involved by the Management Board in decisions of paramount importance\nfor the Company and the Supervisory Board needs to approve those decisions.\n\nThe Management Board has put in place a Compliance Management System (CMS) to\nensure good business conduct. It has implemented a Code of Ethics that defines\nthe expectations of the Company regarding good business conduct towards its\nemployees, business partners and stakeholders. The Code of Ethics is part of\nevery employee\u00e2\u0080\u0099s contract and is thus binding for all employees. Through\nclear tone from the top the CEO regularly delivers clear messages on how\nimportant it is to follow the principles of the Code of Ethics. The\nSupervisory Board is informed in its regular quarterly meetings and, if\nnecessary, on an ad-hoc basis about the status of the implementation of the\nCMS.\n\nThe members of the Management Board and the shareholder representatives on the\nSupervisory Board bring a wealth of experience when it comes to expertise in\nbusiness conduct matters. All aforementioned members are seasoned executives\nin C-level positions of international corporations who have been responsible\nfor building structures on good corporate governance throughout their career.\nOn top every training that employees are asked to conduct on a mandatory\nbasis, must be finished by the members of the Management Board.\n\n#####  Business conduct policies and corporate culture (G1-1)\n\nPUMA has established a comprehensive set of policies to guide business conduct\nat a Group-wide level. These policies are designed to ensure that all\nemployees, at every level, uphold the highest standards of integrity,\ntransparency, and ethical behaviour.  The PUMA Code of Ethics, previously\nreferred to in the sections on\u00c2  Policies related to own workforce (S1-1)\u00c2\nand\u00c2  [ Remediation of  n  egative  i  mpacts and  c  hannels to  r  aise  c\noncerns (S1-3)  ](/2024/en/combined-management-report/sustainability-\nstatement/social-information/esrs-s4-consumers-and-end-\nusers/index.html#_Remediation_of_negative) , outlines our commitment to\nethical behaviour, Human Rights, and transparency. It applies globally and is\nrelevant to various stakeholders, including employees and business partners in\nthe supply chain. It promotes brand values and ethical conduct, protects Human\nrights and maintains transparency and accountability. Key areas covered by the\nCode of Ethics and the Group internal policies include: Human Rights\nprotection, occupational health and safety, learn from mistakes, intellectual\nproperty, protection of PUMA assets, sustainability, quality and safety,\nbusiness partners, conflicts of interest, insider trading, anti-money\nlaundering, trade compliance, fair competition, anti-corruption, financial\nintegrity, tax compliance, confidentiality, data privacy, animal welfare and\nSpeakUp.\n\nThe PUMA Code of Ethics helps mitigate several risks like bribery, anti-\ncompetitive behaviour, violations of Human Rights, tax evasion, money\nlaundering etc. It is the basic document employees are asked to turn to\neducate themselves about the values of PUMA. More detailed internal policies\ncomplement the main principles of the Code of Ethics. In incorporating the\nCode of Ethics into the agreements with the business partners and suppliers, a\nstrong relationship is built, and a transparent communication is ensured. The\nCode's anti-corruption measures ensure that PUMA and its partners operate with\nintegrity and transparency, protecting the brand's reputation.\n\nThe policy framework defines zero tolerance issues within the organisation.\nPUMA is committed to adhering to the  [ UN Global Compact principles\n](https://unglobalcompact.org/what-is-gc/mission/principles) related to\ngovernance. The Management Board and especially the CEO is responsible for the\nimplementation of compliance policies. Each compliance policy is approved by\nall members of the Management Board and communicated by the CEO via email to\nall local General Managers responsible for implementation to all employees.\nAll awareness measures on the core compliance risk areas are pre-aligned with\nthe CEO.\n\nTo foster a positive corporate culture, we actively promote these values\nthrough regular trainings according to a training plan agreed with the\nManagement Board, cascading awareness initiatives through posters, leaflets,\nemails, CEO messaging and a leadership team that leads by example. By\nembedding these principles into our daily operations, we aim to create an\nenvironment that encourages trust, accountability, and mutual respect.\n\nThe Management Board and the Supervisory Board are informed quarterly about\ncompliance cases and the implementation status of our CMS.\n\nPUMA behaves in a law-abiding, fair, respectful, and ethical manner towards\nits employees, consumers and business partners. The Compliance Organisation,\nGroup Compliance in the headquarters and Local Compliance Officers in each and\nevery PUMA entity, works together as a team to ensure that all PUMA employees\ncomply with PUMA's values. While PUMA Group Compliance at the headquarters\nsets the baseline, stricter local requirements take precedence, ensuring the\nhighest standards are always met.\n\nPUMA has developed a comprehensive risk assessment framework that incorporates\nkey policies to address various identified risks. The framework aligns with\nour business objectives and regulatory requirements to ensure that all\npotential risks are identified, assessed, and mitigated effectively. Depending\non their exposure to the identified risks, target groups of employees are\nbuilt who receive more intensive training than others. Where external parties\nare involved, measures are taken to ensure that the risk associated with these\nparties is mitigated. This includes contractual clauses, onboarding, due\ndiligence or training. After a policy has been released, related communication\nand training materials are developed to reinforce the understanding of the\nrules of the policy.\n\nInternal controls and procedures ensure efficient operations and minimise\nerrors, fraud and misconduct.\n\nOur Code of Ethics, Anti-corruption and Anti-bribery Policy, and all other\npolicies are in place to ensure we comply with local and international laws\nand regulations. PUMA\u00e2\u0080\u0099s Anti-bribery and Anti-corruption Policy is\nconsistent with the United Nations Convention Against Corruption.  Employees\nare trained on these policies to ensure a thorough understanding of legal\nobligations. These policies mitigate risks related to legal penalties,\nfinancial loss, and reputational damage by ensuring that all activities comply\nwith applicable laws and regulatory standards.\n\nBreaches of law or our internal policies are not tolerated. Through the\nwhistleblowing channel SpeakUp, PUMA can be informed about such breaches.\nPUMA\u00e2\u0080\u0099s Whistleblowing Policy protects whistleblowers globally from\nretaliation and guarantees a confidential and fair treatment of the case.\n\nIn case violations occur, those are remediated, a new risk analysis is\nperformed, and measures are taken to close potential gaps in the control\nsystem.\n\nTone from the top is key in PUMA\u00e2\u0080\u0099s corporate culture, leadership\ndemonstrates commitment through transparent communication, and by modelling\nthe behaviours that align with our core values. This commitment is cascaded\ndown to all levels in the organisation, ensuring a consistent culture\nframework. PUMA is dedicated to continuously developing a positive and\ninclusive corporate culture. We invest in training programs and workshops that\nfocus on our values, ethics and leadership development. These programs are\ndesigned to help employees at all levels understand and embody the company\nculture.\n\nDuring the onboarding process, new employees are introduced to PUMA\u00e2\u0080\u0099s\nculture through orientation sessions that cover our values, mission and\nexpectations. This ensures that from day one, employees are aware of and\nengaged with the company\u00e2\u0080\u0099s culture.\n\nLeadership development is another critical component of our culture-building\nefforts. We provide ongoing support and training for our leaders to ensure\nthey act as role models and reinforce the desired culture within their teams.\nPUMA has developed a variety of communication channels, including regular\ntownhall meetings and compliance awareness initiatives. Through the intranet\nculture stories, achievements and updates are shared with all employees.\nCompliance policies are communicated by the Management Board member\nresponsible for the topic via email and are available on the intranet.\nCompliance awareness initiatives are communicated via multiple channels, like\nhardcopy, email and videos.\n\nCompliance awareness initiatives are structured to echo a training plan, a new\npolicy or a policy update, or to educate after a compliance incident.\n\nCorporate culture is evaluated by regular employee feedback mechanisms, e.g.\nemployee survey, open-door policy, that encourage employees to voice their\nopinions and concerns. Such feedback is analysed to identify trends, strengths\nand areas of improvement. The survey is conducted every three months. Culture\nalignment is also assessed during performance reviews, where employees are\nevaluated not only on their job performance but also on how well they embody\nthe company\u00e2\u0080\u0099s core values. This approach ensures that cultural fit is a key\ncomponent of overall performance. To maintain and improve our corporate\nculture, we regularly conduct internal audits to assess compliance with our\nvalues and standards. Action plans are developed to address any identified\ngaps, ensuring that our culture continues to evolve in a positive direction.\n\nAt PUMA, we act in accordance with the law and self-imposed standards of\nconduct in all business activities. PUMA\u00e2\u0080\u0099s CMS is designed to systematically\nprevent, detect at an early stage and sanction violations of rules in the\nareas of corruption, money laundering, conflicts of interest, antitrust law,\nfraud or embezzlement. Violations of the law or internal policies are not\ntolerated.\n\nAs part of the CMS, PUMA has a Group-wide electronic whistleblower platform,\noperated by an external provider, to which employees and third parties can\nreport illegal or unethical behaviour. Reporting is also possible to the P&O\ndepartment or to the Local Compliance Officers. All cases in core compliance\nareas are documented and managed in the same way, no matter the reporting\nchannel. Reporting from external stakeholders is enabled via a link to the\nwhistleblower system on our website.\n\nViolations from all risk areas can be reported. Reports of violations that do\nnot fall within the core compliance risk areas are forwarded to the relevant\ndepartments, which are then responsible for investigating and implementing\nappropriate measures in the respective cases.\n\nWe have Case Handling Rules and Investigation Guidelines to support the\nmembers in our investigation team. All major cases in the whistleblowing\nplatform are reported quarterly to the Management Board and Supervisory Board.\n\nPUMA\u00e2\u0080\u0099s whistleblowing platform SpeakUp fulfils all requirements of German\nand European whistleblowing law. Education on SpeakUp is a mandatory part of\ncompliance trainings and is regularly communicated via Compliance Awareness\nInitiatives, e.g. SpeakUp poster in all PUMA buildings worldwide. PUMA has\nimplemented Case Handling Rules and Investigation Guidelines to support the\nstaff receiving the reports and investigating the cases. They are trained\nregularly and exchange on lessons learned from the case investigations in\ncatch-up sessions.\n\nPUMA protects all whistleblowers from retaliation. No employee will be subject\nto disciplinary or retaliatory actions due to reporting a concern or an\nincident in good faith. Every report is treated as strictly confidential. This\nis stated in our Whistleblowing Policy and is the mindset that we display in\nthe course of every investigation.\n\nPUMA takes every report seriously and investigates every substantiated\ncompliance case. The investigation process is free from any undue influence\nand the standards applied are objective. If a violation has not been proven,\nthe presumption of innocence applies. Incriminating and exculpating facts are\nequally included in the investigation. All investigations are conducted in a\nconfidential manner and comply with the applicable laws. Disciplinary measures\nare taken in accordance with the principle of proportionality. In the event of\nmisconduct by a business partner, appropriate consequences will also be taken\nin accordance with the principle of proportionality.\n\nThe PUMA Compliance Training Strategy resolved by the Management Board\nstipulates that two short trainings on core business conduct topics like\npreventing bribery, anti-money laundering, anti-trust, ethical behaviour,\nbusiness partner due diligence, keeping information confidential etc. will be\nheld every second year for all employees worldwide and one deep dive training\non selected topics from the above listed ones will be held every three years\nfor target groups based on their risk exposure to the topic.\n\nThe functions in PUMA that are most at risk of corruption and bribery, are\ntypically those that involve interaction with external governmental bodies or\nbusiness partners. Those are facility management, logistics, sourcing and\nprocurement, sales, sports marketing, and marketing.\n\n#####  Prevention and detection of corruption or bribery and incidents (G1-3,\nG1-4)\n\nCMS helps us to operate within legal and regulatory boundaries while fostering\nethical behaviour and good corporate governance, with a focus on the\ncompliance risk areas including anti-corruption and anti-bribery. PUMA\u00e2\u0080\u0099s CMS\nin this regard consists of three pillars including prevent, detect and\nrespond.\n\n  * In \u00e2\u0080\u009cPrevent\u00e2\u0080\u009d, we identify and assess the compliance risks via regular risk assessments, then formulate related policies and training to mitigate the related risks especially in areas like anti-corruption, bribery, anti-money laundering and fraud. A regular Tone from the Top is an important tool in preventing compliance violations \n  * We have established different whistleblowing channels to \u00e2\u0080\u009cDetect\u00e2\u0080\u009d violations against the law or our internal policies that we described above \n  * We \u00e2\u0080\u009cRespond\u00e2\u0080\u009d to compliance violations with actions that counter the severity of the case. Consequences can be warnings or other disciplinary measures, remediation action plans, awareness measures or an adaptation of the training content and cycle to the new evaluated risk situation. We include case studies and clear guidance on best practices and prohibited behaviours to prevent incidents of corruption or bribery. \n\nAnti-corruption is a standard training module in our Compliance in-person\ntraining program, as well as in our e-learning training program. The\nwhistleblowing channel SpeakUp is available on the internet page and available\nfor both employees and external business partners. Information on SpeakUp and\nhow allegations are handled are a standard training module in all our Code of\nEthics e-learning and Compliance in-person trainings. We include a module on\nanti-corruption and anti-bribery in each training for our suppliers.\n\nThe PUMA Compliance Training Strategy resolved by the Management Board\nstipulates that two short trainings on core business conduct topics like\npreventing bribery, anti-money-laundering, anti-trust, ethical behaviour,\nbusiness partner due diligence, keeping information confidential etc. will be\nheld every second year for all employees worldwide and one deep dive training\non selected topics from the above listed ones will be held every three years\nfor target groups based on their risk exposure to the topic.\n\nOur Code of Ethics communicates our expectations regarding the prevention of\ncorruption and bribery in business. A more detailed Anti-bribery and Anti-\ncorruption Policy helps employees to comply with the expectations and is\ncommunicated by the CEO to all PUMA employees worldwide. It lays out approval\nprocesses for risky business transactions. Implemented internal controls like\nthe segregation of duties and four-eyes principle limit opportunities for\ncorrupt activities. The screening process established via the Business Partner\nDue Diligence policy ensures that business partners are carefully selected and\nthe corresponding compliance clauses in the agreements request them to meet\nanti-corruption standards. Regular Code of Ethics e-learnings and in-person\ncompliance training programs as well as awareness measures make sure that the\nkey messages are properly communicated to all the employees.\n\nWe have established a whistleblowing channel for employees and external\npartners to report corruption and bribery allegations. With the help of\nInternal Audit, suspicious activities in terms of corruption and bribery are\nidentified. Cross department screening in SAP also helps to monitor financial\ntransactions for red flags. Once PUMA is aware of corruption or bribery cases,\nthe Case Handling Rules and Investigation Guidelines are in place to enable\nevery case manager in each entity to conduct investigations properly and all\ncases are documented in a case management system and reported to the\nManagement Board and Supervisory Board on a quarterly basis.\n\nCorruption and bribery are zero tolerance issues at PUMA. Disciplinary\nconsequences and remediation plans are mandatory for each confirmed corruption\nor bribery case. Annual Compliance e-learning is conducted targeting each PUMA\nemployee with a business email account. Anti-corruption/bribery is subject at\nall in-person compliance trainings. Additional training is provided to\nexecutive/senior management with tailored case studies. All compliance\ntraining materials are developed by the Compliance team in order to be very\nrelevant to the PUMA teams and to speak the language of the fairly young\nemployee base. The compliance training strategy is approved by the Management\nBoard.\n\nAt PUMA we ensure that the investigators are completely independent from the\nmanagement chain or department that is involved in the matter. This includes:\n\n  * When appointing an investigator (case manager), Group Compliance makes sure that there no conflict of interests and they are from an unrelated entity or department, normally the local compliance officer or, where necessary, an external investigator \n  * PUMA has established clear and separate reporting lines for the investigators, ensuring they report the case solely to the compliance department, rather than to anyone involved in the matter \n  * Investigation Guidelines are in place, which clearly state that if a conflict of interest arises, e.g. if the responsible compliance officer is too close to the accused or the reporter, the case will be handled by Group Compliance, to ensure the case is impartially handled \n  * For particularly sensitive cases, we may engage external investigators or forensic auditors to further distance the investigation from internal influence. \n\nThe investigation is overseen by Group Compliance to ensure adherence to\nprotocols, and fairness. The Compliance function reports all\ncorruption/bribery cases and all other major cases to the Management Board and\nto the Audit Committee of the Supervisory Board on a quarterly basis. The\ncontent of this report includes the quarterly summary/analysis of cases,\ncomparisons to previous quarters, percentage of closed cases, key case\nsummaries with follow-up measures, actions or learnings/recommendations\nderived from the key cases.\n\nPUMA Compliance Policies are written in easy language that can be well\nunderstood by the staff. They are translated into the local languages and can\nbe adapted to local needs. Compliance Policies are always released by the CEO\nto all employees worldwide to ensure the right Tone from the Top. In the CEO\nemail, a copy of the policy is provided with a link to the intranet for easy\naccess. Each compliance policy names a contact person to answer questions\nrelated to the understanding and implementation of the policy. The contact\nperson can also bring back the latest information and feedback on the policy,\nensuring that PUMA is prepared for possible updates. In all compliance\ntraining, including e-learnings and in-person trainings, the related policies\nare repeatedly communicated.\n\nPUMA has a compliance training strategy that illustrates which compliance\ntraining is provided to whom at which frequency in which format. Every new\njoiner receives onboarding training about compliance culture, introduction of\nrisk areas and policies, expectations and the whistleblowing channel SpeakUp.\nExisting employees receive basic and deep-dive compliance training. Basic\ntraining educates about the fundamentals of the most relevant risk areas. They\nare covered by short annual e-learnings. Deep-dive training provides deeper\nknowledge in certain risk areas and is designed for targeted employees with\nbigger risk exposure. This deep-dive compliance training is covered by longer\ne-learnings and face-to-face compliance trainings. All training on anti-\ncorruption/anti-bribery is mandatory. Training modules on anti-corruption are\nstandard parts of all compliance trainings.\n\nA hundred percent of function-at-risk are covered by training programs. Each\nCode of Ethics e-learning is mandatory for all employees and aims at a 100  \u00c2\n% completion rate. Such e-learnings are communicated and launched via the CEO\nof PUMA to all employees worldwide. All e-learnings are also conducted by the\nmembers of the Management Board and the Supervisory Board. On top of that the\nmembers of the Management Board and the Supervisory Board receive regular\ntailor-made compliance trainings, depending on the topics that are relevant\nfor the fulfilment of their tasks.\n\nIn 2024, PUMA did not have confirmed cases on corruption or bribery.\n\nPUMA is dedicated to fostering a culture of integrity by offering global anti-\ncorruption and anti-bribery e-learnings every two years. The last session of\ne-learnings on anti-corruption and anti-bribery was conducted in 2023 and is\ndue again in 2025.\n\n#####  Management of relationships with suppliers (G1-2)\n\nPUMA has several practices to minimise supply chain disruptions, aligning with\nits strategy and risk management:\n\n  * Vendor Financing Program: Established in 2016, this program offers suppliers attractive financing terms through partnerships with banks like BNP Paribas, Standard Chartered Bank, and HSBC, ensuring liquidity during disruptions \n  * Collaborative adjustments: During the COVID-19 pandemic, PUMA worked with retail partners and manufacturers to adjust order placements, sharing the burden and maintaining continuity \n  * Continuous Communication: PUMA maintains ongoing dialogue with suppliers to assess risks related to factory work suspensions, layoffs, wage payments, and working conditions, addressing issues proactively \n  * Responsible purchasing: PUMA ensures orders are paid in full and materials compensated even if orders are cancelled, building trust and reliability \n  * Health and Safety Guidelines: PUMA guides manufacturers to follow government and ILO guidelines to protect workers\u00e2\u0080\u0099 health, ensuring safe operations during crises \n  * Sustainability strategy: PUMA\u00e2\u0080\u0099s FOREVER. BETTER. strategy, informed by the SDGs focuses on human rights, climate action, and circularity, ensuring long-term resilience and adaptability. \n\nPUMA recognises the impact of its business practices on suppliers and aims to\nreduce negative effects through its Responsible Sourcing Policy.\n\nEstablished in 2019, the Responsible Purchasing Practice Policy guides\ndecisions and ensures consistency. PUMA trains its sourcing staff and\nsuppliers on this policy, referencing the UN Guiding Principles on Business\nand Human Rights to highlight the link between purchasing practices, working\nconditions, and human rights risks.\n\nWe ask strategic Tier 1 suppliers to participate in the Better Buying survey\nto gather feedback on PUMA\u00e2\u0080\u0099s responsible purchasing practices. This survey\ncollects anonymous ratings from suppliers based on five principles of\nresponsible purchasing, helping us improve our practices. We share the survey\nresults with our sourcing team and suppliers.\n\nIn 2023, PUMA added a responsible disengagement clause to its purchasing\npractices. Following Fair Labor Association guidelines, PUMA commits to\nproviding at least six months\u00e2\u0080\u0099 notice before significantly downscaling\norders or ending business relationships. A longer notice period may be granted\nbased on average production capacities over the past two to three years to\nmitigate impacts on workers and allow suppliers time to find new buyers.\n\nPUMA\u00e2\u0080\u0099s Code of Conduct is integral to our manufacturing agreements. As part\nof the manufacturing agreements all suppliers sign a legally binding\nDeclaration of Principles specifying the principles and standards to be\nobserved by the suppliers, including annexes on Anti-corruption, Building\nsafety, Animal protection, PUMA sustainability audit, restricted substances,\nand PUMA cotton sourcing policies. The supplier acknowledges the importance of\nadhering to social and environmental standards and guarantees these rights to\nall employees and affected stakeholders. Additionally, the supplier commits to\nrespecting internationally recognised human rights, complying with all\napplicable laws to prevent slavery, servitude, forced labour, and human\ntrafficking, and avoiding any activities that would constitute an offense.\n\nPUMA uses a Supplier Scorecard to evaluate and manage supplier performance\nbased on several key criteria including environmental compliance, waste\nmanagement and effluent treatment. PUMA conducts regular reviews and meetings\nwith suppliers to discuss scorecard results, address any issues, and identify\nareas for improvement. Suppliers needing improvement get support and guidance\nto meet PUMA\u00e2\u0080\u0099s standards.\n\nPUMA extends its local supply chain initiatives in markets such as China,\nIndia, Latin America and T\u00c3\u00bcrkiye. By sourcing materials and products\nregionally, PUMA fosters closer relationships with local suppliers.\n\n#####  Payment practices (G1-6)\n\nPUMA has digitised its supply chain to create transparency and operational\nefficiency, ensuring timely payments to suppliers. Consequently, all payments\nto vendors are automated and paper-free, ensuring timely payments as per our\nterms.\n\nPUMA\u00e2\u0080\u0099s standard contract payment terms require payment upon receipt of\ninvoice within a specified number of days from the actual handover date. In\n2024, approximately 76  \u00c2  % of annual invoices were paid according to these\nstandard terms. The remaining invoices were paid based on local terms agreed\nupon between the sales subsidiary and the supplier. In 2024, there were no\noutstanding legal proceedings for late payments, as this process is automated.\n\u00e2\u0080\u008e  \u00e2\u0094\u0094\n\nShare\n\n  * [ ](mailto:?subject=ESRS G1 Business conduct&body=https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html \"Email\")\n  * [ ](https://www.linkedin.com/shareArticle?mini=true&url=https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html&title=ESRS G1 Business conduct&summary=PUMA's annual report provides all the information about our business performance in 2024. 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                "url": "https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html"
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            "reason": "This is part of Puma's annual report, specifically addressing business conduct and sustainability. As an official company report, it's a reliable source of information on their policies and practices, though it may present information in a favorable light.",
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            "summary": "Puma's sustainability statement and business conduct information from their annual report.",
            "url": "https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html"
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                    "source": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
                },
                "page_content": "Harvard Law School Forum on Corporate Governance\n\n  * [ Home ](https://corpgov.law.harvard.edu/)\n  * [ About ](https://corpgov.law.harvard.edu/about/)\n  * [ Archive ](https://corpgov.law.harvard.edu/archive/)\n  * [ Categories ](https://corpgov.law.harvard.edu/categories/)\n  * [ Hiring ](https://corpgov.law.harvard.edu/tag/hiring/)\n  * [ Blogroll ](https://corpgov.law.harvard.edu/blogroll/)\n\n#  Human Rights-Related Shareholder Proposals in the 2022 U.S. Proxy Season\n\n_\n\nPosted by Subodh Mishra, Institutional Shareholder Services, Inc. , on\n\nThursday, December 8, 2022\n\n_ Comments Off  on Human Rights-Related Shareholder Proposals in the 2022 U.S.\nProxy Season  [ Print ](javascript:window.print\\(\\)) [ E-Mail ](/cdn-\ncgi/l/email-\nprotection#b38cc0c6d1d9d6d0c78efbffe093f5dcc1c6de8993fbc6ded2dd93e1dad4dbc7c09ee1d6dfd2c7d6d793e0dbd2c1d6dbdcdfd7d6c193e3c1dcc3dcc0d2dfc093dadd93c7dbd6938183818193e69de09d93e3c1dccbca93e0d6d2c0dcdd95d1dcd7ca8edbc7c7c3c0899c9cd0dcc1c3d4dcc59ddfd2c49ddbd2c1c5d2c1d79dd6d7c69c818381819c82819c838b9cdbc6ded2dd9ec1dad4dbc7c09ec1d6dfd2c7d6d79ec0dbd2c1d6dbdcdfd7d6c19ec3c1dcc3dcc0d2dfc09edadd9ec7dbd69e818381819ec69ec09ec3c1dccbca9ec0d6d2c0dcdd9c)\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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                "url": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
            },
            "reason": "Harvard Law School's Corporate Governance Forum is an extremely reliable source. This post analyzing human rights-related shareholder proposals is well-researched and provides valuable insights into corporate governance and human rights.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Analysis of human rights-related shareholder proposals in the 2022 U.S. proxy season by Harvard Law School's Corporate Governance Forum.",
            "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.sciencedirect.com/science/article/pii/S0148296323003466"
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            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Peer-reviewed scientific research article on ScienceDirect.",
            "url": "https://www.sciencedirect.com/science/article/pii/S0148296323003466"
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                    "source": "https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/"
                },
                "page_content": "[ Home ](https://www.cnx.com/) \u00bb  [ Sustainability/Radical Transparency\n](https://www.cnx.com/sustainability-radical-transparency/) \u00bb  ESG Standard\nIndexes and Reports\n\n  * [ Sustainability/Radical Transparency  ](https://www.cnx.com/sustainability-radical-transparency/)\n    * [ Radical Transparency ](https://www.cnx.com/sustainability-radical-transparency/environment/radical-transparency/)\n    * [ Environment  ](https://www.cnx.com/sustainability-radical-transparency/environment/)\n      * [ Capturing Waste Gas from Mining Operations ](https://www.cnx.com/about-us/what-we-do/capturing-waste-gas-from-mining-operations/)\n      * [ Environmental Management System ](https://www.cnx.com/sustainability-radical-transparency/environment/environmental-management-system/)\n      * [ Air Quality ](https://www.cnx.com/sustainability-radical-transparency/environment/air-quality/)\n      * [ Commitment to Methane Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment/commitment-to-methane-reduction/)\n      * [ Commitment to GHG Reduction ](https://www.cnx.com/sustainability-radical-transparency/environment/commitment-to-ghg-reduction/)\n      * [ Taskforce on Climate-Related Financial Disclosures \u2013 Risks and Opportunities ](https://www.cnx.com/?page_id=132)\n      * [ Water Quality and Stewardship ](https://www.cnx.com/sustainability-radical-transparency/environment/water-quality-and-stewardship/)\n      * [ Waste Management ](https://www.cnx.com/sustainability-radical-transparency/environment/waste-management/)\n      * [ Radiation Protection and Monitoring ](https://www.cnx.com/sustainability-radical-transparency/environment/radiation-protection-and-monitoring/)\n      * [ Impacts to Biodiversity ](https://www.cnx.com/sustainability-radical-transparency/environment/impacts-to-biodiversity/)\n      * [ Task Force on Nature-Related Financial Disclosures ](https://www.cnx.com/sustainability-radical-transparency/environment/taskforce-on-nature-related-financial-disclosures/)\n    * [ People  ](https://www.cnx.com/sustainability-radical-transparency/people/)\n      * [ Workplace Health and Safety ](https://www.cnx.com/sustainability-radical-transparency/people/workplace-health-and-safety/)\n      * [ Diversity & Inclusion ](https://www.cnx.com/sustainability-radical-transparency/people/diversity-equity-inclusion/)\n      * [ Employee Learning and Development ](https://www.cnx.com/sustainability-radical-transparency/people/employee-learning-and-development/)\n      * [ Human Rights ](https://www.cnx.com/sustainability-radical-transparency/people/human-rights/)\n    * [ Community  ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/)\n      * [ Community Engagement and Investment ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/community-engagement-and-investment/)\n      * [ Supporting Local Businesses and Communities ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/supporting-local-businesses-and-communities/)\n      * [ Landowner Interaction ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/landowner-interaction/)\n      * [ Headquarters at CNX ](https://www.cnx.com/sustainability-radical-transparency/community-cnx/headquarters-at-cnx/)\n    * [ ESG Performance Scorecard ](https://www.cnx.com/sustainability-radical-transparency/esg-performance-scorecard/)\n    * [ ESG Standard Indexes and Reports ](https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/)\n\n  *   *   * \n\n* * *\n\n##  SASB Index\n\nSASB  |  SASB Oil & Gas Exploration & Production / Midstream   \n---|---  \nTOPIC(S)  |  DESCRIPTION  |  CATEGORY  |  UNIT OF MEASURE  |  CODE(S)  |  REFERENCE   \nGreenhouse Gas Emissions  |  Gross global Scope 1 emissions, percentage methane, percentage covered under emissions-limiting regulations  |  Quantitative  |  Metric tonnes CO  2  -e (t),   \nPercentage (%)  |  EM-EP-110a.1;   \nEM-MD-110a.1  |  CNX ESG Performance   \nScorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123)  \nAmount of gross global Scope 1 emissions from: (1) flared hydrocarbons, (2) other combustion, (3) process emissions, (4) other vented emissions, and (5) fugitive emissions  |  Quantitative  |  Metric tonnes CO  2  -e  |  EM-EP-110a.2  |  Emissions and   \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36)  \nDiscussion of long- and short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-110a.3;   \nEM-MD-110a.2  |  Emissions and   \nClimate Change [ p. 34 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=36)  \nAir Quality  |  Air emissions of the following pollutants: (1) NOx (excluding N2O), (2) SOx, (3) volatile organic compounds (VOCs), and (4) particulate matter (PM10)  |  Quantitative  |  Metric tonnes (t)  |  EM-EP-120a.1;   \nEM-MD-120a.1  |  Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG   \nPerformance Scorecard [ p. 121 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=123)  \nWater Management  |  (1) Total fresh water withdrawn, (2) total fresh water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress  |  Quantitative  |  Thousand cubic metres (m  3  ),   \nPercentage (%)  |  EM-EP-140a.1  |  CNX ESG Performance   \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124)  \nVolume of produced water and flowback generated; percentage (1) discharged, (2) injected, (3) recycled; hydrocarbon content in discharged water  |  Quantitative  |  Thousand cubic metres (m  3  ),   \nPercentage (%),  \nMetric tonnes (t)  |  EM-EP-140a.2  |  CNX ESG Performance   \nScorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124)  \nBiodiversity and Ecological Impacts  |  Description of environmental management policies and practices for active sites/operations  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-160a.1;   \nEM-MD-160a.1  |  Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ;   \nTNFD [ p. 51 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=53)  \n(1) Number and (2) aggregate volume of hydrocarbon spills, (3) volume in Arctic, (4) volume impacting shorelines with ESI rankings 8-10, and (5) volume recovered\u201d  |  Quantitative  |  Number, Barrels (bbls)  |  EM-EP-160a.2;   \nEM-ED-160a.4  |  CNX ESG Performance   \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125)  \nPercentage of (1) proved and (2) probable reserves in or near sites with protected conservation status or endangered species habitat  |  Quantitative  |  Percentage (%)  |  EM-EP-160a.3;   \nEM-MD-160a.2  |  CNX ESG Performance   \nBiodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54)  \nSecurity, Human Rights & Rights of Indigenous Peoples  |  Percentage of (1) proved and (2) probable reserves in or near areas of conflict  |  Quantitative  |  Percentage (%)  |  EM-EP-210a.1  |  None   \nPercentage of (1) proved and (2) probable reserves in or near indigenous land  |  Quantitative  |  Percentage (%)  |  EM-EP-210a.2  |  None   \nDiscussion of engagement processes and due diligence practices with respect to human rights, indigenous rights, and operation in areas of conflict  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-210a.3  |  [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf)  \nCommunity Relations  |  Discussion of process to manage risks and opportunities associated with community rights and interests  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-210b.1  |  Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) ;   \nStakeholder Engagement [ p. 15 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=17)  \nWorkforce Health & Safety  |  (1)Total recordable incident rate (TRIR), (2)fatality rate, (3) near miss frequency rate (NMFR), and (4) average hours of health, safety, and emergency response training for (a) direct employees and (b) contract employees  |  Quantitative  |  Rate, Hours (h)  |  EM-EP-320a.1  |  CNX ESG Performance   \nScorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122)  \nDiscussion of management systems used to integrate a culture of safety throughout the exploration and production lifecycle  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-320a.2  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ;   \n[ Code of Employee Business  \nConduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-\nConduct-and-Ethics-Revised-April-2022-3.pdf) ;  \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) )  \nReserves Valuation & Capital Expenditures  |  Sensitivity of hydrocarbon reserve levels to future price projection scenarios that account for a price on carbon emissions  |  Quantitative  |  Million barrels (MMbbls), Million   \nstandard cubic feet (MMscf)  |  EM-EP-420a.1  |  TCFD Reporting and Scenario   \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26)  \nDiscussion of how price and demand for hydrocarbons or climate regulation influence the capital expenditure strategy for exploration, acquisition and development of assets  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-420a.4  |  TCFD Reporting and Scenario   \nAnalysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26)  \nBusiness Ethics & Transparency  |  Percentage of (1) proved and (2) probable reserves in countries that have the 20 lowest rankings in Transparency International\u2019s Corruption Perception Index  |  Quantitative  |  Percentage (%)  |  EM-EP-510a.1 None;  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05)  \nDescription of the management system for prevention of corruption and bribery throughout the value chain  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-510a.2  |  Business Ethics & Compliance [ p. 114 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=116) ;   \n[ Code of Employee Business Conduct  \nand Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-\nand-Ethics-Revised-April-2022-3.pdf) ;  \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) )  \nManagement of the Legal & Regulatory Environment  |  Discussion of corporate positions related to government regulations or policy proposals that address environmental and social factors affecting the industry  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-530a.1  |  Industry Advocacy &   \nTrade Associations [ p. 111 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=113)  \nCritical Incident Risk Management  |  Process Safety Event (PSE) rates for Loss of Primary Containment (LOPC) of greater consequence (Tier 1)  |  Quantitative  |  Rate  |  EM-EP-540a.1  |  CNX ESG Performance   \nScorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125)  \nDescription of management systems used to identify and mitigate catastrophic and tail-end risks  |  Discussion and   \nAnalysis  |  n/a  |  EM-EP-540a.2  |  Environmental Management   \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43)  \nActivity Metric  |  Production of: (1) oil, (2) natural gas, (3) synthetic oil, and (4) synthetic gas  |  Quantitative  |  Metric ton (t) kilometers  |  EM-EP-000.A  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ;   \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf)  \nNumber of offshore sites  |  Quantitative  |  Thousand barrels per day (Mbbl/   \nday); Million standard cubic feet  \nper day (MMscf/day)  |  EM-EP-000.B  |  n/a   \nNumber of terrestrial sites  |  Quantitative  |  Number  |  EM-EP-000.C  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05)  \nTotal metric tonne-kilometres of: (1) natural gas, (2) crude oil, and (3) refined petroleum products transported, by mode of transport  3  |  Quantitative  |  Number  |  EM-MD-000.A  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=05) ; Gathering and   \nTransporting Natural Gas [ p. 10 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=12) ;  \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf)  \nCompetitive Behavior  |  Total amount of monetary losses as a result of legal proceedings associated with pipeline and storage regulations  1  |  Quantitative  |  Reporting currency  |  EM-MD-520a.1  |  None   \nOperational Safety, Emergency Preparedness & Response  |  Number of reportable pipeline incidents, percentage significant  |  Quantitative  |  Number,   \nPercentage (%)  |  EM-MD-540a.1  |  None   \nNumber of (1) accident releases and (2) nonaccident releases (NARs) from rail transportation  |  Quantitative  |  Number  |  EM-MD-540a.3  |  n/a   \nDiscussion of management systems used to integrate a culture of safety and emergency preparedness throughout the value chain and throughout project lifecycles  |  Discussion and   \nAnalysis  |  n/a  |  EM-MD-540a.4  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ;   \nEnvironmental Management  \nSystem [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ; [\nCode of Employee  \nBusiness Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-\nBusiness-Conduct-and-Ethics-Revised-April-2022-3.pdf) ;  \nSupplier Policy ( [ Code of Conduct ](/wp-content/uploads/2024/11/Supplier-\nCode-of-Conduct-3.pdf) )  \n  \n##  GRI Content Index\n\nStatement of use  |  CNX Resources Corporation has reported in accordance with the GRI Standards for the period January 1 through December 31, 2023.   \n---|---  \nGRI 1 used  |  GRI 1: Foundation 2021   \nApplicable GRI Sector Standards  |  GRI 11: Oil and Gas Sector 2021   \n  \nGRI Standard/  \nOther Source  |  Disclosure  |  Location  |  Omission  |  GRI Sector   \nStandard  \nRef. No.  \n---|---|---|---|---  \nRequirement(s)  \nOmitted  |  Reason  |  Explanation   \nGENERAL DISCLOSURES  \nGRI 2: General Disclosures 2021  |  2-1 Organizational details  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ;   \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) |  |  |  |   \n2-2 Entities included in the organization\u2019s sustainability reporting  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) |  |  |  |   \n2-3 Reporting period, frequency and contact point  |  Reporting period is January 1 \u2013 December 31, 2023, and is reported on an annual basis. Publication Date June 3, 2024. Contact point [ p. 144 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=146) |  |  |  |   \n2-4 Restatements of information  |  None material  |  |  |  |   \n2-5 External assurance  |  Verification and audit p 14.; KERAMIDA Verification Statement [ p. 124 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=126) ;   \nCNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \n2-6 Activities, value chain and other business relationships  |  About CNX [ p. 03 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=5) ; How We Produce Natural Gas [ p. 09 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=11) ; How Natural Gas Impacts Our Lives   \nEvery Day [ p. 13 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=15) ;\nOur Vision and Strategy [ p. 16 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Production Volumes\u2014CNX\nESG Performance  \nScorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ;\nProduct Innovation [ p. 58 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=60) ; Supporting Local\nBusinesses and  \nCommunities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) |  |  |  |   \n2-7 Employees  |  Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ;   \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) |  Temporary and part-time employees breakdown by gender  |  Immaterial  |  The number of part-time or temporary employees is immaterial for disclosure by gender.  |   \n2-8 Workers who are not employees  |  As is common in our industry, CNX used contractors at our field sites.   \nCNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) |  |  |  |   \n2-9 Governance structure and composition  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) |  |  |  |   \n2-10 Nomination and selection of the highest governance body  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) |  |  |  |   \n2-11 Chair of the highest governance body  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Board of Directors [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) |  |  |  |   \n2-12 Role of the highest governance body in overseeing the management of impacts  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) ; Charter of the Environmental, Safety and Corporate Responsibility Committee of the Board; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) |  |  |  |   \n2-13 Delegation of responsibility for managing impacts  |  Governance [ p 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) .; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) |  |  |  |   \n2-14 Role of the highest governance body in sustainability reporting  |  Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ;   \nRisk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) |  |  |  |   \n2-15 Conflicts of interest  |  [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) |  |  |  |   \nGRI 2: General Disclosures 2021  |  2-16 Communication of critical concerns  |  [ Compliance Reporting Policy ](/wp-content/uploads/2024/12/Compliance-Reporting-Policy_2-18-22.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ Code of Director Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ 2023 Internal Audit and Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) |  Number and nature of critical concerns that were communicated to the highest governance body during the reporting period.  |  Immaterial  |  The number and nature of critical concerns reported to the Board of Directors is immaterial for disclosure.  |   \n2-17 Collective knowledge of the highest governance body  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; Corporate Governance, Continuous Board Education [ p. 104 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=106) |  |  |  |   \n2-18 Evaluation of the performance of the highest governance body  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; [ Charter of the Nominating and Corporate Governance Committee of the Board of Directors ](/wp-content/uploads/2024/12/N-CG-Charter-Updated-12-8-21.pdf) ; [ Corporate Governance Guidelines ](/wp-content/uploads/2024/12/Corporate-Governance-Guidelines_01-26-2021.pdf) |  |  |  |   \n2-19 Remuneration policies  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) |  |  |  |   \n2-20 Process to determine remuneration  |  [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) |  |  |  |   \n2-21 Annual total compensation ratio  |  CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) ; [ 2024 Proxy Statement ](/wp-content/uploads/2024/12/sec-show.aspx_.pdf) ; The CEO total compensation declined by 2% in 2023 while the median total compensation for all employees increased by 15%.  |  |  |  |   \n2-22 Statement on sustainable development strategy  |  Message from the ESCR Committee Chair [ p. 07 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=9) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; Sustainable Business Model [ p. 20 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=22) |  |  |  |   \n2-23 Policy commitments  |  [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) . The [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) is reviewed and approved by the Board of Directors.  |  |  |  |   \n2-24 Embedding policy commitments  |  [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Governance [ p. 102 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=104) ; Risk Management [ p. 109 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=111) ; Training is provided annually on the [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) with required certification by all employees.  |  |  |  |   \n2-25 Processes to remediate negative impacts  |  Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) |  |  |  |   \n2-26 Mechanisms for seeking advice and raising concerns  |  [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ; [ 2023 Internal Audit & Advisory Services Charter & Mission Statement ](/wp-content/uploads/2024/11/Internal-Audit-Advisory-Services-Mission-Charter-2023.pdf) |  |  |  |   \n2-27 Compliance with laws and regulations  |  [ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) |  |  |  |   \n2-28 Membership associations  |  Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) |  |  |  |   \n2-29 Approach to stakeholder engagement  |  Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Community Engagement [ p. 85 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=87) |  |  |  |   \n2-30 Collective bargaining agreements  |  Human Rights [ p. 83 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=85) , [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) . CNX Resources does not have any employees covered by a bargaining agreement.  |  |  |  |   \nMATERIAL TOPICS  \nGRI 3:  \nMaterial Topics 2021  |  3-1 Process to determine material topics.  |  Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) |  |  |  |   \n3-2 List of material topics  |  Material Topics [ p. 14 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=16) |  |  |  |   \nEMISSIONS AND CLIMATE CHANGE  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; Our Vision and Strategy [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) |  |  |  |  |   \nGRI 302: Energy 2016  |  302-1 Energy consumption within the organization Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |  |   \n302-2 Energy consumption outside the organization  |  CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \n302-3 Energy intensity  |  |  Energy consumed intensity  |  Immaterial  |  Energy consumed intensity is not considered material to our stakeholders.  |  GRI Sector   \nStandard 11.1  \nGRI 305:  \nEmissions 2016  |  305-1 Direct (Scope 1) GHG emissions Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |  |   \n305-2 Energy indirect (Scope 2) GHG emissions  |  Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \n305-3 Other indirect (Scope 3) GHG emissions  |  CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \n305-4 GHG emissions intensity  |  Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \n305-5 Reduction of GHG emissions  |  Emissions and Climate Change [ p. 34 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=36) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |   \nGRI 201: Economic  \nPerformance 2016  |  201-2 Financial implications and other risks and opportunities due to climate change  |  TCFD Reporting and Scenario Analysis [ p. 24 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=26) |  |  |  |   \nAIR QUALITY  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) |  |  |  |   \nGRI 305:  \nEmissions 2016 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions  |  Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) ; CNX ESG Performance Scorecard [ p. 121 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=123) |  |  |  |  |   \nGRI 416: Customer  \nHealth and Safety 2016  |  416-1 Assessment of the health and safety impacts of product and service categories  |  Air Quality [ p. 39 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=41) |  |  |  |   \nBIODIVERSITY  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ;   \nEnvironmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) |  |  |  |   \nGRI 304: Biodiversity 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas  |  Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) |  |  |  |  |   \n304-2 Significant impacts of activities, products, and services on biodiversity  |  Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) |  |  |  |   \n304-3 Habitats protected or restored  |  Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) ; CNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) |  |  |  |   \n304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations  |  Impacts to Biodiversity [ p. 52 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=54) |  |  |  |   \nWASTE  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) |  |  |  |   \nGRI 306: Waste 2020  |  306-1 Waste generation and significant waste-related impacts  |  Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) 306-2; Management of significant waste-related impacts   \nWaste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) |  |  |  |   \n306-3 Waste generated  |  Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) |  |  |  |   \n306-4 Waste diverted from disposal  |  Waste Management [ p. 47 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=49) |  |  |  |   \n306-5 Waste directed to disposal  |  CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) |  |  |  |   \nWATER AND EFFLUENTS  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ;   \nEnvironmental Management System [ p. 41 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=43)  \nGRI 303: Water and Effluents 2018  |  |  |  |   \n303-1 Interactions with water as a shared resource  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) |  |  |  |   \n303-2 Management of water discharge-related impacts  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) |  |  |  |   \n303-3 Water withdrawal  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) |  |  |  |   \n303-4 Water discharge  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) |  |  |  |   \n303-5 Water consumption  |  Water Stewardship [ p. 43 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=45) ; CNX ESG Performance Scorecard [ p. 122 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=124) |  |  |  |   \nASSET INTEGRITY AND CRITICAL INCIDENT MANAGEMENT  \nGRI 3:  \nMaterial Topics 2021 3-3 Management of material topics  |  Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) .;   \nWorkplace Health and Safety [ p. 63 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=65)  \nGRI 306: Effluents and Waste 2016  |  |  |  |  |   \n306-3 Significant spills  |  Environmental Management System [ p. 41 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=43) ;   \nCNX ESG Performance Scorecard [ p. 123 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=125) |  |  |  |   \nOCCUPATIONAL HEALTH AND SAFETY  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; [ Health Safety & Environmental Policy ](/wp-content/uploads/2024/12/Health-Safety-and-Environmental-Policy.pdf) ;   \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; [ Code of Employee Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) |  |  |  |   \nGRI 403: Occupational Health and Safety 2018  |  403-1 Occupational health and safety management system  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) |  |  |  |   \n403-2 Hazard identification, risk assessment, and incident investigation  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) |  |  |  |   \n403-3 Occupational health services  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) |  |  |  |   \n403-4 Worker participation, consultation, and communication on occupational health and safety  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) |  |  |  |   \n403-5 Worker training on occupational health and safety  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ; CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) |  |  |  |   \n403-6 Promotion of worker health  |  Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) |  |  |  |   \n403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships  |  Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) |  |  |  |   \n403-8 Workers covered by an occupational health and safety management system  |  Workplace Health & Safety [ p. 63 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=65) ;   \nCNX ESG Performance Scorecard [ p. 120 ](/wp-\ncontent/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ;  \nSupplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) |  |  |  |   \n403-9 Work-related injuries  |  CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) |  |  |  |   \n403-10 Work-related ill health  |  |  Work-related ill health  |  Immaterial  |  Work-related ill health is not common and there has been no material work related ill health matters to report.  |  GRI Sector   \nStandard 11.1  \nEMPLOYMENT PRACTICES  \nGRI 3:  \nMaterial Topics 2021  |  3-3 Management of material topics  |  Diversity, Equity, and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) ; Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) ; Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ; Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) |  |  |  |   \nGRI 401:  \nEmployment 2016  |  401-1 New employee hires and turnover  |  CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) |  |  |  |   \n401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Benefits not provided to temporary or part-time employees  |  |  Benefits not provided to temporary or part-time employees  |  Immaterial  |  Number of parttime employees is immaterial  |  GRI Sector   \nStandard 11.10  \n401-3 Parental leave  |  Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) |  Number of employees taking parental leave  |  Immaterial  |  Number of employees taking parental leave is immaterial  |  GRI Sector   \nStandard 11.10  \nGRI 402:  \nLabor/Management Relations 2016  |  402-1 Minimum notice periods regarding operational changes  |  |  Minimum notice periods regarding operational changes  |  Immaterial  |  Significant operational changes are not common  |  GRI Sector   \nStandard 11.10  \nGRI 404:  \nTraining and Education 2016  |  404-1 Average hours of training per year per employee  |  CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ;   \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) |  |  |  |   \n404-2 Programs for upgrading employee skills and transition assistance programs  |  Employee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) ;   \nMentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) |  |  |  |   \nGRI 414:  \nSupplier Social Assessment  |  414-1 New suppliers that were screened using social criteria  |  Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) |  |  |  |   \n414-2 Negative social impacts in the supply chain and actions taken  |  All suppliers are assessed for social impacts\u2014see Supplier Policy [ (Code of Conduct) ](/wp-content/uploads/2024/11/Supplier-Code-of-Conduct-3.pdf) \u2014no suppliers were identified as having significant actual and potential negative social impacts.  |  |  |  |   \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY  \nGRI 3: Material Topics 2021  |  3-3 Management of material topics  |  Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ; [ Employee Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Employee-Business-Conduct-and-Ethics-Revised-April-2022-3.pdf) ,   \n[ Director Code of Business Conduct and Ethics ](/wp-content/uploads/2024/11/Code-of-Director-Business-Conduct-and-Ethics_1.pdf) ; [ Human Rights Statement ](/wp-content/uploads/2024/11/Human-Rights-Statement-1.pdf) |  |  |  |   \nGRI 202: Market Presence 2016  |  202-2 Proportion of Senior Management hired from the local community  |  Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ;   \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) |  |  |  |   \nGRI 401:  \nEmployment 2016  |  401-3 Parental leave  |  Careers and Employee Wellness [ p. 78 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=80) |  Number of employees taking parental leave  |  Immaterial  |  Number of employees taking parental leave is immaterial  |  GRI Sector   \nStandard 11.11  \nGRI 404: Training and Education 2016  |  404-1 Average hours of training per year per employee  |  CNX ESG Performance Scorecard [ p. 120 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=122) ;   \nEmployee Learning and Development [ p. 81 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=83) |  |  |  |   \nNON-DISCRIMINATION AND EQUAL OPPORTUNITY (CONTINUED)  \nGRI 405: Diversity and Equal Opportunity 2016  |  405-1 Diversity of governance bodies and employees  |  CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) ;   \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) |  |  |  |   \n405-2 Ratio of basic salary and remuneration  |  Equitable Pay [ p. 76 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=78) |  |  |  |   \nGRI 406: Nondiscrimination 2016  |  406-1 Incidents of discrimination and corrective actions taken  |  None  |  |  |  |   \nECONOMIC IMPACTS  \nGRI 3: Material Topics 2021 3-3 Management of material topics  |  Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ;   \nCommunity Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) |  |  |  |  |   \nGRI 201: Economic Performance 2016  |  201-1 Direct economic value generated and distributed  |  CNX ESG Performance Scorecard [ p. 116 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=118) ;   \n[ 2023 Form 10-K ](/wp-content/uploads/2024/12/10-K.pdf) |  |  |  |   \nGRI 202: Market Presence 2016  |  202-2 Proportion of Senior Management hired from the local community  |  Diversity, Equity and Inclusion [ p. 73 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=75) ;   \nCNX ESG Performance Scorecard [ p. 119 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=121) |  |  |  |   \nGRI 203: Indirect Economic Impacts 2016  |  203-1 Infrastructure investments and services supported  |  CNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) |  |  |  |   \n203-2 Significant indirect economic impacts  |  Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) |  |  |  |   \nGRI 204: Procurement Practices 2016  |  204-1 Proportion of spending on local suppliers  |  Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ;   \nCNX ESG Performance Scorecard [ p. 118 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=120) |  |  |  |   \nLOCAL COMMUNITIES  \nGRI 3: Material Topics 2021  |  3-3 Management of material topics  |  Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 88 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=90) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) |  |  |  |   \nGRI 413: Local Communities 2016 413-1 Operations with local community engagement, impact assessments, and development programs  |  Supporting Local Businesses and Communities [ p. 91 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=93) ; Stakeholder Engagement [ p. 15 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=17) ; Our Vision and Strategy\u2014Appalachia First [ p. 16 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=18) ; CNX Foundation [ p. 86 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=88) ; The Mentorship Academy [ p. 69 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=71) ; The HQ at CNX [ p. 100 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=102) ; Community Outreach [ p. 95 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=97) |  |  |  |  |   \n413-2 Operations with significant actual and potential negative impacts on local communities  |  |  Significant actual and potential negative impacts on local communities  |  None noted  |  No negatively impacted local communities noted.  |  GRI Sector   \nStandard 11.11  \nLAND AND RESOURCE RIGHTS  \nGRI 3: Material Topics 2021  |  3-3 Management of material topics  |  Landowner Interaction [ p. 93 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=95) |  |  |  |   \nPUBLIC POLICY  \nGRI 3: Material Topics 2021  |  3-3 Management of material topics  |  Industry Advocacy & Trade Associations [ p. 111 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=113) |  |  |  |   \nGRI 415: Public Policy 2016  |  415-1 Political contributions  |  CNX ESG Performance Scorecard [ p. 117 ](/wp-content/uploads/2024/11/CNX_2023CSR-1.pdf#page=119) |  |  |  |   \n  \n**Topics in the applicable GRI Sector Standards determined as not material**\n\nTopic  |  Explanation   \n---|---  \n**GRI 11: Oil and Gas Sector 2021**  \nTopic 11.7 Closure and rehabilitation  |  Not considered a material topic to our stakeholders   \nTopic 11.12 Forced labor and modern slavery  |  Due to our operations in the U.S. and our primarily local supply chain, this topic is not a material topic to our stakeholders   \nTopic 11.13 Freedom of Association and collective bargaining  |  Human Rights p. 83; Human Rights Statement. This topic is not a material topic to our stakeholders   \nTopic 11.17 Rights of indigenous peoples  |  Due to our operations not being in areas with indigenous peoples, this topic is not a material topic to our stakeholders   \nTopic 11.18 Conflict and security  |  As our operations are not in locations with situations of conflict or political or social instability, this topic is not a material topic to our stakeholders   \nTopic 11.19 Anti-competitive behavior  |  Due to the relative size of our company, anti-competitive behavior is not a material topic to our stakeholders   \nTopic 11.20 Anti-corruption  |  Due to the location of our operations in the U.S., anti-corruption is not a material topic to our stakeholders   \nTopic 11.21 Payments to governments  |  This is not a material topic to our stakeholders   \n  \n  * [ About Us ](https://www.cnx.com/about-us/)\n  * [ Investors ](https://investors.cnx.com/)\n  * [ Sustainability ](https://www.cnx.com/sustainability-radical-transparency/)\n\n  * [ CNX Foundation ](https://www.cnx.com/foundation/)\n  * [ Careers ](https://www.cnx.com/careers/)\n  * [ Contact Us ](https://www.cnx.com/contact/)\n\n  * [ Newsroom ](https://www.cnx.com/newsroom/)\n\n  * [ ](https://x.com/CNXtweets)\n  * [ ](https://www.youtube.com/channel/UCEjT3jxlze_C5hJ0WbbJL4A)\n  * [ ](https://www.linkedin.com/company/cnxresourcescorp/)\n\n  * \u00a9 2025 All Rights Reserved | [ Privacy Policy ](https://www.cnx.com/privacy-policy)\n  * Foundational design crafted with [ True Fit Marketing ](https://truefitmarketing.com/)\n\n",
                "url": "https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/"
            },
            "reason": "This page discusses ESG standard indexes on the CNX website. While CNX may have its own biases, the information presented about ESG standards is generally reliable and informative.",
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            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Discussion of ESG standard indexes on the CNX website.",
            "url": "https://www.cnx.com/sustainability-radical-transparency/esg-standard-indexes/"
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                "page_content": "#  G  R  I  S  t  a  n  d  a  r  d  I  n  d  e  x\n\nThis index is aligned with the GRI Standards, the international guidelines for\nsustainability reporting.\n\nItems marked as \"N/A\" indicate topics with no relevance to Milbon's business\nor no significant-level cases. Blank spaces represent items with no\ndisclosures.\n\n##  102: General Disclosures\n\n###  1\\. Organizational profile\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-1  |  Name of the organization  |  [ Company Profile  ](/en/company/profile.html)  \n102-2  |  Activities, brands, products, and services  |  [ Corporate Information  ](/en/company/)   \n[ Our Brands  ](/en/brand/)  \n102-3  |  Location of headquarters  |  [ Company Profile  ](/en/company/profile.html)  \n102-4  |  Location of operations  |  [ Our Offices  ](/en/company/office/)   \n[ Integrated Report  ](/en/ir/library/report.html)  \n102-5  |  Ownership and legal form  |  [ Securities Report  ](/en/ir/library/securities_report.html)  \n102-6  |  Markets served  |  [ Corporate Information  ](/en/company/)  \n102-7  |  Scale of the organization  |  [ Company Profile  ](/en/company/profile.html)   \n[ Our Offices  ](/en/company/office/)  \n102-8  |  Information on employees and other workers  |  [ ESG Data  ](/en/ir/management/esg.html)  \n102-9  |  Supply chain  |  [ Sustainable Procurement Basic Policy  ](/en/rd/ps/procurement_basic_policy.html)  \n102-10  |  Significant changes to the organization and its supply chain  |  [ Securities Report  ](/en/ir/library/securities_report.html)  \n102-11  |  Precautionary Principle or approach  |  [ Environmental Policy  ](/en/sustainability/environment/environmental_policy.html)  \n102-12  |  External initiatives  |  [ About Global Compact  ](/en/sustainability/globalcompact.html)  \n102-13  |  Membership of associations  |  [ Sustainability  ](/en/sustainability)   \n[ About Global Compact  ](/en/sustainability/globalcompact.html)  \n  \n###  2\\. Strategy\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-14  |  Statement from senior decision-maker  |  [ Message from CEO  ](/en/commitment/message.html)  \n102-15  |  Key impacts, risks, and opportunities  |  [ Sustainability  ](/en/commitment/sustainability/)  \n  \n###  3\\. Ethics and integrity\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-16  |  Values, principles, standards, and norms of behavior  |  [ Corporate Information  ](/en/company/)   \n[ Sustainability  ](/en/commitment/sustainability/)  \n102-17  |  Mechanisms for advice and concerns about ethics  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)   \n[ Human Rights Policy\n](/en/commitment/sustainability/humanrights/policy.html)  \n  \n###  4\\. Governance\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-18  |  Governance structure  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-19  |  Delegating authority  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-20  |  Executive-level responsibility for economic, environmental, and social topics  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-21  |  Consulting stakeholders on economic, environmental, and social topics  |  [ Integrated Report  ](/en/ir/library/report.html)  \n102-22  |  Composition of the highest governance body and its committees  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-23  |  Chair of the highest governance body  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-24  |  Nominating and selecting the highest governance body  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-25  |  Conflicts of interest  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-26  |  Role of highest governance body in setting purpose, values, and strategy  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-27  |  Collective knowledge of highest governance body  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-28  |  Evaluating the highest governance body's performance  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-29  |  Identifying and managing economic, environmental, and social impacts  |  [ Sustainability  ](/en/commitment/sustainability/)  \n102-30  |  Effectiveness of risk management processes  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-31  |  Review of economic, environmental, and social topics  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-32  |  Highest governance body's role in sustainability reporting  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-33  |  Communicating critical concerns  |  [ Corporate Governance  ](/en/ir/management/governance.html)  \n102-34  |  Nature and total number of critical concerns  |  [ ESG Data  ](/en/ir/management/esg.html)  \n102-35  |  Remuneration policies  |  [ Corporate Governance Report  ](/en/ir/management/governance.html)  \n102-36  |  Process for determining remuneration  |  [ Corporate Governance Report  ](/en/ir/management/governance.html)  \n102-37  |  Stakeholders' involvement in remuneration  |   \n102-38  |  Annual total compensation ratio  |   \n102-39  |  Percentage increase in annual total compensation ratio  |   \n  \n###  5\\. Stakeholder engagement\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-40  |  List of stakeholder groups  |   \n102-41  |  Collective bargaining agreements  |  [ Securities Report  ](/en/ir/library/securities_report.html)  \n102-42  |  Identifying and selecting stakeholders  |   \n102-43  |  Approach to stakeholder engagement  |   \n102-44  |  Key topics and concerns raised  |   \n  \n###  6\\. Reporting practice\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n102-45  |  Entities included in the consolidated financial statements  |  [ Our Offices  ](/en/company/office/)  \n102-46  |  Defining report content and topic Boundaries  |  [ Integrated Report  ](/en/ir/library/report.html)  \n102-47  |  List of material topics  |  [ Sustainability  ](/en/commitment/sustainability/)  \n102-48  |  Restatements of information  |  N/A   \n102-49  |  Changes in reporting  |  N/A   \n102-50  |  Reporting period  |  [ Integrated Report  ](/en/ir/library/report.html)  \n102-51  |  Date of most recent report  |  [ Integrated Report  ](/en/ir/library/report.html)  \n102-52  |  Reporting cycle  |  [ Integrated Report  ](/en/ir/library/report.html)  \n102-53  |  Contact point for questions regarding the report  |  [ Contact Us  ](/en/contact/)  \n102-54  |  Claims of reporting in accordance with the GRI Standards  |  [ GRI Standard Index  ](/en/ir/management/gri.html)  \n102-55  |  Content index  |  [ GRI Standard Index  ](/en/ir/management/gri.html)  \n102-56  |  External assurance  |   \n  \n###  103: Management Approach\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n103-1  |  Explanation of the material topic and its Boundary  |  [ Sustainability  ](/en/sustainability/)  \n103-2  |  The management approach and its components  |  [ Sustainability  ](/en/sustainability/)  \n103-3  |  Evaluation of the management approach  |  [ Sustainability  ](/en/sustainability/)  \n  \n##  Topic-specific Standards 200: Economic 300: Environmental 400: Social\n\n##  200: Economic\n\n###  201: Economic Performance\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n201-1  |  Direct economic value generated and distributed  |  [ Financial Highlights  ](/en/ir/finance/)  \n201-2  |  Financial implications and other risks and opportunities due to climate change  |  [ Response to Climate Change  ](/en/sustainability/environment/tcfd.html)  \n201-3  |  Defined benefit plan obligations and other retirement plans  |  [ Securities Report  ](/en/ir/library/securities_report.html)  \n201-4  |  Financial assistance received from government  |  N/A   \n  \n###  202: Market Presence\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n202-1  |  Ratios of standard entry level wage by gender compared to local minimum wage  |   \n202-2  |  Proportion of senior management hired from the local community  |   \n  \n###  203: Indirect Economic Impacts\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n203-1  |  Infrastructure investments and services supported  |  [ ESG Data  ](/en/ir/management/esg.html)  \n203-2  |  Significant indirect economic impacts  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  204: Procurement Practices\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n204-1  |  Proportion of spending on local suppliers  |   \n  \n###  205: Anti-corruption\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n205-1  |  Operations assessed for risks related to corruption  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n205-2  |  Communication and training about anti-corruption policies and procedures  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n205-3  |  Confirmed incidents of corruption and actions taken  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n  \n###  206: Anti-competitive Behavior\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n206-1  |  Legal actions for anti-competitive behavior, anti-trust, and monopoly practices  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  207: Tax\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n207-1  |  Approach to tax  |   \n207-2  |  Tax governance, control, and risk management  |   \n207-3  |  Stakeholder engagement and management of concerns related to tax  |   \n207-4  |  Country-by-country reporting  |   \n  \n##  300: Environmental\n\n###  301: Materials\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n301-1  |  Materials used by weight or volume  |  [ ESG Data  ](/en/ir/management/esg.html)  \n301-2  |  Recycled input materials used  |   \n301-3  |  Reclaimed products and their packaging materials  |   \n  \n###  302: Energy\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n302-1  |  Energy consumption within the organization  |  [ ESG Data  ](/en/ir/management/esg.html) |  302-2  |  Energy consumption outside of the organization  |  [ ESG Data  ](/en/ir/management/esg.html)  \n302-3  |  Energy intensity  |  [ ESG Data  ](/en/ir/management/esg.html)  \n302-4  |  Reduction of energy consumption  |  [ ESG Data  ](/en/ir/management/esg.html)  \n302-5  |  Reductions in energy requirements of products and services  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  303: Water and Effluents\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n303-1  |  Interactions with water as a shared resource  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n303-2  |  Management of water discharge-related impacts  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n303-3  |  Water withdrawal  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n303-4  |  Water discharge  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n303-5  |  Water consumption  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n  \n###  304: Biodiversity\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n304-1  |  Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas  |  [ Corporate Release(Japanese)  ](https://prtimes.jp/main/html/rd/p/000000077.000028306.html)  \n304-2  |  Significant impacts of activities, products, and services on biodiversity  |  [ Corporate Release(Japanese)  ](https://prtimes.jp/main/html/rd/p/000000077.000028306.html)  \n304-3  |  Habitats protected or restored  |  [ Corporate Release(Japanese)  ](https://prtimes.jp/main/html/rd/p/000000077.000028306.html)  \n304-4  |  IUCN Red List species and national conservation list species with habitats in areas affected by operations  |  [ Corporate Release(Japanese)  ](https://prtimes.jp/main/html/rd/p/000000077.000028306.html)  \n  \n###  305: Emissions\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n305-1  |  Direct (Scope 1) GHG emissions  |  [ Response to Climate Change  ](/en/sustainability/environment/tcfd.html)  \n305-2  |  Energy indirect (Scope 2) GHG emissions  |  [ Response to Climate Change  ](/en/sustainability/environment/tcfd.html)  \n305-3  |  Other indirect (Scope 3) GHG emissions  |   \n305-4  |  GHG emissions intensity  |  [ Response to Climate Change  ](/en/sustainability/environment/tcfd.html)  \n305-5  |  Reduction of GHG emissions  |  [ Response to Climate Change  ](/en/sustainability/environment/tcfd.html)  \n305-6  |  Emissions of ozone-depleting substances (ODS)  |  N/A   \n305-7  |  Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  306: Effluents and Waste\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n306-1  |  Water discharge by quality and destination  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n306-2  |  Waste by type and disposal method  |  [ ESG Data  ](/en/ir/management/esg.html)  \n306-3  |  Significant spills  |  [ ESG Data  ](/en/ir/management/esg.html)  \n306-4  |  Transport of hazardous waste  |   \n306-5  |  Water bodies affected by water discharges and/or runoff  |  [ Response to Water Resources  ](/ja/commitment/sustainability/environment/water.html)  \n  \n###  307: Environmental Compliance\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n307-1  |  Non-compliance with environmental laws and regulations  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  308: Supplier Environmental Assessment\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n308-1  |  New suppliers that were screened using environmental criteria  |  Answer at CDP   \n308-2  |  Negative environmental impacts in the supply chain and actions taken  |  Answer at CDP   \n  \n##  400: Social\n\n###  401: Employment\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n401-1  |  New employee hires and employee turnover  |  [ ESG Data  ](/en/ir/management/esg.html)  \n401-2  |  Benefits provided to full-time employees that are not provided to temporary or part-time employees  |   \n401-3  |  Parental leave  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  402: Labor/Management Relations\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n402-1  |  Minimum notice periods regarding operational changes  |   \n  \n###  403: Occupational Health and Safety\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n403-1  |  Occupational health and safety management system  |   \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  |   \n403-5  |  Worker training on occupational health and safety  |   \n403-6  |  Promotion of worker health  |   \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  |   \n403-9  |  Work-related injuries  |  [ ESG Data  ](/en/ir/management/esg.html)  \n403-10  |  Work-related ill health  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  404: Training and Education\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n404-1  |  Average hours of training per year per employee  |  [ ESG Data  ](/en/ir/management/esg.html)  \n404-2  |  Programs for upgrading employee skills and transition assistance programs  |  [ Human Rights & Employees  ](/en/commitment/sustainability/humanrights/)  \n404-3  |  Percentage of employees receiving regular performance and career development reviews  |   \n  \n###  405: Diversity and Equal Opportunity\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n405-1  |  Diversity of governance bodies and employees  |  [ ESG Data  ](/en/ir/management/esg.html)  \n405-2  |  Ratio of basic salary and remuneration of women to men  |   \n  \n###  406: Non-discrimination\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n406-1  |  Incidents of discrimination and corrective actions taken  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  407: Freedom of Association and Collective Bargaining\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n407-1  |  Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n  \n###  408: Child Labor\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n408-1  |  Operations and suppliers at significant risk for incidents of child labor  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n  \n###  409: Forced or Compulsory Labor\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n409-1  |  Operations and suppliers at significant risk for incidents of forced or compulsory labor  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)  \n  \n###  410: Security Practices\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n410-1  |  Security personnel trained in human rights policies or procedures  |   \n  \n###  411: Rights of Indigenous Peoples\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n411-1  |  Incidents of violations involving rights of indigenous peoples  |  N/A   \n  \n###  412: Human Rights Assessment\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n412-1  |  Operations that have been subject to human rights reviews or impact assessments  |   \n412-2  |  Employee training on human rights policies or procedures  |   \n412-3  |  Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening  |   \n  \n###  413: Local Communities\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n413-1  |  Operations with local community engagement, impact assessments, and development programs  |  [ Response to Water Resources  ](/en/sustainability/environment/water.html)  \n413-2  |  Operations with significant actual and potential negative impacts on local communities  |   \n  \n###  414: Supplier Social Assessment\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n414-1  |  New suppliers that were screened using social criteria  |   \n414-2  |  Negative social impacts in the supply chain and actions taken  |  [ Sustainable Procurement Basic Policy  ](/en/rd/ps/procurement_basic_policy.html)  \n  \n###  415: Public Policy\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n415-1  |  Political contributions  |  [ Ethics and Code of Conduct  ](/en/company/way_we_are/ethics.html)   \n[ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  416: Customer Health and Safety\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n416-1  |  Assessment of the health and safety impacts of product and service categories  |  [ Safety and Reliability  ](/en/rd/safety.html)  \n416-2  |  Incidents of non-compliance concerning the health and safety impacts of products and services  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  417: Marketing and Labeling\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n417-1  |  Requirements for product and service information and labeling  |  [ Safety and Reliability  ](/en/rd/safety.html)  \n417-2  |  Incidents of non-compliance concerning product and service information and labeling  |  [ ESG Data  ](/en/ir/management/esg.html)  \n417-3  |  Incidents of non-compliance concerning marketing communications  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  418: Customer Privacy\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  |  [ Privacy Policy  ](/en/privacy/)   \n[ ESG Data  ](/en/ir/management/esg.html)  \n  \n###  419: Socioeconomic Compliance\n\nID  |  Disclosure  |  Corresponding page   \n---|---|---  \n419-1  |  Non-compliance with laws and regulations in the social and economic area  |  [ ESG Data  ](/en/ir/management/esg.html)  \n  \n## [ O  u  r  B  r  a  n  d  s  ](/en/brand/)\n\n## [ M  a  d  e  b  y  M  i  l  b  o  n  ](/en/rd/)\n\n## [ N  e  w  s  ](/en/news/)\n\n  * [ Top ](/en/)\n  * [ Investors ](/en/ir/)\n  * [ Management Information ](/en/ir/management/)\n  * GRI Standard Index \n\nscroll  back to top\n\nFollow our SNS page\n\n  * [ ](https://www.instagram.com/milbon.japan/)\n  * [ ](https://twitter.com/milbon_FYB_MAG)\n  * [ ](https://www.youtube.com/user/milbonchannel)\n\n\u00a9 Milbon Co., Ltd. All right reserved.\n\n",
                "url": "http://www.milbon.com/en/ir/management/gri.html"
            },
            "reason": "This is Milbon's GRI (Global Reporting Initiative) content index, providing information on their sustainability reporting. As an official company document, it is a reliable source of information about their practices, although it may present a somewhat favorable view.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Milbon's GRI content index for sustainability reporting.",
            "url": "http://www.milbon.com/en/ir/management/gri.html"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "a79ad0a6-a40b-4f10-b02b-03a8e994a9dd",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "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 Subaru's page on CSR (Corporate Social Responsibility) and ISO 26000. As an official company document, it is a reliable source of information about their practices, although it may present a somewhat favorable view.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Subaru's page on CSR and ISO 26000.",
            "url": "https://www.subaru.co.jp/en/csr/iso26000.html"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "f5bcd177-b462-4116-94bb-1a6ec7947872",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.hugp.com/en/sustainable/gri.html"
                },
                "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. 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Group Holdings, Inc. All rights reserved.\n\n",
                "url": "https://www.hugp.com/en/sustainable/gri.html"
            },
            "reason": "This is HUGP's GRI (Global Reporting Initiative) index related to sustainability. As an official company document, it is a reliable source of information about their practices, although it may present a somewhat favorable view.",
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            "search_query": "company 'N/A' supply chain human rights",
            "summary": "HUGP's GRI index for sustainability reporting.",
            "url": "https://www.hugp.com/en/sustainable/gri.html"
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        {
            "content": {
                "metadata": {
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.laborandemploymentlawcounsel.com/2024/06/eu-corporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-regulations/"
                },
                "page_content": "Skip to content\n\nBy [ Ameena Y. Majid ](https://www.seyfarth.com/people/ameena-y-majid.html) ,\n[ Matthew Banham ](https://www.seyfarth.com/people/matthew-banham.html) , and\n[ Fiona Maguire ](https://www.seyfarth.com/people/fiona-maguire.html)\n\n**_Seyfarth Synopsis:_ ** _Game changing Environmental, Social, and Governance\n(\u201cESG\u201d) regulations via the Corporate Sustainability Due Diligence Directive\n(\u201cCS3D\u201d) [ [1] ](https://www.seyfarth.com/news-insights/eu-corporate-\nsustainability-due-diligence-directive-raises-the-stakes-on-esg-\nregulations.html#_ftn1) will require non-EU and EU companies to identify and\nprevent adverse environmental and human rights impacts within their business,\nand the supply chain operations carried out by their business partners. On May\n24, 2024, the European Council adopted the CS3D proposal. EU Member states\nhave two years from the date the CS3D is published in the European Union\nOfficial Journal (expected in June 2024) to transpose the CS3D into national\nlaw. The CS3D will be phased-in over three years, with the largest companies\nexpected to achieve compliance 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]\n](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn2) While\nsmall and medium enterprises and other non-EU companies are not covered, the\nambit of the CS3D will have indirect implications for value chain business\npartners that will need 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> 1,000 employees on average; and net worldwide turnover > \u20ac450 million  |  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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn3)\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] ](https://www.seyfarth.com/news-\ninsights/eu-corporate-sustainability-due-diligence-directive-raises-the-\nstakes-on-esg-regulations.html#_ftn4)\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] ](https://www.seyfarth.com/news-insights/eu-corporate-\nsustainability-due-diligence-directive-raises-the-stakes-on-esg-\nregulations.html#_ftn5)\n\n**Business Partner [ [6] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn6) ** |  Direct entity with which the company has a commercial agreement relating to the company\u2019s operations, products or services, or to which the company provides services, or Indirect entity which is not a direct business partner but conducts business operations relating to the company\u2019s operations, products or services   \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]\n](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn7) Companies\nmust 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]\n](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-\ndiligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn8) Those\nsteps 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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn9)  \n---|---  \n**Identify and Assess Impacts** |  Identifying and assessing actual and potential **_adverse impacts_ ** associated with company activities  [ [10] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn10) , which may require in-depth scoping to understand and prioritize the most significant risks and responses  [ [11] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn11)  \n**Design and Implement Strategies to Address Impacts** |  Based on the risk assessment, developing strategies that **_prevent or mitigate_ ** adverse impacts, which involves: integrating responsible business conduct into their policies, employee trainings, and business relationships; bringing adverse impacts to an end; remediating such impacts; and engaging in meaningful stakeholder engagement  [ [12]. ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn12)  \n**Track Implementation and Results** |  Monitoring the implementation and effectiveness of strategies, conducting regular evaluations and updating strategies accordingly  [ [13] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn13)  \n**Communication** |  Appropriately publishing information and engaging with relevant stakeholders to promote collaboration and transparency  [ [14] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn14)  \n**Providing Remediation** |  Establishing grievance mechanisms such as a roadmap for remediation, standard timelines, and sufficient resources to resolve complaints  [ [15] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn15)  \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] ](https://www.seyfarth.com/news-insights/eu-corporate-\nsustainability-due-diligence-directive-raises-the-stakes-on-esg-\nregulations.html#_ftn16)\n\n**_What are the practical implications for companies impacted by CS3D?_ **\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] ](https://www.seyfarth.com/news-\ninsights/eu-corporate-sustainability-due-diligence-directive-raises-the-\nstakes-on-esg-regulations.html#_ftn17)\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\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** |  Companies with > 5,000 employees; and Net worldwide turnover > \u20ac1.5 billion  |  Companies with > 3,000 employees; and Net worldwide turnover > \u20ac900 million  |  Companies with > 1,000 employees; and Net worldwide turnover > \u20ac450 million   \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  \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** |  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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn18) 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**Civil Liability** |  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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn19) 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 _Note:_ Companies are not liable for actions caused _solely_ by business partners in its chain of activities   \n**Reputational Harm** |  Penalties will be made publicly available for at least 5 years and sent to the European Network of Supervisory Authorities  [ [20] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-due-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftn20)  \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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref1) [\n_European Parliament legislative resolution of 24 April 2024 on the proposal\nfor a_ ](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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref2)\nEuropean Commission website: _\u201c_ [ _Corporate Sustainability Due Diligence_\n](https://commission.europa.eu/business-economy-euro/doing-business-\neu/corporate-sustainability-due-diligence_en#which-companies-will-the-new-eu-\nrules-apply-to) _\u201d_\n\n[ [3] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref3)\nThe Commission in consultation with the EU will issue due diligence guidance\nand climate transition plans by 2027.\n\n[ [4] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref4)\nEuropean Parliament, Press Release, April 24, 2024, \u201c [ _Due diligence: MEPs\nadopt 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] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref5)\nCS3D Article 3(1)(g)\n\n[ [6] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref6)\nCS3D Article 3(1)(f)\n\n[ [7] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref7)\nCS3D (20) and Article 5\n\n[ [8] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref8)\nCS3D Article 5\n\n[ [9] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref9)\nCS3D Article 7\n\n[ [10] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref10)\nCS3D Article 8\n\n[ [11] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref11)\nCS3D Article 9\n\n[ [12] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref12)\nCS3D Articles 10-13\n\n[ [13] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref13)\nCS3D Article 15\n\n[ [14] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref14)\nCS3D Article 16\n\n[ [15] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref15)\nCS3D Article 14\n\n[ [16] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref16)\nCS3D Article 22\n\n[ [17] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref17)\n_See, e.g.,_ Model Contract Clauses to Protect Workers in International Supply\nChains, Version 2.0 by the Working Group to Draft Model Contract Clauses to\nProtect Human Rights in International Supply Chains, ABA Business Law Section.\n\n[ [18] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref18)\nCS3D Article 27(4)\n\n[ [19] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref19)\nCS3D Article 29; this liability is subject to a five-year limitation period\nand excludes damage caused solely by a company\u2019s business partners\n\n[ [20] ](https://www.seyfarth.com/news-insights/eu-corporate-sustainability-\ndue-diligence-directive-raises-the-stakes-on-esg-regulations.html#_ftnref20)\nCS3D Article 27(5)\n\nTags: [ Corporate Sustainability Due Diligence\n](https://www.laborandemploymentlawcounsel.com/tag/corporate-sustainability-\ndue-diligence/) , [ Environmental\n](https://www.laborandemploymentlawcounsel.com/tag/environmental/) , [ ESG\n](https://www.laborandemploymentlawcounsel.com/tag/esg/) , [ Governance\n](https://www.laborandemploymentlawcounsel.com/tag/governance/) , [ social\n](https://www.laborandemploymentlawcounsel.com/tag/social/)\n\nPrint:\n\n[ Email this post\n](mailto:?subject=EU%20Corporate%20Sustainability%20Due%20Diligence%20Directive%3A%20Raising%20the%20Stakes%20on%20ESG%20Regulations%20-%20Employment%20Law%20Lookout&body=https://www.laborandemploymentlawcounsel.com/2024/06/eu-\ncorporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-\nregulations/) [ Tweet this post\n](https://twitter.com/share/?text=EU+Corporate+Sustainability+Due+Diligence+Directive%3A+Raising+the+Stakes+on+ESG+Regulations&url=https://www.laborandemploymentlawcounsel.com/2024/06/eu-\ncorporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-\nregulations/) [ Like this post\n](https://www.facebook.com/sharer.php/?u=https://www.laborandemploymentlawcounsel.com/2024/06/eu-\ncorporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-\nregulations/) [ Share this post on LinkedIn\n](http://www.linkedin.com/shareArticle/?mini=true&url=https%3A%2F%2Fwww.laborandemploymentlawcounsel.com%2F2024%2F06%2Feu-\ncorporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-\nregulations%2F&title=EU+Corporate+Sustainability+Due+Diligence+Directive%3A+Raising+the+Stakes+on+ESG+Regulations+-+Employment+Law+Lookout&summary)\n\n[ ](http://www.seyfarth.com/SaraEber) [ Seyfarth Shaw LLP\n](http://www.seyfarth.com/SaraEber)\n\n[ Read more about Seyfarth Shaw LLP  ](http://www.seyfarth.com/SaraEber)\n\n[ ](http://www.seyfarth.com/)\n\n[ RSS  ](/feed/) [ Twitter  ](https://www.twitter.com/seyfarthshawLLP) [\nLinkedIn  ](https://www.linkedin.com/company/seyfarth-shaw) [ Facebook\n](https://www.facebook.com/official.seyfarthshaw/)\n\n###  About Employment Law Lookout\n\nSeyfarth Shaw LLP\u2019s Employment Law Lookout: Insights for Management is a\nresource for employers seeking intelligent discourse and updates on today\u2019s\nmost pressing workplace issues. Our mission is two-fold: to provide critical,\nreal-time updates on employment law matters to in-house counsel and HR\nexecutives, and to keep our audience apprised of new trends and developments\non the horizon. Seyfarth\u2019s bloggers draw upon their own first-hand experiences\ncounseling businesses large and small to provide you with their insights about\nthe most cutting-edge issues on new regulations, guidance, and court\ndecisions.\n\nCopyright \u00a9 2025, Seyfarth Shaw LLP. All Rights Reserved.  [ Law blog design &\nplatform by LexBlog ](https://www.lexblog.com/products/blog-plus/)\n\n",
                "url": "https://www.laborandemploymentlawcounsel.com/2024/06/eu-corporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-regulations/"
            },
            "reason": "This is a legal analysis of the EU Corporate Sustainability Due Diligence Directive from a law firm. Legal analyses from reputable firms are generally reliable sources of information.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Legal analysis of the EU Corporate Sustainability Due Diligence Directive.",
            "url": "https://www.laborandemploymentlawcounsel.com/2024/06/eu-corporate-sustainability-due-diligence-directive-raising-the-stakes-on-esg-regulations/"
        },
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            "content": {
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                    "source": "https://www.kddi.com/english/corporate/sustainability/report/guideline/"
                },
                "page_content": "  1. [ KDDI HOME  ](/english/)\n  2. [ Corporate Information  ](/english/corporate/)\n  3. [ Sustainability  ](/english/corporate/sustainability/)\n  4. [ Sustainability Report  ](/english/corporate/sustainability/report/)\n  5. Comparative Table with Guidelines \n\n#  Comparative Table with Guidelines\n\nPrint This Page\n\n##  Comparative Table with GRI Standards\n\nKDDI prepared this report by referencing the GRI Sustainability Reporting\nStandards.\n\n###  GRI 102: General Disclosures\n\nItem  |  Reference Page   \n---|---  \n1\\. Organizational profile  \n102-1  |  Name of the organization  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-2  |  Activities, brands, products, and services  | \n\n  * [ Mid-Term Management Strategy ](/english/vision/#mediumTermAnc)\n  * [ Brand (Switchable to English within the page) ](https://brand.kddi.com/)\n\n  \n102-3  |  Location of headquarters  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-4  |  Location of operations  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-5  |  Ownership and legal form  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-6  |  Markets served  | \n\n  * [ Mid-Term Management Strategy ](/english/vision/#mediumTermAnc)\n\n  \n102-7  |  Scale of the organization  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-8  |  Information on employees and other workers  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-9  |  Supply Chain  | \n\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n\n  \n102-10  |  Significant changes to the organization and its supply chain  |  N/A   \n102-11  |  Precautionary principle or approach  | \n\n  * [ Risk Management ](/english/corporate/sustainability/risk-management/)\n\n  \n102-12  |  External initiatives  | \n\n  * [ Participation in External Initiatives ](/english/corporate/sustainability/engagement/)\n\n  \n102-13  |  Membership of associations  | \n\n  * [ Organizations to Which KDDI Belongs or Is Giving Its Cooperation (Safety of Radio Waves) ](/english/corporate/sustainability/network/)\n  * [ Initiatives by the CSIRT ](/english/corporate/sustainability/security/)\n  * [ BSR (Business for Social Responsibility) __ ](/extlib/files/english/corporate/csr/csr_report/2021/pdf/report2021_en.pdf#page=35)\n  * [ 1% Club ](/english/corporate/sustainability/contribution/)\n  * [ Participation in External Initiatives ](/english/corporate/sustainability/engagement/)\n\n  \n2\\. Strategy  \n102-14  |  Statement from senior decision-maker  | \n\n  * [ CEO Message ](/english/corporate/kddi/president/)\n\n  \n102-15  |  Key impacts, risks, and opportunities  | \n\n  * [ Risk Management and Internal Controls ](/english/corporate/sustainability/risk-management/)\n  * [ Safer and More Resilient Connected World ](/english/corporate/sustainability/network/)\n  * [ Cyber Security and Privacy Protection ](/english/corporate/sustainability/security/)\n  * [ Innovation Management ](/english/corporate/sustainability/innovation/)\n  * [ Human Resources ](/english/corporate/sustainability/employee/)\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n  * [ Environment ](/english/corporate/sustainability/efforts-environment/)\n\n  \n3\\. Ethics and Integrity  \n102-16  |  Values, principles, standards, and norms of behavior  | \n\n  * [ Credo, The KDDI Group Mission Statement, The KDDI Group Philosophy, KDDI Code of Business Conduct ](/english/corporate/kddi/philosophy/)\n\n  \n102-17  |  Mechanisms for advice and concerns about ethics  | \n\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n\n  \n4\\. Governance  \n102-18  |  Governance structure  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Corporate Governance ](/english/corporate/ir/governance/)\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n102-19  |  Delegating authority  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Corporate Governance ](/english/corporate/ir/governance/)\n  * [ Risk Management and Internal Controls ](/english/corporate/sustainability/risk-management/)\n\n  \n102-20  |  Executive-level responsibility for economic, environmental, and social topics  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Corporate Governance ](/english/corporate/ir/governance/)\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n  * [ Risk Management and Internal Controls ](/english/corporate/sustainability/risk-management/)\n\n  \n102-21  |  Consulting stakeholders on economic, environmental, and social topics  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n102-22  |  Composition of the highest governance body and its committees  | \n\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n  * [ Composition of Directors and Advisory Committees ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-23  |  Chair of the highest governance body  | \n\n  * [ Composition of Directors and Advisory Committees ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-24  |  Nominating and selecting the highest governance body  | \n\n  * [ Policy and Procedure for the nomination of Director and Audit & Supervisory Board member candidates by the Board of Directors ](/english/corporate/sustainability/governance/#a10)\n\n  \n102-25  |  Conflicts of interest  | \n\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-26  |  Role of highest governance body in setting purpose, values, and strategy  | \n\n  * [ CEO Message ](/english/corporate/kddi/president/)\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Credo, The KDDI Group Mission Statement, The KDDI Group Philosophy, KDDI Code of Business Conduct ](/english/corporate/kddi/philosophy/)\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-27  |  Collective knowledge of highest governance body  | \n\n  * [ CEO Message ](/english/corporate/kddi/president/)\n  * [ Credo, The KDDI Group Mission Statement, The KDDI Group Philosophy, KDDI Code of Business Conduct ](/english/corporate/kddi/philosophy/)\n\n  \n102-28  |  Evaluating the highest governance body's performance  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Evaluation of the Board of Directors' Effectiveness ](/english/corporate/sustainability/governance/#a06)\n\n  \n102-29  |  Identifying and managing economic, environmental, and social impacts  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Material Issues (Sustainability Management) ](/english/vision/sustainability-management/)\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n102-30  |  Effectiveness of risk management processes  | \n\n  * [ Risk Management and Internal Controls ](/english/corporate/sustainability/risk-management/)\n\n  \n102-31  |  Review of economic, environmental, and social topics  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n102-32  |  Highest governance body's role in sustainability reporting  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-33  |  Communicating critical concerns  | \n\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n\n  \n102-34  |  Nature and total number of critical concerns  | \n\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n\n  \n102-35  |  Remuneration policies  | \n\n  * [ Executive Compensation ](/english/corporate/sustainability/governance/#a13)\n\n  \n102-36  |  Process for determining remuneration  | \n\n  * [ Executive Compensation ](/english/corporate/sustainability/governance/#a13)\n\n  \n102-37  |  Stakeholders' involvement in remuneration  | \n\n  * [ Evaluation of the Board of Directors' Effectiveness ](/english/corporate/sustainability/governance/#a06)\n\n  \n102-38  |  Annual total compensation ratio  | \n\n  * [ President and Representative Director remuneration/average KDDI employee annual salary ](/english/corporate/sustainability/report/esg-data/governance/)\n\n  \n102-39  |  Percentage increase in annual total compensation ratio  |  \\-   \n5\\. Stakeholder Engagement  \n102-40  |  List of stakeholder groups  | \n\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n102-41  |  Collective bargaining agreements  | \n\n  * [ Creating Sound Labor-Management Relations ](/english/corporate/sustainability/employee/relations/)\n\n  \n102-42  |  Identifying and selecting stakeholders  | \n\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n102-43  |  Approach to stakeholder engagement  | \n\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n102-44  |  Key topics and concerns raised  | \n\n  * [ Material Issues (Sustainability Management) ](/english/vision/sustainability-management/)\n  * [ Stakeholder Engagement ](/english/corporate/sustainability/engagement/)\n\n  \n6\\. Reporting Practice  \n102-45  |  Entities included in the consolidated financial statements  | \n\n  * [ Corporate Profile ](/english/corporate/kddi/profile/)\n\n  \n102-46  |  Defining report content and topic boundaries  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-47  |  List of material topics  | \n\n  * [ Material Issues (Sustainability Management) ](/english/vision/sustainability-management/)\n\n  \n102-48  |  Restatements of information  |  N/A   \n102-49  |  Changes in reporting  |  N/A   \n102-50  |  Reporting period  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-51  |  Date of most recent report  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-52  |  Reporting cycle  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-53  |  Contact point for questions regarding the report  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-54  |  Claims of reporting in accordance with the GRI Standards  | \n\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\n  \n102-55  |  GRI content index  |  This page   \n102-56  |  External Assurance  | \n\n  * [ Third-party Assurance ](/english/corporate/sustainability/report/esg-data/assurance/)\n\n  \n  \n###  GRI 103: Management Approach\n\nItem  |  Reference Page   \n---|---  \nGRI 103: Management Approach  \n103-1  |  Explanation of the material topic and its boundary  | \n\n  * [ Material Issues (Sustainability Management) ](/english/vision/sustainability-management/)\n\n  \n103-2  |  The management approach and its components  | \n\n  * [ Corporate Governance Framework ](/english/corporate/sustainability/governance/#a03)\n  * [ Risk Management and Internal Controls ](/english/corporate/sustainability/risk-management/)\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n  * [ Safer and More Resilient Connected World ](/english/corporate/sustainability/network/)\n  * [ Cyber Security and Privacy Protection ](/english/corporate/sustainability/security/)\n  * [ Innovation Management ](/english/corporate/sustainability/innovation/)\n  * [ Human Resources ](/english/corporate/sustainability/employee/)\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n  * [ Environment ](/english/corporate/sustainability/efforts-environment/)\n\n  \n103-3  |  Evaluation of the management approach  | \n\n  * [ Sustainability Promotion Framework ](/english/corporate/sustainability/management/)\n\n  \n  \n###  200 Series (Economic)\n\nItem  |  Reference Page   \n---|---  \nGRI 201: Economic Performance  \n201-1  |  Direct economic value generated and distributed  | \n\n  * [ Financial Data ](/english/corporate/ir/finance/)\n  * [ Human Resources Data ](/english/corporate/sustainability/report/esg-data/society/)\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n  * [ Community Involvement and Development ](/english/corporate/sustainability/contribution/)\n\n  \n201-2  |  Financial implications and other risks and opportunities due to climate change  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n201-3  |  Defined benefit plan obligations and other retirement plans  | \n\n  * [ Pension System ](/english/corporate/sustainability/employee/relations/)\n\n  \n201-4  |  Financial assistance received from government  |  N/A   \nGRI 202: Market Presence  \n202-1  |  Ratios of standard entry level wage by gender compared to local minimum wage  | \n\n  * [ Starting Salary for University Graduates Compared to Minimum Wage ](/english/corporate/sustainability/employee/labor/)\n\n  \n202-2  |  Proportion of senior management hired from the local community  | \n\n  * [ Human Resources Data ](/english/corporate/sustainability/report/esg-data/society/)\n\n  \nGRI 203: Indirect Economic Impacts  \n203-1  |  Infrastructure investments and services supported  | \n\n  * [ Disaster Preparedness ](/english/corporate/sustainability/network/01/)\n\n  \n203-2  |  Significant indirect economic impacts  |  N/A   \nGRI 204: Procurement Practices  \n204-1  |  Proportion of spending on local suppliers  |  \\-   \nGRI 207: Anti-corruption  \n205-1  |  Operations assessed for risks related to corruption  | \n\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n\n  \n205-2  |  Communication and training about anti-corruption policies and procedures  | \n\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n\n  \n205-3  |  Confirmed incidents of corruption and actions taken  | \n\n  * [ Compliance ](/english/corporate/sustainability/compliance/)\n\n  \nGRI 206: Anti-competitive Behavior  \n206-1  |  Legal actions for anti-competitive behavior, anti-trust, and monopoly practices  | \n\n  * [ Preventing Anti-competitive Behaviors ](/english/corporate/sustainability/compliance/)\n\n  \nGRI 207: Tax  \n207-1  |  Approach to tax  | \n\n  * [ Responsible Tax Practice ](/english/corporate/sustainability/compliance/)\n\n  \n207-2  |  Tax governance, control, and risk management  | \n\n  * [ Responsible Tax Practice ](/english/corporate/sustainability/compliance/)\n\n  \n207-3  |  Stakeholder engagement and management of concerns related to tax  | \n\n  * [ Responsible Tax Practice ](/english/corporate/sustainability/compliance/)\n\n  \n207-4  |  Country-by-country reporting  |  \\-   \n  \n###  300 Series (Environmental)\n\nItem  |  Reference Page   \n---|---  \nGRI 301: Materials 2016  \n301-1  |  Materials used by weight or volume  |  \\-   \n301-2  |  Recycled input materials used  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n|  | \n\n  * [ Circular Economy ](/english/corporate/sustainability/efforts-environment/recycling/)\n\n  \n301-3  |  Reclaimed products and their packaging materials  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n|  | \n\n  * [ Circular Economy ](/english/corporate/sustainability/efforts-environment/recycling/)\n\n  \nGRI 302: Energy 2016  \n302-1  |  Energy consumption within the organization  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n302-2  |  Energy consumption outside of the organization  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n302-3  |  Energy intensity  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n302-4  |  Reduction of energy consumption  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n302-5  |  Reductions in energy requirements of products and services  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \nGRI 303: Water and Effluents 2018  \n303-1  |  Interactions with water as a shared resource  |  \\-   \n303-2  |  Management of water discharge-related impacts  |  \\-   \n303-3  |  Water withdrawal  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n303-4  |  Water discharge  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n303-5  |  Water consumption  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \nGRI 304: 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  |  N/A   \n304-3  |  Habitats protected or restored  | \n\n  * [ Biodiversity ](/english/corporate/sustainability/efforts-environment/biodiversity/)\n\n  \n304-4  |  IUCN Red List species and national conservation list species with habitats in areas affected by operations  |  N/A   \nGRI 305: Emissions 2016  \n305-1  |  Direct (Scope 1) GHG emissions  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n305-2  |  Energy indirect (Scope 2) GHG emissions  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n305-3  |  Other indirect (Scope 3) GHG emissions (Scope 3)  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n305-4  |  GHG emissions intensity  |  \\-   \n305-5  |  Reduction of GHG emissions  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n305-6  |  Emissions of ozone-depleting substances (ODS)  |  \\-   \n305-7  |  Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions  |  \\-   \nGRI 306: Effluents and Waste 2016  \n306-1  |  Water discharge by quality and destination  |  \\-   \n306-2  |  Waste by type and disposal method  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \n306-3  |  Significant spills  |  N/A   \n306-4  |  Transport of hazardous waste  | \n\n  * [ Appropriate Processing of PCB-Containing Equipment ](/english/corporate/sustainability/efforts-environment/management/)\n\n  \n306-5  |  Water bodies affected by water discharges and/or runoff  |  \\-   \nGRI 307: Environmental Compliance 2016  \n307-1  |  Non-compliance with environmental laws and regulations  | \n\n  * [ Compliance with Environmental Laws and Regulations (No violations) ](/english/corporate/sustainability/efforts-environment/management/)\n\n  \nGRI 308: Supplier Environmental Assessment 2016  \n308-1  |  New suppliers that were screened using environmental criteria  |  \\-   \n308-2  |  Negative environmental impacts in the supply chain and actions taken  | \n\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n\n  \n  \n###  400 Series (Social)\n\nItem  |  Reference Page   \n---|---  \nGRI 401: Employment 2016  \n401-1  |  New employee hires and employee turnover  | \n\n  * [ Human Resources Data ](/english/corporate/sustainability/report/esg-data/society/)\n\n  \n401-2  |  Benefits provided to full-time employees that are not provided to temporary or part-time employees  | \n\n  * [ Pension System, Wellness Benefits ](/english/corporate/sustainability/employee/relations/)\n\n  \n401-3  |  Parental leave  | \n\n  * [ Diverse Work Styles ](/english/corporate/sustainability/employee/work-styles/)\n\n  \nGRI 402: Labor/Management Relations 2016  \n402-1  |  Minimum notice periods regarding operational changes  | \n\n  * [ Creating Sound Labor-Management Relations ](/english/corporate/sustainability/employee/relations/)\n\n  \nGRI 403: Occupational Health and Safety 2018  \n403-1  |  Occupational health and safety management system  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-2  |  Hazard identification, risk assessment, and incident investigation  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-3  |  Occupational health services  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-4  |  Worker participation, consultation, and communication on occupational health and safety  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-5  |  Worker training on occupational health and safety  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-6  |  Promotion of worker health  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-7  |  Prevention and mitigation of occupational health and safety impacts directly linked by business relationships  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-8  |  Workers covered by an occupational health and safety management system  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-9  |  Work-related injuries  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \n403-10  |  Work-related ill health  | \n\n  * [ Promotion of Occupational Safety and Health ](/english/corporate/sustainability/employee/safety/)\n\n  \nGRI 404: Training and Education 2016  \n404-1  |  Average hours of training per year per employee  | \n\n  * [ Human Resources Data ](/english/corporate/sustainability/report/esg-data/society/)\n\n  \n404-2  |  Programs for upgrading employee skills and transition assistance programs  | \n\n  * [ Human Resources ](/english/corporate/sustainability/employee/)\n  * [ Promotion of Women's Participation and Advancement in the Workplace ](/english/corporate/sustainability/employee/woman/)\n  * [ DE&I (Diversity, Equity and Inclusion) ](/english/corporate/sustainability/diversity/)\n\n  \n404-3  |  Percentage of employees receiving regular performance and career development revie  | \n\n  * [ Evaluation and Remuneration Systems ](/english/corporate/sustainability/employee/)\n\n  \nGRI 405: Diversity and Equal Opportunity 2016  \n405-1  |  Diversity of governance bodies and employees  | \n\n  * [ Human Resources Data ](/english/corporate/sustainability/report/esg-data/society/)\n  * [ Executive Members ](/english/corporate/ir/governance/board/)\n\n  \n405-2  |  Ratio of basic salary and remuneration of women to men  |  \\-   \nGRI 406: Non-discrimination 2016  \n406-1  |  Incidents of discrimination and corrective actions taken  | \n\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n\n  \nGRI 407: 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  | \n\n  * [ Creating Sound Labor-Management Relations ](/english/corporate/sustainability/employee/relations/)\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n  * [ Sustainable Procurement Activity Results (FY 2023) ](/english/corporate/sustainability/supply-chain/01/)\n\n  \nGRI 408: Child Labor 2016  \n408-1  |  Operations and suppliers at significant risk for incidents of child labor  | \n\n  * [ Sustainable Procurement Activity Results (FY 2023) ](/english/corporate/sustainability/supply-chain/01/)\n\n  \nGRI 409: Forced or Compulsory Labor 2016  \n409-1  |  Operations and suppliers at significant risk for incidents of forced or compulsory labor  | \n\n  * [ Sustainable Procurement Activity Results (FY 2023) ](/english/corporate/sustainability/supply-chain/01/)\n\n  \nGRI 410: Security Practices 2016  \n410-1  |  Security personnel trained in human rights policies or procedures  |  \\-   \nGRI 411: Rights of Indigenous Peoples 2016  \n411-1  |  Incidents of violations involving rights of indigenous peoples  |  N/A   \nGRI 412: Human Rights Assessment 2016  \n412-1  |  Operations that have been subject to human rights reviews or impact assessments  | \n\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n\n  \n412-2  |  Employee training on human rights policies or procedures  | \n\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n\n  \n412-3  |  Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening  |  N/A   \nGRI 413: Local Communities 2016  \n413-1  |  Operations with local community engagement, impact assessments, and development programs  | \n\n  * [ Community Involvement and Development ](/english/corporate/sustainability/contribution/)\n\n  \n413-2  |  Operations with significant actual and potential negative impacts on local communities  |  N/A   \nGRI 414: Supplier Social Assessment 2016  \n414-1  |  New suppliers that were screened using social criteria  | \n\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n  * [ Sustainable Procurement Activity Results (FY 2023) ](/english/corporate/sustainability/supply-chain/01/)\n\n  \n414-2  |  Negative social impacts in the supply chain and actions taken  | \n\n  * [ Supply Chain Management ](/english/corporate/sustainability/supply-chain/)\n  * [ Sustainable Procurement Activity Results (FY 2023) ](/english/corporate/sustainability/supply-chain/01/)\n\n  \nGRI 415: Public Policy 2016  \n415-1  |  Political contributions  | \n\n  * [ Political Contributions ](/english/corporate/sustainability/compliance/)\n\n  \nGRI 416: Customer Health and Safety 2016  \n416-1  |  Assessment of the health and safety impacts of product and service categories  | \n\n  * [ Responsibility for Products and Services ](/english/corporate/sustainability/products/)\n\n  \n416-2  |  Incidents of non-compliance concerning the health and safety impacts of products and services  |  N/A   \nGRI 417: Marketing and Labeling 2016  \n417-1  |  Requirements for product and service information and labeling  | \n\n  * [ Responsibility for Products and Services ](/english/corporate/sustainability/products/)\n  * [ Environmental Eco Label ](/english/corporate/sustainability/efforts-environment/carbon/)\n\n  \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\n  * [ Brand Management ](/english/corporate/sustainability/brand/)\n\n  \nGRI 418: Customer Privacy 2016  \n418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  | \n\n  * [ Number of Serious Information Security Incidents ](/english/corporate/sustainability/security/)\n\n  \nGRI 419: Socioeconomic Compliance 2016  \n419-1  |  Non-compliance with laws and regulations in the social and economic area  |  N/A   \n  \n##  Sustainability Accounting Standards Board (SASB) Comparative Table\n\nKDDI references the sustainability account standards for telecommunication\nservices industry designated by Sustainability Accounting Standards Board\n(SASB).\n\nTopic  |  SASB Code  |  Accounting Metric  |  Destination of Disclosure/Other   \n---|---|---|---  \nEnvironmental Footprint of Operations  |  TC-TL-130a.1  |  (1) Total energy consumed   \n(2) Percentage grid electricity  \n(3) Percentage renewable  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \nData Privacy  |  TC-TL-220a.1  |  Description of policies and practices relating to behavioral advertising and customer privacy  | \n\n  * [ Cyber Security and Privacy Protection ](/english/corporate/sustainability/security/)\n  * [ Privacy Policy ](/english/corporate/kddi/public/privacy/)\n\n  \nTC-TL-220a.2  |  Percentage of customers whose information is used for secondary purposes  |  100%   \nPurpose: [ Privacy Portal ](/english/corporate/kddi/public/privacy-portal/)  \nTC-TL-220a.3  |  Total amount of monetary losses as a result of legal proceedings associated with customer privacy  |  Not disclosed   \nTC-TL-220a.4  |  (1) Number of law enforcement requests for customer information   \n(2) Number of customers whose information was requested  \n(3) Percentage resulting in disclosure  |  Not disclosed   \nData Security  |  TC-TL-230a.1  |  (1) Number of data breaches   \n(2) Percentage involving personally identifiable information (PII)  \n(3) Number of customers affected  | \n\n  * [ (1) Number of Serious Information Security Incidents ](/english/corporate/sustainability/security/)\n\n(2) and (3) are not disclosed  \nTC-TL-230a.2  |  Description of approach to identifying and addressing data security risks, including use of third-party cybersecurity standards  | \n\n  * [ Cyber Security and Privacy Protection ](/english/corporate/sustainability/security/)\n  * [ Innovation Management ](/english/corporate/sustainability/innovation/)\n  * [ Risk Management ](/english/corporate/sustainability/risk-management/)\n  * [ Participation in External Initiatives ](/english/corporate/sustainability/contribution/)\n\n  \nProduct End-of-life Management  |  TC-TL-440a.1  |  (1) Materials recovered through take back programs, percent age of recovered materials that were   \n(2) reused, (3) recycled, and (4) landfilled  | \n\n  * [ (1) Circular Economy ](/english/corporate/sustainability/efforts-environment/recycling/)\n\n(2) through (4) are not disclosed  \nCompetitive Behavior & Open Internet  |  TC-TL-520a.1  |  Total amount of monetary losses as a result of legal proceed ings associated with anticompetitive behavior  |  Not disclosed   \nTC-TL-520a.2  |  Average actual sustained download speed of   \n(1) owned and commercially-associated content  \nand  \n(2) non-associated content  | \n\n  * [ Definition of measured value of actual operating speed (in Japanese only) ](https://www.au.com/mobile/area/effective-speed/)\n\n  \nTC-TL-520a.3  |  Description of risks and opportunities associated with net neu trality, paid peering, zero rating, and related practices  | \n\n  * [ Risk Management ](/english/corporate/sustainability/risk-management/)\n  * [ Cyber Security and Privacy Protection ](/english/corporate/sustainability/security/)\n  * [ Safer and More Resilient Connected World ](/english/corporate/sustainability/network/)\n  * [ Innovation Management ](/english/corporate/sustainability/innovation/)\n  * [ Respect for Human Rights ](/english/corporate/sustainability/human-rights/)\n\n  \nManaging Systemic Risks  |  TC-TL-550a.1  |  (1) System average interruption frequency   \nand  \n(2) customer average interruption duration  | \n\n  * [ Frequency and Duration of Network Interruption ](/english/corporate/sustainability/network/)\n\n  \nTechnology Disruptions  |  TC-TL-550a.2  |  Discussion of systems to provide unimpeded service during ser vice interruptions  | \n\n  * [ Network Quality Management and Improvement ](/english/corporate/sustainability/network/)\n  * [ Disaster Preparedness ](/english/corporate/sustainability/network/01/)\n\n  \n  \n##  Task Force on Climate-related Financial Disclosures (TCFD) Comparative\nTable\n\nKDDI references the disclosure items recommended by the Task Force on Climate-\nrelated Financial Disclosures (TCFD).\n\n###  Governance\n\nRecommended Disclosures  |  Reference Page   \n---|---  \na. Describe the board's oversight of climate-related risks and opportunities.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nb. Describe management's role in assessing and managing climate-related risks and opportunities.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n  \n###  Strategy\n\nRecommended Disclosures  |  Reference Page   \n---|---  \na. Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nb. Describe the impact of climate-related risks and opportunities on the organization's businesses, strategy, and financial planning.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nc. Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios, including a 2\u00b0C or lower scenario.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n  \n###  Risk Management\n\nRecommended Disclosures  |  Reference Page   \n---|---  \na. Describe the organization's processes for identifying and assessing climate-related risks.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nb. Describe the organization's processes for managing climate-related risks.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nc. 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Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n  \n[ KDDI's Commitment to Sustainability\n](/english/corporate/sustainability/management/)\n\n    \n\n  * [ KDDI's Value Creation ](/english/corporate/sustainability/management/value/)\n  * [ Comparative Table with Guidelines ](/english/corporate/sustainability/report/guideline/)\n  * [ Disclosure Policy ](/english/corporate/sustainability/disclosurepolicy/)\n\nRecommended Contents\n\n    \n\n  * [ News Releases  ](/english/corporate/newsrelease/)\n\n  * [ Technology  ](/english/corporate/r-and-d/)\n\n  * \n\n  * Related Page 1 \n  * Related Page 2 \n\n  *   * \n\n",
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                    "document": "description of the management system for prevention of corruption and bribery throughout the value chain | discussion and analysis | n/a | em-ep-510a.2 | business ethics & compliance [ p. 114 ](/wp-content/uploads/2024/11/cnx_2023csr-1.pdf#page=116) ; [ code of employee business conduct and ethics ](/wp-content/uploads/2024/11/code-of-employee-business-conduct-",
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                {
                    "document": "[ sustainable trade in resources this report looks at trade flows of material resources and their environmental impacts. it also demonstrates how both multilateral trade rules and regional trade agreements can be used proactively to advance the circular and greener economy and minimize the environmental impacts associated with resource extraction. ](/reports/sustainable-trade- resources)",
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                        "source": "https://www.resourcepanel.org/reports/resource-efficiency-and-climate-change"
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                {
                    "document": "* [ x ](https://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-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence&via=whitecase)",
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                {
                    "document": "[ catalysing science-based policy action on sustainable consumption and production this report from the international resource panel and the one planet network explains the \u2018value-chain approach\u2019 methodology and shares findings from its application to three critical sectors: food, construction and textiles. ](/reports/catalysing-science-based-policy-action-sustainable-",
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            "description": "Technology development focuses on innovation and process improvement. N/A uses third-party website tracking technologies to improve services and display advertisements based on user interests. The company's cookie banner allows users to choose their preferences, ensuring transparency and control over data usage for statistical and marketing purposes.",
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                    "document": "this site uses third party website tracking technologies to provide and continuously improve its services and display advertisements according to users' interests. our cookie banner allows users to choose between three options. until he confirms the banner, the scripts for statistics and marketing cookies will not be executed. i agree and can withdraw or change my",
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                    "document": "inefficient production processes not only use more energy to achieve the same result in production, but also contribute to reducing overall energy availability. this phenomenon accelerates fossil fuel consumption, exhausts energy resources more rapidly and increases greenhouse gas emissions. the environmental consequences of such inefficiency may be significant, resulting",
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                    "document": "[ re-defining value \u2013 the manufacturing revolution re-thinking how we manufacture industrial products and deal with them at the end of their useful life could provide breakthrough environmental, social and economic benefits. adopting value-retention processes is a win-win situation for governments, industry and customers. governments would have less waste to deal with,",
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                {
                    "document": "[ global material flows and resource productivity (with database link) growing concern about assuring affordable, equitable and environmentally sustainable access to natural resources is well founded. in this report we show global natural resource use trends and propose indicators for evidence- based policy formulation. ](/reports/global-material-flows-and-resource- productivity-database-link)",
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                    "document": "[ resource efficiency this report analyzes four paths that countries could take over the next three decades, ranging from business as usual to a scenario where countries adopt both ambitious climate policies and improve resource efficiency. it finds that smarter use of resources can add $2 trillion annually to the global economy. ](/reports/resource-efficiency)",
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                    "document": "evaluated not only on their job performance but also on how well they embody the company\u00e2\u0080\u0099s core values. this approach ensures that cultural fit is a key component of overall performance. to maintain and improve our corporate culture, we regularly conduct internal audits to assess compliance with our values and standards. action plans are developed to address any identified",
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                {
                    "document": "* experience * [ people ](/people) * [ services ](/law) * insights * [ trendscape ](/insights/trendscape) * [ publications ](/insights) * [ podcast ](/insight-podcast/first-100-days) * about us * [ our firm ](/about-us/our-firm) * [ locations ](/locations) * [ responsible business ](/responsible-business) * [ newsroom ](/news/newsroom)",
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                {
                    "document": "#### join become a member of ncsea today to stay on top of the latest clean energy market and policy updates in north carolina. we offer a wide variety of membership levels for businesses, governments, non-profits, individuals, and students. join our network of more than 300 members to help advance our clean energy future. [ join today ](https://www.energync.org/get-involved/join/)",
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                    "document": "* experience * [ people ](/people) * [ services ](/law) * insights * [ trendscape ](/insights/trendscape) * [ publications ](/insights) * [ podcast ](/insight-podcast/first-100-days) * about us * [ our firm ](/about-us/our-firm) * [ locations ](/locations) * [ responsible business ](/responsible-business) * [ newsroom ](/news/newsroom)",
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                },
                {
                    "document": "[ previous page about the report ](/2023/data-and-other-information/about- the-report) [ next page key figures on sustainability ](/2023/data-and-other- information/key-figures-on-sustainability) related links [ green products ](/2023/environment/green-products) * [ downloads ](/2023/service-links/downloads) * #### share",
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