ESG Impact, Risk & opportunities public analysis

{
    "company_id_card": {
        "contact_emails": [],
        "description": "N/A",
        "linkedin": null,
        "location": "N/A",
        "logo_url": "https://www.witgelekruis.be/favicon.ico",
        "name": "N/A",
        "partners": [],
        "services": [],
        "team": [],
        "twitter": null,
        "website": "https://www.witgelekruis.be/"
    },
    "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"
    ],
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                    "source": "https://investors.zillowgroup.com/investors/news-and-events/news/news-details/2021/Zillow-Group-Reports-Third-Quarter-2021-Financial-Results--Shares-Plan-to-Wind-Down-Zillow-Offers-Operations/default.aspx"
                },
                "page_content": "Please enable cookies.\n\n#  Sorry, you have been blocked\n\n##  You are unable to access  web.prd.q4inc.com\n\n##  Why have I been blocked?\n\nThis website is using a security service to protect itself from online\nattacks. The action you just performed triggered the security solution. There\nare several actions that could trigger this block including submitting a\ncertain word or phrase, a SQL command or malformed data.\n\n##  What can I do to resolve this?\n\nYou can email the site owner to let them know you were blocked. Please include\nwhat you were doing when this page came up and the Cloudflare Ray ID found at\nthe bottom of this page.\n\nCloudflare Ray ID: **9355f6ce9d4800bd** \u2022  Your IP:  34.96.35.77  \u2022\nPerformance & security by  [ Cloudflare ](https://www.cloudflare.com/5xx-\nerror-landing)\n\n",
                "url": "https://investors.zillowgroup.com/investors/news-and-events/news/news-details/2021/Zillow-Group-Reports-Third-Quarter-2021-Financial-Results--Shares-Plan-to-Wind-Down-Zillow-Offers-Operations/default.aspx"
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            "search_query": "company 'N/A' overview financial performance",
            "summary": "Official news release from Zillow Group.",
            "url": "https://investors.zillowgroup.com/investors/news-and-events/news/news-details/2021/Zillow-Group-Reports-Third-Quarter-2021-Financial-Results--Shares-Plan-to-Wind-Down-Zillow-Offers-Operations/default.aspx"
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://home.barclays/investor-relations/shareholder-information/dividends/"
                },
                "page_content": "Barclays uses cookies on this website. Some cookies are essential to provide\nour services to you. Other cookies help us to analyse how you use the site, so\nwe can improve your experience on our site. Cookies are stored locally on your\ncomputer or mobile device. Please select 'Accept all' to consent to cookies or\nselect \u2018Reject all\u2019 to reject all but essential cookies or select 'Manage\ncookies' to change your preferences. For more information visit our [ cookie\npolicy ](https://home.barclays/cookie-policy/ \"Opens in a new window\") .\n\n\\-\n\n  * [ Investor Relations  ](/investor-relations/)\n  * [ Shareholder information  ](/investor-relations/shareholder-information/)\n\n#  Dividends and Share Buybacks\n\nBarclays understands the importance of delivering attractive total cash\nreturns to shareholders. Barclays is therefore committed to maintaining an\nappropriate balance between total cash returns to shareholders, investment in\nthe business and maintaining a strong capital position.\n\nBarclays plans to return at least \u00a310bn of capital to shareholders between\n2024 and 2026, through dividends and share buybacks, with a continued\npreference for buybacks. Barclays plan to keep the total dividend stable at\nthe 2023 level in absolute terms, with progressive dividend per share growth\ndriven through share count reduction as a result of increased share buybacks.\n\nDividends will continue to be paid semi-annually. This multi-year plan is\nsubject to supervisory and Board approval, anticipated financial performance\nand our published CET1 ratio target range of 13-14%.\n\nAs owners of Barclays, shareholders benefit from buybacks as they reduce\noverall share count, thereby increasing each share\u2019s percentage ownership of\nBarclays equity and proportion of future capital returns.\n\n##  Full year dividend for the period ended 31 December 2024\n\nIt is Barclays' policy to declare and pay dividends on a semi-annual basis.\nThe full year dividend for the period ended 31 December 2024 of 5.5p per\nordinary share will be paid on 4 April 2025 to shareholders holding shares on\nthe register on 28 February 2025. Making the 2024 total dividend 8.4p per\nshare.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the full year dividend of 5.5p per ordinary share becomes 22.0p per\nADS (American Depositary \u2013 Share) (representing four shares).\n\nOn 13 February 2025, the Company announced a further share buyback programme\nof up to \u00a31.0bn. The share buyback commenced on 14 February 2025.\n\nDuring 2024 the Company completed two share buyback programmes to purchase its\nordinary shares. The first share buyback programme concluded on 30 July 2024\nwith a total consideration of \u00a31.0bn and the second share buyback programme\nconcluded on 5 December 2024 with a total consideration of \u00a3750m.\n\n##  Previous capital returns\n\nThe half year dividend for the period ended 30 June 2024 of 2.9p per ordinary\nshare was paid on 20 September 2024 to shareholders holding shares on the\nregister on 16 August 2024.\n\nFor qualifying US and Canadian-resident American Depositary Receipt (ADR)\nholders, the half year dividend of 2.9p per ordinary share became 11.6p per\nADS (American Depositary \u2013 Share) (representing four shares). The ADR\ndepositary bank posted the half year dividend on 20 September 2024 to ADR\nholders on record on 16 August 2024.\n\n  * Barclays distributes its dividends by crediting the relevant amount to a shareholder\u2019s nominated bank account or building society. We believe it is beneficial for our shareholders to use a secure payment method and, in line with our targets to reduce our environmental footprint. Not paying by cheques reduces the environmental impact of printing and posting cheques. \n\nTo receive Barclays PLC dividends and any other money payable to you in\nconnection with your Barclays PLC ordinary shares, you will need to provide\nyour bank or building society account details. Please complete the Bank\nMandate Form below and send to Equiniti at the address listed on the form.\n\n[ Download Bank Mandate Form - Individual Shareholder (PDF 33KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/MandateForm.pdf\n\"Bank Mandate Form - Individual Shareholder \\(PDF 33KB, opens in a new\nwindow\\)\")\n\n[ Download Bank Mandate Form - Corporate Shareholder (PDF 30KB)\n](http://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Shareholders/Documents/CorporateMandate_Barclays.pdf\n\"Bank Mandate Form - Corporate Shareholder \\(PDF 30KB, opens in a new\nwindow\\)\")\n\n  * Barclays issues a consolidated dividend confirmation for the financial year in March/April to shareholders who have their dividends paid directly into a bank or building society account. \n\nTo request a duplicate dividend confirmation, please contact Equiniti on +44\n(0) 371 384 2055 in the UK or from outside the UK. Lines open 8:30am to 5:30pm\n(UK time), Monday to Friday, excluding public holidays in England and Wales.\n\nAlternatively you can contact Equiniti via [ shareview.co.uk\n](http://shareview.co.uk/ \"Opens in a new window\") .\n\nThere may be an administration charge for issuing duplicate dividend\nconfirmations. You can also access your dividend information and electronic\ndividend confirmation online using [ Shareview\n](https://www.shareview.co.uk/4/Info/Portfolio/Default/en/Home/Pages/Home.aspx\n\" Shareview \\(opens in a new window\\)\") .\n\n  * Barclays offers a dividend reinvestment plan (DRIP) for those shareholders who wish to elect to use their dividend payments to purchase additional ordinary shares, rather than receive a cash payment. The DRIP will be provided and administered by Barclays\u2019 registrar, Equiniti. Further details regarding the DRIP can be found at [ shareview.co.uk/info/drip ](http://www.shareview.co.uk/info/drip \"Opens in a new window\")\n\n_[ Download the DRIP Invitation Booklet (PDF 459KB) ](/content/dam/home-\nbarclays/documents/investor-\nrelations/ResultAnnouncements/FullYear2020/Barclays_DRIP_2021_Flyer_A5-final-\nFeb2021.pdf \"Opens in a new window\") _\n\n  * Qualifying US and Canadian resident ADR holders should contact [ Shareowner Services ](https://home.barclays/investor-relations/shareholder-information/american-depository-receipts/ \"Opens in a new window\") for further details regarding the DRIP. \n\n  * On 13 February 2025, the Company announced a further share buyback programme of up to \u00a31.0bn. The share buyback commenced on 14 February 2025. \n\nDuring 2024 Barclays undertook two share buyback programmes. The first was a\nshare buyback of \u00a31bn which was announced with the Full Year 2023 Results in\nFebruary 2024 and commenced on 22 February 2024. This buyback completed in\nJuly 2024. The second was a buyback of \u00a3750m which was announced in its 2024\nHalf Year Results on 1 August 2024 and commenced in the third quarter of 2024.\nThis buyback completed in December 2024.\n\nThe purpose of each of the buybacks was to reduce the share capital of the\ncompany and the ordinary shares purchased under the buybacks were cancelled.\n\nNo repurchases were made in the United States or in respect of the Company's\nAmerican Depositary Receipts.\n\n##  Historic Share Buybacks\n\nAnnouncement  |  Commencement Date  |  Completion Date  |  Buyback Amount  |  Shares Purchased  |  Average Purchase Price   \n---|---|---|---|---|---  \nHalf Year (2024)  |  5 August 2024  |  5 December 2024  |  \u00a3750m  |  320,247,475  |  \u00a32.341   \nFull Year (2023)  |  22 February 2024  |  30 July 2024  |  \u00a31bn  |  497,923,138  |  \u00a32.008   \nHalf Year (2023)  |  28 July 2023  |  23 October 2023  |  \u00a3750m  |  493,603,770  |  \u00a31.519   \nFull Year (2022)  |  13 March 2023  |  14 April 2023  |  \u00a3500m  |  343,041,720  |  \u00a31.458   \nHalf Year (2022)  |  17 August 2022  |  3 October 2022  |  \u00a3500m  |  306,326,717  |  \u00a31.632   \nFull Year (2021)  |  24 May 2022  |  16 August 2022  |  \u00a31bn  |  625,019,884  |  \u00a31.599   \nHalf Year (2021)  |  2 August 2021  |  30 November 2021  |  \u00a3500m  |  266,987,647  |  \u00a31.872   \nFull Year (2020)  |  19 March 2021  |  22 April 2021  |  \u00a3700m  |  377,356,751  |  \u00a31.855   \n  \n##  Historic Dividends\n\n|  Ex-Div Date  \n|  Record Date  \n|  Payment Date  \n|  Dividend Amount  \n|  Scrip reference share price  \n  \n---|---|---|---|---|---  \nFull year (2024)  |  27/02/2025  |  28/02/2025  |  04/04/2025  |  5.5p  |  N/A   \nHalf year (2024)  |  15/08/2024  |  16/08/2024  |  20/09/2024  |  2.9p  |  N/A   \nFull year (2023)  |  29/02/2024  |  01/03/2024  |  03/04/2024  |  5.3p  |  N/A   \nHalf year (2023)  |  10/08/2023  |  11/08/2023  |  15/09/2023  |  2.7p  |  N/A   \nFull year (2022)  |  23/02/2023  |  24/02/2023  |  31/03/2023  |  5.0p  |  N/A   \nHalf year (2022)  |  11/08/2022  |  12/08/2022  |  16/09/2022  |  2.25p  |  N/A   \nFull year (2021)  |  03/03/2022  |  04/03/2022  |  05/04/2022  |  4.0p  |  N/A   \nHalf year (2021)  |  12/08/2021  |  13/08/2021  |  17/09/2021  |  2.0p  |  N/A   \nFull year  **(2020)** |  25/02/2021  |  26/02/2021  |  01/04/2021  |  1.0p  |  N/A   \nHalf year  **(2020)** |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nFull year (2019)  |  N/A  |  N/A  |  N/A  |  N/A  |  N/A   \nHalf year (2019)  |  08/08/2019   \n|  09/08/2019  \n|  23/09/2019  \n|  3.0p  \n|  \u00a31.4220  \n  \nFull year (2018)  \n|  28/02/2019  \n|  01/03/2019  \n|  05/04/2019  \n|  4.0p  \n|  \u00a31.6406  \n  \nHalf year (2018)  \n|  09/08/2018  \n|  10/08/2018  \n|  17/09/2018  \n|  2.5p  \n|  \u00a31.8548  \n  \nFinal (2017)  |  01/03/2018   \n|  02/03/2018  \n|  05/04/2018  \n|  2p  \n|  \u00a32.0921  \n  \nInterim (2017)  |  10/08/2017   \n|  11/08/2017  \n|  18/09/2017  \n|  1p  \n|  \u00a32.0103  \n  \nFinal (2016)  \n|  02/03/2017  \n|  03/03/2017  \n|  05/04/2017  \n|  2p  \n|  \u00a32.2944  \n  \nInterim (2016)  \n|  11/08/2016  \n|  12/08/2016  \n|  19/09/2016  \n|  1p  \n|  \u00a31.6242  \n  \nFinal (2015)  \n|  10/03/2016  \n|  11/03/2016  \n|  05/04/2016  \n|  3.5p  \n|  \u00a31.6334  \n  \n3rd Interim (2015)  \n|  05/11/2015  \n|  06/11/2015  \n|  11/12/2015  \n|  1p  \n|  \u00a32.3146  \n  \n2nd Interim (2015)  \n|  06/08/2015  \n|  07/08/2015  \n|  14/09/2015  \n|  1p  \n|  \u00a32.7907  \n  \n1st Interim (2015)  \n|  07/05/2015  \n|  08/05/2015  \n|  15/06/2015  \n|  1p  \n|  \u00a32.5709  \n  \nFinal (2014)  \n|  10/03/2015  \n|  11/03/2015  \n|  02/04/2015  \n|  3.5p  \n|  \u00a32.5313  \n  \n3rd Interim (2014)  \n|  06/11/2014  \n|  07/11/2014  \n|  12/12/2014  \n|  1p  \n|  \u00a32.3387  \n  \n2nd Interim (2014)  \n|  06/08/2014  \n|  08/08/2014  \n|  19/09/2014  \n|  1p  \n|  \u00a32.1568  \n  \n1st Interim (2014)  \n|  14/05/2014  \n|  16/05/2014  \n|  23/06/2014  \n|  1p  \n|  \u00a32.4303  \n  \nFinal (2013)  \n|  19/02/2014  \n|  21/02/2014  \n|  28/03/2014  \n|  3.5p  \n|  \u00a32.5719  \n  \n3rd Interim (2013)  \n|  06/11/2013  \n|  08/11/2013  \n|  13/12/2013  \n|  1p  \n|  \u00a32.5542  \n  \n2nd Interim (2013)  \n|  07/08/2013  \n|  09/08/2013  \n|  13/09/2013  \n|  1p  \n|  \u00a32.8497  \n  \n1st Interim (2013)  \n|  01/05/2013  \n|  03/05/2013  \n|  07/06/2013  \n|  1p  \n|  n/a  \n  \nFinal (2012)  \n|  20/02/2013  \n|  22/02/2013  \n|  15/03/2013  \n|  3.5p  \n|  n/a  \n  \n3rd Interim (2012)  \n|  07/11/2012  \n|  09/11/2012  \n|  07/12/2012  \n|  1p  \n|  n/a  \n  \n2nd Interim (2012)  |  08/08/2012   \n|  10/08/2012  \n|  07/09/2012  \n|  1p  \n|  n/a  \n  \n1st Interim (2012)  \n|  02/05/2012  \n|  04/05/2012  \n|  08/06/2012  \n|  1p  \n|  n/a  \n  \nFinal (2011)  \n|  22/02/2012  \n|  24/02/2012  \n|  16/03/2012  \n|  3p  \n|  n/a  \n  \n3rd Interim (2011)  \n|  09/11/2011  \n|  11/11/2011  \n|  09/12/2011  \n|  1p  \n|  n/a  \n  \n2nd Interim (2011)  \n|  10/08/2011  \n|  12/08/2011  \n|  09/09/2011  \n|  1p  \n|  n/a  \n  \n1st Interim (2011)  \n|  04/05/2011  \n|  06/05/2011  \n|  10/06/2011  \n|  1p  \n|  n/a  \n  \nFinal (2010)  \n|  23/02/2011  \n|  25/02/2011  \n|  18/03/2011  \n|  2.5p  \n|  n/a  \n  \n3rd Interim (2010)  \n|  17/11/2010  \n|  19/11/2010  \n|  10/12/2010  \n|  1p  \n|  n/a  \n  \n2nd Interim (2010)  \n|  11/08/2010  \n|  13/08/2010  \n|  10/09/2010  \n|  1p  \n|  n/a  \n  \n1st Interim (2010)  \n|  12/05/2010  \n|  14/05/2010  \n|  04/06/2010  \n|  1p  \n|  n/a  \n  \nFinal (2009)  \n|  24/06/2010  \n|  26/02/2010  \n|  19/03/2010  \n|  1.5p  \n|  n/a  \n  \nInterim (2009)  \n|  18/11/2009  \n|  20/11/2009  \n|  11/12/2009  \n|  1p  \n|  n/a  \n  \nInterim (2008)  \n|  20/08/2008  \n|  22/08/2008  \n|  01/10/2008  \n|  11.5p  \n|  n/a  \n  \nFinal (2007)  \n|  20/08/2008  \n|  22/08/2008  \n|  01/10/2008  \n|  11.5p  \n|  n/a  \n  \nInterim (2007)  \n|  15/08/2007  \n|  17/08/2007  \n|  01/10/2007  \n|  11.5p  \n|  n/a  \n  \nFinal (2006)  \n|  07/03/2007  \n|  09/03/2007  \n|  27/04/2007  \n|  20.5p  \n|  n/a  \n  \nInterim (2006)  \n|  16/08/2006  \n|  18/08/2006  \n|  02/10/2006  \n|  10.5p  \n|  n/a  \n  \nFinal (2005)  \n|  01/03/2006  \n|  03/03/2006  \n|  28/04/2006  \n|  17.4p  \n|  n/a  \n  \nInterim (2005)  \n|  17/08/2005  \n|  19/08/2005  \n|  03/10/2005  \n|  9.2p  \n|  n/a  \n  \n  \n##  Important information\n\n",
                "url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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            "summary": "Official Barclays investor relations page.",
            "url": "https://home.barclays/investor-relations/shareholder-information/dividends/"
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                    "source": "https://ir.savers.com/news/news-details/2025/Savers-Value-Village-Inc.-Announces-Preliminary-Fourth-Quarter-and-Full-Year-Net-Sales-and-Participation-in-the-27th-Annual-ICR-Conference/default.aspx"
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                "url": "https://ir.savers.com/news/news-details/2025/Savers-Value-Village-Inc.-Announces-Preliminary-Fourth-Quarter-and-Full-Year-Net-Sales-and-Participation-in-the-27th-Annual-ICR-Conference/default.aspx"
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                    "source": "https://ir.aboutamazon.com/news-release/news-release-details/2024/Amazon.com-Announces-Fourth-Quarter-Results/"
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            "url": "https://ir.aboutamazon.com/news-release/news-release-details/2024/Amazon.com-Announces-Fourth-Quarter-Results/"
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                    "source": "https://www.prnewswire.com/news-releases/zillow-group-reports-third-quarter-2021-financial-results--shares-plan-to-wind-down-zillow-offers-operations-301414460.html"
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                "page_content": "[ Accessibility Statement ](https://www.cision.com/about/accessibility/) Skip\nNavigation\n\nSEATTLE  ,  Nov. 2, 2021  /PRNewswire/ -- Zillow Group, Inc. (NASDAQ:  Z  and\nZG), today announced consolidated financial results for the three months ended\nSept. 30, 2021  , and its plan to wind down Zillow Offers, the company's\niBuying service in which Zillow acts as the primary purchaser and seller of\nhomes.\n\n\"We've determined the unpredictability in forecasting home prices far exceeds\nwhat we anticipated and continuing to scale Zillow Offers would result in too\nmuch earnings and balance-sheet volatility,\" said Zillow Group co-founder and\nCEO  Rich Barton  . \"While we built and learned a tremendous amount operating\nZillow Offers, it served only a small portion of our customers. Our core\nbusiness and brand are strong, and we remain committed to creating an\nintegrated and digital real estate transaction that solves the pain points of\nbuyers and sellers while serving a wider audience.\"\n\nThe wind-down is expected to take several quarters and will include a\nreduction of Zillow's workforce by approximately 25%. \"The most difficult part\nof this decision is that it will impact many of our colleagues,\" Barton said.\n\"This is not something we take lightly. We are grateful for their efforts, and\nwe are committed to providing a smooth transition.\"\n\nThe company reported the following Q3 financial results:\n\n  * Consolidated Q3 revenue of  $1.7 billion  . \n    * IMT segment revenue growth of 16% year over year to  $480 million  , and Premier Agent revenue growth of 20% year over year to  $359 million  , both within the company's Q3 outlook ranges. \n    * Homes segment revenue of  $1.2 billion  , below the company's Q3 outlook of  $1.45 billion  at the midpoint of the range, due primarily to renovation and resale capacity constraints. \n    * Mortgages segment revenue growth of 30% year over year to  $70 million  , exceeding the high end of the company's outlook range. \n  * Consolidated GAAP net loss of  $328 million  in Q3. Segment income (loss) before income taxes of  $130 million  ,  $(422) million  and  $(6) million  for the IMT, Homes and Mortgages segments, respectively. \n  * Consolidated Adjusted EBITDA loss of  $169 million  with Adjusted EBITDA for the IMT and Mortgages segments exceeding the high end of the company's Q3 outlook. Adjusted EBITDA by segment of  $207 million  ,  $(381) million  and  $5 million  for the IMT, Homes and Mortgages segments, respectively. \n  * The company ended the third quarter with cash and investments of  $3.2 billion  . \n\nIncluded in the company's third-quarter financial results is a write-down of\ninventory of approximately  $304 million  within the Homes segment as a result\nof purchasing homes in Q3 at higher prices than the company's current\nestimates of future selling prices. The company further expects an additional\n$240 million  to  $265 million  of losses to be recognized in Q4 primarily on\nhomes it expects to purchase in Q4. Additionally, Homes segment Q3 revenue is\nbelow the company's previously provided outlook range due to resale capacity\nconstraints that pushed a number of closings into Q4 that were previously\nexpected to close in Q3.\n\nComplete financial results for the third quarter and outlook for the fourth\nquarter of 2021 can be found in the company's shareholder letter in the\nInvestor Relations section of Zillow Group's website at [\nhttps://investors.zillowgroup.com/investors/financials/quarterly-\nresults/default.aspx\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=4136189710&u=https%3A%2F%2Finvestors.zillowgroup.com%2Finvestors%2Ffinancials%2Fquarterly-\nresults%2Fdefault.aspx&a=https%3A%2F%2Finvestors.zillowgroup.com%2Finvestors%2Ffinancials%2Fquarterly-\nresults%2Fdefault.aspx) .\n\nFor more information about Zillow Group, please visit [\nhttps://investors.zillowgroup.com\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=3041711873&u=https%3A%2F%2Finvestors.zillowgroup.com%2F&a=https%3A%2F%2Finvestors.zillowgroup.com)\n.\n\n**Third Quarter 2021 Financial Highlights**\n\nThe following table sets forth Zillow Group's financial highlights for the\nperiods presented (in thousands, unaudited):\n\n  \n|  **Three Months Ended  \nSeptember 30, ** |    \n|  **2020 to  \n2021  \n% Change ** |    \n|  **Nine Months Ended  \nSeptember 30, ** |    \n|  **2020 to  \n2021  \n% Change **  \n---|---|---|---|---|---|---|---  \n  \n|  **2021** |    \n|  **2020** |    \n|  \n|  **2021** |    \n|  **2020** |    \n  \n**Revenue:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nHomes segment:  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nZillow Offers  |  $1,172,693  |    \n|  $185,904  |    \n|  531 %  |    \n|  $2,645,697  |    \n|  $1,408,832  |    \n|  88 %  \nOther (1)  |  13,465  |    \n|  1,201  |    \n|  1,021 %  |    \n|  21,758  |    \n|  2,398  |    \n|  807 %  \nTotal Homes segment revenue  |  1,186,158  |    \n|  187,105  |    \n|  534 %  |    \n|  2,667,455  |    \n|  1,411,230  |    \n|  89 %  \nIMT segment:  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nPremier Agent  |  358,852  |    \n|  298,673  |    \n|  20 %  |    \n|  1,041,924  |    \n|  732,741  |    \n|  42 %  \nOther (2)  |  121,343  |    \n|  116,716  |    \n|  4 %  |    \n|  360,689  |    \n|  293,653  |    \n|  23 %  \nTotal IMT segment revenue  |  480,195  |    \n|  415,389  |    \n|  16 %  |    \n|  1,402,613  |    \n|  1,026,394  |    \n|  37 %  \nMortgages segment  |  70,290  |    \n|  54,198  |    \n|  30 %  |    \n|  194,995  |    \n|  113,241  |    \n|  72 %  \nTotal revenue  |  $1,736,643  |    \n|  $656,692  |    \n|  164 %  |    \n|  $4,265,063  |    \n|  $2,550,865  |    \n|  67 %  \n**Other Financial Data:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nGross profit  |  $ 240,583  |    \n|  $412,919  |    \n|  \n|  \n|  $1,286,098  |    \n|  $1,027,211  |    \n|  \n  \nIncome (loss) before income taxes:  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nHomes segment  |  $ (421,604)  |    \n|  $ (75,617)  |    \n|  \n|  \n|  $ (539,424)  |    \n|  $ (253,633)  |    \n|  \n  \nIMT segment  |  130,151  |    \n|  139,956  |    \n|  \n|  \n|  407,299  |    \n|  117,615  |    \n|  \n  \nMortgages segment  |  (5,643)  |    \n|  10,594  |    \n|  \n|  \n|  (25,148)  |    \n|  (2,791)  |    \n|  \n  \nCorporate items (3)  |  (42,089)  |    \n|  (34,938)  |    \n|  \n|  \n|  (109,887)  |    \n|  (77,466)  |    \n|  \n  \nTotal income (loss) before income taxes  |  $ (339,185)  |    \n|  $ 39,995  |    \n|  \n|  \n|  $ (267,160)  |    \n|  $ (216,275)  |    \n|  \n  \nNet income (loss)  |  $ (328,174)  |    \n|  $ 39,570  |    \n|  \n|  \n|  $ (266,569)  |    \n|  $ (208,151)  |    \n|  \n  \nAdjusted EBITDA (4):  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nHomes segment  |  $ (380,783)  |    \n|  $ (59,176)  |    \n|  \n|  \n|  $ (443,823)  |    \n|  $ (195,079)  |    \n|  \n  \nIMT segment  |  206,870  |    \n|  195,465  |    \n|  \n|  \n|  633,216  |    \n|  353,044  |    \n|  \n  \nMortgages segment  |  5,172  |    \n|  15,895  |    \n|  \n|  \n|  5,622  |    \n|  15,177  |    \n|  \n  \nTotal Adjusted EBITDA  |  $ (168,741)  |    \n|  $152,184  |    \n|  \n|  \n|  $ 195,015  |    \n|  $ 173,142  |    \n|  \n  \n**Percentage of Revenue:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nGross profit  |  14 %  |    \n|  63 %  |    \n|  \n|  \n|  30 %  |    \n|  40 %  |    \n|  \n  \nIncome (loss) before income taxes:  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nHomes segment  |  (36)%  |    \n|  (40)%  |    \n|  \n|  \n|  (20)%  |    \n|  (18)%  |    \n|  \n  \nIMT segment  |  27 %  |    \n|  34 %  |    \n|  \n|  \n|  29 %  |    \n|  11 %  |    \n|  \n  \nMortgages segment  |  (8)%  |    \n|  20 %  |    \n|  \n|  \n|  (13)%  |    \n|  (2)%  |    \n|  \n  \nCorporate items (3)  |  N/A  |    \n|  N/A  |    \n|  \n|  \n|  N/A  |    \n|  N/A  |    \n|  \n  \nTotal income (loss) before income taxes  |  (20)%  |    \n|  6 %  |    \n|  \n|  \n|  (6)%  |    \n|  (8)%  |    \n|  \n  \nNet income (loss)  |  (19)%  |    \n|  6 %  |    \n|  \n|  \n|  (6)%  |    \n|  (8)%  |    \n|  \n  \nAdjusted EBITDA:  |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nHomes segment  |  (32)%  |    \n|  (32)%  |    \n|  \n|  \n|  (17)%  |    \n|  (14)%  |    \n|  \n  \nIMT segment  |  43 %  |    \n|  47 %  |    \n|  \n|  \n|  45 %  |    \n|  34 %  |    \n|  \n  \nMortgages segment  |  7 %  |    \n|  29 %  |    \n|  \n|  \n|  3 %  |    \n|  13 %  |    \n|  \n  \nTotal Adjusted EBITDA  |  (10)%  |    \n|  23 %  |    \n|  \n|  \n|  5 %  |    \n|  7 %  |    \n|  \n  \n  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \n(1) Other Homes segment revenue relates to revenue associated with the title\nand escrow services provided through Zillow Closing Services.  \n(2) Other IMT segment revenue includes revenue generated by rentals, new\nconstruction and display advertising, as well as revenue from the sale of\nvarious other advertising and business technology solutions for real estate\nprofessionals, including dotloop.  \n(3) Certain corporate items are not directly attributable to any of our\nsegments, including the gain (loss) on extinguishment of debt, interest income\nearned on our short-term investments included in other income and interest\ncosts on our convertible senior notes included in interest expense.  \n(4) Adjusted EBITDA is a non-GAAP financial measure; it is not calculated or\npresented in accordance with U.S. generally accepted accounting principles, or\nGAAP. See Exhibit 99.1 to our Form 8-K filed on November 2, 2021 for more\ninformation regarding our presentation of Adjusted EBITDA, including a\nreconciliation of Adjusted EBITDA to the most directly comparable GAAP\nfinancial measure, which is net income (loss) on a consolidated basis and\nincome (loss) before income taxes for each segment, for each of the periods\npresented.  \n  \n**Conference Call and Webcast Information**\n\nZillow Group co-founder and CEO  Rich Barton  and CFO  Allen Parker  will host\na live conference call to discuss the results today at  2 p.m. Pacific Time  (\n5 p.m. Eastern Time  ). A shareholder letter and link to both the live webcast\nand recorded replay of the call may be accessed in the Quarterly Results\nsection of Zillow Group's Investor Relations website. Participants must\nregister for the live call in advance at [\nhttps://dpregister.com/sreg/10160848/ee2af70ed0\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=4206890173&u=https%3A%2F%2Fdpregister.com%2Fsreg%2F10160848%2Fee2af70ed0&a=https%3A%2F%2Fdpregister.com%2Fsreg%2F10160848%2Fee2af70ed0)\nto receive emailed instructions. This preregistration process is designed to\nreduce delays due to operator congestion when accessing the live call.\n\n**Forward-Looking Statements**\n\nThis press release contains forward-looking statements within the meaning of\nSection 27A of the Securities Act of 1933 and Section 21E of the Securities\nExchange Act of 1934 that involve risks and uncertainties, including, without\nlimitation, statements regarding the future performance and operation of our\nbusiness, the expected amount and timing of charges, write-downs and cash\nexpenditures and expected wind down plans of the Zillow Offers operations, the\ncurrent and future health and stability of the residential housing market and\neconomy and our expectations regarding future shifts in behavior by consumers\nand employees. Statements containing words such as \"may,\" \"believe,\"\n\"anticipate,\" \"expect,\" \"intend,\" \"plan,\" \"project,\" \"predict,\" \"will,\"\n\"projections,\" \"continue,\" \"estimate,\" \"outlook,\" \"guidance,\" \"would,\"\n\"could,\" or similar expressions constitute forward-looking statements.\nForward-looking statements are made based on assumptions as of  November 2,\n2021  , and although we believe the expectations reflected in the forward-\nlooking statements are reasonable, we cannot guarantee these results.\nDifferences in Zillow Group's actual results from those described in these\nforward-looking statements may result from actions taken by Zillow Group as\nwell as from risks and uncertainties beyond Zillow Group's control.\n\nFactors that may contribute to such differences include, but are not limited\nto, disruptions in operations, including in our ability to complete the\npurchase of homes currently under contract and renovate, market and close on\nthe sale of homes currently in inventory during the wind down of Zillow\nOffers; disruptions in relationships with customers, suppliers, vendors,\nbroker partners, contractors, employees, lenders and consumers given our\ndecision to wind down our Zillow Offers operations; unanticipated developments\nthat may prevent, delay or increase the costs associated with our wind down\nactivities; our access to and the availability of financing on terms\nacceptable to us to finance the purchase of homes through Zillow Offers during\nthe wind down of Zillow Offers; the impact of the COVID-19 pandemic (including\nvariants) or other public health crises and any associated economic downturn\non Zillow Group's future financial position, operations and financial\nperformance; the magnitude, duration and severity of the COVID-19 pandemic and\nthe availability and widespread distribution and use of effective vaccines;\nthe impact of actions taken by governments, businesses and individuals in\nresponse to the COVID-19 pandemic, including changes in laws or regulations\nthat limit our ability to operate; the current and future health and stability\nof the economy, financial conditions and residential housing market, including\nany extended slowdown in the real estate markets as a result of the COVID-19\npandemic; changes in laws or regulations applicable to our business,\nemployees, products or services, including current and future laws,\nregulations and orders that limit Zillow Group's ability to operate in light\nof the COVID-19 pandemic; changes in general economic and financial conditions\nthat reduce demand for our products and services, lower our profitability or\nreduce Zillow Group's access to credit; actual or anticipated fluctuations in\nour financial condition and results of operations; changes in projected\noperational and financial results; addition or loss of significant customers;\nactual or anticipated changes in Zillow Group's growth rate relative to that\nof our competitors; acquisitions, strategic partnerships, joint ventures,\ncapital-raising activities or other corporate transactions or commitments by\nus or our competitors; actual or anticipated changes in technology, products,\nmarkets or services by us or our competitors; ability to obtain or maintain\nlicenses and permits to support Zillow Group's current and future businesses;\nability to comply with MLS rules and requirements to access and use listing\ndata, and to maintain or establish relationships with listings and data\nproviders; ability to operate our Zillow Offers and mortgage origination\nbusinesses, including the ability to obtain sufficient financing; fluctuations\nin the valuation of companies perceived by investors to be comparable to\nZillow Group; the impact of natural disasters and other catastrophic events;\nthe impact of pending or future litigation; and the issuance of new or updated\nresearch or reports by securities analysts.\n\nThe foregoing list of risks and uncertainties is illustrative but not\nexhaustive. For more information about potential factors that could affect\nZillow Group's business and financial results, please review the \"Risk\nFactors\" described in Zillow Group's Annual Report on Form 10-K for the year\nended December 31, 2020 and in future quarterly and annual reports. Except as\nmay be required by law, Zillow Group does not intend and undertakes no duty to\nupdate this information to reflect future events or circumstances.\n\n**Use of Non-GAAP Financial Measures**\n\nTo provide investors with additional information regarding our financial\nresults, this press release includes references to Adjusted EBITDA in total\nand for each segment, each a non-GAAP financial measure. We have provided a\nreconciliation below of Adjusted EBITDA in total to net income (loss) and\nAdjusted EBITDA by segment to income (loss) before income taxes for each\nsegment, the most directly comparable GAAP financial measures.\n\nAdjusted EBITDA is a key metric used by our management and board of directors\nto measure operating performance and trends and to prepare and approve our\nannual budget. In particular, the exclusion of certain expenses in calculating\nAdjusted EBITDA facilitates operating performance comparisons on a period-to-\nperiod basis.\n\nOur use of Adjusted EBITDA in total and for each segment has limitations as an\nanalytical tool, and you should not consider these measures in isolation or as\na substitute for analysis of our results as reported under GAAP. Some of these\nlimitations are:\n\n  * Adjusted EBITDA does not reflect our cash expenditures or future requirements for capital expenditures or contractual commitments; \n  * Adjusted EBITDA does not reflect changes in, or cash requirements for, our working capital needs; \n  * Adjusted EBITDA does not consider the potentially dilutive impact of share-based compensation; \n  * Although depreciation and amortization are non-cash charges, the assets being depreciated and amortized may have to be replaced in the future, and Adjusted EBITDA does not reflect cash capital expenditure requirements for such replacements or for new capital expenditure requirements; \n  * Adjusted EBITDA does not reflect impairment costs; \n  * Adjusted EBITDA does not reflect acquisition-related costs; \n  * Adjusted EBITDA does not reflect the gain (loss) on extinguishment of debt; \n  * Adjusted EBITDA does not reflect interest expense or other income; \n  * Adjusted EBITDA does not reflect income taxes; and \n  * Other companies, including companies in our own industry, may calculate Adjusted EBITDA differently than we do, limiting its usefulness as a comparative measure. \n\nBecause of these limitations, you should consider Adjusted EBITDA in total and\nfor each segment alongside other financial performance measures, including\nvarious cash flow metrics, net income (loss), income (loss) before income\ntaxes for each segment, and our other GAAP results.\n\n**About Zillow Group, Inc.**\n\nZillow Group, Inc. (NASDAQ:  Z  and ZG) is reimagining real estate to make it\neasier to unlock life's next chapter.\n\nAs the most visited real estate website in  the United States  , Zillow\u00ae and\nits affiliates offer customers an on-demand experience for selling, buying,\nrenting or financing with transparency and nearly seamless end-to-end service.\nZillow Offers\u00ae buys and sells homes directly in dozens of markets across the\ncountry, allowing sellers control over their timeline. Zillow Home Loans\u2122, our\naffiliate lender, provides our customers with an easy option to get pre-\napproved and secure financing for their next home purchase. Zillow recently\nlaunched Zillow Homes, Inc., a licensed brokerage entity, to streamline Zillow\nOffers transactions.\n\nZillow Group's brands, affiliates and subsidiaries include Zillow\u00ae, Zillow\nOffers\u00ae, Zillow Premier Agent\u00ae, Zillow Home Loans\u2122, Zillow Closing Services\u2122,\nZillow Homes, Inc., Trulia\u00ae, Out East\u00ae, ShowingTime\u00ae, Bridge Interactive\u00ae,\ndotloop\u00ae, StreetEasy\u00ae and HotPads\u00ae. Zillow Home Loans, LLC is an Equal Housing\nLender, NMLS #10287 ( [ www.nmlsconsumeraccess.org\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=2570482826&u=http%3A%2F%2Fwww.nmlsconsumeraccess.org%2F&a=www.nmlsconsumeraccess.org)\n).\n\nPlease visit [ http://investors.zillowgroup.com\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=270306184&u=http%3A%2F%2Finvestors.zillowgroup.com%2F&a=http%3A%2F%2Finvestors.zillowgroup.com)\n, [ www.zillowgroup.com/news\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=1725648147&u=http%3A%2F%2Fwww.zillowgroup.com%2Fnews&a=www.zillowgroup.com%2Fnews)\n, and [ www.twitter.com/zillowgroup\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=2955612879&u=http%3A%2F%2Fwww.twitter.com%2Fzillowgroup&a=www.twitter.com%2Fzillowgroup)\n, where Zillow Group discloses information about the company, its financial\ninformation, and its business that may be deemed material.\n\nThe Zillow Group logo is available at [\nhttp://zillowgroup.mediaroom.com/logos-photos\n](https://c212.net/c/link/?t=0&l=en&o=3343515-1&h=1528799035&u=http%3A%2F%2Fzillowgroup.mediaroom.com%2Flogos-\nphotos&a=http%3A%2F%2Fzillowgroup.mediaroom.com%2Flogos-photos) .\n\n(ZFIN)\n\n**Adjusted EBITDA**\n\nThe following tables present a reconciliation of Adjusted EBITDA to the most\ndirectly comparable GAAP financial measure, which is net income (loss) on a\nconsolidated basis and income (loss) before income taxes for each segment, for\neach of the periods presented (in thousands, unaudited):\n\n  \n|  **Three Months Ended  \nSeptember 30, 2021 **  \n---|---  \n  \n|  **Homes** |    \n|  **IMT** |    \n|  **Mortgages** |    \n|  **Corporate  \nItems (2) ** |    \n|  **Consolidated**  \n**Reconciliation of Adjusted EBITDA to Net Loss and Income (Loss) Before Income Taxes:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nNet loss (1)  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  $(328,174)  \nIncome taxes  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  (11,011)  \nIncome (loss) before income taxes  |  $(421,604)  |    \n|  $130,151  |    \n|  $ (5,643)  |    \n|  $ (42,089)  |    \n|  $(339,185)  \nOther income  |  (274)  |    \n|  \\-  |    \n|  (1,096)  |    \n|  (594)  |    \n|  (1,964)  \nDepreciation and amortization  |  5,357  |    \n|  22,747  |    \n|  2,142  |    \n|  \\-  |    \n|  30,246  \nShare-based compensation  |  20,009  |    \n|  50,737  |    \n|  8,659  |    \n|  \\-  |    \n|  79,405  \nAcquisition-related costs  |  \\-  |    \n|  3,235  |    \n|  \\-  |    \n|  \\-  |    \n|  3,235  \nLoss on extinguishment of debt  |  \\-  |    \n|  \\-  |    \n|  \\-  |    \n|  14,785  |    \n|  14,785  \nInterest expense  |  15,729  |    \n|  \\-  |    \n|  1,110  |    \n|  27,898  |    \n|  44,737  \nAdjusted EBITDA  |  $(380,783)  |    \n|  $206,870  |    \n|  $ 5,172  |    \n|  $ -  |    \n|  $(168,741)  \n  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \n  \n|  **Three Months Ended  \nSeptember 30, 2020 **  \n  \n|  **Homes** |    \n|  **IMT** |    \n|  **Mortgages** |    \n|  **Corporate  \nItems (2) ** |    \n|  **Consolidated**  \n**Reconciliation of Adjusted EBITDA to Net Income and Income (Loss) Before Income Taxes:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nNet income (1)  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  $ 39,570  \nIncome taxes  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  425  \nIncome (loss) before income taxes  |  $ (75,617)  |    \n|  $139,956  |    \n|  $ 10,594  |    \n|  $ (34,938)  |    \n|  $ 39,995  \nOther income  |  \\-  |    \n|  \\-  |    \n|  (636)  |    \n|  (2,382)  |    \n|  (3,018)  \nDepreciation and amortization  |  3,029  |    \n|  22,074  |    \n|  1,675  |    \n|  \\-  |    \n|  26,778  \nShare-based compensation  |  11,815  |    \n|  33,435  |    \n|  3,709  |    \n|  \\-  |    \n|  48,959  \nInterest expense  |  1,597  |    \n|  \\-  |    \n|  553  |    \n|  37,320  |    \n|  39,470  \nAdjusted EBITDA  |  $ (59,176)  |    \n|  $195,465  |    \n|  $ 15,895  |    \n|  $ -  |    \n|  $ 152,184  \n  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \n  \n|  **Nine Months Ended  \nSeptember 30, 2021 **  \n  \n|  **Homes** |    \n|  **IMT** |    \n|  **Mortgages** |    \n|  **Corporate  \nItems (2) ** |    \n|  **Consolidated**  \n**Reconciliation of Adjusted EBITDA to Net Loss and Income (Loss) Before Income Taxes:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nNet loss (1)  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  $(266,569)  \nIncome taxes  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  (591)  \nIncome (loss) before income taxes  |  $(539,424)  |    \n|  $407,299  |    \n|  $ (25,148)  |    \n|  $ (109,887)  |    \n|  $(267,160)  \nOther income  |  (274)  |    \n|  \\-  |    \n|  (3,834)  |    \n|  (1,882)  |    \n|  (5,990)  \nDepreciation and amortization  |  14,383  |    \n|  67,703  |    \n|  6,042  |    \n|  \\-  |    \n|  88,128  \nShare-based compensation  |  56,425  |    \n|  150,491  |    \n|  24,557  |    \n|  \\-  |    \n|  231,473  \nAcquisition-related costs  |  \\-  |    \n|  7,723  |    \n|  \\-  |    \n|  \\-  |    \n|  7,723  \nLoss on extinguishment of debt  |  \\-  |    \n|  \\-  |    \n|  \\-  |    \n|  17,119  |    \n|  17,119  \nInterest expense  |  25,067  |    \n|  \\-  |    \n|  4,005  |    \n|  94,650  |    \n|  123,722  \nAdjusted EBITDA  |  $(443,823)  |    \n|  $633,216  |    \n|  $ 5,622  |    \n|  $ -  |    \n|  $ 195,015  \n  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \n  \n|  **Nine Months Ended  \nSeptember 30, 2020 **  \n  \n|  **Homes** |    \n|  **IMT** |    \n|  **Mortgages** |    \n|  **Corporate  \nItems (2) ** |    \n|  **Consolidated**  \n**Reconciliation of Adjusted EBITDA to Net Loss and Income (Loss) Before Income Taxes:** |    \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \nNet loss (1)  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  $(208,151)  \nIncome taxes  |  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  N/A  |    \n|  (8,124)  \nIncome (loss) before income taxes  |  $(253,633)  |    \n|  $117,615  |    \n|  $ (2,791)  |    \n|  $ (77,466)  |    \n|  $(216,275)  \nOther income  |  \\-  |    \n|  (5,300)  |    \n|  (1,223)  |    \n|  (16,203)  |    \n|  (22,726)  \nDepreciation and amortization  |  9,201  |    \n|  67,889  |    \n|  4,887  |    \n|  \\-  |    \n|  81,977  \nShare-based compensation  |  35,847  |    \n|  98,940  |    \n|  10,318  |    \n|  \\-  |    \n|  145,105  \nGain on extinguishment of debt  |  \\-  |    \n|  \\-  |    \n|  \\-  |    \n|  (6,391)  |    \n|  (6,391)  \nImpairment costs  |  \\-  |    \n|  73,900  |    \n|  2,900  |    \n|  \\-  |    \n|  76,800  \nInterest expense  |  13,506  |    \n|  \\-  |    \n|  1,086  |    \n|  100,060  |    \n|  114,652  \nAdjusted EBITDA  |  $(195,079)  |    \n|  $353,044  |    \n|  $ 15,177  |    \n|  $ -  |    \n|  $ 173,142  \n  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n|  \n  \n(1) We use income (loss) before income taxes as our profitability measure in\nmaking operating decisions and assessing the performance of our segments,\ntherefore, net income (loss) and income tax benefit (expense) are calculated\nand presented only on a consolidated basis within our financial statements.  \n(2) Certain corporate items are not directly attributable to any of our\nsegments, including the gain (loss) on extinguishment of debt, interest income\nearned on our short-term investments included in other income and interest\ncosts on our convertible senior notes included in interest expense.  \n  \nSOURCE Zillow Group\n\n####  Related Links\n\n[ www.zillowgroup.com ](http://www.zillowgroup.com \"Link to\nhttp://www.zillowgroup.com\")  \n\n##  WANT YOUR COMPANY'S NEWS  FEATURED ON PRNEWSWIRE.COM?\n\n440k+  \nNewsrooms &  \nInfluencers\n\n9k+  \nDigital Media  \nOutlets\n\n270k+  \nJournalists  \nOpted In\n\n[ GET STARTED ](https://www.prnewswire.com/account/online-membership-\nform/?site_refer=press-release-widget)\n\n###  Modal title\n\n##  Contact PR Newswire\n\n  * [ Call PR Newswire at 888-776-0942 ](tel:Call%20PR%20Newswire%20at%20888-776-0942) from 8 AM - 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                "url": "https://www.prnewswire.com/news-releases/zillow-group-reports-third-quarter-2021-financial-results--shares-plan-to-wind-down-zillow-offers-operations-301414460.html"
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                    "origin": "public",
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                    "source": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
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                "page_content": "#  Investor Relations\n\nWallenius Wilhelmsen strives to be available and to pursue a professional,\ntransparent and active dialogue with investors and analysts. Wallenius\nWilhelmsen is committed to disclose and share relevant information in a\ntimely, reliable and accurate manner with all financial stakeholders in\naccordance with relevant legal requirements and sound corporate governance\nprinciples. The objective is to ensure equal treatment of all stakeholders and\nfair valuation of the Wallenius Wilhelmsen share.\n\n[ Subscribe to stock exchange notices\n](https://live.euronext.com/en/listview/company-press-release/170741) [ Stock\nprice development\n](https://live.euronext.com/en/product/equities/NO0010571680-XOSL)\n\n9,500+\n\nEmployees across 28 countries\n\n~125\n\nVessels in operation\n\n7\n\nTerminals\n\n66\n\nProcessing centers\n\nInvestor relations policy\n\nThis investor relations policy (the \"IR Policy\") applies to Wallenius\nWilhelmsen ASA (\"WAWI\" or the \"Company,\" and together with its consolidated\nsubsidiaries, the \"Group\"). **  \n  \n  \nPurpose **  \nThe IR Policy shall help WAWI build trust and awareness in the investor\ncommunity by ensuring that investor relations activities comply with relevant\nrules, regulations, and recommended practices.  \n  \nThe IR Policy aims to ensure that WAWI appropriately provides adequate,\ntimely, and trustworthy disclosure of relevant information to the financial\ncommunity. Furthermore, the communication with the market shall be based on\ntransparency and equal treatment of all stakeholders and be in accordance with\nrelevant legal requirements and sound corporate governance principles. **  \n  \n  \nShareholder contact and communication with the financial market **  \nThe IR team is responsible for all contact with WAWI shareholders on behalf of\nthe Company. The objective is to provide sufficient information on a timely\nbasis to all market participants to ensure a fair valuation of WAWI shares.\nAll WAWI shareholders shall receive equal treatment to access the company's\ninformation.  \n  \nWAWI holds regular meetings with analysts, investors, media, and employees,\nall material and latest information are shared via main communication channels\n\u00e2\u0080\u0093 stock exchange releases, press releases, and the Company webpage\n(www.walleniuswilhelmsen.com). This ensures that identical information is made\navailable simultaneously to all audiences. WAWI will provide a consistent\nlevel of information regardless of whether the news is positive or negative.\n**  \n  \n  \nDisclosure of Information **  \nWAWI provides a prospects statement each quarter including information on\noutlook and potential risks but does not guide on results. The IR team will\nalways put their best efforts into providing comprehensive and informative\nanswers to investors and analysts. However, WAWI will not aim to influence the\nanalyst's recommendations, opinions, and conclusions. **  \n  \n  \nAuthorizations **  \nWAWI spokespersons to financial markets are the Chief Executive Officer, the\nChief Financial Officer, VP Investor Relations, and/or others authorized by\nthese. Questions from investors and financial analysts to other WAWI personnel\nshall be referred to IR. All meetings with investors and financial analysts\nshall be arranged/coordinated by IR, and presentation materials for such\nmeetings shall be prepared or approved by the IR team.  \n**  \n  \nIR events **  \nBased on demand and Company initiative, management will regularly participate\nin meetings with international and domestic investors, analysts, and media, to\nraise awareness of and create interest in the Company. WAWI communicates with\nall investors and analysts through organizing:  \n  \n\u00e2\u0080\u0090 Annual general meeting (annually)  \n\\- Quarterly results presentations (quarterly)  \n\u00e2\u0080\u0090 Investor and analyst meetings  \n\u00e2\u0080\u0090 Capital market days  \n\\- Other events such as conferences and seminars  \n**  \n  \nSilent Period **  \nFour weeks before the planned release of quarterly financial reports \u00e2\u0080\u0093 the\nsilent period \u00e2\u0080\u0093 the company will not comment on matters related to its\ngeneral financial results or expectations, and contact with external analysts,\ninvestors and journalists will be minimized. The purpose of a silent period is\nto reduce the risk of information leaks and of providing potentially unequal\ninformation to the market. **  \n  \n  \nCompliance **  \nWallenius Wilhelmsen ASA shall comply with relevant regulations for companies\nlisted on the Oslo Stock Exchange.  \n  \n  \nUpdated: 08.02.2023\n\nFinancial calendar\n\nFour weeks before the announcement of quarterly results, Wallenius Wilhelmsen\npractices a \"silent period\" meaning that contact with external analysts,\ninvestors and journalists is minimized. This is done to minimize the risk of\ninformation leaks and potentially unequal information in the marketplace\n\n###  Financial events\n\nEvent  |  Date   \n---|---  \nQ4 2024 - Quarterly Report  |  12 February 2025   \n2024 - Annual report  |  21 March 2025   \nAnnual General Meeting  |  29 April 2025   \nQ1 2025 - Quarterly Report  |  08 May 2025   \nQ2 2025 - Quarterly Report  |  12 August 2025   \nQ3 2025 - Quarterly Report  |  05 November 2025   \n  \n  \n  \n\nFour weeks before the announcement of quarterly results, Wallenius Wilhelmsen\npractices a \"silent period\" meaning that contact with external analysts,\ninvestors and journalists is minimized. This is done to minimize the risk of\ninformation leaks and potentially unequal information in the marketplace\n\n###  Financial events\n\nEvent  |  Date   \n---|---  \nQ4 2023 - Quarterly Report  |  14 February 2024   \n2023 - Annual report  |  15 March 2024   \nAnnual General Meeting  |  30 April 2024   \nQ1 2024 - Quarterly Report  |  08 May 2024   \nQ2 2024 - Quarterly Report  |  13 August 2024   \nQ3 2024 - Quarterly Report  |  30 October 2024   \n  \nAnnual report 2024\n\n  \n[ View report ](https://www.walleniuswilhelmsen.com/who-we-\nare/investors/annual-report)\n\nReports and presentation\n\n* * *\n\n[ 2024 Capital Markets Day Presentation ](/storage/images/Wallenius-\nWilhelmsen-2024-CMD.pdf)  \n---  \n  \n[ Climate risk investor presentation August 2023 ](/storage/images/Wallenius-\nWilhelmsen-climate-risk-investor-meeting.pdf)  \n---  \n[ Sustainability-linked bond presentation August 2023\n](/storage/images/230814-WAWI-Bond-Investor-Presentation.pdf)  \n[ Investor presentation March 2023 ](/storage/downloads/WAWI-investor-\npresentation.pdf)  \n[ Sustainability investor presentation January 2023\n](/storage/images/230118-WAWI-Sustainability-investor-presentation.pdf)  \n  \n[ Investor Presentation December 2022 ](/storage/images/WAWI-investor-\npresentation-December.pdf)  \n---  \n[ Investor Presentation January 2022\n](https://www.walleniuswilhelmsen.com/storage/downloads/220111-WAWI-Investor-\nPresentation-SEB-Nordic-Seminar.pdf)  \n[ Sustainability investor presentation February 2022\n](https://www.walleniuswilhelmsen.com/storage/downloads/220218-WalWil-\ninvestor-climate-risk-meeting.pdf)  \n[ Sustainability-linked bond presentation April 2022\n](/storage/images/220404-WAWI-SLB-Investor-Presentation.pdf)  \n  \n[ Investor Presentation January 2021\n](https://www.walleniuswilhelmsen.com/storage/images/210104-WALWIL_SEB-Nordic-\nSeminar-2021pdf.pdf)  \n---  \n[ Fixed Income Investor calls August 2021\n](https://www.walleniuswilhelmsen.com/storage/images/210818-WAWI-Bond-\nInvestor-Presentation.pdf)  \n  \n[ Annual Report 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/images/Wallenius-\nWilhelmsen_Annual-Report-2020.pdf)  \n---  \n[ Investor Presentation April 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/Investor-presentation-\nApril-2020.pdf)  \n[ Fixed Income Investor calls August 2020 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/images/Wallenius-Wilhelmsen-\nFixed-income-investor-presentation-Aug-2020.pdf)  \n  \n[ Sustainability report 2019\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius-Wilhelmsen-\nSustainability-Report-2019.pdf)  \n---  \n[ Annual report 2019\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius-Wilhelmsen-\nAnnual-Report-2019.pdf)  \n[ Capital markets day (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/wallenius-wilhelmsen-\ncapital-markets-day-2019_191119_114442.pdf)  \n[ Capital markets day (watch recording)\n](https://companycast.live/webcast/3e3089y2/)  \n  \n[ Sustainability report 2018\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius_Wilhelmsen_Sustainability_report_2018.pdf)  \n---  \n[ Annual report 2018\n](https://www.walleniuswilhelmsen.com/storage/downloads/Wallenius_Wilhelmsen_Annual_report_2018.pdf)  \n[ Capital Markets Day 2018 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/2018-capital-markets-\nday-presentations.pdf)  \n[ Capital Markets Day 2018 (recording)\n](https://companycast.live/webcast/2e51patc/)  \n[ Roadshow ](https://www.walleniuswilhelmsen.com/storage/downloads/wallenius-\nwilhelmsen-asa-fixed-income-roadshow-aug-2018.pdf)  \n  \n[ Annual report ](/storage/images/WWL-Annual-Report-2017.pdf)  \n---  \n[ Capital Markets Day 2017 (pdf)\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-capital-\nmarkets-day-2017.pdf)  \n[ Roadshow ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-\nroadshow-2017.pdf)  \n  \n[ Annual report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nannual-report-2016.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2015-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2014-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2013-English-PDF.pdf)  \n---  \n  \n[ Annual Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Annual-Report-\nfor-period-end-31-Dec-2012-English-PDF.pdf)  \n---  \n  \nQ1\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q1-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q1-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q1-2024-Fact-Sheet-v1.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240508_8)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q2-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q2-Quarterly-\npresentation_2024-08-13-113822_wgok.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q2-2024-Fact-Sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240813_1)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q3-2024.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-24-Q3-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q3-2024-Fact-Sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20241030_2/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q4-2024-report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q4-24-Quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q4-2024-Fact-Sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20250212_6)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Q1-2023-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q1-2023-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230504_6/)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Q2-2023-quarterly-report-Wallenius-Wilhelmsen.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q2-quarterly-\npresentation.pdf)\n\n[ Fact sheet ](/storage/images/Q2-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230815_1/)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q3-2023-Quarterly-Report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-23-Q3-quarterly-\npresentation.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q3-2023-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20231101_6/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/images/Wallenius-Wilhelmsen-Q4-2023-Quarterly-Report.pdf)\n\n[ Presentation ](/storage/images/Wallenius-Wilhelmsen-Q4-Quarterly-\npresentation_2024-02-15-184215_upoa.pdf)\n\n[ Factsheet ](/storage/images/Wallenius-Wilhelmsen-Q4-2023-Fact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20240214_6)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Q1-2022-quarterly-report-and-financial-results.pdf)\n\n[ Presentation ](/storage/images/Q1-2022-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2022-IR-fact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/landingpage/hegnarmedia/20220504_10/)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Q2-2022-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q2-2022-quarterly-presentation_updated.pdf)\n\n[ Fact sheet ](/storage/images/Q2-2022-IR-fact-sheet-1.xlsx)\n\n[ Webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fchannel.royalcast.com%2Flandingpage%2Fhegnarmedia%2F20220817_12%2F&data=05%7C01%7CAndre.Ediassen%40walwil.com%7C537acad625584733d69f08da73a98c9b%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C637949469295329085%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=GEkOJhdGj2XvVqKxaXgoKd2Bn%2FTpkzRNBPspJgUkEQc%3D&reserved=0)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Q3-2022-quarterly-report.pdf)\n\n[ Presentation ](/storage/images/Q3-2022-quarterly-presentation_final.pdf)\n\n[ Fact sheet ](/storage/downloads/Q3-2022-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20221102_8/)\n\nQ4\n\n* * *\n\n[ Report ](/storage/downloads/Q4-2022-report.pdf)\n\n[ Presentation ](/storage/downloads/Q4-2022-quarterly-presentation.pdf)\n\n[ Fact sheet ](/storage/downloads/Q4-2022-Fact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20230208_5/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-Quarterly-report-\nand-results_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-Quarterly-report-\npresentation_final.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q1-2021-IR-\nfact-sheet_final.xlsx)\n\n[ Webcast\n](https://event.on24.com/wcc/r/3163064/778ECDA7E45424EC75800319E78AFF39)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-WAWI-\nfinancial-report-and-results_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-WAWI-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2021-IR-\nfact-sheet_final2.xlsx)\n\n[ Webcast\n](https://event.on24.com/wcc/r/3359287/8BF726C4DF6FC6AE03FCA6390714482F)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-WAWI-\nquarterly-report-and-financial-results.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-WAWI-\nQuarterly-report-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q3-2021-IR-fact-\nsheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20211110_5/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-Quarterly-\nreport-and-results.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-Quarterly-\nreport-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2021-IR-fact-\nsheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20220209_6)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-Quarterly-\nreport-to-market.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-Quarterly-\nreport-presentation_Final.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q1-2020-IR-fact-\nsheet_corr.xlsx)\n\n[ Webcast ](https://companycast.live/player/17e71222/)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-Quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q2-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/5462e604/)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-Quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q3-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast\n](https://channel.royalcast.com/hegnarmedia/#!/hegnarmedia/20201111_6)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-quarterly-\nreport_final.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-Quarterly-report-\npresentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Q4-2020-IR-\nfact-sheet.xlsx)\n\n[ Webcast ](https://channel.royalcast.com/landingpage/hegnarmedia/20210210_2/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2019-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/4e58gf1p/)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2019-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/29e60qgh/)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Quarterly-report-presentation.pdf)\n\n[ Fact sheet ](https://www.walleniuswilhelmsen.com/storage/images/Investor-\nrelations/Q3-2019/Q3-2019-Fact-sheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/8e43lsmy/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Quarterly-\nreport-19-Feb.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Quarterly-\nreport-presentation_FINAL-corrected.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/Q4-2019-Fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/4e25wbdk/)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1-2018-presentation.pdf)\n\n[ Fact sheet ](/storage/images/Q1-2021-IR-fact-sheet_final.xlsx)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=83480728)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-quarterly-\nreport.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q2-2018-fact-\nsheet.xlsx)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=93227007)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-quarterly-\npresentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2018-fact-\nsheet.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/55e48xqx/)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-report.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-presentation.pdf)\n\n[ Fact sheet\n](https://www.walleniuswilhelmsen.com/storage/downloads/q4-2018-fact-\nsheet_corrected.xlsx)\n\n[ Webcast ](https://companycast.live/webcast/8e50bmam/)\n\nQ1\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q1-2017-report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q1-2017-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=54324087)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q2-2017-report.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q2-2017-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=58380163)\n\nQ3\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q3-17-report-and-financial-statement.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q3-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=67474006)\n\nQ4\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-asa-\nreport-to-market-q4-17.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwl-\nasa-q4-17-presentation.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=77790832)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q1_2016_wwasa_quarterly-\nreport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-finance-presentation-q1-2016-web-ose.pdf)\n\nQ2\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q2_2016_finalreport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q2-2016.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=35349485)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3_2016_wwasa_final_pdf.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q3-2016.pdf)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q4_2016_final.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q4-2016_webcast.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=45035812)\n\nQ1\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-q1-2015-raport.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q1-2015.pdf)\n\nQ2\n\n* * *\n\n[ Report ](https://www.walleniuswilhelmsen.com/storage/downloads/full-\nreport-q2-2015_wwasa.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-1-slide-pdf-\nmarket-and-finance-presentation-q2-2015.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=21826298)\n\nQ3\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/q3-2015_wwasa.pdf)\n\n[ Presentation\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q32015_finance-\nand-market-presentation.pdf)\n\nQ4\n\n* * *\n\n[ Report\n](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa_q4_2015_final.pdf)\n\n[ Presentation ](https://www.walleniuswilhelmsen.com/storage/downloads/wwasa-\nmarket-and-finance-presentation-q4-2015.pdf)\n\n[ Webcast ](http://webtv.hegnar.no/presentation.php?webcastId=29655723)\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2014-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2014-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2014-English-PDF.pdf)\n\nQ4\n\n* * *\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2013-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2013-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2013-English-PDF.pdf)\n\nQ4\n\n* * *\n\nQ1\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q1-Interim-Report-\nfor-period-end-31-Mar-2012-English-PDF.pdf)\n\nQ2\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q2-Interim-Report-\nfor-period-end-30-Jun-2012-English-PDF.pdf)\n\nQ3\n\n* * *\n\n[ Report ](/storage/images/Wilh.-Wilhelmsen-ASA-WWASA-NO-Q3-Interim-Report-\nfor-period-end-30-Sep-2012-English-PDF-2-_-3.pdf)\n\nQ4\n\n* * *\n\nStock exchange notice\n\n[ See all ](https://www.walleniuswilhelmsen.com/who-we-are/investors/stock-\nexchange-notices)\n\n15/04/2025\n\n[ Interest Adjustment ](https://newsweb.oslobors.no/message/643832)\n\n10/04/2025\n\n[ Wallenius Wilhelmsen: Update on the sale of MIRRAT - ACCC approval\n](https://newsweb.oslobors.no/message/643359)\n\n04/04/2025\n\n[ Wallenius Wilhelmsen ASA: Notice of Annual General Meeting\n](https://newsweb.oslobors.no/message/643065)\n\n28/03/2025\n\n[ Wallenius Wilhelmsen signs a five-year contract with European OEM\n](https://newsweb.oslobors.no/message/642469)\n\n26/03/2025\n\n[ Wallenius Wilhelmsen ASA: Ex dividend of USD 1.24 today\n](https://newsweb.oslobors.no/message/642225)\n\n[ Click here to see and subscribe to the latest stock exchange notices and\npress releases.  ](https://live.euronext.com/en/listview/company-press-\nrelease/170741#subscribe)\n\n__\n\nDividends\n\n**Dividend policy**  \n  \n\"Wallenius Wilhelmsen\u00e2\u0080\u0099s objective is to provide shareholders with a\ncompetitive return over time through a combination of rising value for the\nWallenius Wilhelmsen share and payment of regular dividend payments to the\nshareholders.\n\nThe Board targets a dividend which over time shall constitute 30-50% of the\ncompany\u00e2\u0080\u0099s profit after tax on an annual basis. The dividend will be declared\nand paid on a semi-annual basis. The size of the dividend will be derived and\npaid based on the reported net profit for the first and second half of each\nfiscal year, respectively. Dividends will be declared in USD and paid in NOK.  \n  \nWhen determining the size of the dividend, the Board will consider its\nfinancial targets, near-term market outlook, the group\u00e2\u0080\u0099s financial position,\nfuture capital requirements, as well as other relevant factors such as\nextraordinary effects.  \n  \nFurthermore, the Board may from time to time, taking into consideration the\nfinancial position of the company, consider extraordinary dividends and/or\nshare buybacks to enhance shareholder returns.\"  \n  \nUpdated 08.05.2024\n\nEx-dividend date  |  Pay date  |  Fiscal year  |  Dividend, USD  |  Exchange rate  |  Dividend, NOK   \n---|---|---|---|---|---  \n26.03.2025  |  28.04.2025  |  2024  |  1.24  |  |   \n25.09.2024  |  10.10.1024  |  2024  |  0.61  |  10.48376  |  6.395094   \n25.09.2024  |  10.10.2024  |  2023  |  0.46  |  10.48376  |  4.82253   \n22.05.2024  |  29.05.2024  |  2023  |  0.68  |  10.92889  |  7.43164   \n09.11.2023  |  22.11.2023  |  2022  |  0.34  |  11.1625  |  3.79525   \n27.04.2023  |  10.05.2023  |  2022  |  0.51  |  10.6160  |  5.41416   \n09.11.2022  |  22.11.2022  |  2021  |  0.06  |  10.2533  |  0.6152   \n27.04.2022  |  10.05.2022  |  2021  |  0.09  |  9.1750  |  0.82575   \n12.11.2019  |  21.11.2019  |  2018  |  0.06  |  9.1374  |  0.54824   \n26.04.2019  |  09.05.2019  |  2018  |  0.06  |  8.6850  |  0.5211   \n12.11.2015  |  26.11.2015  |  2014  |  n/a  |  n/a  |  0.50   \n24.04.2015  |  07.05.2015  |  2014  |  n/a  |  n/a  |  1.00   \n14.11.2014  |  27.11.2014  |  2014  |  n/a  |  n/a  |  1.00   \n25.04.2014  |  08.05.2014  |  2013  |  n/a  |  n/a  |  1.00   \n28.11.2013  |  10.12.2013  |  2013  |  n/a  |  n/a  |  0.75   \n26.04.2013  |  14.05.2013  |  2012  |  n/a  |  n/a  |  4.00   \n14.11.2012  |  27.11.2012  |  2012  |  n/a  |  n/a  |  1.00   \n27.04.2012  |  09.05.2012  |  2011  |  n/a  |  n/a  |  0.65   \n07.12.2011  |  20.12.2011  |  2011  |  n/a  |  n/a  |  0.50   \n29.04.2011  |  10.05.2011  |  2010  |  n/a  |  n/a  |  0.50   \n  \n  \n\nGeneral meetings\n\n###  2025\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Wallenius-Wilhelmsen-ASA-Notice-AGM-2025.pdf)  \n\n[ Recommendations by the nomination committee 2025 ](/storage/images/Investor-\nrelations/AGM-2025/Recommendations-by-the-nomination-committee-2025.pdf)  \n\n[ Line Hestvik - Curriculum Vitae ](/storage/images/Investor-\nrelations/AGM-2025/Line-Hestvik-Curriculum-Vitae.pdf)\n\n[ Online voting/registration form\n](https://investor.vps.no/gm/logOn.htm?token=267f68dd8483fb8fd238e0e584d70f416ed51cb2&validTo=1748516400000&oppdragsId=20250404VPLL39U0)  \n\n###  2024\n\n[ Signed minutes with votes AGM 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Signert protokoll med stemmer GF 2024 Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-GF-2024-Wallenius-Wilhelmsen-\nASA.pdf)\n\n[ Votes AGM 2024 Wallenius Wilhelmsen ASA ](/storage/images/Votes-\nAGM-2024-Wallenius-Wilhelmsen-ASA.pdf)\n\n[ WW ASA AGM 30 April 2024 Presentation ](/storage/images/WW-ASA-\nAGM-30-April-2024_Presentation.pdf)\n\n[ Link to AGM 2024 webcast ](https://walleniuswilhelmsen.portal.vp.dk/logon/)  \n\n[ Wallenius Wilhelmsen ASA Notice AGM 2024 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2024.pdf)\n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code)\n](https://walleniuswilhelmsen.portal.vp.dk/logon/)\n\n[ Recommendations by the nomination committee 2024\n](/storage/images/Recommendations-by-the-nomination-committee-2024.pdf)\n\n[ Magnus Groth - CV ](/storage/images/MG-CV.pdf)\n\n###  2023\n\n  \n\n[ Signed minutes with votes AGM 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Minutes-AGM-Wallenius-Wilhelmsen-ASA-26-April-2023_en.pdf)\n\n[ Signert protokoll med stemmer GF 2023 - Wallenius Wilhelmsen ASA\n](/storage/images/Protokoll-AGM-Wallenius-Wilhelmsen-ASA-26.april-2023_no.pdf)\n\n[ Votes AGM 2023 Wallenius Wilhelmsen ASA ](/storage/images/votes-AGM-\nWallenius-Wilhelmsen-ASA_en.pdf)\n\n[ Presentation ](/storage/images/WW-ASA-AGM-26-April-2023_Final.pptx)\n\n[ Link to AGM 2023 webcast\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwalleniuswilhelmsen.portal.vp.dk%2Flogon%2F&data=05%7C01%7CAndre.Ediassen%40walwil.com%7C908c82e98001407eb5c308db4003e2aa%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C638174157664773504%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=0ZTQgngxZNxCFyhFM4UNMnVLLpefUnb6UtL%2BMZ%2B2Gus%3D&reserved=0)  \n\n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=1b9aafc90de3b7aedba7d3032f68ce96de133d86&validTo=1685098800000&oppdragsId=20230331VPM8MXU0)\n[  \n](/storage/images/Wallenius-Wilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Wallenius Wilhelmsen ASA Notice AGM 2023 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2023.pdf)\n\n[ Recommendations by the Nomination committee 2023\n](/storage/images/Recommendations-by-the-Nomination-committee-2023.docx)  \n\n  \n\n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_en.pdf)  \n---  \n[ Signert protokoll med stemmer GF 2022 - Wallenius Wilhelmsen ASA\n](/storage/downloads/Protokoll_no.pdf)  \n[ Stemmer AGM 2022 Wallenius Wilhelmsen ASA\n](/storage/downloads/Votes_Stemmer-AGM-2022-Wallenius-Wilhelmsen-ASA.pdf)  \n[ Online voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): Click here to vote/register\n](https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Finvestor.vps.no%2Fgm%2FlogOn.htm%3Ftoken%3D5e38c6f8ac0f0006f0cd2a426c6292dd9168a8df%26validTo%3D1653562800000%26oppdragsId%3D20220405VPJQRVU0&data=04%7C01%7CAndre.Ediassen%40walwil.com%7Cf797df69819941a7bdad08da16e0f0a8%7Ccdffb2cf96864fe1ae6424e2074f2a7e%7C0%7C0%7C637847452613935476%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=O5Dwh%2BprWECtXh0rHZTkxrTCqWqkNw1P9ExvssLzn%2BQ%3D&reserved=0)  \n[ Wallenius Wilhelmsen ASA Notice AGM 2022 ](/storage/downloads/Notice-AGM-\nWalWil-ASA_2022-FINAL-KSB-1.docx)  \n[ Recommendations by the Nomination Committee 2022\n](/storage/images/Recommendations-by-the-Nomination-Committee-2022.pdf)  \n[ Link to AGM 2022 webcast ](https://teams.microsoft.com/l/meetup-\njoin/19%3Ameeting_YmEwZTM1ZTQtMDhmYy00OTc2LTkzOWItMmRiYmRlMDlhNjk0%40thread.v2/0?context=%7B%22Tid%22%3A%22cdffb2cf-9686-4fe1-ae64-24e2074f2a7e%22%2C%22Oid%22%3A%222b13fdaf-51a6-480a-a1e0-a5d2618355aa%22%2C%22IsBroadcastMeeting%22%3Atrue%7D)  \n  \n[ Signed minutes with votes AGM 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signed-minutes-with-votes-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf)  \n---  \n[ Signert protokoll med stemmer GF 2021 - Wallenius Wilhelmsen ASA\n](/storage/images/Signert-protokoll-med-stemmer-AGM-2021-Wallenius-Wilhelmsen-\nASA.pdf)  \n[ Link to AGM 2021 webcast ](https://companycast.live/player/3e-80sed/) \\-\nApril 21, 2021; 1300 CET  \n[ Wallenius Wilhelmsen ASA Notice AGM 2021 ](/storage/images/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2021.pdf)  \n[ Recommendations by the nomination committee\n](/storage/images/Recommendations-by-the-nomination-committee.pdf)  \n[ Guidelines for salary and other remuneration to leading personnel in\nWallenius Wilhelmsen ](/storage/images/Guidelines-for-salary-and-other-\nremuneration-to-leading-personnel-in-Wallenius-Wilhelmsen.pdf)  \nOnline voting/registration form (for shareholders only using separately\nreceived ref. no. and PIN code): [ Click here to vote/register\n](https://investor.vps.no/gm/logOn.htm?token=07b2deaada2ebad824a2384551701beed702908f&validTo=1621594800000&oppdragsId=20210326VPPBCVU0)  \n  \n[ Notice AGM 2020 Wallenius Wilhelmsen ASA ](/storage/downloads/Notice-AGM-\nWallenius-Wilhelmsen-ASA-2020.pdf)  \n  \n---  \n[ Addendum to the recommendations by the nomination committee 2020\n](/storage/downloads/2020-04-14-Addendum-to-the-recommendations-by-the-\nnomination-committee-2020-1.pdf)  \n  \n[ Recommendations by the nomination committee\n](/storage/downloads/Recommendations-by-the-nomination-committee-2020-1.pdf)  \n[ Signed minutes AGM with votes Wallenius Wilhelmsen ASA\n](/storage/downloads/Signed-minutes-AGM-with-votes-Wallenius-Wilhelmsen-\nASA.pdf)  \n[ Signert protokoll m stemmer GF Wallenius Wilhelmsen ASA\n](/storage/downloads/Signert-protokoll-m.-stemmer-GF-Wallenius-Wilhelmsen-\nASA.pdf)  \n  \n[ Wallenius Wilhelmsen ASA - Notice AGM 2019 ](/storage/downloads/Wallenius-\nWilhelmsen-ASA-Notice-AGM-2019.pdf)  \n---  \n[ Recommendation by the nomination committee\n](/storage/downloads/Recommendation-by-the-nomination-committee.pdf)  \n[ Signed Minutes of meeting AGM WALWIL ASA ](/storage/downloads/Signed-\nMinutes-of-meeting-AGM-WALWIL-ASA.pdf)  \n[ Signert protokoll GF WALWIL ASA ](/storage/downloads/Signert-protokoll-GF-\nWALWIL-ASA.pdf)  \n  \n###  Annual general meeting, April 25\n\n[ WWL ASA - Notice AGM 2018 ](/storage/downloads/wwl-asa-notice-agm-2018.pdf)  \n---  \n[ Remuneration board comittees 2018\n](/storage/downloads/remuneration_board_comittees2018.pdf)  \n[ WWL ASA MoM AGM 2018 Eng ](/storage/downloads/wwl-asa-mom-agm-2018.eng.pdf)  \n[ WWL ASA protokoll GF 2018 No ](/storage/downloads/wwl-asa-protokoll-\ngf-2018.no.pdf)  \n  \n###  Extraordinary General Meeting, 25 January\n\n[ WW ASA MoM EGM 2017 ](/storage/downloads/wwasa-mom-egm-2017.pdf)  \n---  \n[ WW ASA Protokoll EGF 2017 ](/storage/downloads/wwasa-protokoll-egf-2017.pdf)  \n[ WW ASA EGMT 2016 combined ](/storage/downloads/wwasa_egmt_2016_combined.pdf)  \n  \n###  Annual General Meeting, 20 June\n\n[ WWL ASA - Notice AGM 2017 ](/storage/downloads/wwl-asa-notice-agm-2017.pdf)  \n---  \n[ Remuneration board comittees 2017\n](/storage/downloads/remuneration_board_comittees2017.pdf)  \n[ WWL ASA MoM AGM 2017 ](/storage/downloads/wwlasa-mom-agm-2017.pdf)  \n[ WWL ASA Protokoll AGM 2017 ](/storage/downloads/wwlasa-protokoll-\nagm-2017.pdf)  \n[ Articles Association WWL ASA ](/storage/downloads/articles_association_wwl-\nasa.pdf)  \n[ AGM Total represented 20.06.17 Eng ](/storage/downloads/agm-total-\nrepresented-20.06.17-eng.pdf)  \n[ AGM Total represented 20.06.17 No ](/storage/downloads/amg-total-\nrepresented-20.06.17-no.pdf)  \n[ MoM AMG 20.06.17 Eng ](/storage/downloads/mom-amg-20.06.17-eng.pdf)  \n[ MoM AMG 20.06.17 No ](/storage/downloads/mom-amg-20.06.17-no.pdf)  \n  \n###  Annual general meeting\n\n[ WW ASA - Notice AGM 2016 ](/storage/downloads/ww-asa-notice-agm-2016.pdf)  \n---  \n[ WWASA MoM AGM 2016 ](/storage/downloads/wwasa-mom-agm-2016.pdf)  \n  \n###  Extraordinary general meeting\n\n[ Minutes EGM WW ASA 20 04 2016 ](/storage/downloads/minutes-egm-ww-\nasa-20-04-2016.pdf)  \n---  \n  \n[ WW ASA - Notice AGM 2015 ](/storage/downloads/ww-asa-notice-agm-2015.pdf) |   \n---|---  \n[ WW ASA AGM presentation 2015 ](/storage/downloads/wwasa-agm-presentation-2015.pdf) |   \n[ WW ASA MoM AGM 2015 ](/storage/downloads/wwasa-mom-agm-2015.pdf) |   \n  \n[ WW ASA - Notice AGM 2014 ](/storage/downloads/ww-asa-notice-\nagm-2014-03-04-2014.pdf)  \n---  \n[ WW ASA - MoM AGM 2014 ](/storage/downloads/ww-asa-mom-agm-2014.pdf)  \n  \nBonds\n\nThe ticker is a direct link to Oslo Stock Exchange. By clicking the name you\nwill get the agreement for that specific loan.\n\nTicker  |  Name  |  Currency  |  Max. nom (MIO)  |  Net outstanding  |  Coupon  |  Final maturity   \n---|---|---|---|---|---|---  \n[ WAWI01 ](https://live.euronext.com/nb/product/bonds/NO0011082091-XOSL) |  [ FRN 21/26 ](/storage/downloads/Securities-Note-NO0011082091_Wallenius-Wilhelmsen-ASA_with-Summary_dated-7-October-2021-with-Appendix.pdf) [ Prospectus ](/storage/downloads/Wallenius-Wilhelmsen-ASA-Supplement-number-1-to-Registration-Document_dated-7-October-2021.pdf) [ Prospectus tap issue ](/storage/downloads/Securities-Note-Tap-Issue-NO0011082091_Wallenius_Wilhelmsen_ASA_with_Summary_dated_20-January-2022.pdf) [ Registration document January 2022 ](/storage/downloads/Registration-Document-Wallenius-Wilhelmsen-ASA_-dated-20-January-2022.pdf) |  NOK  |  2,000  |  2,000  |  3M NIBOR +3.90%  |  03.03.26   \n[ WAWI02 ESG ](https://live.euronext.com/en/product/bonds/NO0012495912-XOSL) |  [ FRN SLB 22/27 ](/storage/downloads/Bond-Terms-NO0012495912.pdf) [ Prospectus ](/storage/images/Securities-Note-NO0012495912_Wallenius-Wilhelmsen-ASA_with-Summary_dated-13.05.2022.pdf) [ Registration document ](/storage/images/Supplement-number-1-to-the-Registration-Document-dated-20-January-2022_dated-13.05.2022.pdf) |  NOK  |  2,000  |  1,250  |  3M NIBOR+4.25%  |  21.04.27   \n[ WAWI03 ESG ](https://live.euronext.com/en/product/bonds/NO0012992090-XOSL) |  [ FRN SLB 23/28 ](/storage/images/Bond-Terms-NO0012992090.pdf) [ Prospectus ](/storage/images/Base-Prospectus-Wallenius-Wilhelmsen-ASA-dated-26-October-2023.pdf) [ Final terms ](/storage/images/Final-Terms-Wallenius-Wilhelmsen-ASA-ISIN-NO0012992090_dated-26-October-2023.pdf) |  NOK  |  2,000  |  1,000  |  3M NIBOR+3.25%  |  31.08.2028   \nLast updated 08.10.2024  |  |  |  |  |  |   \n  \nSustainable finance\n\n###  2025\n\n[ Sustainable financing framework 2025 ](/storage/images/Wallenius-Wilhelmsen-Sustainable-financing-framework-2025.pdf) |  February 2025   \n---|---  \n[ Second party opinion by S&P Global Ratings ](/storage/images/Investor-relations/Second-party-opinion-by-SP-Global-Ratings.pdf) |  February 2025   \n  \n[ WAWI sustainability-linked financing framework v1.0 ](/storage/downloads/220201-Sustainability-Linked-Financing-Framework.pdf) |  February 2022   \n---|---  \n[ Second party opinion by CICERO Shades of Green ](/storage/downloads/220202-WalWil-Framework-Second-Opinion-CICERO.pdf) |  February 2022   \n[ DNV verification statement, 2019 and 2020 ](/storage/downloads/220128-DNV-Verification-Statement.pdf) |  February 2022   \n[ DNV verification statement, 2021 ](/storage/images/WAWI-2021-DNV-Verification-Statement.pdf) |  June 2022   \n[ Progress report: WAWI Sustainability-linked financing, 2021 ](/storage/downloads/WAWI-2021-SLFF-Progress-Report.pdf) |  June 2022   \n[ Progress report: WAWI Sustainability-linked financing, 2022 ](/storage/images/230428-WAWI-2022-SLFF-Progress-Report_final.pdf) |  April 2023   \n[ DNV verification statement, 2022 ](/storage/images/230428-WalWil-Verification-Statement.pdf) |  April 2023   \n[ Progress report: WAWI Sustainability-linked financing, 2023 ](/storage/images/Progress-report-WAWI-Sustainability-linked-financing-2023.pdf) |  April 2024   \n[ DNV verification statement, 2023 ](/storage/images/WalWil-Avg-Fleet-CII-2023-Statement.pdf) |  April 2024   \n  \nTop 20 shareholders\n\n##  Footnote\n\nThe nominee accounts held with Skandinaviska Enskilda Banken AB for\n160,000,000 shares is owned by Wallenius Lines AB\n\n##  Extensive shareholder list\n\nAs per the Norwegian Act on Access to Shareholder Register and Nominee-\nRegistered Shares \u00c2\u00a74-1, we have procured an overview of the company's\nshareholders as of February 10, 2025. The list can be obtained by contacting\nthe company via e-mail: anders.karlsen@walwil.com\n\nFinancial targets\n\nWallenius Wilhelmsen has established long-term financial targets relevant to\ncompanies in capital intensive industries. The targets allow management and\nthe board of directors to monitor the financial development of the group and\nperformance will be regularly communicated to the market.  \n\n**Return on capital employed (ROCE) > 8% **\n\nCalculated as last twelve months of adjusted EBIT divided by the average\ncapital employed (total assets less total liabilities plus total interest-\nbearing debt)\n\n**Leverage ratio < 3.5x **\n\nCalculated as net interest-bearing debt divided by last twelve months of\nadjusted EBITDA\n\n**Equity ratio > 35% **\n\nCalculated as book value of equity divided by book value of total assets\n\nUpdated: 08.02.2023\n\nPrimary insider shareholdings\n\nPrimary insider (PDMR) overview can be found at [ **_Euronext_ ** ](https://live.euronext.com/en/product/equities/NO0010571680-XOSL/primary-insiders) |   \n---|---  \nName  |  Number of shares   \n**Board of directors** |   \nChair of the Board - Rune Bjerke  |  34,750   \nBoard Director - Thomas Wilhelmsen  |  161,375,095   \nBoard Director - Margareta Alestig  |  1,600   \nBoard Director - Anna Fell\u00c3\u00a4nder  |  1,400   \nBoard Director - Hans \u00c3 kervall  |  \\-   \nBoard Director - Yngvil \u00c3 sheim  |  4,250   \nBoard Director - Magnus Groth  |  \\-   \nAlternate Board Member - Christian Berg  |  \\-   \nAlternate Board Member - Erik N\u00c3\u00b8klebye  |  \\-   \n**Senior executives** |   \nChief Executive Officer (CEO) - Lasse Kristoffersen  |  5,000   \nInterim Chief Financial Officer (CFO) - Jermund Lien  |  2,000   \nExecutive Vice President (EVP) and Chief Operating Officer (COO) shipping services - Xavier Leroi  |  63,649   \nChief Strategy & Corporate Development Officer - Michael Hynekamp  |  137,147   \nExecutive Vice President (EVP) and Chief Operating Officer (COO) digital supply chain solutions - Mikael Bj\u00c3\u00b8rklund  |  \\-   \nCOO Logistics - John Felitto  |  55,850   \nChief People Officer (CPO) - Wenche Agerup  |  \\-   \nChief Customer Officer (CCO) - Pia Synnerman  |  \\-   \nChief Technology and Information Officer (CTIO) - Gro Rognstad  |  1,500   \nChief Communications and Marketing Officer (CCMO) - Anette Maltun Koefoed  |  2,010   \n  \n  \n\n_Footnote: Shareholdings are owned directly or indirectly through close\nassociates_\n\nLast updated: 22.11.2024\n\nAnalyst coverage\n\n###  Equity analysts\n\nFirm / Analyst  |  Analyst  |  Phone  |  Email   \n---|---|---|---  \nABG Sundal Collier  |  Petter Haugen  |  +47 22016139  |  petter.haugen@abgsc.no   \nArctic Securities  |  Kristoffer Barth Skeie  |  +47 41363663  |  kristoffer.skeie@arctic.com   \nDNB Markets  |  J\u00c3\u00b8rgen Lian  |  +47 24169188  |  jorgen.lian@dnb.no   \nKepler Cheuvreux  |  Axel Styrman  |  +47 23139078  |  astyrman@keplercheuvreux.com   \nPareto  |  Eirik H\u00c3\u00a5valdsen  |  +47 24132120  |  eirik.haavaldsen@paretosec.com   \nSEB  |  Jon Nikolai Sk\u00c3\u00a5land  |  +47 22827006  |  jon.skaland@seb.no   \nNordea  |  J\u00c3\u00b8rgen Bruaset  |  +47 24015080  |  jorgen.bruaset@nordea.com   \nFearnley Securities  |  Fredrik Dybwad  |  \\+ 47 22936373  |  f.dybwad@fearnleys.com   \nClarksons Securities  |  Frode M\u00c3\u00b8rkedal  |  +47 99704633  |  frode.morkedal@clarksons.com   \n  \n###  Credit analysts\n\nFirm  |  Analyst  |  Phone  |  Email   \n---|---|---|---  \nDanske Bank Markets  |  Brian B\u00c3\u00b8rsting  |  [ +45 45128519 ](tel:+4545128519) |  [ brbr@danskebank.com ](mailto:brbr@danskebank.com)  \nNordea  |  Peder Loholt Kristiansen  |  +47 917 35 143  |  peder.loholt.kristiansen@nordea.com   \n  \nExecutive Remuneration Guidelines\n\n  \n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2025  \n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2025.pdf)\n\n[ Executive Remuneration Guidelines of Wallenius Wilhelmsen 2021\n](/storage/images/Executive-Remuneration-Guidelines-of-Wallenius-\nWilhelmsen-2021.pdf)\n\nAnders Redigh Karlsen\n\nVP Investor Relations & Market Insight\n\n  * __ [ +47 994 20 293 ](tel:+47 994 20 293)\n  * __ [ anders.karlsen@walwil.com ](mailto:anders.karlsen@walwil.com)\n\nInvestor Relations\n\n  * __ [ IR@walwil.com ](mailto:IR@walwil.com)\n\n###  Resources\n\n[ Schedules  ](https://www.walleniuswilhelmsen.com/schedules) [ Track & trace\n](https://www.walleniuswilhelmsen.com/track-trace) [ Rate request\n](https://www.walleniuswilhelmsen.com/rate-request) [ Contact us\n](https://www.walleniuswilhelmsen.com/contact-us)\n\n###  Find your local office\n\nSearch for your country to find our local office or commercial agent.\n\nCopyright \u00c2\u00a9 Wallenius Wilhelmsen ASA. All Rights Reserved. Reproductions not\nallowed without Wallenius Wilhelmsen expressed consent. Backlinks are allowed.\n\n",
                "url": "https://www.walleniuswilhelmsen.com/who-we-are/investors"
            },
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            "summary": "Official investor relations page for Wallenius Wilhelmsen.",
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                    "source": "https://www.kone.com/en/investors/shareholders/major-shareholders-and-ownership-structure/"
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                "page_content": "Back to top\n\nAntti Herlin's ownership represents over 50 percent of KONE Corporation's\nvoting rights. Antti Herlin therefore exercises controlling power in KONE\nCorporation. In the shareholder table, the shares owned by KONE Corporation\nare displayed on their own row and are not included in the shares controlled\nby Antti Herlin.\n\nExcluding Antti Herlin's ownership, shareholders are not grouped in the table\nbelow. The table does not include nominee-registered shareholders. The\nShareholders list is updated monthly.\n\nNote that the archived information from before December 2013 is not split-\nadjusted. The latest split of the KONE share occurred in December 2013 with\nthe ratio 1:2. For information on previous share splits, see dividends and\nsplits.\n\n##  KONE - Investors\n\n##  KONE - Investors\n\n##  KONE - Investors\n\nAntti Herlin\u2019s ownership of Holding Manutas represents 1.1% of the shares and\n12.8% of the voting rights and together with the ownership of Security\nTrading, company in which he exercises controlling power, his ownership\nrepresents 51.0% of the shares and 62.7% of the voting rights.\n\nAntti Herlin\u2019s ownership of Security Trading Oy represents 56.4% of the shares\nand 57.5% of the voting rights. Together with the ownership of his children\nAntti Herlin\u2019s ownership in Security Trading Oy represents 99.9% of the shares\nand 99.8% of the voting rights.\n\n",
                "url": "https://www.kone.com/en/investors/shareholders/major-shareholders-and-ownership-structure/"
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                    "source": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
                },
                "page_content": "    * [ Nokian Tyres as an investment ](/investors/nokian-tyres-as-an-investment/)\n    * [ Reports and presentations ](/investors/reports-and-presentations/)\n    * [ Corporate governance ](/investors/corporate-governance/)\n    * [ Share and shareholders ](/investors/share-and-shareholders/)\n      * [ Share tools ](/investors/share-and-shareholders/share-tools/)\n      * [ Dividend policy and dividend ](/investors/share-and-shareholders/dividend-policy-and-dividend/)\n      * [ Nokian Tyres in indexes ](/investors/share-and-shareholders/nokian-tyres-in-indexes/)\n      * [ Major shareholders ](/investors/share-and-shareholders/major-shareholders/)\n      * [ Flaggings ](/investors/share-and-shareholders/flaggings/)\n      * [ Management shareholding ](/investors/share-and-shareholders/management-shareholding/)\n      * [ Managers' transactions ](/investors/share-and-shareholders/managers-transactions/)\n      * [ Share capital ](/investors/share-and-shareholders/share-capital/)\n      * [ Authorizations ](/investors/share-and-shareholders/authorizations/)\n    * [ Financial information ](/investors/financial-information/performance-monitor/)\n    * [ Investor calendar ](/investors/investor-calendar/)\n    * [ Investor relations ](/investors/investor-relations/)\n\n[ Home ](/) / [ Investors ](/investors/) / [ Share and shareholders\n](/investors/share-and-shareholders/) /  Major shareholders\n\n#  Major shareholders\n\nOn this page, you can find information on Nokian Tyres' largest shareholders.\nThe below list is based on the information given by Euroclear Finland Ltd and\nit includes only direct registered holdings. The data is updated monthly.\n\n####  Explore more\n\n[ Flaggings ](/investors/share-and-shareholders/flaggings/)\n\n[ Management shareholding ](/investors/share-and-shareholders/management-\nshareholding/)\n\nIt's a safe journey\n\nStay up-to-date on Nokian Tyres\n\n[ Subscribe to our releases ](/news-and-media/order-releases/)\n\nFollow us on\n\n[ ](https://www.facebook.com/nokiantyres \"Facebook\") [\n](https://www.linkedin.com/company/nokian-tyres-plc \"Linkedin\") [\n](http://www.youtube.com/user/NokianTyresCom?modestbranding=1&rel=0 \"YouTube\")\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\nCopyright \u00a9 Nokian Tyres plc. All rights reserved\n\n[ Privacy policy ](https://www.nokiantyres.com/privacy-statement/) [\nWhistleblow ](https://report.whistleb.com/en/nokiantyres)\n\n[ ](/investors/share-and-shareholders/major-shareholders/) [\n](https://yritys.nokianrenkaat.fi/sijoittajat/osake-ja-\nosakkeenomistajat/suurimmat-omistajat/)\n\n",
                "url": "https://company.nokiantyres.com/investors/share-and-shareholders/major-shareholders/"
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            "summary": "Official Nokian Tyres investor relations page.",
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                "page_content": "Please enable cookies.\n\n#  Sorry, you have been blocked\n\n##  You are unable to access  web.prd.q4inc.com\n\n##  Why have I been blocked?\n\nThis website is using a security service to protect itself from online\nattacks. The action you just performed triggered the security solution. There\nare several actions that could trigger this block including submitting a\ncertain word or phrase, a SQL command or malformed data.\n\n##  What can I do to resolve this?\n\nYou can email the site owner to let them know you were blocked. Please include\nwhat you were doing when this page came up and the Cloudflare Ray ID found at\nthe bottom of this page.\n\nCloudflare Ray ID: **9355f6e23c1a0b18** \u2022  Your IP:  2600:1900:0:3701::e01  \u2022\nPerformance & security by  [ Cloudflare ](https://www.cloudflare.com/5xx-\nerror-landing)\n\n",
                "url": "https://investors.hancockwhitney.com/financial-reports/financial-highlights/default.aspx"
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            "reason": "This is the official Hancock Whitney investor relations page, providing financial reports and highlights. It is a reliable source for this specific information.",
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                "page_content": "skip to the main content\n\n##  Total Number of Issued Shares (last 5 years)\n\nYear\n\nTotal Number of Issued Shares by Year  Year  |  Issued shares (common)  |  Treasury stock (common)  |  %   \n---|---|---|---  \n2023  |  402,044,203  |  5,837,383  |  1.45   \n2022  |  405,363,347  |  4,432,968  |  1.09   \n2020  |  405,363,347  |  4,432,331  |  1.09   \n2020  |  405,363,347  |  4,432,084  |  1.09   \n2019  |  405,363,347  |  4,432,084  |  1.09   \n  \n\u203b As of the end of 2023\n\n##  Shareholders\n\nShareholder\n\nShareholders table  Shareholder  |  Number of shares  |  Ownership   \n---|---|---  \nHyundai Motor Company  |  137,318,251  |  34.16%   \nEmployee stock ownership  |  9,889,054  |  2.46%   \nTreasury stock  |  5,837,383  |  1.45%   \nNPS  |  28,554,484  |  7.10%   \nForeigner  |  151,723,249  |  37.74%   \nOthers (financial institutions, etc)  |  68,721,782  |  17.09%   \nTotal  |  402,044,203  |  100%   \n  \n\u203b As of the end of 2023\n\n##  Related Parties\n\nName\n\nRelated Parties table  Name  |  Relationship  |  Type of share  |  Number of shares  |  Ownership  |  Remarks   \n---|---|---|---|---|---  \nHyundai Motor Company  |  Affiliate(largest shareholder)  |  Common  |  137,318,251  |  34.16%  |  \\-   \nEuisun Chung  |  Executive  |  Common  |  7,061,331  |  1.76%  |  \\-   \nHo Sung Song  |  Executive  |  Common  |  3,500  |  0.00%  |  \\-   \nJun Young Choi  |  Executive  |  Common  |  1,718  |  0.00%  |  \\-   \nWoo Jeong Joo  |  Executive  |  Common  |  23,740  |  0.01%  |  \\-   \nTotal  |  \\-  |  \\-  |  144,408,540  |  35.92%  |  \\-   \n  \n\u203b As of the end of 2023\n\n##  Shareholder Protection\n\nYear\n\nShareholder Protection table  Category  |  Content  |  2021  |  2022  |  2023   \n---|---|---|---|---  \nShareholders\u2019 equity  |  Shares owned by the largest shareholder and its related parties (%)  |  35.62%  |  35.62%  |  35.92%   \nShares owned by registered officers excluding the largest shareholder and its related parties (%)  |  N/A  |  N/A  |  N/A   \nDisclosure of shareholders who acquire more than 5% of the shares excluding the largest shareholder and its related parties (including officers and affiliates)  |  National Pension Service 8.24%  |  National Pension Service 6.91%  |  National Pension Service 7.1%   \nDividends  |  Interim or quarterly dividends (business results exist)  |  N/A  |  N/A  |  N/A   \nOwnership structure  |  Transactions between affiliates  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 7,342,633mil  \n\u00b7 Hyundai WIA : KRW 2,621,472mil  \n\u00b7 Hyundai Motor Company : KRW 2,010,502mil  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 9,167,718mil  \n\u00b7 Hyundai WIA : KRW 3,698,721mil  |  Transactions accounting for more than 5% of the last business year\u2019s revenue   \n\u00b7 Hyundai Mobis : KRW 10,944,427mil  \n\u00b7 Hyundai WIA : KRW 3,591,942mil  \nTotal credit granted* to affiliates against equity capital  |  N/A  |  N/A  |  N/A   \n  \n\u203b As of the end of 2023\n\n##  Cumulative voting and voting in writing\n\nCumulative voting and voting in writing table  Classification  |  Date of Introduction  |  Remarks   \n---|---|---  \nCumulative voting  |  N/A  |  \\-   \nVoting in writing  |  N/A  |  \\-   \nElectronic voting  |  March 24, 2020  |  At the 76th Ordinary General Meeting of Shareholders   \n  \n\u203b As of the end of 2023\n\n##  Annual General Shareholders\u2019 Meeting\n\nYear\n\nAnnual General Shareholders\u2019 Meeting by Year  Item  |  2021  |  2022  |  2023   \n---|---|---|---  \nNumber of voting rights present at the last General Meeting of Shareholders  |  316,634,966  |  309,190,948  |  317,697,423   \nAttendance of those excluding the largest shareholder and its related parties  |  43.00%  |  40.65%  |  43.80%   \n  \n\u203b As of the end of 2023\n\n##  Outcome of 80th Annual Shareholders\u2019 Meeting (2023)\n\nOutcome of 80th Annual Shareholders\u2019 Meeting table  Item  |  Approval Rate  |  Opposition &   \nAbstention Rate  |  Approval/   \nOpposition  \n---|---|---|---  \nAgenda 1. Approval of the Financial Statements for the 80th Fiscal Year  |  95.4%  |  4.6%  |  Approval   \nAgenda 2-1. Appointment of Inside Director (Jun Young Choi)  |  90.5%  |  9.5%  |  Approval   \nAgenda 2-2. Appointment of Outside Director (In Kyung Lee)  |  99.8%  |  0.2%  |  Approval   \nAgenda 3. Appointment of audit committee members (In Kyung Lee)  |  99.7%  |  0.3%  |  Approval   \nAgenda 4. Appointment of Outside Director who becomes a member of audit Committee(Wha Sun Jho)  |  95.4%  |  4.6%  |  Approval   \nAgenda 5. Approval of the director compensation\u2019s limit  |  99.5%  |  0.5%  |  Approval   \n  \n##  Dividend History (last 5 years)\n\nYear\n\nDividend History (last 5 years) table  Year  |  Gross amount of cash dividend (100 mil KRW)  |  Cash dividend per share (KRW)  |  Payout ratio  |  Dividend yield ratio  |  Dividend/Face value   \n---|---|---|---|---|---  \n2023  |  22,188  |  5,600  |  25.30%  |  6.40%  |  112.00%   \n2022  |  14,033  |  3,500  |  25.90%  |  5.50%  |  70.00%   \n2021  |  12,028  |  3,000  |  25.30%  |  3.60%  |  60.00%   \n2020  |  4,009  |  1,000  |  27.0%  |  1.6%  |  20.0%   \n2019  |  4,611  |  1,150  |  25.2%  |  2.6%  |  23.0%   \n  \n##  Shareholder proposal & Protection of minority shareholders\n\nWe are committed to protecting the rights of the Company\u2019s minority\nshareholders, whose rights are set forth below.\n\n  * #####  Right to call general meetings of shareholders \n\nIn accordance with the Commercial Code, shareholders who own more than 1.5% of\noutstanding shares with voting rights of the Company for more than six months\nmay request to convene extraordinary general meetings.\n\n  * #####  Right to present shareholder proposals concerning annual general meeting \n\nIn accordance with the Commercial Code and the Articles of Incorporation,\nshareholders who own more than 0.5% of outstanding shares with voting rights\nfor more than six months may present shareholder proposals at an AGM. The\nBoard shall accept the proposal as an agenda item of a general meeting of\nshareholders, state the item in the notice of convocation of the meeting,\nexcept where such proposal is in violation of laws or the Articles of\nIncorporation, or where it is subject to the rejection of a shareholder\nproposal as stipulated in Article 12 of the Enforcement Degree of the\nCommercial Code. When requested by the shareholder who made the proposal, the\ndetails of the agenda item shall be stated in the notice of the meeting, and\nthe shareholder will be given the opportunity to present the proposal at the\nmeeting. Compliance Management Team is responsible for tasks related to agenda\nproposals by shareholders. Once a proposal is submitted, the shareholder will\nbe identified, a legal review will be conducted, and then a letter or\nelectronic notice will be sent to the shareholder to verify submission.  \n(Address: 12, Heolleung-ro, Seocho-gu, Seoul 06797 Republic of Korea,\nCompliance Management Team / [ kiacm@kia.com ](mailto:kiacm@kia.com) )\n\n  * [ Privacy Policy ](/int/privacy-statement)\n  * [ Cookies Policy ](/int/cookies-policy)\n\n  * [ Go to instagram  ](https://www.instagram.com/kia.worldwide)\n  * [ Go to youtube  ](https://www.youtube.com/kiaworldwideofficial)\n  * [ Go to facebook  ](https://www.facebook.com/kiaworldwideofficial/)\n  * [ Go to linkedin  ](https://www.linkedin.com/company/kiaworldwide)\n  * [ Go to X  ](https://x.com/kia_worldwide)\n\n\u00a9 Kia Corporation\n\n  * English \n  * [ \ud55c\uad6d\uc5b4 ](/kr)\n\n",
                "url": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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            "summary": "Official Kia Motors investor relations page.",
            "url": "https://worldwide.kia.com/int/company/ir/info/shareholders"
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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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Securities, strategic advisory, and other investment banking\nactivities are performed globally by investment banking affiliates of Bank of\nAmerica Corporation (\"Investment Banking Affiliates\"), including, in the\nUnited States, BofA Securities, Inc., Merrill Lynch, Pierce, Fenner & Smith\nIncorporated, and Merrill Lynch Professional Clearing Corp., all of which are\nregistered broker-dealers and Members of [ SIPC ](https://www.sipc.org/) ,\nand, in other jurisdictions, by locally registered entities. BofA Securities,\nInc., Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch\nProfessional Clearing Corp. are registered as futures commission merchants\nwith the CFTC and are members of the NFA.\n\n  \nMerrill Lynch, Pierce, Fenner & Smith Incorporated (also referred to as\n\u201cMLPF&S\u201d or \u201cMerrill\u201d) makes available certain investment products sponsored,\nmanaged, distributed or provided by companies that are affiliates of Bank of\nAmerica Corporation (\u201cBofA Corp.\u201d). MLPF&S is a registered broker-dealer,\nregistered investment adviser, Member [ SIPC ](https://www.sipc.org/) and a\nwholly owned subsidiary of BofA Corp.  \n  \nTrust and fiduciary services are provided by Bank of America, N.A., Member\nFDIC, and a wholly-owned subsidiary of Bank of America Corporation (\u201cBofA\nCorp.\u201d). Insurance and annuity products are offered through Merrill Lynch Life\nAgency Inc. (\u201cMLLA\u201d), a licensed insurance agency and wholly-owned subsidiary\nof BofA Corp.  \n  \nBanking products are provided by Bank of America, N.A., and affiliated banks,\nMembers FDIC and wholly owned subsidiaries of BofA Corp.  \n  \nThe mobile feature, Erica\u00ae, is only available in the English language. The\nfeature requires that you download the latest version of the Mobile Banking\napp and is only available in the Mobile Banking app for select iOS and Android\ndevices. Message and data rates may apply. Your chat may be recorded and\nmonitored for quality assurance. Member FDIC.  \n  \nMobile Banking requires that you download the Mobile Banking app and is only\navailable for select mobile devices. Message and data rates may apply.  \n  \nFees apply to wires and certain transfers. See the Online Banking Service\nAgreement for details. Data connection required. Carrier fees may apply.  \n  \nInvestment products offered through MLPF&S and insurance and annuity products\noffered through MLLA:  \n  \n\n**Are Not FDIC Insured** |  **Are Not Bank Guaranteed** |  **May Lose Value**  \n---|---|---  \n**Are Not Deposits** |  **Are Not Insured by Any Governmental Agency** |  **Are Not a Condition to Any Banking Service or Activity**  \n  \n  \n  \nCompany goals are aspirational and not guarantees or promises that all goals\nwill be met. Statistics and metrics included in our ESG documents are\nestimates and may be based on assumptions or developing standards.\n\n  * [ Locations ](https://locators.bankofamerica.com/)\n  * [ Contact Us ](https://www.bankofamerica.com/contactus/contactus.go)\n  * [ Help ](https://www.bankofamerica.com/help/overview.go)\n  * [ Accessible Banking ](https://www.bankofamerica.com/accessiblebanking/overview.go)\n  * [ Careers ](https://careers.bankofamerica.com/?cm_re=EBZ-Corp_SocialResponsibility-_-Enterprise-_-EI38LT0006_AboutSite_Careers)\n  * [ Privacy ](https://www.bankofamerica.com/security-center/privacy-overview/)\n  * [ Security ](https://www.bankofamerica.com/security-center/overview)\n  * [ Social community guidelines ](https://about.bankofamerica.com/en/social-media)\n  * [ Site map ](https://about.bankofamerica.com/en/sitemap)\n  * Advertising Practices \n  * CA Opt-Out Preference Signals Honored \n\n###  Advertising practices  \n  \n\nWe strive to provide you with information about products and services you\nmight find interesting and useful. Relationship-based ads and online\nbehavioral advertising help us do that.  \n  \n\nHere's how it works: We gather information about your online activities, such\nas the searches you conduct on our Sites and the pages you visit. This\ninformation may be used to deliver advertising on our Sites and offline (for\nexample, by phone, email and direct mail) that's customized to meet specific\ninterests you may have.  \n  \n\nIf you prefer that we not use this information, [ you can opt out of online\nbehavioral advertising ](https://www.bankofamerica.com/privacy/online-privacy-\nnotice.go#advertising-on-our-sites) . If you opt out, though, you may still\nreceive generic advertising.  \n  \n\nAlso, if you opt out of online behavioral advertising, you may still see ads\nwhen you sign in to your account, for example through Online Banking or\nMyMerrill. These ads are based on your specific account relationships with us.  \n  \n\nTo learn more about relationship-based ads, online behavioral advertising and\nour privacy practices, please review the [ Bank of America Online Privacy\nNotice ](https://www.bankofamerica.com/privacy/online-privacy-notice.go) and\nour [ Online Privacy FAQs ](https://www.bankofamerica.com/privacy/faq/online-\nprivacy-faq.go) .  \n  \n\nBank of America, N.A. Member FDIC. [ Equal Housing Lender\n](https://www.bankofamerica.com/help/equalhousing_popup.go)\n\n\u00a9 2025 Bank of America Corporation.\n\n###  Connect with us\n\n  * [ ](https://www.facebook.com/BankofAmerica)\n  * [ ](https://twitter.com/BankofAmerica)\n  * [ ](https://www.youtube.com/user/bankofamerica)\n\nMarket Data copyright \u00a9 2025 [ QuoteMedia ](http://www.quotemedia.com) . Data\ndelayed 15 minutes unless otherwise indicated (view [ delay times\n](http://www.quotemedia.com/legal/tos/#times) for all exchanges).  RT  =Real-\nTime,  EOD  =End of Day,  PD  =Previous Day. Market Data powered by [\nQuoteMedia ](http://www.quotemedia.com) . [ Terms of Use (QuoteMedia)\n](http://www.quotemedia.com/legal/tos/) .\n\n##  Navigating away from bankofamerica.com\n\nYou are continuing to another website that Bank of America doesn\u2019t own or\noperate. Its owner is solely responsible for the website\u2019s content, offerings\nand level of security, so please refer to the website\u2019s posted privacy policy\nand terms of use.\n\n",
                "url": "https://investor.bankofamerica.com/corporate-governance/management-team-and-directors?wcmmode=disabled"
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                    "source": "https://ir.tellurianinc.com/"
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                "page_content": "Skip to content\n\n[ ](https://www.tellurianinc.com)\n\n  * [ Discover ](https://www.tellurianinc.com/about-us/)\n    * [ About Us ](https://www.tellurianinc.com/about-us/)\n    * [ Executive Team ](/company-and-governance/executive-team)\n    * [ Board of Directors ](/company-and-governance/board-of-directors)\n    * [ Governance Documents ](/company-and-governance/governance-documents)\n  * [ Explore ](https://www.tellurianinc.com/our-business/)\n    * [ Our Business ](https://www.tellurianinc.com/our-business/)\n    * [ Driftwood LNG ](http://driftwoodlng.com/)\n    * [ Pipeline ](https://driftwoodpipeline.com/)\n    * [ Upstream ](https://www.tellurianinc.com/our-business/upstream/)\n  * [ Sustainability ](https://www.tellurianinc.com/sustainability/)\n    * [ ESSG Performance Summary ](https://www.tellurianinc.com/corporate-social-responsibility/esg-performance-summary/)\n    * [ Safety ](https://www.tellurianinc.com/sustainability/safety/)\n    * [ Environment ](https://www.tellurianinc.com/sustainability/environment/)\n    * [ Community Participation ](https://www.tellurianinc.com/sustainability/community-participation/)\n    * [ Corporate Governance ](https://www.tellurianinc.com/sustainability/corporate-governance/)\n    * [ Development of Our Diverse Workforce ](https://www.tellurianinc.com/sustainability/development-of-our-diverse-workforce/)\n  * [ News ](https://www.tellurianinc.com/news-and-presentations/)\n  * [ Careers ](https://www.tellurianinc.com/careers/)\n  * [ Contact ](https://www.tellurianinc.com/contact/)\n  * [ Investors ]()\n\nWoodside has completed the acquisition of Tellurian and its US Gulf Coast LNG\nopportunity. Please [ click here ](https://www.woodside.com/) to visit [\nwoodside.com ](https://www.woodside.com/) and learn more.\n\n[ Continue ](https://www.woodside.com/)\n\n#  Investor Relations\n\n##  Company Overview\n\nTellurian intends to create value for shareholders by building a low-cost,\nglobal LNG business, profitably delivering LNG to customers worldwide.\nTellurian is developing a portfolio of LNG infrastructure that includes a ~\n27.6 mtpa LNG export facility and associated pipeline. Tellurian is based in\nHouston, Texas, and its common stock is listed on the NYSE American under the\nsymbol \u201cTELL\u201d.\n\n##  Latest Presentation\n\nJul 21, 2024\n\n[ Letter to Shareholders\n](https://d1io3yog0oux5.cloudfront.net/_2f06f6c955400bce67453f876fe0928a/tellurianinc/db/353/3060/pdf/Tellurian+-+Shareholder+Letter+072124.pdf)\n\n[ View Presentation\n](https://d1io3yog0oux5.cloudfront.net/_2f06f6c955400bce67453f876fe0928a/tellurianinc/db/353/3060/pdf/Tellurian+-+Shareholder+Letter+072124.pdf)\n\n##  Email Alerts\n\nSign up today and receive company updates straight to your inbox.\n\n[ Sign up today ](/news-events-and-emails/email-alerts)\n\n##  Latest News\n\n[ View all news ](https://ir.tellurianinc.com/press-releases)\n\nOct 4, 2024\n\n###  [ Tellurian Announces Approval of Merger Agreement Proposal\n](https://ir.tellurianinc.com/press-releases/detail/292/tellurian-announces-\napproval-of-merger-agreement-proposal)\n\nJul 21, 2024\n\n###  [ Tellurian to be Acquired by Woodside for Approximately $900 Million\n](https://ir.tellurianinc.com/press-releases/detail/291/tellurian-to-be-\nacquired-by-woodside-for-approximately-900)\n\nJul 1, 2024\n\n###  [ Tellurian Closes $260 Million Asset Sale and Retires Senior Secured\nDebt ](https://ir.tellurianinc.com/press-releases/detail/290/tellurian-\ncloses-260-million-asset-sale-and-retires-senior)\n\n##  IR Contacts\n\n###  Headquarters\n\nTellurian Inc.  \n1201 Louisiana Street  \nSuite 3100  \nHouston, Texas 77002  \nT: +1 (832) 962-4000\n\n###  Investor Relations\n\nTellurian Inc.  \n1201 Louisiana Street  \nSuite 3100  \nHouston, Texas 77002  \nT: +1 (832) 320-9548  \n[ ir@tellurianinc.com ](mailto:ir@tellurianinc.com)  \n\n###  Transfer Agent\n\nBroadridge Corporate Issuer Solutions, Inc.  \nP.O. Box 1342  \nBrentwood, New York 11717  \nT: +1 (720) 864-4767  \n[ shareholder@broadridge.com ](mailto:shareholder@broadridge.com)  \n[ https://www.broadridge.com ](https://www.broadridge.com)\n\n  * [ Email Alerts ](/news-events-and-emails/email-alerts)\n  * [ Contacts ](/company-and-governance/contacts)\n  * [ RSS News Feed ](https://ir.tellurianinc.com/press-releases/rss)\n\n  * [ Discover ](https://www.tellurianinc.com/about-us/)\n  * [ Explore ](https://www.tellurianinc.com/our-business/)\n  * [ Sustainability ](https://www.tellurianinc.com/sustainability/)\n  * [ News ](https://www.tellurianinc.com/news-and-presentations/)\n  * [ Careers ](https://www.tellurianinc.com/careers/)\n  * [ Contact ](https://www.tellurianinc.com/contact/)\n  * [ Investors ](https://www.tellurianinc.com/investor/)\n\n\u00a9 2021 Tellurian Inc. All Rights Reserved.  |  Site By: [ Axiom ](https://www.axiom.us.com/)\n\n  * [ Twitter  __ ](https://twitter.com/TellurianLNG)\n  * [ Linkedin  __ ](https://www.linkedin.com/company/tellurian-inc./)\n  * [ Youtube  __ ](https://www.youtube.com/channel/UCyfuimT5_MbqYTGLsWUBy-Q)\n\nMarket Data copyright \u00a9 2025 [ QuoteMedia ](http://www.quotemedia.com) . Data\ndelayed 15 minutes unless otherwise indicated (view [ delay times\n](http://www.quotemedia.com/legal/tos/#times) for all exchanges).  RT  =Real-\nTime,  EOD  =End of Day,  PD  =Previous Day. Market Data powered by [\nQuoteMedia ](http://www.quotemedia.com) . [ Terms of Use\n](http://www.quotemedia.com/legal/tos/) .\n\n",
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                    "source": "https://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
                },
                "page_content": "  * Skip to main content \n  * Skip to FDA Search \n  * Skip to in this section menu \n  * Skip to footer links \n\nIn this section  : FDA In Brief\n\n  1. [ Home ](/)\n  2. [ News & Events ](/news-events)\n  3. [ FDA Newsroom ](/news-events/fda-newsroom)\n  4. FDA In Brief: FDA takes new steps to improve drug supply chain integrity and patient safety by announcing its intention to begin deactivating outdated drug listing records in its database \n\n  1. [ Section N/A ]( \"Section N/A\")\n\nAugust 13, 2019\n\n**Media Inquiries**\n\n[ Jeremy Kahn ](mailto:jeremy.kahn@fda.hhs.gov)  \n301-796-8671\n\n> \u201cFDA regulations require all drug manufacturers to register their\n> manufacturing facilities and provide a list of all drugs they are actively\n> manufacturing for commercial distribution in the U.S. as one of the\n> safeguards protecting our drug supply chain. It is vital that the FDA\n> database accurately describes drugs currently available to patients in the\n> U.S. so the FDA can more quickly respond to and assess drug quality issues,\n> adverse event reports, inspections, recalls, shortages and other supply\n> chain security issues,\u201d said FDA Acting Commissioner Ned Sharpless, M.D.\n> \u201cWhile most companies are compliant, we have observed that some drug\n> listings contain obsolete or inaccurate information. While there hasn\u2019t been\n> any public health consequence yet of these outdated listings, inaccurate\n> information has the potential to compromise the integrity of the FDA\u2019s\n> database and the FDA\u2019s ability to make accurate and timely decisions to\n> protect public health. To ensure we\u2019re working with the most updated and\n> complete information, the agency is putting companies on notice that these\n> outdated records will be inactivated. Products with inactivated listings may\n> not be legally marketed in the U.S. until the company brings their records\n> up to date. We\u2019ll continue to enforce drug establishment registration and\n> listing requirements, and we\u2019ll work closely with manufacturers to ensure\n> that registration or listing deficiencies do not affect the availability and\n> quality of medicines for patients or result in drug shortages.\u201d\n\nToday, the U.S. Food and Drug Administration announced that it will [\ninactivate listing records ](https://s3.amazonaws.com/public-\ninspection.federalregister.gov/2019-17436.pdf) in its database that have not\nbeen recently updated or certified, as required by regulation, or that include\nan establishment with an expired registration. The agency has found that tens\nof thousands of drug listing records have not been updated or certified in the\npast year, and are therefore not in compliance with federal regulations, which\ncan slow down surveillance operations for certain FDA programs. Many of these\nlistings are for products that are no longer being marketed in the United\nStates, but for which the manufacturer never updated the listing. Such\noutdated listings nonetheless compromise the integrity of the FDA\u2019s database\nand the FDA\u2019s ability to make accurate and timely decisions to protect public\nhealth. Listing records that are up to date are publicly available in the\nFDA\u2019s [ National Drug Code Directory\n](https://www.accessdata.fda.gov/scripts/cder/ndc/index.cfm) . Drugs with\ninactivated listing records may not be legally marketed or imported in the\nU.S.\n\nDomestic and foreign establishments that manufacture, repack or re-label drugs\nin the U.S. are required to register with the FDA. Domestic and foreign drug\nmanufacturers, repackers or re-labelers are also required to list all of their\ndrug products manufactured for commercial distribution in the U.S. This\ninformation helps the FDA maintain a catalog of all drugs in commercial\ndistribution in the U.S. Drug manufacturers must provide registration and\nlisting information or updates regarding any drug listing data changes twice\neach year, in June and December, or must certify that there have been no\nchanges to previously submitted drug listing data by December 31 each year.\nThe FDA has been actively working to alert companies of their issues, and this\napproach will help the agency ensure the integrity and accuracy of the FDA\u2019s\npublic databases. The agency urges companies to update inaccurate active drug\nlisting submissions as soon as possible, as inactive listings as of September\n12, 2019 will be removed from the database. Additional updating requirements\nand deadlines are available in the federal register notice below.\n\n####  Related Information\n\n  * [ Federal Register Notice: Drugs Intended for Human Use That Are Improperly Listed Due to Lack of Annual Certification or Identification of a Manufacturing Establishment Not Duly Registered with the Food and Drug Administration ](https://s3.amazonaws.com/public-inspection.federalregister.gov/2019-17436.pdf)\n\n###\n\nThe FDA, an agency within the U.S. Department of Health and Human Services,\nprotects the public health by assuring the safety, effectiveness, and security\nof human and veterinary drugs, vaccines and other biological products for\nhuman use, and medical devices. The agency also is responsible for the safety\nand security of our nation\u2019s food supply, cosmetics, dietary supplements,\nproducts that give off electronic radiation, and for regulating tobacco\nproducts.\n\n[ Contact FDA ](/about-fda/contact-fda) [ Follow FDA on Facebook\n](https://www.facebook.com/FDA \"Follow FDA on Facebook\") [ Follow FDA on X\n](https://x.com/US_FDA \"Follow FDA on X\") [ Follow FDA on Instagram\n](https://instagram.com/FDA \"Follow FDA on Instagram\")  \n[ Follow FDA on LinkedIn  ](https://www.linkedin.com/company/fda/ \"Follow FDA\non LinkedIn\") [ View FDA videos on YouTube  ](https://youtube.com/@US_FDA\n\"View FDA videos on YouTube\") [ Subscribe to FDA RSS feeds  ](/about-\nfda/contact-fda/subscribe-podcasts-and-news-feeds \"Subscribe to FDA RSS\nfeeds\")\n\n[ ](/ \"FDA Homepage\")\n\nContact Number  1-888-INFO-FDA (1-888-463-6332)\n\n[ Back to  Top ]()\n\n",
                "url": "https://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
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            "summary": "FDA brief about improving drug supply chain integrity and patient safety.",
            "url": "https://www.fda.gov/news-events/fda-brief/fda-brief-fda-takes-new-steps-improve-drug-supply-chain-integrity-and-patient-safety-announcing-its"
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                    "source": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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                "page_content": "Skip to main content\n\n[ ](/) [ Corporate Responsibility Reporting ](/reports) [ Standards &\nFrameworks ](/reports/reporting-frameworks) [ Global Reporting Initiative\n(GRI) Index ](/reports/reporting-frameworks/gri)\n\n#  Global Reporting Initiative (GRI) Index\n\nThe Global Reporting Initiative (GRI) provides a set of standards for\nmeasuring and communicating performance on environmental, social and corporate\ngovernance topics. AT&T has aligned its reporting to the GRI-recommended\ndisclosures since 2008.\n\nOur fiscal year 2024 reporting is prepared in accordance with the GRI\nStandards. The index below provides AT&T\u2019s information for universal GRI\nStandards and relevant topic-specific GRI Standards, in alignment with topics\nidentified in AT&T\u2019s most recent [ assessment ](/reporting-approach/oversight)\n.\n\n##  General Disclosures\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 2-1  |  Organizational details  |  See our [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?Type=html&FilingId=18180871&Cik=0000732717) .   \nGRI 2-2  |  Entities included in the organization\u2019s sustainability reporting  |  Our sustainability reporting covers AT&T Inc., unless otherwise noted in the footnotes of our [ issue briefs ](/priority-topics) . AT&T Inc. is referred to as \u201cwe,\u201d \u201cour\u201d or \u201cAT&T\u201d throughout the report and this index.  The entities included in our sustainability reporting align with those included in our annual [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?Type=html&FilingId=18180871&Cik=0000732717) and quarterly financial reports, which cover all company-owned or -controlled operations. For specific data scopes, please see the footnotes in the individual [ issue briefs ](/priority-topics) .   \nGRI 2-3  |  Reporting period, frequency and contact point  |  **Period:** Jan. 1\u2013Dec. 31, 2024, aligned to our financial reporting   \n**Publication date:** April 18, 2025  \n**Frequency:** Annual  \n**Contact:** [ AT&T Sustainability Reporting ](mailto:g18344@att.com)  \nGRI 2-4  |  Restatement of information  |  Relevant restatements are included in the footnotes of respective [ issue briefs ](/priority-topics) and our [ corporate responsibility KPI webpage ](/progress/corporate-responsibility-kpis) .   \nGRI 2-5  |  External assurance  |  External assurance was not sought for this GRI report as a whole. AT&T uses an external third-party organization to assure select environmental data. For our 2024 reporting, Environmental Resources Management (ERM) is assuring Scope 1, 2 and 3 (select categories) greenhouse gas emissions calculations. We expect to complete this assurance process in Q2 2025.   \nGRI 2-6  |  Activities, value chain and other business relationships  |  We are a leading provider of telecommunications and technology services globally.   \nWe announced plans to lead the U.S. in commercial-scale open radio access\nnetwork (Open RAN) deployment, in collaboration with Ericsson. Over five\nyears, we will spend approximately $14 billion to help build a robust\necosystem of network infrastructure providers and suppliers, with an aim that\n70% of our wireless network traffic will flow across open-capable platforms by\nlate 2026.  To further support our work in this area, in February 2024, we\nwere pleased to step up as a leader in a new industry consortium\u2014the\nAcceleration of Compatibility and Commercialization for Open RAN Deployments\nConsortium (ACCoRD). ACCoRD has been awarded $42 million by the National\nTelecommunications and Information Administration to advance adoption of\ninteroperable infrastructure in wireless networks. The funding will go toward\nhelping ACCoRD identify new methods of assessing innovations and technologies\nnot covered by current best practices.  For more information, see our [ Form\n10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-\nshow.aspx?Type=html&FilingId=18180871&Cik=0000732717) , [ Responsible Supply\nChain ](/priority-topics/responsible-supply-chain) and [ Innovation &\nResponsible Technology ](/priority-topics/innovation-technology) issue brief.  \nGRI 2-7  |  Employees  |  **Employee Data (head count as of December 31, 2024) 1  **   \nTotal employees in global workforce: 140,990  2  \nTotal part-time employees in global workforce: 1,301  \nTotal employees in U.S. workforce: 123,967  For more information, see our [\nHuman Capital Management ](/priority-topics/human-capital-management) issue\nbrief.  \nGRI 2-8  |  Workers who are not employees  |  AT&T is not able to provide this data, as it is confidential.   \nGRI 2-9  |  Governance structure and composition  |  See our [ Board of Directors website ](https://investors.att.com/corporate-governance/board-of-directors) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-10  |  Nomination and selection of the highest governance body  |  See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-11  |  Chair of the highest governance body  |  See our [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) and our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-12  |  Role of the highest governance body in overseeing the management of impacts  |  See the Corporate Responsibility Oversight and Reporting section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance website ](https://investors.att.com/corporate-governance/leadership) as well as our [ issue briefs ](/priority-topics) for information on how the Board of Directors oversees company efforts relative to our most important Corporate Responsibility topics.   \nGRI 2-13  |  Delegation of responsibility for managing impacts  |  See our [ Corporate Responsibility Oversight ](/reporting-approach/oversight) page and the Corporate Responsibility Oversight and Reporting section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-14  |  Role of the highest governance body in sustainability reporting  |  See the Corporate Responsibility Oversight and Reporting section of our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-15  |  Conflicts of interest  |  See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) , [ Code of Ethics ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/att-code-of-ethics-2012.pdf) and most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-16  |  Communication of critical concerns  |  See stockholder engagement information in our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) . AT&T is not able to provide further data as requested, as it is confidential.   \nGRI 2-17  |  Collective knowledge of the highest governance body  |  See our [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) .   \nGRI 2-18  |  Evaluation of the performance of the highest governance body  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Corporate Governance Guidelines ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/governance-documents/atandt-inc-corporate-governance-guidelines-effective-04-08-2022.pdf) .   \nGRI 2-19  |  Remuneration policies  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-20  |  Process to determine remuneration  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 2-21  |  Annual total compensation ratio  |  See our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) and [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?Type=html&FilingId=18180871&Cik=0000732717) .   \nGRI 2-22  |  Statement on sustainable development strategy  |  See the CEO letter in our [ 2024 Sustainability Update ](/ViewFile?fileGuid=b4632aa0-6d0d-4740-85e5-9010a361bb9e) .   \nGRI 2-23  |  Policy commitments  |  See our [ Policies & Commitments ](/reporting-approach/policies) page.   \nGRI 2-24  |  Embedding policy commitments  |  See our [ Policies & Commitments ](/reporting-approach/policies) page and our [ issue briefs ](/priority-topics) for more information on how we embed policy commitments for responsible business conduct in our business activities addressing our most important Corporate Responsibility issues.   \nGRI 2-25  |  Processes to remediate negative impacts  |  See our [ issue briefs ](/priority-topics) for information on our managerial and programmatic approach to addressing our most important Corporate Responsibility issues.   \nGRI 2-26  |  Mechanisms for seeking advice and raising concerns  |  See the [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs as well as the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) .   \nGRI 2-27  |  Compliance with laws and regulations  |  See the [ AT&T Code of Business Conduct ](https://cobc.att.com/mission) as well as our [ Ethics & Integrity ](/priority-topics/ethics-integrity) and [ Environment, Health & Safety Compliance ](/priority-topics/environment-health-safety-compliance) issue briefs. You may also reference additional [ issue briefs ](/priority-topics) for information on responsible business conduct in our business activities addressing our most important Corporate Responsibility issues.  The total number and the monetary value of fines for instances of non-compliance with laws and regulations is confidential.   \nGRI 2-28  |  Membership associations  |  AT&T contributes to industry associations and coalitions, such as the United States Telecom Association, and other associations that advocate on matters of importance to the industry on behalf of their members. For more information on the memberships and coalitions we support, see our [ Political Engagement Report ](/reports/political-engagement-report) and [ Stakeholder Engagement webpage ](/reporting-approach/stakeholder-engagement) as well as our [ issue briefs ](/priority-topics) .   \nGRI 2-29  |  Approach to stakeholder engagement  |  See our [ Stakeholder Engagement ](/reporting-approach/stakeholder-engagement) page.   \nGRI 2-30  |  Collective bargaining agreements  |  See our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief for information on employees covered by collective bargaining agreements. For additional details of our collective bargaining activities and union interactions, see the [ AT&T Bargaining webpage ](https://about.att.com/pages/bargaining) .   \n  \n###  GRI Priority Topics\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-1  |  Process to determine topics  |  See our [ Corporate Responsibility Oversight ](/reporting-approach/oversight) page.   \nGRI 3-2  |  List of topics  |  See our [ Corporate Responsibility Key Topics ](/priority-topics) .   \n  \n###  GRI 203: Indirect Economic Impacts\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Digital Divide ](/priority-topics/digital-divide) issue brief for information on our commitment and work to support broadband affordability, access and adoption, which has wide-ranging economic and social benefits for communities.   \nGRI 203-1  |  Infrastructure investments and services supported  |  See our [ Network Resilience ](/priority-topics/network-resilience) , [ Innovation & Responsible Technology ](/priority-topics/innovation-technology) , [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) and [ Digital Divide ](/priority-topics/digital-divide) issue briefs.   \nGRI 203-2  |  Significant indirect economic impacts  |  See our [ Digital Divide ](/priority-topics/digital-divide) , [ Efficiency & Emissions ](/priority-topics/efficiency-emissions) , [ Network Resilience ](/priority-topics/network-resilience) and [ Innovation & Responsible Technology ](/priority-topics/innovation-technology) issue briefs.   \n  \n###  GRI 205: Anti-Corruption; GRI 206: Anti-Competitive Behavior\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) .   \nGRI 205-1  |  Operations assessed for risks related to corruption  |  For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 205-2  |  Communication and training about anti-corruption policies and procedures  |  For non-confidential information on our compliance process and Anti-Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 205-3  |  Confirmed incidents of corruption and actions taken  |  AT&T is unable to provide this information, as it is confidential. For non-confidential information on our compliance process and Anti Bribery/Anti-Corruption policy, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief.   \nGRI 206-1  |  Legal actions for anti-competitive behavior, anti-trust and monopoly practices  |  For fiscal year 2024, AT&T had no material losses related to litigation or to non-appealable regulatory decisions involving anti-competitive behavior. AT&T is not able to provide further data, as it is confidential. For information on anti-competitive behavior, see our [ Ethics & Integrity ](/priority-topics/ethics-integrity) issue brief and our [ Code of Business Conduct ](https://cobc.att.com/mission) .   \n  \n###  GRI 302: Energy\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Energy Management ](/priority-topics/energy-management) issue brief.   \nGRI 302-1  |  Energy consumption within the organization  |  FY2024 data will be available in Q2 2025.   \nGRI 302-2  |  Energy consumption outside of the organization  |  AT&T does not currently track this information and is working to build the infrastructure and quality controls needed to monitor this data going forward.   \nGRI 302-3  |  Energy intensity  |  FY2024 data will be available in Q2 2025.   \nGRI 302-4  |  Reduction of energy consumption  |  FY2024 data will be available in Q2 2025.   \nGRI 302-5  |  Reductions in energy requirements of products and services  |  AT&T does not track this data, but we expect our device manufacturers to align with best-in-class energy e\ufb03ciency practices. This alignment includes analyzing the life cycle performance of their devices to estimate energy impacts, incorporating or further developing energy management features on their devices, and establishing energy e\ufb03ciency goals. Since 2015, AT&T has worked with other companies and industry associations to improve the energy efficiency of internet modems, routers and other in-home equipment through the [ Small Network Equipment Voluntary Agreement ](https://energy-efficiency.us/wp-content/uploads/2025/02/SNE-VA-Amendment-2025.pdf) . Under the voluntary agreement, the average weighted power of each category of new small network equipment relative to broadband speed delivered has decreased annually since 2015, achieving an [ 89% overall reduction in 2023 ](https://energy-efficiency.us/wp-content/uploads/2024/09/US-SNE_2023_Report.pdf) .   \n  \n###  GRI 305: Emissions\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Efficiency & Emissions ](/priority-topics/efficiency-emissions) issue brief.   \nGRI 305-1  |  Direct (Scope 1) GHG emissions  |  FY2024 data will be available in Q2 2025.   \nGRI 305-2  |  Energy indirect (Scope 2) GHG emissions  |  FY2024 data will be available in Q2 2025.   \nGRI 305-3  |  Other indirect (Scope 3) GHG emissions  |  FY2024 data will be available in Q2 2025.   \nGRI 305-4  |  GHG emissions intensity  |  FY2024 data will be available in Q2 2025.   \nGRI 305-5  |  Reduction of GHG emissions  |  FY2024 data will be available in Q2 2025.   \nGRI 305-6  |  Emissions of ozone-depleting substances (ODS)  |  FY2024 data will be available in Q2 2025.   \nGRI 305-7  |  Nitrogen oxides (NO  x  ), sulfur oxides (SO  x  ), and other significant air emissions  |  AT&T does not disclose this information.   \n  \n###  GRI 405: Diversity and Equal Opportunity\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief and [ Culture and Inclusion ](https://about.att.com/pages/inclusion) website.   \nGRI 405-1  |  Diversity of governance bodies and employees  |  For employee information, see our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief.  For Board of Directors information, see our most recent [ Proxy Statement ](https://investors.att.com/~/media/Files/A/ATT-IR-V2/financial-reports/annual-reports/2025/2025-notice-of-annual-meeting-of-stockholders-and-proxy-statement.pdf) .   \nGRI 405-2  |  Ratio of basic salary and remuneration of women to men  |  AT&T considers this information confidential and does not report this ratio. For information on our commitment to pay equity, see our [ Human Capital Management ](/priority-topics/human-capital-management) issue brief.   \n  \n###  GRI 418: Customer Privacy\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Privacy ](/priority-topics/privacy) issue brief and the [ AT&T Privacy Center ](https://about.att.com/privacy.html) .   \nGRI 418-1  |  Substantiated complaints concerning breaches of customer privacy and losses of customer data  |  We work hard to protect and safeguard the privacy of consumer and employee information. But like all companies, we are faced with attempts to gain unauthorized access to our customers\u2019 or employees\u2019 data. The details associated with any such events are confidential. For more information on data protection and security, see the [ AT&T Privacy Center ](https://about.att.com/privacy.html) and our [ Privacy ](/priority-topics/privacy) issue brief.   \n  \n###  Cybersecurity\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Cybersecurity ](/priority-topics/cybersecurity) issue brief.   \nN/A  |  Cybersecurity  |  See our [ Cybersecurity ](/priority-topics/cybersecurity) issue brief.   \n  \n###  Technological Innovation\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Innovation & Responsible Technology ](/priority-topics/innovation-technology) issue brief.   \nN/A  |  Technology innovation  |  See our [ Innovation & Responsible Technology ](/priority-topics/innovation-technology) issue brief.   \n  \n###  Disaster Response & Relief\n\nStandard Disclosure  |  Disclosure Title  |  Location   \n---|---|---  \nGRI 3-3  |  Management of topics  |  See our [ Network Resilience ](/priority-topics/network-resilience) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs.   \nN/A  |  Disaster response & relief  |  See our [ Network Resilience ](/priority-topics/network-resilience) and [ Community Engagement & Philanthropy ](/priority-topics/community-engagement) issue briefs.   \n  \nLast Updated 4/9/2025\n\n  1. All results are global unless they are marked as U.S. Data does not include WarnerMedia, DIRECTV or Vrio. \n  2. As reported in our [ Form 10-K ](https://otp.tools.investis.com/clients/us/atnt2/sec/sec-show.aspx?FilingId=18180871&Cik=0000732717&Type=PDF&hasPdf=1) . \n\n[ Corporate Responsibility  ](/)\n\nJoin the conversation using  **#ATTimpact**\n\n[ ](https://twitter.com/attimpact) [ ](https://www.instagram.com/attimpact/)\n\n[ Privacy Notice ](http://about.att.com/sites/web_policy) [ Terms of Use\n](https://www.att.com/legal/terms.attWebsiteTermsOfUse.html) [ Accessibility\n](https://www.att.com/accessibility) [ Contact Us\n](https://www.att.com/support/contact-\nus/?source=EPcc000000000000U&wtExtndSource=Footer_Newsroom_DGen) [ Subscribe\nto AT&T News ](https://about.att.com/pages/subscribe-att-news) [\n](https://about.att.com/csr/home/privacy/rights_choices.html)\n\n\u00a9 2025 AT&T Intellectual Property. All rights reserved.\n\n",
                "url": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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            "summary": "AT&T sustainability report.",
            "url": "https://sustainability.att.com/reports/reporting-frameworks/gri"
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                    "source": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
                },
                "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",
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            "summary": "Sustainability report from Schaeffler.",
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        },
        {
            "content": {
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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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Prior results do not guarantee a similar outcome.\n\n##  Search Dialog\n\nShare a link to this page\n\n  * [ Email  ](mailto:?subject=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&body=https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence)\n  * [ LinkedIn  ](https://www.linkedin.com/shareArticle?mini=true&url=https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence&title=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&source=www.whitecase.com)\n  * [ 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)\n  * [ Facebook  ](https://www.facebook.com/share.php?u=https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence&t=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20)\n\n",
                "url": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
            },
            "reason": "This is a legal insight from White & Case, a reputable law firm, making it a reliable source of information regarding EU corporate sustainability due diligence.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Legal insight from White & Case.",
            "url": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "a874d74e-cb2d-44d7-85aa-b3e8532342ca",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.fvtc.edu/courses/business-management-finance/business-management/10-182-1/supply-chain-management"
                },
                "page_content": "\n\n",
                "url": "https://www.fvtc.edu/courses/business-management-finance/business-management/10-182-1/supply-chain-management"
            },
            "reason": "This is a course description from a technical college, which is generally a reliable source of information.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Course description from a technical college.",
            "url": "https://www.fvtc.edu/courses/business-management-finance/business-management/10-182-1/supply-chain-management"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "511877a5-5f91-4286-af29-e5ca652b401f",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://holdings.fujifilm.com/en/sustainability/search/gri-01"
                },
                "page_content": "Home  Sustainability  Searching from the viewpoints of CSR  Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nSearching from the viewpoints of CSR\n\n#  Guideline Comparison Tables GRI Guideline: [GRI 2] General Disclosures\n\nThis report has been prepared in accordance with the GRI Standards.\n\n##  \uff081\uff09The organization and its reporting practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-1  |  Organizational details  |  Corporate Overview  |  P.4   \n[ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) |  \\-   \n2-2  |  Entities included in the organization\u2019s sustainability reporting  |  About Sustainability Report  |  P.3   \n2-3  |  Reporting period, frequency and contact point  |  About Sustainability Report  |  P.3   \n2-4  |  Restatements of information  |  About Sustainability Report  |  P.3   \n2-5  |  External assurance  |  Independent Assurance Report  |  P.142   \n  \n##  \uff082\uff09Activities and workers\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-6  |  Activities, value chain and other business relationships  |  [ Company Profile ](https://holdings.fujifilm.com/en/about/companyprofile) |  \\-   \nFujifilm Group Procurement Overview  |  P.55-56   \n2-7  |  Employees  |  Corporate Overview  |  P.4   \nEmployee Basic Data  |  P.103-106   \n2-8  |  Workers who are not employees  |  N/A  |  \\-   \n  \n##  \uff083\uff09Governance\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=2)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-9  |  Governance structure and composition  |  Corporate Governance Structure and Features  |  P.21-23   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-10  |  Nomination and selection of the highest governance body  |  Diversity among Directors  |  P.23-25   \n[ Corporate Governance Guidelines > Selection Criteria for Director Candidates, CEO Candidate and Audit & Supervisory Board Member Candidates ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \n2-11  |  Chair of the highest governance body  |  Corporate Governance Structure and Features  |  P.21-23   \n2-12  |  Role of the highest governance body in overseeing the management of impacts  |  CSR Management System  |  P.8-9   \nCorporate Governance Structure and Features  |  P.21-23   \n2-13  |  Delegation of responsibility for managing impacts  |  Background of CSR Planning and Process for Identifying Priority Issues (Materiality)  |  P.9-12   \n2-14  |  Role of the highest governance body in sustainability reporting  |  N/A  |  \\-   \n2-15  |  Conflicts of interest  |  [ Corporate Governance Guidelines > Related-Party Transactions ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \n2-16  |  Communication of critical concerns  |  Whistle-blowing and consultation reports  |  P.37   \n2-17  |  Collective knowledge of the highest governance body  |  [ Corporate Governance Guidelines > Policy on Training of Directors and Audit & Supervisory Board Members ](https://www.fujifilm.com/files-holdings/en/about/governance/about_governance_ff_governance_guideline_en.pdf) |  \\-   \nIntegrated Report > Activities of the Board of Directors  |  P.92   \n2-18  |  Evaluation of the performance of the highest governance body  |  The Evaluation of the Effectiveness of the Board of Directors  |  P.26   \n2-19  |  Remuneration policies  |  Relationship between CSR plan and management plan  |  P.16-17   \nExecutive Remuneration  |  P.27-30   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-20  |  Process to determine remuneration  |  Remuneration decision process  |  P.27   \n[ Annual Securities Report Yuka Shoken Houkokusho (In Japanese only) ](https://ir.fujifilm.com/ja/investors/ir-materials/securities-reports.html) |  \\-   \n2-21  |  Annual total compensation ratio  |  Annual total compensation ratio 1:30   \n* Employee wages are calculated on average.  |  \\-   \n  \n##  \uff084\uff09Strategy, policies and practices\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-22  |  Statement on sustainable development strategy  |  Integrated Report > Message from the CEO  |  P.7-12   \n2-23  |  Policy commitments  |  Philosophical Concepts and Related Policies of the Fujifilm Group  |  P.7-8   \n2-24  |  Embedding policy commitments  |  Achievements for Efforts to Promote Compliance  |  P.37   \nEfforts in the Healthcare segment  |  P.54   \nProcurement Policy and Structure  |  P.56-58   \nManagement System  |  P.107   \nBasic Approach  |  P.126   \n2-25  |  Processes to remediate negative impacts  |  Results for Measures Including Remedies and Corrective Actions  |  P.129-132   \n2-26  |  Mechanisms for seeking advice and raising concerns  |  Whistle-blowing and consultation system  |  P.36   \n2-27  |  Compliance with laws and regulations  |  Status for FY2022  |  P.34   \nWhistle-blowing and consultation reports  |  P.37   \nEfforts for Each Theme Related to Laws and Regulations Particularly Important in Business Management  |  P.37-39   \nResponse to Environmental Laws and Regulations  |  P.71-72   \n2-28  |  Membership associations  |  [ Member Organizations / Third-Party Initiatives ](https://holdings.fujifilm.com/en/sustainability/evaluation#link05) |  \\-   \nMember Organizations/Third-Party Initiatives  |  P.20   \nCollaboration with Initiatives  |  P.76-78   \n  \n##  \uff085\uff09Stakeholder engagement\n\n[ Latest version of the GRI guideline comparison table\n](https://www.fujifilm.com/files-\nholdings/en/sustainability/search/ffh_gri_index_2024_en.pdf#page=3)\n\nIndicator  |  References  |  Pages   \n---|---|---  \n2-29  |  Approach to stakeholder engagement  |  Communication with Stakeholders  |  P.17-19   \n2-30  |  Collective bargaining agreements  |  100% (in Japan)  |  \\-   \n  \n**Regarding \u201cPages in this Report\u201d**  \nN / A: When those indicators have little relation with the Fujifilm Group\u2019s\nbusiness or there is no need of management.\n\n[ Material Topics  FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n3] Material Topics.  ](/en/sustainability/search/gri-02)\n\n[ Economic  FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 200]\nEconomic.  ](/en/sustainability/search/gri-03)\n\n[ Environmental  FUJIFILM Holdings' sustainability efforts including\nstrengthening corporate governance and environmental conservation and social\ncontribution. Learn more about Guideline Comparison Tables GRI Guideline: [GRI\n300] Environment.  ](/en/sustainability/search/gri-04)\n\n[ Social  FUJIFILM Holdings' sustainability efforts including strengthening\ncorporate governance and environmental conservation and social contribution.\nLearn more about Guideline Comparison Tables GRI Guideline: [GRI 400] Society.\n](/en/sustainability/search/gri-05)\n\n[ Searching from the viewpoints of CSR  ](/en/sustainability/search)\n\n##  Footer\n\nHome  Sustainability  Searching from the viewpoints of CSR  Guideline\nComparison Tables GRI Guideline: [GRI 2] General Disclosures\n\n###  Sitemap\n\n* [ Message from Leadership ](/en/about/message)\n* [ Fujifilm Group\u2019s Commitment\u200b ](/en/about/commitment)\n* [ Brand ](/en/about/brand)\n* [ Medium-term Management Plan ](https://ir.fujifilm.com/en/investors/policies-and-systems/plan.html)\n* [ Corporate Governance ](/en/about/governance)\n* [ Business Fields ](/en/about/fields)\n* [ Company Profile ](/en/about/companyprofile)\n* [ Board of Directors ](/en/about/executives)\n* [ Group Companies ](/en/about/group)\n* [ History of the Fujifilm Group ](/en/about/history)\n* [ Research & Development ](/en/about/rd)\n\n* [ Management Policies/Systems ](https://ir.fujifilm.com/en/investors/policies-and-systems.html)\n* [ Fujifilm Group\u2019s Value Creation ](https://ir.fujifilm.com/en/investors/value.html)\n* [ Performance/Financial Information ](https://ir.fujifilm.com/en/investors/performance-and-finance.html)\n* [ Stock/Shareholder Information ](https://ir.fujifilm.com/en/investors/stock-and-shareholder.html)\n* [ IR Materials ](https://ir.fujifilm.com/en/investors/ir-materials.html)\n* [ IR Calendar ](https://ir.fujifilm.com/en/investors/ir-calendar.html)\n* [ Stock Price Trends ](https://ir.fujifilm.com/en/investors/stock-and-shareholder/stock-price-trends.html)\n* [ IR News ](https://ir.fujifilm.com/en/investors/ir-news.html)\n* [ Contact Us (IR) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHIREn)\n* [ IR E-mail Alerts ](https://ir.fujifilm.com/en/investors/mail.html)\n* [ Glossary ](https://ir.fujifilm.com/en/investors/glossary.html)\n* [ FAQs ](https://ir.fujifilm.com/en/investors/faq.html)\n* [ IR Sitemap ](https://ir.fujifilm.com/en/investors/ir-sitemap.html)\n\n* [ CSR policies ](/en/sustainability/vision)\n* [ CSR plan ](/en/sustainability/plan)\n* [ CSR activity report ](/en/sustainability/activity)\n* [ Sustainability Report ](/en/sustainability/report)\n* [ Appraisals and Recognition ](/en/sustainability/evaluation)\n* [ Searching from the viewpoints of CSR ](/en/sustainability/search)\n* [ Data and Information ](/en/sustainability/data)\n* [ Contact Us (Sustainability) ](https://www.fujifilmholdings.com/en/form/general/input.php?id=FHCSREn)\n* [ Global Compliance Hotline ](/en/contact#link01)\n\n###  Official Social Media Accounts\n\n###  Fujifilm Group\n\n[ FUJIFILM Corporation  ](https://www.fujifilm.com/jp/en) [ FUJIFILM Business\nInnovation Corp.  ](https://www.fujifilm.com/fb/eng)\n\n[ ](/en)\n\n[ Privacy Policy ](/en/privacy) [ Terms of Use ](/en/terms) [ Contact us\n](/en/contact) Cookies Settings\n\n\u00a9FUJIFILM Holdings Corporation\n\n",
                "url": "https://holdings.fujifilm.com/en/sustainability/search/gri-01"
            },
            "reason": "This is a sustainability report from Fujifilm, a reputable company. While it presents information from the company's perspective, it is likely to be mostly reliable.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' activities value chain",
            "summary": "Sustainability report from Fujifilm.",
            "url": "https://holdings.fujifilm.com/en/sustainability/search/gri-01"
        },
        {
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                    "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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                    "source": "https://www.wildbit.com/blog/wildbits-2020-environmental-footprint.html"
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                "page_content": "\ud83d\udce3  **Postmark has been acquired by ActiveCampaign**\n\n[ Continue reading \u2192 ](/blog/postmark-has-been-acquired-by-activecampaign)\n\n[ x ](/blog/wildbits-2020-environmental-footprint#)\n\n[ ](/blog/author/mattwest) [ Matt  West  ](/blog/author/mattwest) June 8th  \n2021\n\n#  Wildbit\u2019s 2020 environmental footprint\n\nFollowing on from our [ first environmental impact study\n](/blog/2020/06/30/measuring-wildbits-environmental-impact) last year, we\nentered 2020 with optimistic plans to reduce our carbon footprint. It turns\nout that nature had some plans of its own.\n\nWildbit has been a remote company for 20 years, but the COVID-19 pandemic\nstill impacted how we operate. While our day-to-day operations stayed mostly\nthe same, travel plummeted this year as we canceled our annual team retreat\nand conferences moved online.\n\nFor 2020, we again focused on measuring our three main areas of emissions:\ninfrastructure, travel, and operations. We have a little more experience\nmeasuring our emissions this year, but there are still some significant\ndifficulties in calculating [ the impact of a remote SaaS business ](/people-\nfirst/impact) .\n\n##  Infrastructure emissions\n\nOur engineering team continued to move services from our colocated data center\nto AWS in 2020. This has helped reduce our estimated infrastructure footprint\nfrom 61.4 tCO2e in 2019 to 58.4 tCO2e in 2020.\n\n> tCO2e means metric tonnes of Carbon Dioxide Equivalent. This unit\n> incorporates the [ global warming potential\n> ](https://www.epa.gov/ghgemissions/understanding-global-warming-potentials)\n> of a range of polluting gases and converts the amount of each gas into the\n> equivalent amount of Carbon Dioxide, giving us a single figure to track\n> emissions by.\n\nCloud providers like AWS operate data centers that run far [ more efficiently\nthan most colocated operations\n](https://sustainability.aboutamazon.com/carbon_reduction_aws.pdf) . However,\nwe lose the ability to monitor the energy consumption of our hardware with\nthese providers, making it incredibly difficult to report emissions caused by\nour usage. We haven\u2019t found a way to estimate emissions from our AWS usage\nyet. For Google Cloud, we\u2019ve applied [ research done by the team at Etsy\n](https://codeascraft.com/2020/04/23/cloud-jewels-estimating-kwh-in-the-\ncloud/) to estimate emissions from our usage and billing data.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nCo-located data center  |  60.2  |  57.8   \nGoogle Cloud  |  N/A  |  0.001*   \nAWS  |  N/A  |  N/A   \nOther _Marketing websites estimated emissions based on page views_ |  1.2  |  0.6   \n**Totals** |  61.4  |  58.4   \n  \n_*_ [ _Google cloud runs on 100% renewable energy_\n](https://cloud.google.com/sustainability) _, so we\u2019re only accounting for\nemissions associated with transmission and distribution losses._\n\n##  Travel emissions\n\nAfter starting the year with exciting plans for a blowout team retreat to\ncelebrate [ Wildbit\u2019s 20th birthday ](/labs/modalbox/) , COVID-19 brought all\nof our plans to an abrupt halt. With the exception of a leads team retreat in\nearly January, we canceled almost all our travel plans in 2020.  \n  \nOur overall travel footprint in 2020 was 3.4 tCO2e compared to 20.5 tCO2e in\n2019, an 83% reduction. We\u2019ve made the call not to hold an annual retreat in\n2021 either, so we expect this number to remain low in 2021.\n\n**Flights  \n** With no retreat, we made just 19 flights in 2020. Traveling a total of\n17,936 miles compared to the 100,148 miles we flew in 2019. Our carbon\nfootprint went from 16.2 tCO2e in 2019 to 2.8 tCO2e in 2020, a huge 83%\nreduction.\n\n**Ground** **t** **ransport  \n** Taxis, trains, and bus travel accounted for 530 miles and 0.1 tCO2e in 2020\ncompared to 1,376 miles and 0.5 tCO2e in 2019. This covers travel associated\nwith company trips and conferences. Some team members use local co-working\nspaces but we don't currently track their commutes.\n\nThe percentage of ground travel using public transport increased from 13% in\n2019 to 45% in 2020. Pre-pandemic we had set out to encourage the use of\npublic transport over Uber and private taxis to help reduce our travel\nfootprint. Given the low level of travel in 2020, it\u2019s difficult to say\nwhether those efforts actually contributed to the increase in public transport\nusage or not. It\u2019s something we want to continue working on once travel\nincreases again though.\n\n**Hotel** **s** **tays  \n** With the cancellation of our annual retreat and in-person conferences,\nhotel stays were drastically reduced. Going from 184 nights in 2019 to 21\nnights in 2020. Emission associated with hotel stays reduced from 3.7 tCO2e to\n0.5 tCO2e.\n\n|  **2019** |  |  **2020** |   \n---|---|---|---|---  \n|  **Miles / Nights** |  **Emissions** **(tCO2e)** |  **Miles / Nights** |  **Emissions** **(tCO2e)**  \nAir Transport  |  100,148  |  16.210  |  17,936  |  2.766   \nPrivate Transport _Ubers, taxis, private-hire buses, etc._ |  1,194  |  0.525  |  290  |  0.098   \nPublic Transport _Trains, trams, buses, etc._ |  182  |  0.026  |  240  |  0.039   \nHotel Stays  |  184  |  3.735  |  21  |  0.456   \n**Total** |  **101,524 / 184** |  **20.5** |  **18,466 / 21** |  **3.4**  \n  \n##  Operations emissions\n\nIn 2019 we decided to [ downsize our HQ in Philadelphia\n](/blog/2019/11/08/downsizing-the-office-upsizing-remote-first) and move to a\ndedicated area in a co-working space. That worked out pretty well for a while,\nbut once the pandemic hit and we were all bound to our homes the office didn\u2019t\nget much use.\n\nWildbit office in a co-working apace\n\nAs the co-working space has shared utility meters, we lost our ability to\naccurately measure our electricity and gas usage after the move. Instead, we\nestimated our usage based on figures released by the US Energy Information\nAdministration ( [ electricity\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) [ data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c17.php) , [\ngas data\n](https://www.eia.gov/consumption/commercial/data/2012/c&e/cfm/c24.php) ).\nBased on these estimates, our electricity footprint came in at 1 tCO2e and our\ngas footprint at 2.3 tCO2e in 2020.  \n  \nThat\u2019s not the full picture though. The tenants we sub-let our old HQ to are\nin the travel industry and were badly impacted when the pandemic hit. They\nmoved out in June and we took on responsibility for the building again.\nAccounting for the electricity and gas usage to keep the old office ticking\nover while it was unoccupied pushes the footprint of our total operations for\n2020 up to 14.2 tCO2e, an increase of ~20%.\n\n|  **2019** **(tCO2e)** |  **2020** **(tCO2e)**  \n---|---|---  \nPhiladelphia HQ  |  12  |  10.9   \nDedicated co-working space  |  N/A  |  3.3   \n**Total** |  12  |  14.2   \n  \nWe\u2019ve since decided to go fully remote and vacated the co-working space when\nour lease expired in March 2021.\n\n##  Wildbit\u2019s 2020 footprint\n\nLooking back on an unusual year, our 2020 estimate footprint came out at 76\ntCO2e. 20% lower than our footprint in 2019. That\u2019s about the same as the\nemissions from burning a tanker full of gasoline.\n\n|  **2019** |  **2020**  \n---|---|---  \nInfrastructure  |  61.4  |  58.4   \nTravel  |  20.5  |  3.4   \nOperations  |  11.9  |  14.2   \n**Total** |  **93.8 tCO2e** |  **76 tCO2e**  \n  \nWe worked with [ Gold Standard ](https://www.goldstandard.org/) again this\nyear to purchase carbon credits from a [ solar power project in Bhadla, India\n](https://marketplace.goldstandard.org/collections/projects/products/eki-\nenergy-services-gold-standard-foundation-400-mw-solar-power-project-at-bhadla-\nrajasthan-india) to offset our footprint. While purchasing carbon offsets is\nnot a long-term solution to the climate crisis, it can help some of the\ncommunities most at risk from the effects of climate change.  \n  \nOur next big challenge is to find a way to estimate the energy usage of our\nfully remote team and factor that into our footprint. Last year we tried\nrunning a survey with the team to collect information about their energy use\nbut found it difficult to get hold of accurate numbers due to the wide range\nof energy sources and billing intervals used across our team.  \n  \nWe\u2019re currently looking into ways we can estimate energy usage based on\nlocation-based averages. We\u2019ll be sure to share our approach once we\u2019ve\nfigured it out. If you\u2019ve tackled this for your own team, we\u2019d love to hear\nfrom you. Send us [ an email ](mailto:hello@wildbit.com) or give us a shout [\non Twitter ](https://twitter.com/Wildbit) !\n\n##  More in  Culture\n\n  * [ Leading during a crisis... again. ](/blog/newsletter-march-2022)\n  * [ Should we *really* aim for work-life balance? ](/blog/newsletter-february-2022)\n  * [ The 4 Rs of people-first culture ](/blog/people-first-culture)\n  * [ Deep work, chill work: a conversation with Rand Fishkin ](/events/rand-fishkin)\n  * [ Asking deep questions about what \u2018work\u2019 is ](/blog/newsletter-january-2022)\n\nCopyright \u00a9 2024 Wildbit LLC\n\n",
                "url": "https://www.wildbit.com/blog/wildbits-2020-environmental-footprint.html"
            },
            "reason": "This is the company's blog and provides data on their environmental footprint. It is moderately reliable as it is a primary source but may present information in a favorable light.",
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            "search_query": "company 'N/A' environmental impact carbon footprint",
            "summary": "This is the company's blog and provides data on their environmental footprint. It is moderately reliable as it is a primary source but may present information in a favorable light.",
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            "reliability_score": 0.8,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is a government website (.gov) providing information on electric sector modernization plans.",
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                    "source": "https://guidance.cdp.net/en/guidance?cid=7633&ctype=record&idtype=RecordID&incchild=1&microsite=0&otype=Guidance"
                },
                "page_content": "[ Export to PDF __\n](/en/guidance/export?cid=7633&ctype=record&export_type=pdf&idtype=RecordID&incchild=1&microsite=0&otype=Guidance&page=1)\n\n#  2023 Cities Reporting Guidance\n\n[ + ] Show Menu\n\n##  Questionnaire Pathway Map\n\n  * The 2023 CDP-ICLEI Track Questionnaire is divided into three distinct pathways. An increase in the pathways is accompanied by an increase in the number of questions. \n  * The Questionnaire Pathway Map outlines the questions, and where relevant the columns/rows, which are presented within each pathway. \n  * If your jurisdiction participates in certain projects or initiatives there may be modifications to the questions and/or columns/rows presented to ensure your questionnaire aligns with the reporting requirements of the applicable project or initiative. Please see the 'Column/Row Modifications' in the tables below to view potential additional columns/rows and the table 'Projects and Initiatives - Additional Questions' to view potential additional questions. \n\n###  Pathway 1\n\nQuestion Number  |  Question Text  |  Column/Row Modifications   \n---|---|---  \n**0.1** |  Provide details of your jurisdiction in the table below.  |  **N/A**  \n**1.1** |  Has a climate risk and vulnerability assessment been undertaken for your jurisdiction? If not, please indicate why.  |  **N/A**  \n**1.1a** |  Provide details on your climate risk and vulnerability assessment.  |  **Pathway 1: Columns 1-5**   \nGCoM and ICLEI GreenClimateCities presented the complete question  \n**1.2** |  Provide details on the most significant climate hazards faced by your jurisdiction.  |  **Pathway 1: Columns 1-5**   \nGCoM, ICLEI GreenClimateCities and WWF One Planet City Challenge presented the\ncomplete question  \n**1.3** |  Identify and describe the most significant factors impacting on your jurisdiction\u2019s ability to adapt to climate change and indicate how those factors either support or challenge this ability.  |  **N/A**  \n**2.1** |  Does your jurisdiction have a community-wide emissions inventory to report?   \n|  ****N/A** **  \n**2.1a** |  Provide information on and an attachment (in spreadsheet format)/direct link to your main community-wide GHG emissions inventory.  |  **Pathway 1, 2 and 3: Columns 1-9 and 13**   \nICLEI GreenClimateCities, WWF One Planet City Challenge, and NetZeroCities\nInitiative presented the complete question  \n  \n**2.1b** |  Provide a breakdown of your community-wide emissions by scope. If the inventory has been developed using the Global Protocol for Community Greenhouse Gas Emissions Inventories (GPC) you will also be requested to provide a breakdown by sector.  |  **Pathway 1: Rows 1-4** (Total emissions only)   \nICLEI GreenClimateCities, WWF One Planet City Challenge, and NetZeroCities\nInitiative  \npresented the complete question  \n  \n**2.1c** |  Provide a breakdown of your community-wide emissions in the format of the Common Reporting Framework.  |  **Pathway 1: Rows 30 and 31** (Total emissions only)   \nGCoM, ICLEI GreenClimateCities, WWF One Planet City Challenge, and\nNetZeroCities Initiative  \npresented the complete question  \n  \n**3.1** |  Report the following information regarding your jurisdiction-wide energy consumption.  |  **Pathway 1** : **Columns 1, 2 and 5**   \nICLEI GreenClimateCities, 100% Renewables Cities and Regions Network and\nNetZeroCities Initiative also presented column 3  \nGCoM presented the complete question  \n  \n**3.5** |  Report your jurisdiction's passenger and/or freight mode share data.  |  **Pathway 1: Rows 1-12** (Passenger mode share only)   \nICLEI Ecomobility Alliance and NetZeroCities Initiative presented the complete\nquestion  \n  \n**3.7** |  Report the following waste-related data for your jurisdiction.  |  **Pathway 1: Row 1** (Total solid waste only)   \nNetZeroCities Initiative presented the complete question  \n  \n**3.8** |  Report on how climate change impacts health outcomes and health services in your jurisdiction.  |  **Pathway 1: Columns 1-3  \n** NetZeroCities Initiative presented the complete question ****  \n**3.10** |  Provide details of the household access to water, sanitation services and water consumption in your jurisdiction.  |  **N/A**  \n**3.11** |  What percentage of your population is food insecure and/or lives in a food desert?  |  **N/A**  \n**4.1** |  Does your jurisdiction have an adaptation goal(s) in place? If no active adaptation goal is in place, please indicate the primary reason why.  |  **N/A**  \n**4.1a** |  Report your jurisdiction\u2019s main adaptation goals.  |  **N/A**  \n**5.1** |  Does your jurisdiction have an active greenhouse gas emission reduction target(s) in place? Please include long-term and/or mid-term targets. If no active GHG emissions reduction target is in place, please indicate the primary reason why.  |  **N/A**  \n**5.1a** |  Provide details of your emissions reduction target(s). Please report both long-term and mid-term targets, if applicable.  |  **N/A**  \n**5.1b** |  Provide details on the current or planned use of carbon credits sold to or purchased from outside the jurisdiction or target boundary.  |  **N/A**  \n**6.1** |  Provide details of your jurisdiction's energy-related targets active in the reporting year. In addition, you can report other climate-related targets active in the reporting year.  |  **N/A**  \n**7.1** |  Does your jurisdiction have a climate action plan or strategy that addresses mitigation, adaptation (resilience) and/or energy?  |  **N/A**  \n**7.1a** |  Report details on the climate action plan or strategy that addresses mitigation, adaptation (resilience) and/or energy-related issues in your jurisdiction.  |  **Pathway 1: Columns 1 - 8  \n** GCoM and ICLEI GreenClimateCities, WWF One Planet City Challenge and\nNetZeroCities Initiative  \npresented the complete question  \n  \n**7.5** |  Describe any planned climate-related projects within your jurisdiction for which you hope to attract financing.  |  ****N/A** **  \n**8.1** |  Describe the outcomes of the most significant adaptation actions your jurisdiction is currently undertaking. Note that this can include those in the planning and/or implementation phase.  |  **Pathway 1: Columns 1 - 9  \n** GCoM, ICLEI GreenClimateCities, 100% Renewables Cities and Regions Network,\nWWF One Planet City Challenge and NetZeroCities Initiative presented columns\n1-12  \nColumn 13 is GCoM only  \n  \n**9.1** |  Describe the outcomes of the most significant mitigation actions your jurisdiction is currently undertaking. Note that this can include those in the planning and/or implementation phases.  |  **Pathway 1: Column 1 - 10  \n** GCoM, ICLEI GreenClimateCities, 100% Renewables Cities and Regions Network,\nICLEI Ecomobility Alliance, ICLEI Transformative Actions Program, WWF One\nPlanet City Challenge and NetZeroCities Initiative presented columns 1-13  \nColumn 14 is GCoM only  \n  \n###  Pathway 2 - Additional Questions (7) and/or Columns/Rows\n\n  * Responding jurisdictions who select Pathway 2 will be presented with the questions as outlined in Pathway 1 in addition to the questions and columns/row as outlined in the table below. \n\nQuestion Number  |  Question Text  |  Column/Row Modifications   \n---|---|---  \n**0.2** |  Provide information on your jurisdiction\u2019s oversight of climate-related risks and opportunities and how these issues have impacted your jurisdiction's planning.   \n|  **N/A**  \n**0.3** |  Report how your jurisdiction assesses the wider environmental, social and economic opportunities and benefits of climate action.  |  **N/A**  \n**0.4** |  Report on your engagement with other levels of government regarding your jurisdiction's climate action.  |  **N/A**  \n**0.5** |  Report your jurisdiction's most significant examples of collaboration with governments, business, and/or civil society on climate-related issues.  |  **N/A**  \n**1.1a** |  Provide details on your climate risk and vulnerability assessment.  |  **Pathway 2 and 3: Columns 1-7** (Complete question)   \n  \n**1.2** |  Provide details on the most significant climate hazards faced by your jurisdiction.  |  **Pathway 2 and 3: Columns 1-11** (Complete question)   \n  \n**2.1b** |  Provide a breakdown of your community-wide emissions by scope. If the inventory has been developed using the Global Protocol for Community Greenhouse Gas Emissions Inventories (GPC) you will also be requested to provide a breakdown by sector.  |  **Pathway 2 and 3: Rows 1-17** (Complete question)   \n**2.1c** |  Provide a breakdown of your community-wide emissions in the format of the Common Reporting Framework.  |  **Pathway 2 and 3: Rows 1-31** (Complete question)   \n  \n**2.1d** |  Provide a breakdown of your community-wide emissions by sector.  |  **N/A**  \n**3.3** |  How many households within the jurisdiction boundary face energy poverty? Select the threshold used for energy poverty in your jurisdiction.  |  **N/A**   \n  \n**3.5** |  Report your jurisdiction's passenger and/or freight mode share data.  |  **Pathway 2 and 3: Rows 1-23** (Complete question)   \n**3.7** |  Report the following waste-related data for your jurisdiction.  |  **Pathway 2 and 3: Row 1-9**   \n(Complete question)  \n  \n**3.8** |  Report on how climate change impacts health outcomes and health services in your jurisdiction.  |  **Pathway 2 and 3: Columns 1-7** (Complete question)   \n  \n**7.1a** |  Report details on the climate action plan or strategy that addresses climate mitigation and/or climate adaptation (resilience) in your jurisdiction.  |  **Pathway 2 and 3: Columns 1 - 15** (Complete question)   \n  \n**7.2** |  Report details on the other climate-related plans, policies and/or strategies in your jurisdiction.  |  **N/A**  \n**8.1** |  Describe the outcomes of the most significant adaptation actions your jurisdiction is currently undertaking. Note that this can include those in the planning and/or implementation phase.  |  **Pathway 2 and 3: Columns 1 - 12**   \nColumn 13 and 14 are GCoM only  \n  \n**9.1** |  Describe the outcomes of the most significant mitigation actions your jurisdiction is currently undertaking. Note that this can include those in the planning and/or implementation phases.  |  **Pathway 2 and 3: Column 1 - 13** Column 14 and 15 are GCoM only    \n  \n  \n###  Pathway 3 - Additional Questions (9)\n\n  * Responding jurisdictions who select Pathway 3 will be presented with the questions as outlined in Pathway 1 and 2 in addition to the questions as outlined in the table below. \n\nQuestion Number  |  Question Text  |  Column/Row Modifications   \n---|---|---  \n**3.1a** |  Report the total electricity consumption in MWh and the energy mix used for electricity consumption in your jurisdiction.  |  **N/A**  \n**3.1b** |  Report the total thermal (heating/cooling) energy consumption in MWh and the energy mix used for thermal (heating/cooling) source mix breakdown for energy consumption in your jurisdiction.  |  **N/A**  \n**3.1c** |  For each type of renewable energy within the jurisdiction boundary, report the installed capacity (MW) and annual generation (MWh).  |  **N/A**  \n**3.9** |  Report the following air pollution data for the jurisdiction.  |  **N/A**  \n**3.12** |  Report the total quantity of food that is procured (in tonnes) for government-owned and/or operated facilities (including municipal facilities, schools, hospitals, youth centers, shelters, public canteens, prisons etc.). If available, please provide a breakdown per food group.  |  **N/A**  \n**3.13** |  Report the sources of your jurisdiction\u2019s water supply, volumes withdrawn per source, and the projected change.   \n|  **N/A**  \n**7.3** |  Does your jurisdiction have a strategy for reducing emissions from consumption of the jurisdiction's most relevant goods and services?  |  **N/A**  \n**7.4** |  Does your jurisdiction have a strategy or standard for reducing emissions from the jurisdiction\u2019s procurement and purchases of goods and services?  |  **N/A**  \n**7.6** |  Report the factors that support climate-related investment and financial planning in your jurisdiction.  |  **N/A**  \n  \n###  Projects and Initiatives - Additional Questions\n\n  * Responding jurisdictions who participate in certain initiatives. \n\nQuestion number  |  Question Text  |  Applicable Projects and Initiatives   \n---|---|---  \n**2.2** |  Does your jurisdiction have a consumption-based emissions inventory to measure emissions from consumption of goods and services? The consumption-based approach captures direct and lifecycle GHG emissions of goods and services and allocates GHG emissions to the final consumers, rather than to the producers.   \n|  ICLEI Ecomobility Alliance, WWF One Planet City Challenge and NetZeroCities\nInitiative presented this question  \n**2.3** |  Do you have an emissions inventory for your government operations to report?   \n|  ICLEI GreenClimateCities and NetZeroCities Initiative presented this\nquestion  \n**2.3a** |  Attach your government operations emissions inventory and report the following information regarding this inventory.  |  ICLEI GreenClimateCities and NetZeroCities Initiative presented this question   \n**2.3b** |  Report your government operations emissions in metric tonnes CO2e.  |  ICLEI GreenClimateCities and NetZeroCities Initiative presented this question   \n**3.1d** |  Report the total jurisdiction-wide annual electricity and heating and cooling consumption for each sector listed and for your government operations.  |  100% Renewables Cities and Regions Network, WWF One Planet City Challenge and NetZeroCities Initiative presented this question   \n**3.2** |  Report the percentage of households within the jurisdiction with access to clean cooking fuels and technologies.  |  GCoM and 100% Renewables Cities and Regions Network presented this question   \n**3.4** |  Report the following information on access to secure energy for your jurisdiction.  |  GCoM and 100% Renewables Cities and Regions Network presented this question   \n**3.6** |  Report the total emissions, fleet size and number of vehicle types for the following modes of transport.  |  ICLEI Ecomobility Alliance and NetZeroCities Initiative presented this question   \n**10.2** |  Where available, please provide the following documentation relevant to your membership in the Green Climate Cities program.  |  ICLEI GreenClimateCities presented this question   \n  \n* * *\n\n###  Your document is now ready\n\n###  Loading...\n\n###  An error occured, please try again\n\n[ Close  ](javascript:void\\(0\\))\n\n[ x ](javascript:void\\(0\\))\n\nWe use cookies to improve your experience on our site. 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                "url": "https://guidance.cdp.net/en/guidance?cid=7633&ctype=record&idtype=RecordID&incchild=1&microsite=0&otype=Guidance"
            },
            "reason": "This is guidance from CDP (Carbon Disclosure Project), an organization focused on environmental reporting. It is a reputable source of information, but the guidance may be tailored to specific reporting frameworks, which could introduce a slight bias or limit its general applicability.",
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            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is guidance from CDP (Carbon Disclosure Project), an organization focused on environmental reporting.",
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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 a page from the California Air Resources Board (ARB), a government agency. Government sources are generally highly reliable, and this page outlines their various programs related to air quality and climate. The .gov domain and the agency's mission contribute to the high reliability score.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is a page from the California Air Resources Board (ARB), a government agency.",
            "url": "https://ww2.arb.ca.gov/our-work/programs"
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                    "source": "https://www.novonordisk.com/content/dam/nncorp/global/en/sustainable-business/pdfs/esg-portal/2023/esg-portal-data-2022.xlsx"
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                "page_content": "##\n\n404 - _Not Found_\n\n* * *\n\n\u00a9 Novo Nordisk\n\n",
                "url": "https://www.novonordisk.com/content/dam/nncorp/global/en/sustainable-business/pdfs/esg-portal/2023/esg-portal-data-2022.xlsx"
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            "reason": "This is an ESG data document from Novo Nordisk. While the data itself may be accurate, it is presented by a corporation, which has a vested interest in portraying its ESG performance positively. This potential for bias lowers the reliability score.",
            "reliability_score": 0.6,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "This is an ESG data document from Novo Nordisk.",
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                    "source": "https://www.sciencedirect.com/science/article/pii/S2212096317301572"
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                "url": "https://www.sciencedirect.com/science/article/pii/S2212096317301572"
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                    "source": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
                },
                "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 - by the \u2026  From LDC Gas Forums  April 15, 2025  ](/press-\nrelease/20250411-the-inaugural-natgas-to-power-forum-takes-place-\nnov-10-11-2025-in-san-an/) [ Virtual Peaker and NeoVolta Announce Partnership\nfor Smarter Energy Storage  From Virtual Peaker  April 09, 2025  ](/press-\nrelease/20250409-virtual-peaker-and-neovolta-announce-partnership-for-smarter-\nenergy-storag-1/) [ SmartFlower Selected for Vanity Fair Italia's Prestigious\nGarden of Ideas at Milan Design Week\u2026  From SmartFlower Solar  April 14, 2025\n](/press-release/20250414-smartflower-selected-for-vanity-fair-italias-\nprestigious-garden-of-ideas-a/) [ Think Power Solutions Renews Contract with\nAEP, Expanding AI-Enabled Utility Services with Ind\u2026  From Think Power\nSolutions  April 16, 2025  ](/press-release/20250416-think-power-solutions-\nrenews-contract-with-aep-expanding-ai-enabled-utilit/)\n\nEditors' picks\n\n  * [ ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-manufacturer-study/744575/)\n\nCourtesy of GE Vernova\n\n###  [ US electricity demand will grow 50% by 2050, electrical manufacturer\nstudy finds ](/news/us-electricity-demand-will-grow-50-by-2050-electrical-\nmanufacturer-study/744575/)\n\nData centers and transportation electrification will drive U.S. electricity\ndemand about 2% higher each year for the next quarter century, according to a\nnew analysis completed for the National Electrical Manufacturers Association.\n\nBy Robert Walton \u2022  April 7, 2025\n\n  * [ ](/news/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\nLatest in Generation\n\n  * [ ](/news/calpine-constellation-pjm-settlement-colocation-data-center/746099/)\n\n[ Calpine, Constellation, others seek settlement talks over PJM colocation\nrules ](/news/calpine-constellation-pjm-settlement-colocation-data-\ncenter/746099/)\n\nBy Ethan Howland\n\n  * [ ](/news/doe-third-loan-disbursement-palisades-nuclear-restart/746086/)\n\n[ DOE makes $46.7M loan disbursement to support Palisades nuclear restart\n](/news/doe-third-loan-disbursement-palisades-nuclear-restart/746086/)\n\nBy Robert Walton\n\n  * [ ](/news/ai-data-centers-colocation-grid-reliability-interconnection-texas/745176/)\n\n[ How AI data centers can support grid reliability in Texas and across the US\n](/news/ai-data-centers-colocation-grid-reliability-interconnection-\ntexas/745176/)\n\nBy Gideon Powell and Josh T. Smith\n\n  * [ ](/news/ferc-pjm-interconnection-capacity-auction-price-cap-collar/745979/)\n\n[ FERC approves PJM capacity auction price cap, floor ](/news/ferc-pjm-\ninterconnection-capacity-auction-price-cap-collar/745979/)\n\nBy Ethan Howland\n\n* * *\n\n[ ](https://www.industrydive.com)\n\n  * [ ](https://www.linkedin.com/company/utility-dive-energy-and-utility-news)\n  * [ ](https://www.facebook.com/utilitydive/)\n  * [ ](https://twitter.com/UtilityDive)\n  * [ ](https://www.utilitydive.com/feeds/news/)\n\n####  Explore\n\n  * [ About ](/about/)\n  * [ Editorial Team ](/editors/)\n  * [ Contact Us ](/contact/)\n  * [ Newsletter ](/signup/?signup_location=footer-list&signup_path=/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/)\n  * [ Purchase Licensing Rights ](/selfservice/article-licensing/submit/)\n  * [ Press Releases ](/press-release/)\n  * [ What We're Reading ](/what-we-are-reading/)\n\n####  Reach our audience\n\n  * [ Advertising ](/advertise/)\n  * [ Post a press release ](/press-release/get-started/)\n  * [ Submit an opinion piece ](/opinion/)\n  * [ Promote an event ](/selfservice/event-listings/contact)\n\n####  Related Publications\n\n  * [ Smart Cities Dive ](https://www.smartcitiesdive.com/)\n  * [ Waste Dive ](https://www.wastedive.com/)\n\n* * *\n\nIndustry Dive is an Informa TechTarget business.\n\n\u00a9 2025 TechTarget, Inc. or its subsidiaries. All rights reserved. | View our [ other publications ](https://www.industrydive.com/industries/) | [ Privacy policy ](https://www.techtarget.com/privacy-policy/) | [ Terms of use ](https://www.techtarget.com/terms-of-use/) | [ Take down policy ](https://www.industrydive.com/takedown-policy/) .   \nCookie Preferences / Do Not Sell\n\nThis website is owned and operated by Informa TechTarget, part of a global\nnetwork that informs, influences and connects the world's technology buyers\nand sellers. All copyright resides with them. Informa PLC's registered office\nis 5 Howick Place, London SW1P 1WG. Registered in England and Wales.\nTechTarget, Inc.'s registered office is 275 Grove St. Newton, MA 02466.\n\n",
                "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 industry news source. While it may have a slight industry focus, its reporting is generally factual and well-researched, making it a mostly reliable source of information.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' climate risk energy usage",
            "summary": "Utility Dive is a reputable industry news source.",
            "url": "https://www.utilitydive.com/news/climate-risks-accelerating-heres-what-costs-duke-pge-and-16-other-utilities-expect/588860/"
        },
        {
            "content": {
                "metadata": {
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.skokie.org/CivicAlerts.aspx?ARC=L&What=2&CC=2&ItemID=1100&From=AID%3D1100"
                },
                "page_content": "Skip to Main Content\n\n",
                "url": "https://www.skokie.org/CivicAlerts.aspx?ARC=L&What=2&CC=2&ItemID=1100&From=AID%3D1100"
            },
            "reason": "This is a government website (.org) providing information on water conservation measures. While it's a reliable source for local information, it lacks broader context and may have a slight bias towards promoting local initiatives.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a government website providing information on water conservation measures.",
            "url": "https://www.skokie.org/CivicAlerts.aspx?ARC=L&What=2&CC=2&ItemID=1100&From=AID%3D1100"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "62b9651e-df42-4790-99c1-01faab2ea058",
                    "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": "This is the Greenhouse Gas Protocol website, a reputable source for GHG emissions accounting standards. The page provides access to third-party databases, enhancing its reliability.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is the Greenhouse Gas Protocol website, a reputable source for GHG emissions accounting standards.",
            "url": "https://ghgprotocol.org/Third-Party-Databases/Defra"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "d92d8ec0-5d6b-4b9c-bb02-b7c8ab2a0946",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
                },
                "page_content": "#  403 Forbidden\n\n* * *\n\nnginx\n\n",
                "url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
            },
            "reason": "This is a Utah Department of Environmental Quality (.gov) webpage explaining SIC codes for water discharge permits. It's a reliable source for regulatory information within Utah.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a Utah Department of Environmental Quality webpage explaining SIC codes for water discharge permits.",
            "url": "https://deq.utah.gov/water-quality/explanation-of-standard-industry-classification-sic-codes-updes-permits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "4337d2da-2294-4226-ab32-1c0a3e111f21",
                    "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 U.S. Environmental Protection Agency (.gov) website detailing greenhouse gas reduction measures. It is a highly reliable source for environmental information and policy.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a U.S. Environmental Protection Agency website detailing greenhouse gas reduction measures.",
            "url": "https://www.epa.gov/inflation-reduction-act/ghg-reduction-measures-co-pollutant-benefits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "b6dfdf8e-7457-4933-b10f-a584daf2d543",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
                },
                "page_content": "Javascript must be enabled for the correct page display\n\n#  Environmental Data\n\nWaste Management\n\n[ Download Report Data (XLS)  ](/docs/download/integrated-\nreports/2024/sap-2024-integrated-report-data.xlsx)\n\n  \nThis page is best viewed using a desktop computer or tablet.\n\n\u00e2\u009c\u0093\u00c2 [ Audited  ](/docs/download/investors/2024/sap-2024-integrated-\nreport.pdf#page=40)\n\n######  Electronic Waste  1  in metric tons\n\n###  **Total Electronic Waste (e-waste)**\n\n\u00c2  |  ** 2024  ** |  2023  |  2022  |  2021  |  2020   \n---|---|---|---|---|---  \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2  ** |  **793** |  1,501  |  480  |  284  |  n/a   \n**Waste diverted from disposal 3  ** |  **749** |  93%  |  90%  |  89%  |  n/a   \nReusage  |  410  |  840  |  268  |  151  |  n/a   \nRecycling  |  340  |  558  |  166  |  101  |  n/a   \n**Waste directed to disposal** |  **43** |  7%  |  10%  |  11%  |  n/a   \nIncineration with/without energy recovery  |  35  |  78  |  36  |  13  |  n/a   \nDisposal (landfill)  |  9  |  25  |  10  |  3  |  n/a   \n  \n###  **Hazardous Materials (New in 2024) \u00c2 2  **\n\n\u00c2  |  ** 2024  ** |  2023  |  2022  |  2021  |  2020   \n---|---|---|---|---|---  \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2  ** |  **264** |  n/a  |  n/a  |  n/a  |  n/a   \n**Waste diverted from disposal 3  ** |  **248** |  n/a  |  n/a  |  n/a  |  n/a   \nReusage  |  161  |  n/a  |  n/a  |  n/a  |  n/a   \nRecycling  |  87  |  n/a  |  n/a  |  n/a  |  n/a   \n**Waste directed to disposal** |  **16** |  n/a  |  n/a  |  n/a  |  n/a   \nIncineration with/without energy recovery  |  12  |  n/a  |  n/a  |  n/a  |  n/a   \nDisposal (landfill)  |  4  |  n/a  |  n/a  |  n/a  |  n/a   \n  \n###  **Non-Hazardous (New in 2024)**\n\n\u00c2  |  ** 2024  ** |  2023  |  2022  |  2021  |  2020   \n---|---|---|---|---|---  \n**Waste of Electrical and Electronic Equipment (WEEE, e-waste) 2  ** |  **528** |  n/a  |  n/a  |  n/a  |  n/a   \n**Waste diverted from disposal 3  ** |  **501** |  n/a  |  n/a  |  n/a  |  n/a   \nReusage  |  248  |  n/a  |  n/a  |  n/a  |  n/a   \nRecycling  |  253  |  n/a  |  n/a  |  n/a  |  n/a   \n**Waste directed to disposal** |  **27** |  n/a  |  n/a  |  n/a  |  n/a   \nIncineration with/without energy recovery  |  23  |  n/a  |  n/a  |  n/a  |  n/a   \nDisposal (landfill)  |  5  |  n/a  |  n/a  |  n/a  |  n/a   \n  \n1  Due to rounding, the sum of the numbers presented in the table might not\nprecisely equal the totals we provide.  \u00c2  \nThe e-waste reporting process is constantly evolving. In 2021 we increased the\ngranularity of our data based on the results of a project to leverage the\nreporting capabilities of our large ITAD partners. Consequently, there is no\nreusage and WEEE breakdown available prior to 2021. For more information see\nour Integrated Report, section \"Waste and Water\" and the calculation\nmethodology in the section \"Non-Financial Notes: Environmental Performance\".\n\n2  In 2024, we fully aligned our e-waste reporting process to ESRS E5 and we\nclassified our e-waste in hazardous and non-hazardous materials. Definitions,\nmethodology and further explanations are in our 2024 Integrated Report section\n\"Resource Use and Circular Economy \".\n\n[ ](https://www.sap.com/integrated-reports/2024/en.html \"SAP Integrated Report\n2024 Home\")\n\n######\n\nQuick Links\n\n######\n\nTrending\n\n######\n\nAbout SAP\n\n######\n\nSite Information\n\n\u00c2\u00a9 2025 SAP SE or an SAP affiliate company. All rights reserved.\n\n  * [ ](https://www.linkedin.com/showcase/sap-investor-relations/ \"LinkedIn\")\n  * [ ](mailto:?body=I think this content I found on SAP.com may interest you: undefined%3Fsource%3Dsocial-atw-mailto \"Email share\")\n\n",
                "url": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
            },
            "reason": "This is a page on SAP's website detailing their waste management data. While it's a company website, the data presented is likely audited and relatively reliable, though potentially presented in a favorable light.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a page on SAP's website detailing their waste management data.",
            "url": "https://www.sap.com/integrated-reports/2024/en/datahub/environmental-data/waste-management.html"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "4e7e5c28-8bfb-49fa-9ebc-926c43dcf1bd",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.charlestoncounty.org/departments/environmental-management/recycle-locations.php"
                },
                "page_content": "CharlestonCounty.org\n\n[ Chat with us ](https://www.livechatinc.com/chat-with/11202652/) , powered by\n[ LiveChat ](https://www.livechatinc.com/?welcome)\n\n  * [ Charleston County Council ](https://www.charlestoncounty.org/departments/county-council/index.php)\n  * [ Charleston County ](https://www.charlestoncounty.org/departments/county-council/index.php) [ Council Info ](https://www.charlestoncounty.org/departments/county-council/index.php)\n  * [ View Homepage >> ](https://www.charlestoncounty.org/departments/county-council/index.php) [ View Agendas >> ](https://www.charlestoncounty.org/departments/county-council/index.php#agendas)\n\n[ ](https://www.charlestoncounty.org/index.php)\n\n#  Recycling Convenience Centers & Dropsites\n\n### [ Charleston County Dropsites & Convenience Centers\n](https://chascogis.maps.arcgis.com/apps/Directions/index.html?appid=73e5a4f5875d42dca4010b4d548f9130)\n\n**What can be recycled at a convenience center or drop site location?**\n\nConvenience Centers are staffed centers and will accept from residents only:\nUsed electronics (TVs, printers, monitors & computers only), hazardous\nhousehold materials, CFL light bulbs, household garbage, yard waste,\nconstruction & demolition debris, paint, motor oil, car batteries, battery\nacid, NiCad batteries, scrap metal, appliances, household batteries,\nfluorescent tubes, antifreeze and propane tanks (caps on propane tanks must be\nunscrewed and removed). Gasoline is accepted at the Bees Ferry Convenience\nCenter only.\n\nPlease note the Signal Point Road Center (1716 Signal Point Road, Charleston\n29412) is not a full service convenience center. Yard waste, household\ngarbage, construction & demolition debris, scrap metal, appliances and propane\ntanks are not accepted at this location. If you have any questions, contact\nEnvironmental Management at (843)720-7111.\n\nDropsite locations are un-manned. The following items are accepted at a\nrecycling dropsite: all paper, cardboard, plastics bottles and containers,\naluminum & steel cans and glass.\n\n**NOTE:** all cardboard dropped off at a convenience center or dropsite\nlocation must be flattened, All packaging (styrofoam, bubble wrap, etc.) is\nnot accepted and should be removed.\n\nFor a complete list of items recycled by Charleston County, see the [\nRecyclable Materials ](recycle-what.php) list.\n\n**Reminder:**\n\n  * Beginning November 1, 2024 all double-axle trailers, box trucks, and moving vans are required to schedule an appointment in advance to use the convenience centers. Phone: (843)720-7111. \n  * Proof of Charleston County residency is required. All visitors must provide a government-issued photo ID, drivers license, or passport. A utility or tax bill will also be accepted along with photo ID with a matching name. \n  * Commercial business and contractors are prohibited from using the Convenience Centers. \n  * All sites are smoke free \n\n##  Hours\n\n**All Staffed Convenience Centers (except Signal Point Road Convenience\nCenter)**  \nMon. - Sat. 7:30am - 6:00pm  \nCLOSED Sunday\n\n**Signal Point Road Convenience Center**  \nTues. - Sat. 10:00am - 6:00pm\n\n**NOTE:  \nThe Romney Street Convenience Center is CLOSED **\n\n##  Legend\n\n### [ New Convenience Center Rules  ](files/Convenience-Center-Flyer-2024.pdf\n\"Convenience Center Flyer\")\n\n1\n\n####  Household garbage\n\nStandard household garbage, kitchen waste, and food scraps only.\n\n2\n\n####  Construction & demolition (C&D) debris/bulk items\n\nFurniture, mattresses, sheetrock/ drywall, carpet, insulation, wood/lumber,\nnon-recyclable plastic items. Examples of items NOT accepted in this zone\ninclude but are not limited to: shingles, bricks, cement, stucco, boats, cars,\ngasoline, tires, plastic bags, household garbage, animal carcasses, empty gas\ncontainers, fireworks/flammable items, and household hazardous waste.\n\n3\n\n####  Scrap metal\n\nIncludes household appliances (i.e. refrigerators), metal pots and pans,\ngrills, water tanks, small metal items, and propane/helium tanks (valves must\nbe removed, and tanks must be empty). All items should be placed inside the\ncontainer.\n\n4\n\n####  Used tires\n\n4 tires maximum. Rims should be removed. No commercial or tractor trailer\ntires accepted.\n\n5\n\n####  Recycling\n\nONLY plastic bottles & containers, glass bottles & jars, aluminum & steel\ncans, paper, paperboard & flattened cardboard, and cartons (i.e. milk, juice,\nand soup cartons). The following items are NOT accepted in this zone: plastic\nbags, bagged recyclables, plastic wrap, styrofoam, wood, large plastic items\n(e.g., storage containers, kids\u2019 toys), plastic or metal coat hangers, or food\ncontainers contaminated with food.\n\n6\n\n####  Yard debris\n\nIncludes tree trimmings, branches, limbs, grass clippings, and leaves. No\nplastic bags are allowed\u2014 items must be in paper bags. Limbs must be no larger\nthan 6 feet by 2 feet. Loose dirt or mulch is not accepted.\n\n7\n\n####  Cement/bricks\n\nAccepted materials include small quantities of cement or bricks.\n\n8\n\n####  Household hazardous waste (HHW)\n\nIncluding but not limited to: old paint (no empty or dried paint cans),\npesticides, herbicides, pool cleaners, rust removers.\n\n9\n\n####  E-waste\n\nTVs, printers, monitors, & computers ONLY. Any other electronic items should\nNOT be placed in this zone; see site attendant for details.\n\n10\n\n####  Oil/batteries/bulbs\n\nAccepted materials include used motor oil & cooking oil, all light bulbs, and\nall batteries.\n\n11\n\n####  Gasoline\n\nUsed gas is accepted at the Bees Ferry Road Convenience Center ONLY. Must\nleave container.\n\n##  CONVENIENCE CENTERS\n\n###  ADAMS RUN CONVENIENCE CENTER\n\n8776 Old Jacksonboro Road, 29426  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  AWENDAW CONVENIENCE CENTER\n\n6380 Maxville Road, 29429  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  BEES FERRY ROAD CONVENIENCE CENTER\n\n1344 Bees Ferry Road, 29414  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  EDISTO CONVENIENCE CENTER\n\n2844 Highway 174, 29438  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  HOLLYWOOD CONVENIENCE CENTER\n\n5305 Highway 165, 29449  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  MCCLELLANVILLE CONVENIENCE CENTER\n\n1775 River Road, 29458  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n###  SIGNAL POINT ROAD CONVENIENCE CENTER\n\n1716 Signal Point Road, 29412  \nTUESDAY \u2013 SATURDAY, 10:00 AM \u2013 6:00 PM\n\n###  WADMALAW CONVENIENCE CENTER\n\n1558 Liberia Road, 29487  \nMONDAY \u2013 SATURDAY, 7:30 AM \u2013 6:00 PM\n\n##  UNMANNED DROPSITES\n\n###  MUSC Central Energy Plant\n\n122 Bee Street, 29401  \n(at corner of Bee Street and Bravo Street)  \nN/A\n\n###  DMV parking lot\n\n1189 Sweetgrass Basket Pkwy, 29464  \nN/A\n\n###  WHIPPLE ROAD AT THE RECREATION COMPLEX\n\n29464  \nN/A\n\n###  WILD DUNES CONVENTION CENTER\n\n5803 Palmetto Drive, 29451  \nN/A\n\n###  FIRE STATION #1\n\n30 J.C. Long Blvd., 29451  \nN/A\n\n###  BERT'S RED AND WHITE PARKING LOT\n\n202 East Ashley Avenue, 29439  \nN/A\n\n###  BAPTIST HILL MIDDLE/HIGH SCHOOL\n\n5117 Baptist Hill Rd, 29449  \nN/A\n\n###  ST. PAUL'S SERVICE CENTER\n\n5962 Highway 165, 29470  \nN/A\n\n###  CHARLESTON AIR FORCE BASE\n\n100 W. Stewart Ave & Arthur Drive, 29404  \nN/A\n\n###  CHARLESTON COUNTY LIBRARY\n\nDorchester Road Branch  \n6325 Dorchester Road, 29418  \nN/A\n\n###  CHARLESTON COUNTY PUBLIC SERVICES BUILDING\n\n4045 Bridge View Drive, 29405  \nN/A\n\n###  CROSS COUNTY ROAD FIRE STATION\n\n7270A Cross County Road, 29418  \nN/A\n\n###  TRIDENT TECHNICAL COLLEGE\n\nBehind Building 940/950  \n7000 Rivers Ave., 29406  \nN/A\n\n* * *\n\n##  Municipalities\n\n[ City of Charleston ](http://www.charleston-sc.gov/)  \n[ City of Folly Beach ](http://www.cityoffollybeach.com/)  \n[ City of North Charleston ](http://www.northcharleston.org/)  \n[ City of Isle of Palms ](http://www.iop.net/)  \n[ Town of Awendaw ](http://www.awendawsc.org/)  \n[ Town of Hollywood ](http://www.townofhollywood.org/)  \n[ Town of James Island ](http://www.jamesislandsc.us/)  \n[ Town of Kiawah Island ](http://www.kiawahisland.org/)  \n[ Town of Lincolnville ](https://www.masc.sc/about/sc-\nmunicipalities/municipal-online-directory/detail-\ncontact?itemid=5257A98D-B4EE-4ECB-ACCE-BC82949CA764)  \n[ Town of McClellanville ](http://www.townofmcclellanville-sc.net/)  \n[ Town of Meggett ](http://www.townofmeggettsc.org/)  \n[ Town of Mount Pleasant ](http://www.townofmountpleasant.com/)  \n[ Town of Ravenel ](http://www.townofravenel.com/)  \n[ Town of Rockville ](http://www.townofrockville.com/)  \n[ Town of Seabrook Island ](http://www.townofseabrookisland.org/)  \n[ Town of Sullivan's Island ](https://sullivansisland.sc.gov/)\n\n##  Additional Resources\n\n[ Arts & Entertainment ](https://www.charlestoncvb.com/)  \n[ CARTA Transit System ](http://www.ridecarta.com/)  \n[ County Library ](http://www.ccpl.org/)  \n[ County Parks ](http://www.charlestoncountyparks.com/)  \n[ Transportation Sales Tax ](https://roads.charlestoncounty.org/)  \n[ School District ](http://www.ccsdschools.com/)  \n\n[ Sex Offenders Search\n](http://charleston.scor.sled.sc.gov/ConditionsOfUse.Aspx)  \n[ Identity Theft Info\n](https://www.consumer.ftc.gov/features/feature-0014-identity-theft)  \n[ Traffic Cam ](http://www.511sc.org/)  \n[ Make-A-Wish Car Donation ](http://southcarolina.wheelsforwishes.org)  \n[ United Way 24hr hotline ](http://www.tuw.org/)  \n[ Visitor Information ](http://www.charlestoncvb.com/)\n\n##  Employee Resources\n\n[ Employee Online\n](https://oneempprod.charlestoncounty.org/Finance/Edge/Login/Login.aspx)\n\n##  Social Media\n\n[ ](https://www.facebook.com/ChasCountyGov/ \"Facebook\")\n\n[ ](https://twitter.com/ChasCountyGov \"X \\(Twitter\\)\")\n\n[ ](https://www.youtube.com/@CharlestonCountyGov \"YouTube\")\n\n[ ](https://nextdoor.com/agency-detail/sc/charleston-county/charleston-county-\ngovernment/ \"Next Door\")\n\n[ ](https://www.instagram.com/chascountygov/ \"Instagram\")\n\n[ ](https://www.linkedin.com/company/charlestoncountygovernment/ \"Linkedin\")\n\n##  Site Translation\n\nE-mail your comments or questions about this site to [\npublicinfo@charlestoncounty.org ](mailto:publicinfo@charlestoncounty.org)  \nReport technical problems with this site to [ webmaster@charlestoncounty.org\n](mailto:webmaster@charlestoncounty.org)  \n  \nThis is the official web site for Charleston County Government.  \nCopyright \u00a9 2000-2025, Charleston County, South Carolina. All rights reserved.  \n[ Legal Disclaimer ](https://www.charlestoncounty.org/legal-disclaimer.php) | [ Refund Disclaimer ](https://www.charlestoncounty.org/refund-disclaimer.php) | [ Privacy Policy ](https://www.charlestoncounty.org/privacy-policy.php)\n\nFixed footer :-)\n\n",
                "url": "https://www.charlestoncounty.org/departments/environmental-management/recycle-locations.php"
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            "summary": "This is a government website providing information on recycling locations.",
            "url": "https://www.charlestoncounty.org/departments/environmental-management/recycle-locations.php"
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                    "source": "https://www.des.nh.gov/water/groundwater/water-use-and-withdrawal/bottled-water-sources"
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                    "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 Connecticut State Government (.gov) website detailing waste and materials management permits. It is a reliable source for regulatory information within Connecticut.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a Connecticut State Government website detailing waste and materials management permits.",
            "url": "https://portal.ct.gov/deep/permits-and-licenses/waste-and-materials-management-permits-and-general-permits"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "f354dc06-4371-4d41-9167-bdabb9ec0145",
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                    "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"
            },
            "reason": "This is a New York State Department of Environmental Conservation (.gov) website detailing waste management permits. It is a reliable source for regulatory information within New York.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is a New York State Department of Environmental Conservation website detailing waste management permits.",
            "url": "https://dec.ny.gov/regulatory/permits-licenses/waste-management-composting-recycling-permits"
        },
        {
            "content": {
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                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.energystar.gov/rebate-finder?page_number=0"
                },
                "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 a government website (.gov) and a program that is run by the EPA. It is a reliable source for rebates on energy star products.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) and a program that is run by the EPA. It is a reliable source for rebates on energy star products.",
            "url": "https://www.energystar.gov/rebate-finder?page_number=0"
        },
        {
            "content": {
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                    "ext_id": "fa527050-3976-4239-8673-65458d804c42",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
                },
                "page_content": "Skip to main content\n\nElectric matters are handled primarily by engineers in the Electric Section,\nwhich represents the public in regulated electric utility matters brought\nbefore the Utilities Commission. These matters encompass the following areas:\nrates and tariffs; energy efficiency program approval and performance;\nrenewable energy; generation plant siting; transmission line siting; power\nplant operations; fuel procurement; electric resellers; quality of service;\nand mergers and acquisitions.\n\nThe regulated electric utilities in North Carolina are: Duke Energy Carolinas,\nDuke Energy Progress, Dominion Energy North Carolina, New River Light and\nPower, and Western Carolina University.\n\nElectric Membership Cooperatives and Municipal Electric Providers are not\nregulated by the Commission. For issues with electric membership cooperatives,\ncontact the [ North Carolina Electric Membership Corporation\n](https://www.ncelectriccooperatives.com/) at 919-872-0800 or 800-662-8835 or\nthe [ North Carolina Rural Electrification Authority ](https://rea.nc.gov/) at\n919-814-4696. For issues with municipal electric providers, contact [\nElectriCities of North Carolina ](https://www.electricities.com/) at\n919-760-6353.\n\nIf you have a complaint regarding your electric service, please contact the\nPublic Staff\u2019s Consumer Services Division at 919-733-9277 or Toll-Free at\n866-380-9816. You can also email [ Consumer.Services@psncuc.gov\n](mailto:Consumer.Services@psncuc.gov) .\n\nThe Electric Section can be reached at 919-733-2267 or [ EnergyInfo@psncuc.gov\n](mailto:EnergyInfo@psncuc.gov) .\n\n##  Electric Utility Rate Schedules including Service Regulations and Line\nExtension Plans\n\n  * [ Duke Energy ](https://www.duke-energy.com/rates) To switch between the rate schedules for Duke Energy Carolinas and Duke Energy Progress, select the state location marker at the top of the website. \n  * [ Dominion Energy North Carolina ](https://www.dominionenergy.com/north-carolina-electric/rates-and-tariffs) . \n\n##  Bill Comparison for North Carolina's Electric Utilities\n\nThe three largest investor-owned electric utilities in North Carolina are Duke\nEnergy Progress, Duke Energy Carolina's, and Dominion Energy North Carolina.\nThese companies provide electric service to customers in assigned service\nterritories according to rates (or tariffs) approved by the North Carolina\nUtilities Commission. These rates include various components that comprise the\ntotal bill such as customer charge, demand charge, energy charge, fuel charge,\nrenewable energy charge, and energy efficiency charge.\n\nBelow are examples of total bills (excluding sales tax) for various customer\nclasses at various levels of demand and energy use. These examples serve only\nas representative bills  1  . Other tariffs are available for the customer to\ntake advantage of special time-of-use rates offered by each company.\n\nPlease note that Renewable Energy Portfolio Standard (REPS) is now called\nClean Energy Portfolio Standard (CEPS).\n\n  *   *   * \n\nTab/Accordion Items\n\n###\n\n###  Duke Energy Progress\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  RES   \nSingle-Phase  |  n/a  |  300  |  $58.47  |  $58.47   \nn/a  |  500  |  $87.10  |  $87.10   \nn/a  |  1,000  |  $158.67  |  $156.67   \nn/a  |  1,500  |  $230.25  |  $223.25   \nn/a  |  2,000  |  $301.82  |  $289.82   \nCommercial  |  SGS   \nSingle-Phase  \nCommercial or Governmental  |  5  |  360  |  $79.81   \n10  |  720  |  $129.04   \n25  |  1,800  |  $256.38   \nIndustrial  |  MGS   \nThree-Phase  \nIndustrial or Public Authority  |  50  |  18,000  |  $1,916.94   \n100  |  36,000  |  $3,738.38   \n500  |  72,000  |  $9,553.26   \nIndustrial  |  LGS   \nIndustrial or Public Authority  |  1,250  |  450,000  |  $48,118.50   \n1,500  |  540,000  |  $57,688.90   \n5,000  |  1,800,000  |  $191,674.50   \n10,000  |  3,600,000  |  $378,082.50   \n25,000  |  9,000,000  |  $922,306.50   \n50,000  |  21,000,000  |  $2,009,526.50   \n  \n####  Details for Rate Schedules RES & SGS\n\nIndividual Rate Element  |  Residential RES  |  Commercial SGS   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |   \nBasic Customer Charge per month  |  $14.00  |  $14.00  |  $22.00   \nDemand Charge per kW  |  $0.00  |  $0.00  |  $0.00   \nBase Energy Charge per kWh for Schedule RES  |  |  |   \nFor the first 800 kWh  |  $0.12119  |  $0.12119  |   \nFor all additional kWh  |  $0.12119  |  $0.11119  |   \nBase Energy Charge per kWh for Schedule SGS  |  |  |   \nFor the first 750 kWh  |  |  |  $0.12664   \nFor the next 1,250 kWh  |  |  |  $0.10723   \nFor all additional kWh  |  |  |  $0.10193   \nThree-Phase Service Adder per month (excluded for single-phase service)  |  $9.00  |  $9.00  |  $9.00   \nStorm Securitization Charge per kWh  |  $0.00246  |  $0.00246  |  $0.00215   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.52  |  $1.52  |  $8.32   \nCustomer Affordability Rider (CAR)  |  \\-  |  \\-  |  $0.25   \n|  |  |   \nSummary of Rider Adjustments (per kWh)  |  |  |   \nFuel Adjustment Charge  |  $0.00620  |  $0.00620  |  $0.00316   \nDemand Side Management and Energy Efficiency Charge  |  $0.00767  |  $0.00767  |  $0.00274   \nRegulatory Asset and Liability (RAL-2) Rider  |  $0.00000  |  $0.00000  |  $0.00000   \nExcess Deferred Income Tax Charge  |  -$0.00249  |  -$0.00249  |  -$0.00259   \nJoint Agency Asset Rider Charge  |  $0.00538  |  $0.00538  |  $0.00439   \nCompetitive Procurement of Renewable Energy Charge  |  $0.00006  |  $0.00006  |  $0.00026   \nCustomer Affordability Rider (CAR)  |  $0.00034  |  $0.00034  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.00232  |  $0.00232  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.00000  |  $0.00000  |  $0.00000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.00002  |  $0.00002  |  $0.00002   \nTOTAL for Summary of Rider Adjustments  |  $0.01950  |  $0.01950  |  $0.00798   \n  \n###\n\n###  Duke Energy Carolinas\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Bill   \n---|---|---|---|---  \nResidential  |  RS (NC)  |  n/a  |  300  |  $51.28   \nn/a  |  500  |  $75.30   \nn/a  |  1,000  |  $135.35   \nn/a  |  1,500  |  $195.40   \nn/a  |  2,000  |  $255.46   \nCommercial  |  SGS (NC)  |  5  |  360  |  $77.45   \n10  |  720  |  $126.71   \n25  |  1,800  |  $515.10   \n50  |  18,000  |  $1,699.18   \nCommercial  |  LGS (NC)  |  100  |  36,000  |  $3,221.20   \n500  |  72,000  |  $8,312.55   \n1,250  |  550,000  |  $45,461.18   \nIndustrial  |  I (NC)  |  1,500  |  540,000  |  $48,657.35   \n5,000  |  1,800,000  |  $161,970.60   \n10,000  |  3,600,000  |  $323,846.68   \n25,000  |  9,000,000  |  $809,474.90   \n50,000  |  21,000,000  |  $1,824,877.28   \n  \n####  Details for Rate Schedules RS & SGS\n\nIndividual Rate Element  |  Residential RS  |  Commercial SGS   \n---|---|---  \nBasic Customer Charge per month  |  $14.00  |  $21.00   \nDemand Charge per kW for the first 30 kW  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 30 kW  |  $0.00  |  $5.70   \nBase Energy Charge per kWh for Schedule RS  |  $0.118504  |   \nBase Energy Charge per kWh for Schedule SGS  |  |   \nFor the first 3,000 kWh  |  |  $0.134189   \nFor the next 6,000 kWh  |  |  $0.073804   \nFor all over 9,000 kWh  |  |  $0.063073   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.25  |  $6.87   \nStorm Securitization Charge per kWh  |  $0.000474  |  $0.000144   \nCustomer Affordability Rider (CAR) Charge per month  |  \\-  |  $0.33   \n|  |   \nSummary of Rider Adjustments (per kWh)  |  |   \nFuel Cost Adjustment Charge  |  $0.001779  |  $0.003551   \nDemand Side Management and Energy Efficiency  |  $0.004933  |  $0.002963   \nExisting DSM Program Costs Adjsutments Rider  |  -$0.000027  |  -$0.000027   \nBulk Power Marketing Charge (BPM)  |  -$0.000167  |  -$0.000167   \nCompetitive Procurement of Renewable Energy (CPRE)  |  $0.000063  |  $0.000034   \nExcess Deferred Income Tax (EDIT-4)  |  -$0.005081  |  -$0.003033   \nNuclear Production Tax Credits Rider (NPTC)  |  -$0.000834  |  -$0.000834   \nCustomer Affordability Rider (CAR)  |  $0.000459  |  \\-   \nResidential Decoupling Mechanism Rider (RDM)  |  $0.000000  |  \\-   \nEarning Sharing Mechanism Rider (ESM)  |  $0.000000  |  $0.000000   \nPerformance Incentive Mechanism Rider (PIM)  |  $0.000000  |  $0.000000   \nTOTAL for Summary of Rider Adjustments  |  $0.001125  |  $0.002487   \n  \n###\n\n###  Dominion Energy North Carolina\n\n######  Applicable as of April 1, 2025\n\nCustomer Class  |  Rate Schedule  |  Demand (kW)  |  Energy (kWh)  |  Summer Bill  |  Winter Bill   \n---|---|---|---|---|---  \nResidential  |  Schedule 1  |  n/a  |  300  |  $51.20  |  $46.28   \nn/a  |  500  |  $74.69  |  $66.49   \nn/a  |  1,000  |  $133.41  |  $117.00   \nn/a  |  1,500  |  $192.14  |  $167.52   \nn/a  |  2,000  |  $250.86  |  $218.04   \nCommercial  |  Schedule 5  |  5  |  360  |  $69.91  |  $66.70   \n10  |  720  |  $108.12  |  $101.71   \n25  |  1,800  |  $221.94  |  $205.91   \n50  |  18,000  |  $1,703.21  |  $1,544.57   \n100  |  36,000  |  $3,274.07  |  $2,957.52   \nIndustrial  |  Schedule 6P  |  500  |  72,000  |  $11,694.11   \n1,250  |  450,000  |  $39,209.11   \n1,500  |  540,000  |  $47,018.08   \n5,000  |  1,800,000  |  $153,498.61   \n10,000  |  3,600,000  |  $306,832.94   \n25,000  |  9,000,000  |  $766,835.93   \n50,000  |  21,000,000  |  $1,645,646.53   \n  \n####  Detail for Rate Schedules 1 & 5\n\nIndividual Rate Element  |  Residential Schedule 1  |  Commercial Schedule 5   \n---|---|---  \n|  Summer Bill  |  Winter Bill  |  Summer Bill  |  Winter Bill   \nBasic Customer Charge per month  |  $14.40  |  $14.40  |  $22.97  |  $22.97   \nDemand Charge per kW for the first 100 kW  |  $0.00  |  $0.00  |  $0.00  |  $0.00   \nDemand Charge per kW for all over 100 kW  |  $0.00  |  $0.00  |  $4.11  |  $4.11   \nBase Energy Charge per kWh for Schedule 1  |  $0.121533  |  $0.105123  |  |   \nBase Energy Charge per kWh for Schedule 5  |  |  |  |   \nFor the first 800 kWh  |  |  |  $0.110172  |  $0.101258   \nFor the next 2,200 kWh, add 200 kWh for each kW of demand over 10 through 30 kW and add 100kWh for each kW of demand over 30 kW  |  |  |  $0.109334  |  $0.100431   \nAdditional kWh  |  |  |  $0.084338  |  $0.075615   \nFuel Adjustment Charge per kWh  |  -$0.007362  |  -$0.007362  |  -$0.007355  |  -$0.007355   \nDemand Side Management and Energy Efficiency Charge per kWh  |  $0.001583  |  $0.001583  |  $0.001655  |  $0.001655   \nClean Energy & Energy Efficiency Portfolio Standard (CEPS) Charge per month  |  $1.57  |  $1.57  |  $8.72  |  $8.72   \n  \nNote 1: Billing under non-residential schedules may vary because of contract\ndemand, demand relative to other months, minimum or maximum demand provisions,\nand energy usage during on-peak versus off-peak periods. Billing under these\nschedules may also be subject to minimum monthly charges, additional charges\nfor three-phase service and additional charges due to a power factor less than\n0.85.\n\nNote 2: The Bill Comparison tables are updated annually following the\nadjustment to each utility\u2019s annual cost riders.\n\nNote 3: To calculate a bill, all Individual Rate Elements should be added to\nthe bill total.\n\nNote 4: Renewable Energy Portfolio Standard (REPS) is now called Clean Energy\nPortfolio Standard (CEPS)\n\nOn This Page Jump Links\n\nOff\n\n##  Street Address\n\nNorth Carolina Utilities Commission\n\nPublic Staff\n\n430 North Salisbury Street\n\nRaleigh, NC 27603\n\n##  Contact Us\n\nYou can 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 a government website (.gov) for the state of North Carolina. It is a reliable source for energy information.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the state of North Carolina. It is a reliable source for energy information.",
            "url": "https://publicstaff.nc.gov/public-staff-divisions/energy-division/electric-section"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "94db7cf0-2733-4df8-b267-180bcf24d7f8",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "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 a utility company website that provides information about its rebate program. It is a reliable source for information about the company's energy efficiency programs.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a utility company website that provides information about its rebate program. It is a reliable source for information about the company's energy efficiency programs.",
            "url": "https://www.nationalfuel.com/utility/about-the-rebate-program/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "d76c58b1-1a0c-4dad-a3be-d4ab1045dde8",
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                    "resource_type": "webpage",
                    "source": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
                },
                "page_content": "Skip to content\n\n[ ](https://apsc.arkansas.gov/)\n\n__ __\n\n##  Energy Efficiency Annual Reports\n\n[ Home ](https://apsc.arkansas.gov/) \u00bb  [ Programs, Initiatives, Activities\n](https://apsc.arkansas.gov/programs-initiatives-activities/) \u00bb  [ Energy\nEfficiency ](https://apsc.arkansas.gov/programs-initiatives-activities/energy-\nefficiency/) \u00bb  Energy Efficiency Annual Reports\n\n##  Energy Efficiency Annual Reports\n\n**Docket No. & Company Name ** |  **Year** |  **Annual Report** |  **Annual SARP Workbook**  \n---|---|---|---  \n07-075-TF Oklahoma Gas & Electric Company  |  2008  |  [ OG&E 2008.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2008-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2009  |  [ OG&E 2009.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2009-Annual-Report.pdf) |  N/A   \n07-075-TF Oklahoma Gas & Electric Company  |  2010  |  [ OG&E 2010.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.pdf) |  [ OG&E 2010.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2010-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2011  |  [ OG&E 2011.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.pdf) |  [ OG&E 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202011.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2012  |  [ OG&E 2012.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.pdf) |  [ OG&E 2012.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2011-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2013  |  [ OG&E 2013.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2013-Annual-Report.pdf) |  [ OG&E 2013.xls ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2012-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2014  |  [ OG&E 2014.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.pdf) |  [ OG&E 2014.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2014-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2015  |  [ OG&E 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=OG&E%202015.pdf) |  [ OG&E 2015.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2015-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2016  |  [ OG&E 2016.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.pdf) |  [ OG&E 2016.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2016-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2017  |  [ OG&E 2017.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.pdf) |  [ OG&E 2017.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2017-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2018  |  [ OG&E 2018.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.pdf) |  [ OG&E 2018.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2018-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2019  |  [ OG&E 2019.pdf ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.pdf) |  [ OG&E 2019.xlsx ](http://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2019-Annual-Report.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2020  |  [ OG&E 2020.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-Annual-Report-2020.pdf) |  [ OG&E 2020.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-SARP-Workbook-2020.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2021  |  [ OG&E 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-Annual-Report.pdf) |  [ OG&E 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2021-SARP-Workbook.xlsx)  \n07-075-TF Oklahoma Gas & Electric Company  |  2022  |  [ OG&E 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-Annual-Report.pdf) |  [ OG&E 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-075-TF-OGE-2022-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2008  |  [ Empire 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202008.pdf) |  N/A   \n---|---|---|---  \n07-076-TF The Empire District Electric Company  |  2009  |  [ Empire 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202009.pdf) |  N/A   \n07-076-TF The Empire District Electric Company  |  2010  |  [ Empire 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.pdf) |  [ Empire 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202010.xls)  \n07-076-TF The Empire District Electric Company  |  2011  |  [ Empire 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.pdf) |  [ Empire 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202011.xls)  \n07-076-TF The Empire District Electric Company  |  2012  |  [ Empire 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.pdf) |  [ Empire 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202012.xls)  \n07-076-TF The Empire District Electric Company  |  2013  |  [ Empire 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.pdf) |  [ Empire 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202013.xls)  \n07-076-TF The Empire District Electric Company  |  2014  |  [ Empire 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.pdf) |  [ Empire 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202014.xls)  \n07-076-TF The Empire District Electric Company  |  2015  |  [ Empire 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.pdf) |  [ Empire 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202015.xls)  \n07-076-TF The Empire District Electric Company  |  2016  |  [ Empire 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.pdf) \ufeff  |  [ Empire 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202016.xlsx)  \n07-076-TF The Empire District Electric Company  |  2017  |  [ Empire 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.pdf) \ufeff  |  [ Empire 2017.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202017.xlsx)  \n07-076-TF The Empire District Electric Company  |  2018  |  [ Empire 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.pdf) |  [ Empire 2018.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202018.xlsx)  \n07-076-TF The Empire District Electric Company  |  2019  |  [ Empire 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.pdf) |  [ Empire 2019.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202019.xlsx) \ufeff   \n07-076-TF The Empire District Electric Company  |  2020  |  [ Empire 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.pdf) |  [ Empire 2020.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Empire%202020.xlsx)  \n07-076-TF The Empire District Electric Company  |  2021  |  [ Empire 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-Annual-Report.pdf) |  [ Empire 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2021-SARP-Workbook.xlsx)  \n07-076-TF The Empire District Electric Company  |  2022  |  [ Empire 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-Annual-Report.pdf) |  [ Empire 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-076-TF-Empire-2022-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2008  |  [ AOG 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202008.pdf) |  N/A   \n---|---|---|---  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2009  |  [ AOG 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202009.pdf) |  N/A   \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2010  |  [ AOG 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.pdf) |  [ AOG 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202010.xls)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2011  |  [ AOG 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.pdf) |  [ AOG 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202011.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2012  |  [ AOG 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.pdf) |  [ AOG 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202012.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2013  |  [ AOG 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.pdf) |  [ AOG 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202013.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2014  |  [ AOG 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.pdf) |  [ AOG 2014.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202014.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2015  |  [ AOG 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.pdf) |  [ AOG 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202015.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2016  |  [ AOG 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.pdf) |  [ AOG 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202016.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2017  |  [ AOG 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.pdf) |  [ AOG 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202017.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2018  |  [ AOG 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.pdf) |  [ AOG 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202018.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2019  |  [ AOG 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.pdf) |  [ AOG 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202019.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2020  |  [ AOG 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.pdf) |  [ AOG 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AOG%202020.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2021  |  [ AOG 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-Annual-Report.pdf) |  [ AOG 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2021-SARP-Workbook.xlsx)  \n07-077-TF Arkansas Oklahoma Gas Corporation  |  2022  |  [ AOG 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-Annual-Report.pdf) |  [ AOG 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-077-TF-AOG-2022-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2008  |  [ SourceGas 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202008.pdf) |  N/A   \n---|---|---|---  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2009  |  [ SourceGas 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202009.pdf) |  N/A   \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2010  |  [ SourceGas 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.pdf) |  [ SourceGas 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202010.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2011  |  [ SourceGas 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.pdf) |  [ SourceGas 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202011.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2012  |  [ SourceGas 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.pdf) |  [ SourceGas 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202012.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2013  |  [ SourceGas 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.pdf) |  [ SourceGas 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202013.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2014  |  [ SourceGas 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.pdf) |  [ SourceGas 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SourceGas%202014.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2015  |  [ BlackHills 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.pdf) |  [ BlackHills 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202015.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2016  |  [ BlackHills 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2017  |  [ BlackHills 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.pdf) |  [ BlackHills 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202017.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2018  |  [ BlackHills 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.pdf) |  [ BlackHills 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202016.xls)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2019  |  [ BlackHills 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.pdf) |  [ BlackHills 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202019.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2020  |  [ BlackHills 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.pdf) |  [ BlackHills 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=BlackHills%202020.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2021  |  [ BHEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-Annual-Report.pdf) |  [ BHEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2021-SARP-Workbook.xlsx)  \n07-078-TF Black Hills Energy Arkansas, Inc.  |  2022  |  [ BHEA-2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-Annual-Report.pdf) |  [ BHEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-078-TF-BHEA-2022-SARP-Workbook.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2008  |  [ AWP 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202008.pdf) |  N/A   \n---|---|---|---  \n07-079-TF Arkansas Weatherization Program  |  2009  |  [ AWP 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202009.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2010  |  [ AWP 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202010.pdf) |  N/A   \n07-079-TF Arkansas Weatherization Program  |  2011  |  [ AWP 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.pdf) |  [ AWP 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202011.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2012  |  [ AWP 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.pdf) |  [ AWP 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202012.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2013  |  [ AWP 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.pdf) |  [ AWP 2013.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202013.xlsx)  \n07-079-TF Arkansas Weatherization Program  |  2014  |  [ AWP 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.pdf) |  [ AWP 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202014.xls)  \n07-079-TF Arkansas Weatherization Program  |  2015  |  [ AWP 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.pdf) |  [ AWP 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=AWP%202015.xls)  \n|  |  \ufeff  |  \ufeff   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2008  |  [ CenterPoint 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202008.pdf) |  N/A   \n---|---|---|---  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2009  |  [ CenterPoint 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202009.pdf) |  N/A   \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2010  |  [ CenterPoint 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.pdf) |  [ CenterPoint 2010.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202010.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2011  |  [ CenterPoint 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.pdf) |  [ CenterPoint 2011.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202011.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2012  |  [ CenterPoint 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.pdf) |  [ CenterPoint 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202012.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2013  |  [ CenterPoint 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.pdf) |  [ CenterPoint 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202013.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2014  |  [ CenterPoint 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.pdf) |  [ CenterPoint 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202014.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2015  |  [ CenterPoint 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.pdf) |  [ CenterPoint 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202015.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2016  |  [ CenterPoint 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.pdf) |  [ CenterPoint 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202016.xls)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2017  |  [ CenterPoint 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.pdf) |  [ CenterPoint 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202017.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2018  |  [ CenterPoint 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.pdf) |  [ CenterPoint 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202018.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2019  |  [ CenterPoint 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.pdf) |  [ CenterPoint 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202019.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2020  |  [ CenterPoint 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.pdf) |  [ CenterPoint 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=CenterPoint%202020.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2021  |  [ CEA 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-Annual-Report.pdf) |  [ CEA 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2021-SARP-Workbook.xlsx)  \n07-081-TF Summit Utilities Arkansas, Inc./CEA  |  2022  |  [ CEA 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-Annual-Report.pdf) |  [ CEA 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-081-TF-CEA-2022-SARP-Workbook.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2008  |  [ SWEPCO 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202008.pdf) |  N/A   \n---|---|---|---  \n07-082-TF Southwestern Electric Power Company  |  2009  |  [ SWEPCO 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202009.pdf) |  N/A   \n07-082-TF Southwestern Electric Power Company  |  2010  |  [ SWEPCO 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.pdf) |  [ SWEPCO 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202010.xls)  \n07-082-TF Southwestern Electric Power Company  |  2011  |  [ SWEPCO 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.pdf) |  [ SWEPCO 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202011.xls)  \n07-082-TF Southwestern Electric Power Company  |  2012  |  [ SWEPCO 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.pdf) |  [ SWEPCO 2012.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202012.xls)  \n07-082-TF Southwestern Electric Power Company  |  2013  |  [ SWEPCO 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.pdf) |  [ SWEPCO 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202013.xls)  \n07-082-TF Southwestern Electric Power Company  |  2014  |  [ SWEPCO 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.pdf) |  [ SWEPCO 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202014.xls)  \n07-082-TF Southwestern Electric Power Company  |  2015  |  [ SWEPCO 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.pdf) |  [ SWEPCO 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202015.xls)  \n07-082-TF Southwestern Electric Power Company  |  2016  |  [ SWEPCO 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.pdf) |  [ SWEPCO 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202016.xls)  \n07-082-TF Southwestern Electric Power Company  |  2017  |  [ SWEPCO 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.pdf) |  [ SWEPCO 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202017.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2018  |  [ SWEPCO 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.pdf) |  [ SWEPCO 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202018.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2019  |  [ SWEPCO 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.pdf) |  [ SWEPCO 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202019.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ SWEPCO 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2020  |  [ SWEPCO 2020a.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.pdf) |  [ N/A ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=SWEPCO%202020.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2021  |  [ SWEPCO 2021-revised.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-Annual-Report-revised.pdf) |  [ SWEPCO-2021 revised.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2021-SARP-Workbook-revised.xlsx)  \n07-082-TF Southwestern Electric Power Company  |  2022  |  [ SWEPCO 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-Annual-Report.pdf) |  [ SWEPCO 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-082-TF-SWEPCO-2022-SARP-Workbook-revised.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2008  |  [ EEA 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202008.pdf) |  N/A   \n---|---|---|---  \n07-083-TF Energy Efficiency Arkansas  |  2009  |  [ EEA 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202009.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2010  |  [ EEA 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202010.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2011  |  [ EEA 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.pdf) |  [ EEA 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202011.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2012  |  [ EEA 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202012.pdf) |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2013  |  [ EEA 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.pdf) |  [ EEA 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202013.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2014  |  N/A  |  N/A   \n07-083-TF Energy Efficiency Arkansas  |  2015  |  [ EEA 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.pdf) |  [ EEA 2015.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202015.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2016  |  [ EEA 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.pdf) |  [ EEA 2016.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202016.xls)  \n07-083-TF Energy Efficiency Arkansas  |  2017  |  [ EEA 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.pdf) |  [ EEA 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2018  |  [ EEA 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.pdf) |  [ EEA 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202018.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2019  |  [ EEA 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202019.pdf) |  [ EEA 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202017.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2020  |  [ EEA 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.pdf) |  [ EEA 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=EEA%202020.xlsx)  \n07-083-TF Energy Efficiency Arkansas  |  2021  |  N/A  |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2008  |  [ Entergy 2008.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202008.pdf) |  N/A   \n---|---|---|---  \n07-085-TF Entergy Arkansas, LLC  |  2009  |  [ Entergy 2009.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202009.pdf) |  N/A   \n07-085-TF Entergy Arkansas, LLC  |  2010  |  [ Entergy 2010.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.pdf) |  [ Entergy 2010.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202010.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2011  |  [ Entergy 2011.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.pdf) |  [ Entergy 2011.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202011.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2012  |  [ Entergy 2012.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.pdf) |  [ Entergy 2012.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202012.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2013  |  [ Entergy 2013.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.pdf) |  [ Entergy 2013.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202013.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2014  |  [ Entergy 2014.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.pdf) |  [ Entergy 2014.xls ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202014.xls)  \n07-085-TF Entergy Arkansas, LLC  |  2015  |  [ Entergy 2015.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.pdf) |  [ Entergy 2015.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202015.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2016  |  [ Entergy 2016.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.pdf) |  [ Entergy 2016.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202016.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2017  |  [ Entergy 2017.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.pdf) |  [ Entergy 2017.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202017.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2018  |  [ Entergy 2018.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.pdf) |  [ Entergy 2018.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202018.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2019  |  [ Entergy 2019.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.pdf) |  [ Entergy 2019.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202019.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2020  |  [ Entergy 2020.pdf ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.pdf) |  [ Entergy 2020.xlsx ](https://apps.apsc.arkansas.gov/olsv2/viewdoc/eeinfo.asp?document=Entergy%202020.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2021  |  [ EAL 2021.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-Annual-Report.pdf) |  [ EAL 2021.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2021-SARP-Workbook.xlsx)  \n07-085-TF Entergy Arkansas, LLC  |  2022  |  [ EAL 2022.pdf ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-Annual-Report.pdf) |  [ EAL 2022.xlsx ](https://apsc.arkansas.gov/wp-content/uploads/07-085-TF-EAL-2022-SARP-Workbook.xlsx)  \n  \n##  Contact Us\n\nMailing Address :\n\nArkansas Public Service Commission  \nP.O. Box 400  \nLittle Rock, Arkansas 72201-0400\n\n**Toll Free:** (800) 482-1164\n\n**TDD:** (800) 682-2698\n\nPhysical Address:\n\nArkansas Public Service Commission  \n1000 Center Street  \nLittle Rock, Arkansas 72201-4314\n\n**Phone:** (501) 682-2051\n\n**Complaints Phone:** (501) 682-1718\n\nThe Arkansas Public Service Commission is open Monday \u2013 Friday, 8:00 a.m. \u2013\n4:30 p.m (Governor\u2019s Policy Directive No. 5)\n\n__ __\n\nCopyright \u00a9 2025 Arkansas Public Service Commission. All rights reserved.\n\n",
                "url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
            },
            "reason": "This is a government website (.gov) for the state of Arkansas. It is a reliable source for energy efficiency annual reports.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the state of Arkansas. It is a reliable source for energy efficiency annual reports.",
            "url": "https://apsc.arkansas.gov/programs-initiatives-activities/energy-efficiency/energy-efficiency-annual-reports/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "8e62a4c9-d572-44ab-bd76-c3dc6013b29e",
                    "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 a government website (.gov) for the state of New Jersey. It is a reliable source for clean energy program financial reports.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the state of New Jersey. It is a reliable source for clean energy program financial reports.",
            "url": "https://njcleanenergy.com/main/public-reports-and-library/financial-reports/clean-energy-program-financial-reports"
        },
        {
            "content": {
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                    "ext_id": "daf63e0c-c3fc-4c28-b440-b70a4d564f49",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.waterrf.org/"
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                "page_content": "Skip to main content\n\n#  advancing the science of water \u00ae\n\n##  Post-Wildfire Distribution System\n\nWater quality impacts and potential responses\n\n[ Learn More ](/research/projects/post-wildfire-distribution-system-water-\nquality-impacts-and-potential-responses)\n\n##  Identifying Service Line Materials without Excavation\n\nDistinguishing LSLs from Non-LSLs\n\n[ Read More ](/research/projects/identifying-service-line-materials-without-\nexcavation-distinguishing-lsls-non)\n\n##  WRF Events at ACE25\n\nJune 8-11, 2025 in Denver, Colorado\n\n[ Find Out More ](https://www.waterrf.org/conferences-events#ACE25)\n\n##  Topic Hub\n\nSee our portfolio of research in this area\n\n[ Discover More ](https://www.waterrf.org/research/topics/cyanobacteria-\ncyanotoxins)\n\n  * 01 \n\nWildfires\n\n  * 02 \n\nLead & Copper\n\n  * 03 \n\nConference\n\n  * 04 \n\nCyanobacteria & Cyanotoxins\n\n###  Topics of Focus\n\n  * Biosolids \n\n#  [ Biosolids  ](/research/topics/biosolids)\n\nIn the United States alone, billions of gallons of water are treated each day\nat water resource recovery facilities. Once the water is clean, a different\nchallenge remains: determining what to do with the solids that are removed\nduring the treatment process. The resulting mixture is often a unique semi-\nsolid blend of organic and inorganic materials, trace elements, chemicals, and\neven pathogens, so there is no across the board solution for handling and\nprocessing the combinations of constituents that may be present.\n\nBecause these solids are often rich in nutrients, like nitrogen and\nphosphorus\u2014which also happen to be the perfect ingredients for promoting\nhealthy soil and plant growth\u2014many facilities have turned to land application.\nBefore these solids can be put to use for things like fertilizing farmland,\nhowever, they must undergo rigorous treatment to meet stringent regulations,\nat which point they become known as biosolids.\n\nFor more information, contact [ **Maitreyi Nagarkar**\n](mailto:mnagarkar@waterrf.org?subject=Biosolids) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/biosolids)\n\n[ 101  Projects ](/search?type=project&topic=) [ 1  Web Tool\n](/search?type=resource&resource=Web Tool&topic=) [ 3  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 4915\n\n##  Characterization and Contamination Testing of Source Separated Organic\nFeedstocks and Slurries for Co-Digestion at Resource Recovery Facilities\n\n$528,992\n\n2023\n\nCompleted\n\n####  Project Highlights\n\nA key challenge with source separated organic (SSO) feedstock co-substrate is\nthat its composition, quality, and characteristics differ between geographical\nlocations and can change over time. This causes challenges and uncertainties\nfor pre-treaters, substrate brokers, facilities accepting this material,\noperators...\n\n[ View more details ](/research/projects/characterization-and-contamination-\ntesting-source-separated-organic-feedstocks)\n\nPrincipal Investigator\n\nTanja\n\nRauch-Williams\n\nResearch Manager\n\nMs. Stephanie Fevig, PE\n\n###  News\n\n####  [ The Water Research Foundation Funds 26 New Research Projects Totaling\n$5.9M  ](/news/water-research-foundation-funds-26-new-research-projects-\ntotaling-59m)\n\nPress Release\n\n05/28/2024\n\n(Denver, CO) 05/28/24\u2013 The Water Research Foundation (WRF) is seeking\nvolunteer participants for 26 new research projects funded through WRF's\nResearch Priority Program. This strategic research program enables WRF to...\n\n####  [ Interview with Dr. William Tarpeh  ](/news/interview-dr-william-\ntarpeh)\n\nProfile\n\nBy Julia Dinmore, The Water Research Foundation\n\n12/12/2023\n\nTurning Waste into Gold with Dr. William Tarpeh A rare few people end up in\nthe career they decided for themselves as children. More often, the question\n\u201cWhat do you...\n\n####  [ WRF Presents $100K Research Award To Advance Wastewater Resource\nRecovery  ](/news/wrf-presents-100k-research-award-advance-wastewater-\nresource-recovery)\n\nPress Release\n\n10/11/2023\n\n(Denver, CO) 10/11/23 \u2013 Last week, The Water Research Foundation (WRF)\npresented William Tarpeh, PhD, with the esteemed 2023 Paul L. Busch Award.\nWith this $100,000 research prize, Dr. Tarpeh...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Climate Change \n\n#  [ Climate Change  ](/research/topics/climate-change)\n\nClimate change is altering our natural hydrologic cycle, creating uncertainty\nwhen it comes to the quality and quantity of water sources. WRF\u2019s research on\nclimate change covers the key areas of climate risk assessment, climate\nadaptation, and mitigation strategies.\n\nBecause the first step in preparing for climate change is understanding the\npotential and variable impacts these changes can have on water sources and\ntreatment systems, WRF research tracks potential outcomes, considering a\nvariety of possibilities, and provides resources and tools to help facilities\nidentify and address risks and vulnerabilities in their operations and\ninfrastructure.\n\nImplementing climate change adaptation strategies will be critical as the\nwater sector moves forward. WRF\u2019s research in this area helps utilities create\nbetter long- and short-term adaptation plans, respond more effectively to\nsevere weather, and improve infrastructure and operations to meet changing\nneeds, including the production of onsite energy systems and reliable back-up\npower to protect critical services.\n\nThe water sector must also have a hand in mitigating the root causes of\nclimate change. By pioneering approaches to improve energy efficiency,\nincluding process optimization, improved energy management, and the use of\nrenewable energy, WRF is helping the water sector decrease activity that is\ndriving these changes.\n\nFor more information, contact [ **Harry Zhang**\n](mailto:hzhang@waterrf.org?subject=Climate Change) **.**\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/climate-change)\n\n[ 1  Project ](/search?type=project&topic=) [ 5  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 2  Case Studies\n](/search?type=resource&resource=Case Study&topic=) [ 14  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5188\n\n##  Establishing Industry-Wide Guidance for Water Utility Life Cycle\nGreenhouse Gas Emission Inventories\n\n$586,771\n\n2026\n\nIn Progress\n\n####  Project Highlights\n\nIn light of increasing pressure from the global community to reduce GHG\nemissions and more frequent extreme climate events, the water sector has begun\nto align itself with national targets for meeting the Paris Agreement and\nreducing GHG emissions. Numerous...\n\n[ View more details ](/research/projects/establishing-industry-wide-guidance-\nwater-utility-life-cycle-greenhouse-gas)\n\nOct 1, 2023\n\nPrincipal Investigator\n\nDavid\n\nPonder\n\nResearch Manager\n\nHarry Zhang, PhD, PE\n\n###  News\n\n####  [ The Water Research Foundation Funds 26 New Research Projects Totaling\n$5.9M  ](/news/water-research-foundation-funds-26-new-research-projects-\ntotaling-59m)\n\nPress Release\n\n05/28/2024\n\n(Denver, CO) 05/28/24\u2013 The Water Research Foundation (WRF) is seeking\nvolunteer participants for 26 new research projects funded through WRF's\nResearch Priority Program. This strategic research program enables WRF to...\n\n####  [ One Water Cities: A Self-Assessment Framework\n](https://www.advancesinwaterresearch.org/awr/library/item/20230406/4100921/)\n\nMagazine\n\nArabi et al.\n\n07/18/2023\n\nMunicipalities play key roles in implementing One Water approaches and\nfurthering community resilience. Read the full article.\n\n####  [ The Water Research Foundation Honors Outstanding Water Leaders\n](/news/water-research-foundation-honors-outstanding-water-leaders)\n\nPress Release\n\n06/21/2023\n\n(Denver, CO) 6/21/23 - The Water Research Foundation (WRF) announced last week\nthat it awarded its 2023 Subscriber Impact Award to Denver Water and its 2023\nResearch Innovation Award to...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Cyanobacteria & Cyanotoxins \n\n#  [ Cyanobacteria & Cyanotoxins  ](/research/topics/cyanobacteria-\ncyanotoxins)\n\nAquatic microscopic algae and cyanobacteria (formerly known as blue-green\nalgae) occur naturally in most surface waters. However certain nutrient and\ntemperature conditions can cause them to multiply rapidly, leading to\n\u201cblooms.\u201d Under certain conditions, some species of cyanobacteria can produce\ntoxic secondary metabolites or cyanotoxins, which may pose health risks to\nhumans and animals. Even when cyanobacteria are not toxic, they can produce\nunpleasant tastes and odors.\n\nCyanobacteria continue to be among the most problematic organisms in fresh\nwater systems. Without clear guidance or consensus regulations in place, many\nutilities struggle with responding to cyanobacterial harmful algal bloom\n(cHAB) events. Since 1994, WRF has completed more than 40 research projects on\nthese microscopic organisms and the cyanotoxins they produce, helping\nfacilities detect, monitor, and manage these organisms\u2014as well as communicate\nwith the public.\n\nFor more information, contact [ **George Kajjumba** and **Sydney Samples**\n](mailto:gkajjumba@waterrf.org;ssamples@waterrf.org?subject=Cyanobacteria and\nCyanotoxins) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/cyanobacteria-cyanotoxins)\n\n[ 41  Projects ](/search?type=project&topic=) [ 3  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 4  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5154\n\n##  Autonomous in situ Monitoring of Harmful Algal Blooms\n\n$308,143\n\n2024\n\nIn Progress\n\n####  Project Highlights\n\nHarmful algal blooms (HABs) damage aquatic ecosystems, threaten water\nsupplies, impose economic costs, and are increasing in frequency and intensity\ndue to climate change. Effective monitoring of HABs is not only important for\nmitigating their impact on public health and...\n\n[ View more details ](/research/projects/autonomous-situ-monitoring-harmful-\nalgal-blooms)\n\nJan 15, 2022\n\nPrincipal Investigator\n\nAmeet\n\nPinto\n\nResearch Manager\n\nSydney Samples\n\n###  News\n\n####  [ The Water Research Foundation Funds Utility Research Projects Worth\n$5M in Research Value  ](/news/water-research-foundation-funds-utility-\nresearch-projects-worth-5m-research-value)\n\nPress Release\n\n12/18/2023\n\n(Denver, CO) 12/19/2023 \u2013 The Water Research Foundation (WRF) has selected\ntwelve new projects for funding through its Tailored Collaboration Program,\ntotaling over $5 million in research value. The projects...\n\n####  [ PFAS Communication Guidance\n](https://www.advancesinwaterresearch.org/awr/library/item/20220709/4033917/)\n\nMagazine\n\nWeinrich et al.\n\n07/19/2023\n\nWater sector professionals need to be able to communicate with their customers\nclearly, concisely, and consistently about per- and polyfluoroalkyl substances\n(PFAS). This may include information on what PFAS are...\n\n####  [ Per- and Polyfluoroalkyl Substances\n](https://www.advancesinwaterresearch.org/awr/library/item/20230103/4076940/)\n\nMagazine\n\n07/19/2023\n\nPer- and polyfluoroalkyl substances (PFAS) are man-made compounds with\nfluorinated carbon chains. They are resistant to heat, oil, and water, making\nthem useful in a wide variety of products, including...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Disinfection Byproducts (DBPs) \n\n#  [ Disinfection Byproducts (DBPs)  ](/research/topics/disinfection-\nbyproducts-dbps)\n\nThe use of strong oxidants to disinfect water has virtually eliminated\nwaterborne diseases like typhoid, cholera, and dysentery in developed\ncountries. However, research has shown that chlorine interacts with natural\norganic matter present in water supplies to form regulated and emerging\ndisinfection byproducts (DBPs).\n\nTo minimize the formation of regulated DBPs and comply with existing\nregulations, water utilities have increasingly been moving away from chlorine\nto use alternative disinfectants like chloramine, or installing more advanced\nand costly treatment processes, such as ozone or granular activated carbon to\nremove DBP precursors. However, while reducing the formation of halogenated\nDBPs, alternative oxidants have been shown to favor the formation of other\nDBPs (e.g., ozone producing bromate and halonitromethanes, and chloramines\nproducing N-nitrosodimethylamine and iodinated DBPs).\n\nFor more information, contact [ **Lola Olabode** and **Kenan Ozekin**\n](mailto:kozekin@waterrf.org;lolabode@waterrf.org?subject=Disinfection\nByproducts) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/disinfection-byproducts-dbps)\n\n[ 181  Projects ](/search?type=project&topic=) [ 2  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 1  Case Study\n](/search?type=resource&resource=Case Study&topic=) [ 2  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5085\n\n##  Impact of Haloacetic Acid MCL Revisions on DBP Exposure and Health Risk\nReduction\n\n$273,859\n\n2024\n\nIn Progress\n\n####  Project Highlights\n\nThe U.S. Environmental Protection Agency (EPA) is considering changes to the\ndisinfectant and disinfection byproducts (D/DBP) rule. Specifically, there may\nbe a shift from the currently regulated five haloacetic acids (HAA5) to nine\n(HAA9), which would include four additional brominated...\n\n[ View more details ](/research/projects/impact-haloacetic-acid-mcl-revisions-\ndbp-exposure-and-health-risk-reduction)\n\nMar 1, 2020\n\nPrincipal Investigator\n\nBen\n\nStanford\n\nResearch Manager\n\nMs. Mary Smith\n\n###  News\n\n####  [ WRF Presents $100K Research Award to Advance Water Quality Treatment\n](/news/wrf-presents-100k-research-award-advance-water-quality-treatment)\n\nPress Release\n\n10/14/2024\n\nLast week, The Water Research Foundation (WRF) presented Jeffrey McCutcheon,\nPhD, with the esteemed 2024 Paul L. Busch Award at WEFTEC in New Orleans, LA.\nWith this $100,000 research prize...\n\n####  [ WRF Seeks Pre-proposals for High-Priority Utility Research\n](/news/wrf-seeks-pre-proposals-high-priority-utility-research)\n\nPress Release\n\n02/15/2024\n\n(Denver, CO) 02/15/24 \u2013 The Water Research Foundation (WRF) is now accepting\npre-proposals for its matching research program, the Tailored Collaboration\nProgram. The Tailored Collaboration Program provides an opportunity for...\n\n####  [ The Water Research Foundation Seeks Nominations for Paul L. Busch\nAward  ](/news/water-research-foundation-seeks-nominations-paul-l-busch-award)\n\nPress Release\n\n02/07/2024\n\n(Denver, CO) 02/08/24 \u2013 The Water Research Foundation (WRF) is now accepting\nnominations for the 2024 Paul L. Busch Award. The $100,000 award recognizes\none outstanding individual for innovative research...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Energy Optimization \n\n#  [ Energy Optimization  ](/research/topics/energy-optimization)\n\nFor most water facilities, energy is one of the highest costs in their\noperating budget. Stricter regulations are pushing facilities to use even more\nadvanced\u2014and energy-intensive\u2014treatment technologies. Optimizing energy use\ncan provide huge cost savings and numerous additional benefits, including\nimproving air quality, protecting the environment, and bolstering energy\nsecurity. WRF has published more than 100 projects that explore ways to not\nonly optimize current energy use, but to generate power as well\u2014setting the\ncourse for a self-sufficient water sector.\n\nFor more information, contact [ **Sanjana Yagnambhatt**\n](mailto:syagnambhatt@waterrf.org?subject=Energy Optimization) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/energy-optimization)\n\n[ 128  Projects ](/search?type=project&topic=) [ 10  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 4  Case Studies\n](/search?type=resource&resource=Case Study&topic=) [ 6  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5091\n\n##  Developing a Framework for Quantifying Energy Optimization Reporting\n\n$441,825\n\n2024\n\nCompleted\n\n####  Project Highlights\n\nEnergy projects within the water sector are often discretionary and initiated\nbased on projected annual energy savings metrics. The water sector lacks\nstandard energy savings estimation procedures, as well as measurement and\nverification approaches and procedures that adhere to the...\n\n[ View more details ](/research/projects/developing-framework-quantifying-\nenergy-optimization-reporting)\n\nPrincipal Investigator\n\nNancy\n\nAndrews\n\nResearch Manager\n\nMr. Ashwin Dhanasekar\n\n###  News\n\n####  [ Holistic Flood Management Under Climate Impacts  ](/news/holistic-\nflood-management-under-climate-impacts)\n\nBy Harry Zhang, PhD, PE, The Water Research Foundation\n\n11/18/2024\n\nMunicipalities and utilities are facing unprecedented challenges as they plan\nfor extreme precipitation and flooding, which are becoming more frequent and\nless predictable. There was Hurricane Katrina in 2005, Superstorm...\n\n####  [ The Water Research Foundation Funds 26 New Research Projects Totaling\n$5.9M  ](/news/water-research-foundation-funds-26-new-research-projects-\ntotaling-59m)\n\nPress Release\n\n05/28/2024\n\n(Denver, CO) 05/28/24\u2013 The Water Research Foundation (WRF) is seeking\nvolunteer participants for 26 new research projects funded through WRF's\nResearch Priority Program. This strategic research program enables WRF to...\n\n####  [ Interview with Dr. William Tarpeh  ](/news/interview-dr-william-\ntarpeh)\n\nProfile\n\nBy Julia Dinmore, The Water Research Foundation\n\n12/12/2023\n\nTurning Waste into Gold with Dr. William Tarpeh A rare few people end up in\nthe career they decided for themselves as children. More often, the question\n\u201cWhat do you...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Intelligent Water Systems \n\n#  [ Intelligent Water Systems  ](/research/topics/intelligent-water-systems)\n\nAs with other industries, newly developed technologies drive water utilities\nto adapt their day-to-day operations. Water networks have been a special\nfocus, with new instrumentation options for water production, transmission,\ndistribution, wastewater collection, and consumer end-points coming to market.\nImplementing these technologies can improve the efficiency and reliability of\nwater networks, but with myriad options, utilities need guidance on which\ntechnologies are most worthwhile and how they should be implemented.\n\nFor more information, contact [ **Sanjana Yagnambhatt**\n](mailto:syagnambhatt@waterrf.org?subject=Intelligent Water Systems) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/intelligent-water-systems)\n\n[ 46  Projects ](/search?type=project&topic=) [ 4  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 7  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5121\n\n##  Development of Hybrid Digital Twins for Predictive Nutrient Control\n\n$666,135\n\n2024\n\nCompleted\n\n####  Project Highlights\n\nThis project developed, implemented, and studied how live digital twins of\nnutrient removal water resource recovery facilities (WRRFs), which included\nmachine learning (ML), could be used to benefit ongoing operations. In the\nthree full scale pilots completed, digital twins were...\n\n[ View more details ](/research/projects/development-hybrid-digital-twins-\npredictive-nutrient-control)\n\nPrincipal Investigator\n\nBruce\n\nJohnson\n\nResearch Manager\n\nHarry Zhang, PhD, PE\n\n###  News\n\n####  [ The Digital Transformation  ](/news/digital-transformation)\n\nBy Miriam Hacker, PhD, The Water Research Foundation\n\n12/03/2024\n\nExploring Data Science Careers in the Water Sector The use of advanced\ntechnologies and data to improve decision-making is the basis of the emerging\ntopic area, Intelligent Water Systems. The...\n\n####  [ 2024 Intelligent Water Systems Challenge  ](/news/2024-intelligent-\nwater-systems-challenge)\n\nDavid Morroni\n\n01/19/2024\n\nThe Leaders Innovation Forum for Technology (LIFT) program, a joint effort of\nThe Water Research Foundation (WRF) and the Water Environment Federation\n(WEF), is holding the sixth Intelligent Water Systems...\n\n####  [ WRF Seeks Proposals for 22 New Research Projects Totaling $4.9M\n](/news/wrf-seeks-proposals-22-new-research-projects-totaling-49m)\n\nPress Release\n\n09/12/2023\n\n(Denver, CO) 9/12/23 - The Water Research Foundation (WRF) is now accepting\nproposals for 22 research projects totaling $4.9M that will advance the\nscience of water for communities around the...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Microbes & Pathogens \n\n#  [ Microbes & Pathogens  ](/research/topics/microbes-pathogens)\n\nControl of microbes in water systems is critical to achieving water quality\nand public health goals. While most microbes are not considered human\npathogens, certain microbes can pose health risks or contribute undesirable\ntastes and odors.\n\nSince the early 20th century, modern drinking water treatment has made great\nadvancements in the detection, removal, and inactivation of bacteria, viruses,\nand protozoa. As technologies in the drinking water space continue to\nprogress, new challenges have arisen in the form of opportunistic premise\nplumbing pathogens.\n\nWastewater and stormwater utilities also play an essential role in reducing\nthe pathogen load to receiving waters used for recreation. Additionally, more\nrecent advancements in water reuse, especially direct potable reuse, demand\nmore understanding of pathogen detection, removal, and inactivation in\nwastewater.\n\nFor more information, contact [ **Grace Jang**\n](mailto:hjang@waterrf.org?subject=Microbes and Pathogens) (drinking water &\nreuse) or [ **Lola Olabode** ](mailto:lolabode@waterrf.org?subject=Microbes\nand Pathogens) (wastewater).\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/microbes-pathogens)\n\n[ 356  Projects ](/search?type=project&topic=) [ 8  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 14  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5033\n\n##  Demonstrating the Effectiveness of Flushing for Reducing the Levels of\nLegionella in Service Lines and Premise Plumbing\n\n$526,924\n\n2024\n\nCompleted\n\n####  Project Highlights\n\nLegionella are pervasive environmental bacteria that can incidentally cause\nsevere and sometimes fatal infections upon inhalation. Because Legionella\ninhabit engineered environments and proliferate in warm, stagnant premise\nwater systems, the majority of outbreaks are associated with preventable water\nsystem maintenance...\n\n[ View more details ](/research/projects/demonstrating-effectiveness-flushing-\nreducing-levels-legionella-service-lines-and)\n\nPrincipal Investigator\n\nCynthia\n\nHalle\n\nResearch Manager\n\nHyunyoung Jang, PhD\n\n###  News\n\n####  [ WRF Presents $100K Research Award to Advance Water Quality Treatment\n](/news/wrf-presents-100k-research-award-advance-water-quality-treatment)\n\nPress Release\n\n10/14/2024\n\nLast week, The Water Research Foundation (WRF) presented Jeffrey McCutcheon,\nPhD, with the esteemed 2024 Paul L. Busch Award at WEFTEC in New Orleans, LA.\nWith this $100,000 research prize...\n\n####  [ The Water Research Foundation Funds 26 New Research Projects Totaling\n$5.9M  ](/news/water-research-foundation-funds-26-new-research-projects-\ntotaling-59m)\n\nPress Release\n\n05/28/2024\n\n(Denver, CO) 05/28/24\u2013 The Water Research Foundation (WRF) is seeking\nvolunteer participants for 26 new research projects funded through WRF's\nResearch Priority Program. This strategic research program enables WRF to...\n\n####  [ Interview with Cheryl Norton  ](/news/interview-cheryl-norton)\n\nProfile\n\nBy Angelina Dinsmore, The Water Research Foundation\n\n02/02/2024\n\nCheryl Norton\u2019s Lasting Journey with WRF and the Water Sector From leading a\nWater Research Foundation (WRF)- funded project right out of college, to\nbecoming an integral member of the...\n\n[ View all News ](/search?type=article&topic=)\n\n  * Resource Recovery \n\n#  [ Resource Recovery  ](/research/topics/resource-recovery)\n\nIn recent decades, the wastewater sector has moved away from the idea of\nwastewater treatment plants as waste disposal facilities, instead envisioning\nthese plants as water resource recovery facilities (WRRFs). WRRFs can produce\nclean water, recover nutrients (such as phosphorus and nitrogen), and\npotentially reduce fossil fuel consumption through the production and use of\nrenewable energy.\n\nFor more information, contact [ **Jeff Moeller**\n](mailto:jmoeller@waterrf.org?subject=Resource Recovery) .\n\n[ Login to follow this topic\n](/user/login?destination=/research/topics/resource-recovery)\n\n[ 114  Projects ](/search?type=project&topic=) [ 7  Web Tools\n](/search?type=resource&resource=Web Tool&topic=) [ 8  Case Studies\n](/search?type=resource&resource=Case Study&topic=) [ 12  Webcasts\n](/search?type=resource&resource=Webcast&topic=)\n\nProject 5091\n\n##  Developing a Framework for Quantifying Energy Optimization Reporting\n\n$441,825\n\n2024\n\nCompleted\n\n####  Project Highlights\n\nEnergy projects within the water sector are often discretionary and initiated\nbased on projected annual energy savings metrics. The water sector lacks\nstandard energy savings estimation procedures, as well as measurement and\nverification approaches and procedures that adhere to the...\n\n[ View more details ](/research/projects/developing-framework-quantifying-\nenergy-optimization-reporting)\n\nPrincipal Investigator\n\nNancy\n\nAndrews\n\nResearch Manager\n\nMr. Ashwin Dhanasekar\n\n###  News\n\n####  [ The Water Research Foundation Funds 26 New Research Projects Totaling\n$5.9M  ](/news/water-research-foundation-funds-26-new-research-projects-\ntotaling-59m)\n\nPress Release\n\n05/28/2024\n\n(Denver, CO) 05/28/24\u2013 The Water Research Foundation (WRF) is seeking\nvolunteer participants for 26 new research projects funded through WRF's\nResearch Priority Program. This strategic research program enables WRF to...\n\n####  [ Interview with Dr. William Tarpeh  ](/news/interview-dr-william-\ntarpeh)\n\nProfile\n\nBy Julia Dinmore, The Water Research Foundation\n\n12/12/2023\n\nTurning Waste into Gold with Dr. William Tarpeh A rare few people end up in\nthe career they decided for themselves as children. More often, the question\n\u201cWhat do you...\n\n####  [ WRF Presents $100K Research Award To Advance Wastewater Resource\nRecovery  ](/news/wrf-presents-100k-research-award-advance-wastewater-\nresource-recovery)\n\nPress Release\n\n10/11/2023\n\n(Denver, CO) 10/11/23 \u2013 Last week, The Water Research Foundation (WRF)\npresented William Tarpeh, PhD, with the esteemed 2023 Paul L. Busch Award.\nWith this $100,000 research prize, Dr. Tarpeh...\n\n[ View all News ](/search?type=article&topic=)\n\n###  Recent Updates\n\n[ Project 5257  Advancing Nature-Based Solutions by Assessing Long-Term\nPerformance of...  Reporting Period: August 2024 \u2013 February 2025  Project\nUpdate  04/04/2025  ](/resource/advancing-nature-based-solutions-assessing-\nlong-term-performance-natural-and-engineered-0) [ Project 5265  Evaluating\nChanges in Peak Water Demand and How That May Affect the...  Reporting Period:\nAugust 2024 \u2013 February 2025  Project Update  04/04/2025\n](/resource/evaluating-changes-peak-water-demand-and-how-may-affect-choice-\ndesign-management-and-1) [ Project 5269  Understanding the Factors Affecting\nPFAS Variability in the...  Reporting Period: December 2024 \u2013 February 2025\nProject Update  04/04/2025  ](/resource/understanding-factors-affecting-pfas-\nvariability-potomac-river-watershed-1) [ Project 5272  Evaluation of\nAdsorptive Medias for Optimizing Siloxane Removal from...  Reporting Period:\nNovember 2024 \u2013 February 2025  Project Update  04/04/2025\n](/resource/evaluation-adsorptive-medias-optimizing-siloxane-removal-biogas-1)\n[ Project 5270  Pop-Up Hyporheic Zones (PUHZO) A Novel Modular Technology to\nTreat...  Reporting Period: November 2024 \u2013 February 2025  Project Update\n02/21/2025  ](/resource/pop-hyporheic-zones-puhzo-novel-modular-technology-\ntreat-phosphorus-urban-drool-and-dry) [ Project 5175  Navigating One Water\nPlanning through Municipal Water Programs:...  Reporting Period: July 2024  \u2013\nDecember 2024  Project Update  02/20/2025  ](/resource/navigating-one-water-\nplanning-through-municipal-water-programs-meeting-multiple-2) [ Project 5211\nUnderstanding the Value Proposition for Thermal Processes to Mitigate...\nReporting Period: July 2024 \u2013 January 2025  Project Update  02/20/2025\n](/resource/understanding-value-proposition-thermal-processes-mitigate-pfas-\nbiosolids-2) [ Project 5217  Evolution and Characterization of Water ...\nReporting Period: October \u2013 December 2024  Project Update  02/20/2025\n](/resource/evolution-and-characterization-water-quality-quarry-lakes-1) [\nProject 5274  Evaluating the Full-Scale Impacts of DAS on ...  Reporting\nPeriod: June \u2013 December 2024  Project Update  02/20/2025\n](/resource/evaluating-full-scale-impacts-das-disinfection-efficacy) [ Project\n5253  Maximizing the Value of Natural Assets and Green Infrastructure at\nthe...  Reporting Period: July 2024 \u2013 January 2025  Project Update  02/04/2025\n](/resource/maximizing-value-natural-assets-and-green-infrastructure-\nwatershed-scale-0)\n\n###  Events\n\nThroughout the year, WRF hosts and participates in events that focus on\ncritical water quality issues. From web seminars to research workshops, these\nevents provide opportunities for you to learn about new research from water\nquality experts and to share ideas and connect with other industry\nprofessionals.\n\n#### [ The Role of Generative AI (GenAI) for the Global Water Sector  Webcast\n05/01/2025  Register for Webcast  ](/resource/role-generative-ai-genai-global-\nwater-sector-0) #### [ PdNA Webcast Series, Part 1: What is PdNA and Is My\nFacility a Good Candidate for It?  Webcast  05/13/2025  Register for Webcast\n](/resource/pdna-webcast-series-part-1-what-pdna-and-my-facility-good-\ncandidate-it) #### [ Understanding Gasification for PFAS Removal  Webcast\n05/29/2025  Register for Webcast  ](/resource/understanding-gasification-pfas-\nremoval)\n\n###  Advances in Water Research\n\nJanuary-March 2024\n\nvol. 34 no. 1\n\nIn this issue:\n\nThis issue highlights the essential research The Water Research Foundation\ndelivered in 2023 thanks to the valuable contributions of our researchers,\nparticipating utilities, and countless volunteers.\n\n[ Read this Issue ](https://www.advancesinwaterresearch.org/awr/library/)\n\n###  Join our mailing list and receive news and updates in your inbox!\n\n[ ](https://www.waterrf.org/)\n\n6666 W. Quincy Ave.  \nDenver, CO 80235\n\n1199 N. Fairfax St., Ste. 900  \nAlexandria, VA 22314\n\n\u00a9 2025 The Water Research Foundation. ALL RIGHTS RESERVED.\n\n",
                "url": "https://www.waterrf.org/"
            },
            "reason": "This is the website for The Water Research Foundation, a leading research organization focused on water issues. It is a reliable source for scientific information and research findings.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' waste management water consumption",
            "summary": "This is the website for The Water Research Foundation, a leading research organization focused on water issues.",
            "url": "https://www.waterrf.org/"
        },
        {
            "content": {
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                    "source": "https://www.energy.gov/lpo/portfolio-projects"
                },
                "page_content": "Skip to main content\n\n**Official websites use .gov**  \nA **.gov** website belongs to an official government organization in the\nUnited States.\n\n**Secure .gov websites use HTTPS**  \nA **lock** (  ) or **https://** means you\u2019ve safely connected to the .gov\nwebsite. Share sensitive information only on official, secure websites.\n\n#  PORTFOLIO PROJECTS\n\n_** NOTE: Loan Amounts on this page represent the approximate amount of the\napproved loan at closing (or, for active conditional commitments, at time of\nconditional commitment announcement), including principal and any capitalized\ninterest. For conditional commitments, loan amounts are subject to the\napplicant reaching critical milestones and subject to the completion of\ncertain technical, legal, and financial conditions that must be satisfied\nbefore DOE enters into definitive financing documents and funds the loan. Note\nthat in making an obligation of use of loan authority, DOE does not include\ncapitalized interest in those amounts. For fully repaid loans, information is\nup-to-date as of the date of loan repayment. DOE ceases monitoring projects\nupon full repayment._\n\n**INACTIVE CONDITIONAL COMMITMENTS**\n\nThe following projects were made inactive after the Department of Energy\noffered a conditional commitment for a loan or loan guarantee:\n\n  * Alcoa \n  * American Battery Solutions \n  * Cape Wind \n  * Eagle Rock \n  * Lake Charles Methanol \n\n**DISCONTINUED PROJECTS**\n\nThe following discontinued projects received proceeds of a loan or a loan\nguarantee from the Department of Energy, but are considered discontinued by\nLPO for one of several reasons, including (among others) termination of the\nloan or loan guarantee, borrower bankruptcy protection filing, or sale (or\nanticipated sale) of the guaranteed note. Projects considered discontinued by\nLPO are not included in our reports regarding MWs produced, greenhouse gases\navoided, annual gasoline displaced, or jobs created.\n\n  * Abound Solar \n  * Alamosa \n  * Crescent Dunes \n  * Fisker \n  * Solyndra \n  * Stephentown Spindle \n  * VPG \n\n**PROJECTS THAT CLOSED ON LOANS BUT RECEIVED NO DISBURSEMENT**\n\nThe following projects closed on a loan or loan guarantee from the Department\nof Energy, but never received proceeds from a loan or loan guarantee.\n\n  * 1366 Technologies, Inc. \n  * AES Energy Storage Westover, LLC \n  * POET Project Liberty, LLC \n  * ProSun Project Company, LLC (Project AMP) \n  * SoloPower, Inc. \n\nFollow Us\n\n[ __ Link to Facebook  ](https://www.facebook.com/energy) [ __ Link to\nInstagram  ](https://www.instagram.com/energy) [ __ Link to Linkedin\n](https://www.linkedin.com/company/u-s--department-of-energy) [ __ Link to\nYoutube  ](https://www.youtube.com/user/USdepartmentofenergy) [ __ Link to X\n](https://twitter.com/energy) [ __ Link to Flickr\n](https://www.flickr.com/photos/departmentofenergy/)\n\nSubscribe To Our Newsletter\n\n",
                "url": "https://www.energy.gov/lpo/portfolio-projects"
            },
            "reason": "This is a government website (.gov) for the Department of Energy. It is a reliable source for information about portfolio projects.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the Department of Energy. It is a reliable source for information about portfolio projects.",
            "url": "https://www.energy.gov/lpo/portfolio-projects"
        },
        {
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                    "source": "https://programs.dsireusa.org/system/program/detail/4488"
                },
                "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 website provides detailed information about energy efficiency programs and is generally reliable, though it may have a slight bias towards promoting such programs.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This website provides detailed information about energy efficiency programs and is generally reliable, though it may have a slight bias towards promoting such programs.",
            "url": "https://programs.dsireusa.org/system/program/detail/4488"
        },
        {
            "content": {
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                    "resource_type": "webpage",
                    "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 website provides information about energy efficient mortgages and is generally reliable, though it may have a slight bias towards promoting such programs.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This website provides information about energy efficient mortgages and is generally reliable, though it may have a slight bias towards promoting such programs.",
            "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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                    "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. Law \n    * [ Regulatory Development ](https://dnrec.delaware.gov/regulatory-development-process/)\n    * [ Regulations ](https://dnrec.delaware.gov/dnrec-regulations/)\n    * [ Environmental Permitting ](https://dnrec.delaware.gov/environmental-permitting/)\n    * [ Secretary\u2019s Orders ](https://dnrec.delaware.gov/secretarys-orders/)\n    * [ Public Notices ](https://dnrec.delaware.gov/dnrec-public-notices/)\n    * [ Public Meetings ](https://dnrec.delaware.gov/public-meeting-calendars/)\n    * [ Public Hearings ](https://dnrec.delaware.gov/public-hearings/)\n    * [ Environmental Appeals Board ](https://dnrec.delaware.gov/environmental-appeals-board/)\n    * [ Coastal Zone Industrial Control Board ](https://dnrec.delaware.gov/coastal-zone-act/industrial-control-board/)\n    * [ FOIA Requests ](https://dnrec.delaware.gov/foia/)\n  * DNREC News \n    * [ Newsroom ](https://dnrec.delaware.gov/newsroom/)\n    * [ Meetings and Events 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](https://dnrec.delaware.gov/climate-coastal-energy/contacts/)\n  * [ I Am a \u2026 __ ](.menuTwo)\n    * [ I Am a Business Owner ](https://dnrec.delaware.gov/climate-coastal-energy/business-owner/)\n    * [ I Am a Resident of Delaware ](https://dnrec.delaware.gov/climate-coastal-energy/resident/)\n    * [ I Am in Local Government ](https://dnrec.delaware.gov/climate-coastal-energy/local-government/)\n  * [ [ Climate Action Plan __ ](.menuFive) ](http://#)\n    * [ Delaware\u2019s Climate Action Plan ](https://dnrec.delaware.gov/climate-plan/)\n    * [ Climate Change Basics ](https://dnrec.delaware.gov/climate-plan/basics/)\n    * [ Delaware Emissions ](https://dnrec.delaware.gov/climate-plan/emissions/)\n    * [ Minimizing Emissions ](https://dnrec.delaware.gov/climate-plan/minimizing-emissions/)\n    * [ Delaware Impacts ](https://dnrec.delaware.gov/climate-plan/impacts/)\n    * [ Minimizing Impacts ](https://dnrec.delaware.gov/climate-plan/minimizing-impacts/)\n    * [ Actions You 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 ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/assistance/)\n    * [ Offshore Wind ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/offshore-wind/)\n    * [ Renewable Energy Portfolio Standards ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/portfolio-standards/)\n  * [ [ Energy Efficiency __ ](.menuSix) ](http://#)\n    * [ Energy Efficiency ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/)\n    * [ Delaware Energy Efficiency Advisory Council ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-advisory-council/)\n    * [ Energy Efficiency Investment Fund ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-investment-fund/)\n    * [ Cool Switch Low-Impact Refrigerant Program ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/cool-switch/)\n    * [ Building Energy Codes ](https://dnrec.delaware.gov/climate-coastal-energy/efficiency/building-energy-codes/)\n  * [ [ 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 ](https://dnrec.delaware.gov/climate-coastal-energy/sustainable-communities/)\n    * [ Sustainable Planning ](https://dnrec.delaware.gov/climate-coastal-energy/sustainable-communities/sustainable-planning/)\n    * [ Green Infrastructure Basics ](https://dnrec.delaware.gov/climate-coastal-energy/sustainable-communities/green-infrastructure/)\n    * [ Weatherization Assistance ](https://dnrec.delaware.gov/climate-coastal-energy/sustainable-communities/weatherization/)\n    * [ Low- to Moderate-Income Solar Pilot Program ](https://dnrec.delaware.gov/climate-coastal-energy/renewable/lmi-solar-pilot-program/)\n  * [ [ Coastal Programs __ ](.menuSeven) ](http://#)\n    * [ Coastal Management Program ](https://dnrec.delaware.gov/coastal-programs/coastal-management/)\n    * [ Delaware National Estuarine Research Reserve ](https://dnrec.delaware.gov/coastal-programs/research-reserve/)\n    * [ Science and Monitoring ](https://dnrec.delaware.gov/coastal-programs/coastal-science/)\n    * [ 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 a government website (.gov) for the state of Delaware. It is a reliable source for energy efficiency investment fund information.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the state of Delaware. It is a reliable source for energy efficiency investment fund information.",
            "url": "https://dnrec.delaware.gov/climate-coastal-energy/efficiency/energy-efficiency-investment-fund/participating-contractors/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "f8a92789-01cc-4d22-b48c-6d8b78648fb9",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "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 is a company website that provides information about its energy efficiency programs. It is a reliable source for information about the company's energy efficiency programs, but may be biased.",
            "reliability_score": 0.6,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a company website that provides information about its energy efficiency programs. It is a reliable source for information about the company's energy efficiency programs, but may be biased.",
            "url": "https://wgsmartsavings.com/programs-rebates/md/small-business"
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                "page_content": "Please enable cookies.\n\n#  Sorry, you have been blocked\n\n##  You are unable to access  utilitydive.com\n\n##  Why have I been blocked?\n\nThis website is using a security service to protect itself from online\nattacks. The action you just performed triggered the security solution. There\nare several actions that could trigger this block including submitting a\ncertain word or phrase, a SQL command or malformed data.\n\n##  What can I do to resolve this?\n\nYou can email the site owner to let them know you were blocked. Please include\nwhat you were doing when this page came up and the Cloudflare Ray ID found at\nthe bottom of this page.\n\nCloudflare Ray ID: **9355f78dbfd18ded** \u2022  Your IP:  2600:1900:0:3701::e01  \u2022\nPerformance & security by  [ Cloudflare ](https://www.cloudflare.com/5xx-\nerror-landing)\n\n",
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            "summary": "This is a news website that provides information about climate risks and energy efficiency. It is a reliable source for information about the energy industry.",
            "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://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
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                "page_content": "  * [ 866-376-2463 ](tel:8663762463)\n  * [ Contact ](/about/contact/)\n  * [ ](https://www.facebook.com/EfficiencyMaine/)\n  * Search \n\n[ ](https://www.efficiencymaine.com/ \"Efficiency Maine\") Search  Menu\n\n  * [ At Home ](https://www.efficiencymaine.com/at-home/)\n    * Solutions \n      * [ Appliances ](https://www.efficiencymaine.com/appliance-solutions/)\n      * [ Batteries ](https://www.efficiencymaine.com/batteries/)\n      * [ Electric Vehicles ](https://www.efficiencymaine.com/electric-vehicles/)\n      * [ Heating and Cooling ](https://www.efficiencymaine.com/heating-solutions/)\n      * [ Insulation ](https://www.efficiencymaine.com/home-insulation/)\n      * [ Lighting ](https://www.efficiencymaine.com/at-home/lighting-solutions/)\n      * [ Renewables ](https://www.efficiencymaine.com/renewable-energy/)\n      * [ Water Heating ](https://www.efficiencymaine.com/at-home/water-heating-solutions/)\n    * [ Incentives ](/)\n      * [ 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   * [ Getting Started ](/)\n      * [ Become A Qualified Partner ](https://www.efficiencymaine.com/at-work/qualified-partners/become-a-qualified-partner/)\n      * [ Commercial Heating Calculator ](https://www.efficiencymaine.com/at-work/commercial-heating-calculator/)\n      * [ Commercial and Industrial Prescriptive Incentives ](https://www.efficiencymaine.com/at-work/ci-incentive-program/)\n      * [ Commercial and Industrial Custom ](https://www.efficiencymaine.com/at-work/commercial-industrial-custom-program/)\n      * [ Commercial Property Assessed Clean Energy (C-PACE) ](https://www.efficiencymaine.com/c-pace/)\n      * [ Find a Qualified Partner ](https://www.efficiencymaine.com/at-work/qualified-partners/)\n      * [ Municipal Lease ](https://www.efficiencymaine.com/municipal-lease/)\n      * [ Small Business Energy Loans ](https://www.efficiencymaine.com/small-business-energy-loans/)\n      * [ Virtual Customer Consultations ](https://www.efficiencymaine.com/business-customer-consultation/)\n    * [ Sectors ](/)\n      * [ Education ](https://www.efficiencymaine.com/at-work/education/)\n      * [ Grocery and Convenience ](https://www.efficiencymaine.com/at-work/grocery-and-convenience/)\n      * [ Healthcare ](https://www.efficiencymaine.com/at-work/healthcare/)\n      * [ Hospitality ](https://www.efficiencymaine.com/at-work/hospitality/)\n      * [ Manufacturing ](https://www.efficiencymaine.com/at-work/manufacturing/)\n      * [ Multifamily ](https://www.efficiencymaine.com/at-work/multifamily/)\n      * [ Municipal ](https://www.efficiencymaine.com/at-work/municipal/)\n      * [ Office ](https://www.efficiencymaine.com/at-work/office/)\n      * [ Restaurant ](https://www.efficiencymaine.com/at-work/restaurant/)\n      * [ Small Business ](https://www.efficiencymaine.com/at-work/small-business/)\n      * [ Warehouse ](https://www.efficiencymaine.com/at-work/warehouse/)\n  * [ Green Bank ](https://www.efficiencymaine.com/green-bank/)\n    * [ Commercial Property Assessed Clean Energy (C-PACE) ](https://www.efficiencymaine.com/c-pace/)\n    * [ Home Energy Loans ](https://www.efficiencymaine.com/home-energy-loans/)\n    * [ Long-Term Care Facility Loans ](https://www.efficiencymaine.com/long-term-care-facility-loans/)\n    * [ Manufactured (Mobile) Home Initiative Loans ](https://www.efficiencymaine.com/manufactured-mobile-home-initiative-loans/)\n    * [ Municipal Lease ](https://www.efficiencymaine.com/municipal-lease/)\n    * [ Small Business Energy Loans ](https://www.efficiencymaine.com/small-business-energy-loans/)\n  * Resources \n    * [ Blog ](/category/blog)\n    * [ Building Energy Codes ](https://www.efficiencymaine.com/building-energy-codes/)\n    * [ Case Studies ](https://www.efficiencymaine.com/energyinformation/case-studies/)\n    * [ Events ](https://www.efficiencymaine.com/events/)\n    * [ Federal Funding 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](https://www.efficiencymaine.com/opportunities/)\n    * [ Staff ](https://www.efficiencymaine.com/about/staff/)\n    * [ Careers ](https://www.efficiencymaine.com/careers/)\n    * [ Contact ](https://www.efficiencymaine.com/about/contact/)\n    * [ Subscribe ](https://www.efficiencymaine.com/about/newsletter-signup/)\n    * [ Triennial Plan VI ](https://www.efficiencymaine.com/triennial-plan-vi/)\n\nTens of thousands of Mainers own heat pump water heaters. They\u2019re popular\nbecause they produce lots of hot water, help dehumidify, and can save more\nthan $500 per year in electricity.*\n\n[ PAY AS LITTLE AS $399 ](/at-home/heat-pump-water-heater-program/)\n\nHeat pump water heaters work like air conditioners, but rather than moving\nheat from the room to the outdoors, they move heat from the room into the\nwater tank.\n\nHeat pump water heaters are sometimes called \u201chybrids\u201d because in addition to\na heat pump, they have traditional electric resistance heating elements for\ntimes when demand exceeds what the heat pump can produce.\n\n##  Financial Example\n\n|  Traditional Electric  \nWater Heater  |  Heat Pump   \nWater Heater  |  Savings   \n---|---|---|---  \nWarranty  |  6 years  |  10 years  |   \nCapacity  |  40 gallons  |  50 gallons  |   \nRetail Price  |  $434  |  $1,399  |   \nInstant Discount  |  n/a  |  -$950  |   \nCost Before Tax Credit  |  $434  |  $449  |   \nFederal Tax Credit (30%)  |  $0  |  -$135  |   \nFinal Purchase Cost  |  $434  |  $314  |  $120   \nAnnual Electricity Cost ($/year)*  |  $792  |  $214  |  $578   \n  \n##  Benefits\n\n  1. They produce lots of hot water. \n  2. They can save more than $5,000 over the life of the unit compared to traditional electric water heaters.* \n  3. They typically have 10+ year warranties. \n  4. They help dehumidify. \n\n* Compared to a traditional electric water heater as shown on [ Efficiency Maine\u2019s Compare Water Heating Costs ](/at-home/water-heating-cost-comparison/) calculator as of 1/30/2025. Your cost and savings may vary. \n\n##  Take Action\n\n  * If your electric water heater is more than ten years old, replace it now while incentives are available. Don\u2019t wait for it to break. \n  * Install a heat pump water heater yourself or use our online tool to find a [ participating installer ](/at-home/vendor-locator/) . \n\n##  Things to Consider\n\n  1. Because of their noise and cooling effect, heat pump water heaters are better suited to basements than living spaces. \n  2. They complement, but do not replace, dehumidifiers because they operate based on hot water demand not humidity levels. \n  3. Condensate from the heat pump water heater must be drained, usually to a sink, drain, sump pump pit, etc. \n  4. For optimum efficiency, install units in 10\u2019 x 10\u2019 or larger rooms with temperatures above 35\u00b0F. \n  5. Recommended clearances from walls and ceilings should be followed to ensure adequate air circulation and access. \n  6. Insulate the first few feet of incoming and outgoing pipe to minimize heat loss. \n  7. Air filters should be rinsed regularly. \n\n####  Water Heating\n\n  * [ About Heat Pump Water Heaters ](https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/)\n  * [ Incentives ](https://www.efficiencymaine.com/at-home/heat-pump-water-heater-program/)\n  * [ Savings Calculator ](https://www.efficiencymaine.com/at-home/water-heating-cost-comparison/)\n  * [ Find an Installer ](https://www.efficiencymaine.com/at-home/vendor-locator/)\n  * [ Best Prices in Maine ](https://www.efficiencymaine.com/docs/EM-HPWH-Instant-Rebate-Locations.pdf)\n  * [ $950 Mail-In Rebate Claim Form ](https://www.efficiencymaine.com/docs/HPWH_Rebate.pdf#page=2)\n  * [ User Tips ](https://www.efficiencymaine.com/docs/EM_HPWH_User_Tips.pdf)\n  * [ Frequently Asked Questions ](https://www.efficiencymaine.com/docs/Heat_Pump_Water_Heater_FAQs_Brochure.pdf)\n  * [ Guide to Water Heating ](https://www.efficiencymaine.com/docs/EM-Guide-to-Water-Heating.pdf#2)\n  * [ Plumber Testimonials ](https://www.efficiencymaine.com/docs/EM-HPWH-Plumber-Testimonials.pdf)\n\n####  Learn More\n\n  * [ At Home ](https://www.efficiencymaine.com/at-home/)\n  * [ At Work ](https://www.efficiencymaine.com/at-work/)\n  * [ Resources ](https://www.efficiencymaine.com/energyinformation/resources-for-homeowners/)\n\n####  Efficiency Maine\n\n  * [ Sitemap ](https://www.efficiencymaine.com/sitemap/)\n  * [ Privacy Policy ](https://www.efficiencymaine.com/efficiency-maine-trust-privacy-policy/)\n  * [ Careers ](https://www.efficiencymaine.com/careers/)\n  * [ About ](https://www.efficiencymaine.com/about/)\n\n####  Connect\n\n  * [ 866-376-2463 ](tel:8663762463)\n  * [ INFO@EFFICIENCYMAINE.COM ](mailto:info@efficiencymaine.com)\n  * [ MAILING ADDRESS ](https://www.efficiencymaine.com/about/contact/)\n\n####  SUBSCRIBE TO EFFICIENCY MAINE EMAILS\n\nClick to choose which notifications to receive via email.\n\n[ Subscribe ](/about/newsletter-signup/)\n\n\u00a92025 EFFICIENCY MAINE\n\n",
                "url": "https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
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            "summary": "This is a website that provides information about energy efficiency programs in Maine. It is a reliable source for information about energy efficiency programs in Maine.",
            "url": "https://www.efficiencymaine.com/at-home/water-heating-solutions/heat-pump-water-heaters/"
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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#72314031170a021700061f1306111a321c00171e5c151d04)\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#89e0e7effbe8fafdfbfceafdfcfbecc9ece5eceafdfbe0efe0eae8fde0e6e7eae6e8e5e0fde0e6e7a7e6fbee)\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#deb7b0b8b19ea9a9a9f0bbb0bbacb9a7b0bdf0b1acb9)\n  * [ P: 919.832.7601 ](tel:9198327601)\n  * [ Contact Us ](/cdn-cgi/l/email-protection#cda4a3aba28dbababae3a8a3a8bfaab4a3aee3a2bfaa)\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 website provides information about energy efficiency programs and business opportunities in North Carolina. It is generally reliable, but may have a slight bias towards promoting such programs.",
            "reliability_score": 0.6,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This website provides information about energy efficiency programs and business opportunities in North Carolina. It is generally reliable, but may have a slight bias towards promoting such programs.",
            "url": "https://www.energync.org/business-opportunities-2/"
        },
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                    "source": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
                },
                "page_content": "[ ](http://www1.nyc.gov) Buildings  [ 311 ](/311/index.page) [ Search all\nNYC.gov websites ](/home/search/index.page)\n\nMenu\n\n[ ](/site/buildings/index.page)\n\n[ Text-Size ](http://www1.nyc.gov/home/text-size.page)\n\nSearch\n\n[ Working on Your Project ](/site/buildings/property-or-business-\nowner/working-on-your-project.page) [ Resolving Issues\n](/site/buildings/property-or-business-owner/resolving-issues.page) [ Info for\nProperty Owners ](/site/buildings/property-or-business-owner/info-for-\nproperty-owners.page) [ Info for Business Owners ](/site/buildings/property-\nor-business-owner/info-for-business-owners.page)\n\n  * [ Maintaining Your Property ](/site/buildings/property-or-business-owner/property-maintenance.page)\n  * [ TPP Info for Owners ](/site/buildings/property-or-business-owner/tpp-info-for-owners.page)\n  * [ NYC Loft Board for Owners ](/site/buildings/property-or-business-owner/nyc-loft-board-for-owners.page)\n  * [ Energy Grades ](/site/buildings/property-or-business-owner/energy-grades.page)\n\nShare\n\nPrint\n\n#  Energy Grades\n\n[ Local Law 33 of 2018 ](/assets/buildings/local_laws/ll33of2018.pdf) amended\nthe Administrative Code of the City of New York in relation to energy\nefficiency scores and grades for buildings required to benchmark their energy\nand water consumption. These energy efficiency scores and grades for these\nbuildings are assigned and disclosed in accordance with the new section\n\u00a728-309.12 annually, based on benchmarking reporting consistent with Federal\nenergy efficiency standards.\n\nAn energy efficiency score is the Energy Star Rating that a building earns\nusing the United States Environmental Protection Agency online benchmarking\ntool, Energy Star Portfolio Manager, to compare building energy performance to\nsimilar buildings in similar climates. As per [ Local Law 95 of 2019\n](/assets/buildings/local_laws/ll95of2019.pdf) grades based on Energy Star\nenergy efficiency scores will be assigned as follows:\n\n**A** \u2013 score is equal to or greater than 85\n\n**B** \u2013 score is equal to or greater than 70 but less than 85\n\n**C** \u2013 score is equal to or greater than 55 but less than 70\n\n**D** \u2013 score is less than 55\n\n**F** \u2013 for buildings that didn\u2019t submit required benchmarking information\n\n**N** \u2013 for buildings exempted from benchmarking or not covered by the Energy\nStar program.\n\nThe energy label includes both a letter grade and the energy efficiency score\nof the building. Please reference the following document for more information\n[ Local Law 33 as amended by LL95 of 2019 Steps to Compliance\n](/assets/buildings/pdf/ll33_compliance_steps.pdf) .\n\n##  Additional Information\n\n  * For more details and to start the benchmarking process, please reference the [ Local Law 33 as amended by LL95 of 2019 Steps to Compliance ](/assets/buildings/pdf/ll33_compliance_steps.pdf) , [ LL33 - Frequently Asked Questions ](/assets/buildings/pdf/ll33_faqs.pdf) , and visit the [ Compliance Instructions ](/site/buildings/codes/compliance-instructions.page) page. \n\n  * The status of a violation can be found online by using the Department\u2019s [ Building Information System (BIS) ](http://a810-bisweb.nyc.gov/bisweb/bispi00.jsp) at any time. To follow up by email, please send inquiries to **sustainability@buildings.nyc.gov** with the BBL, BIN, address and violation number for the building. \n\n  * If you believe a violation was issued in error, you may submit a [ Benchmarking Violation Challenge Form ](/assets/buildings/pdf/benchmarking_challenge_form.pdf) . This form **must** be sent to the Department within 30 days of the violation postmark. Email the form to **sustainability@buildings.nyc.gov** . \n\n  * To follow up on a challenge, please call the email **sustainability@buildings.nyc.gov** . \n\n##  Additional Resources\n\n  * [ NYC Mayor's Office of Sustainability ](https://climate.cityofnewyork.us/)\n\n  * [ Energy Star Portfolio Manager ](https://portfoliomanager.energystar.gov/pm/login.html)\n\n  * [ DOF Benchmarking Website ](http://www1.nyc.gov/site/finance/taxes/property-reports/nyc-energy-benchmarking-report.page)\n\n[ Directory of City Agencies ](/nyc-resources/agencies.page) [ Contact NYC\nGovernment ](/home/contact-us.page) [ City Employees\n](https://a127-ess.nyc.gov) [ Notify NYC\n](https://a858-nycnotify.nyc.gov/notifynyc/) [ CityStore\n](https://a856-citystore.nyc.gov/) [ Stay Connected ](/connect/social-\nmedia.page) [ NYC Mobile Apps ](/connect/mobile-applications.page) [ Maps\n](/nyc-resources/nyc-maps.page) [ Resident Toolkit ](/nyc-resources/resident-\ntoolkit.page)\n\nNYC\n\nCity of New York. 2025 All Rights Reserved,\n\nNYC is a trademark and service mark of the City of New York\n\n[ Privacy Policy. ](/home/privacy-policy.page \"Privacy Ploicy \") [ Terms of\nUse. ](/home/terms-of-use.page \"Terms of Use\") [ ](https://www.nyc.gov/nyc-\nresources/website-accessibility-statement.page)\n\n",
                "url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
            },
            "reason": "This is a government website (.gov) for the city of New York. It is a reliable source for energy efficiency information.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a government website (.gov) for the city of New York. It is a reliable source for energy efficiency information.",
            "url": "https://www.nyc.gov/site/buildings/property-or-business-owner/energy-grades.page"
        },
        {
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                    "resource_type": "webpage",
                    "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#e387828d86cd8982808c8190868da38a8d97848290cd808c8e) **\n\nPhone: **[ 208-985-4040 ](tel:12089854040) **\n\n**Intermountain Gas Energy Efficiency Program**\n\nEmail: **[ [email protected]  ](/cdn-cgi/l/email-\nprotection#d4a7b5a2b1b1bab1a6b3ad94bdbaa0b3b5a7fab7bbb9) **\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. 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                "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
            },
            "reason": "This is a company website that provides information about its energy efficiency program. It is a reliable source for information about the company's energy efficiency programs, but may be biased.",
            "reliability_score": 0.6,
            "search_query": "company 'N/A' energy efficiency",
            "summary": "This is a company website that provides information about its energy efficiency program. It is a reliable source for information about the company's energy efficiency programs, but may be biased.",
            "url": "https://www.intgas.com/energy-efficiency_program/commercial-energy-efficiency/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "6d540c18-0b02-4510-9f00-2db3c4cb2cb0",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.brembogroup.com/en/sustainability/materiality"
                },
                "page_content": "0001-01-01T00:00:00Z  Pages  notset  notset  notset  notset\n\n#\n\nM  a  t  e  r  i  a  l  i  t  y\n\nA  n  a  l  y  s  i  s\n\n\u200b  P  r  o  c  e  s  s\n\nThe aspects involved in measuring the capacity to create sustainable value\n\n[ ]() [ ]()\n\n[ ]() [ ]()\n\nAs every year, the Brembo Group has updated its **materiality analysis** \u2014 the\ntool used **to identify its material sustainability topics** \u2014 and therefore\naligned the content of its Disclosure of Non-Financial Information,\ninstrumental to providing an overview of the Company\u2019s operations,\nperformance, results and, above all, future strategies and targets. These\ntopics are also material aspects for Brembo\u2019s stakeholders and are identified\nand constantly updated, including with its stakeholders\u2019 direct engagement.\n\nIn 2022, in advance of the requirements imposed by the new European Directive\n2022/2464 (the Corporate Sustainability Reporting Directive), Brembo began the\n**double materiality process** , also integrating an **\"outside-in\"\nperspective** **(financial materiality) into its \"inside-out\" impact\nassessment process (impact materiality) according to the** [ **GRI Universal\nStandards** ](https://www.globalreporting.org/standards/) **2021** . Whereas\nthe \"inside-out\" approach identifies the impacts generated, actually or\npotentially, by the organisation and its value chain on the outside world, the\n\"outside-in\" perspective looks at the risks and opportunities that may\ninfluence the Group's creation of value, strategy, operating and financial\nperformance and positioning in the short, medium or long term.\n\nFor 2023, the assessment of the \"outside-in\" perspective (financial\nmateriality) was conducted on the basis of the **European Sustainability\nReporting Standards (ESRSs)** made available by the EFRAG, i.e. the reporting\nstandard that is to be used by companies subject to the Corporate\nSustainability Reporting Directive. This assessment is thus to be regarded as\nfully voluntary and not subject to assurance by the third-party entity that\ncertifies this Disclosure of Non-Financial Information according to the ISAE\n3000 Revised standard.\n\n[\n](https://brem-p-001.sitecorecontenthub.cloud/api/public/content/b189f4f60df841ba81dc2c00dde9c34b?v=f6b82b47)\n\nA description is provided below in the interest of a better understanding of\nthese topics:\n\nGreenhouse gas emissions\n\n__\n\nThe consumption of fossil fuels and electricity in its buildings and\nfacilities, the combustion of fuel for the company fleet and the use of\nmaterials during production contribute to climate change caused by greenhouse\ngas emissions (Scope 1 and 2). In addition, the transport of company products\nby third parties, as well as the purchase **** of services, materials and\nfinished products from suppliers, including their transport, entail greenhouse\ngas emissions caused by such suppliers during their production activities\n(Scope 3). Aware of these impacts, the Brembo Group is committed to pursuing\nthe **ambitious goal of achieving net zero emissions by 2040** , supported by\na defined roadmap designed to gradually reduce Scope 1, 2 and 3 greenhouse gas\nemissions. Brembo\u2019s  \ncommitment to reducing greenhouse gas emissions also extends to end users\nthrough the **use of innovative technologies in its products** , which make it\npossible to limit the weight of brake systems and therefore to reduce GHG\nemissions.\n\nPolluting emissions\n\n__\n\nThe processes of extracting raw materials and manufacturing and painting brake\ncomponents generate polluting emissions such as carbon monoxide (CO), nitrogen\noxides (NOx), particulate matter (PM) and sulphur oxides (SOx), which may\ncause harm to the environment and human health. Thanks to the **Environment\nand Energy Management System** , Brembo has introduced **requirements common\nto all the Group\u2019s plants** aimed at **containing emissions** well below the\nemission limits imposed by the legislation of the Countries in which it\noperates. In addition, thanks to the use of particular materials and\ninnovative technical solutions, Brembo\u2019s products permit a reduction of the\npolluting emissions caused by brake wear and tear during use.\n\nEnergy efficiency\n\n__\n\nInefficient production processes not only use more energy to achieve the same\nresult in production, but also contribute to reducing overall energy\navailability. This phenomenon accelerates fossil fuel consumption, exhausts\nenergy resources more rapidly and increases greenhouse gas emissions. The\nenvironmental consequences of such inefficiency may be significant, resulting\nin higher energy costs and in economic penalisation for the Company. Faced\nwith these challenges, Brembo is actively committed to seeking **constant\nreduction of direct and indirect energy consumption.** Through **investments**\naimed at the adoption of the **best available technologies in terms of energy\nefficiency** , the Group aims to achieve the goals of its Sustainability Plan.\n\nProtection of water resources\n\n__\n\nExcessive consumption of water in water-stressed areas threatens the regional\nhydrological balance and results in scarcity of water resources. Intensive\nindustry \u2014 often inefficient \u2013 contributes to a reduction in water\navailability and degradation of water quality, with an impact on the\nenvironment and on the access to potable water. Aware of the importance of\npreserving this fundamental resource, as part of its Environment and Energy\nManagement System Brembo has implemented a **Water Management procedure that\nimposes requirements and restrictions on all the Group\u2019s plants for\nsustainable use and protection against pollution** . The Group has also set\nitself the **goal of reaching 100% monitoring of flows** (withdrawal,\ndischarge and significant internal use) **by 2025** at each of its sites in\norder to implement improvement actions.\n\nWaste management\n\n__\n\nInadequate waste management by the Group could result in soil pollution, harm\nto natural resources and threats to biodiversity. In addition, a lack of\nattention to waste recycling/recovery and the consequent sending of waste to\ndumps could contribute to soil consumption. Brembo Group is dedicated to\n**efficient waste management** , avoiding generating negative impacts on the\nenvironment and actively seeking to **reuse and develop waste materials** .\nThe Group has set itself the goal of increasing the percentage of waste to be\nrecycled.\n\nProtection of biodiversity\n\n__\n\nThe extraction of primary raw materials may contribute to deforestation and\nenvironmental pollution. In addition, the surface extension of extraction\nsites, as well as the presence of buildings and plants, entail soil\nconsumption, which may result in biodiversity loss. With regard to its plants,\nBrembo has identified a need to act in a way that contributes to **maintaining\nand protecting biodiversity near its assets** . The first step involved an\nanalysis to define and apply a **biodiversity screening methodology to the\ngeographical areas in which its manufacturing plants are located.** The second\nstep will be defining any **improvement, prevention and mitigation actions.**\n\nEvinronmentally sustainable product\n\n__\n\nThe design, production and use of products aimed at reducing environmental\nimpact throughout their life cycle involves minimising the use of natural\nresources, limiting greenhouse gas emissions and reducing waste generation.\nThis entails the adoption of **recyclable materials, the optimisation of\nproduction processes to reduce energy and greenhouse gas emissions and the\npromotion of ethical, socially responsible practices.** The sustainability of\nsuch products is also manifest in their durability and ease of disposal or\nrecycling at the end of their useful lives. Within the framework of this\nphilosophy, Brembo integrates environmental performances into its products,\ndeveloping **braking systems with low particulate and CO2 emissions** , while\nalso enhancing the durability and recyclability of materials. Brembo\u2019s\ncommitment to reinforcing the development of innovative products, featuring\nenvironmentally sustainable, circular designs, translates concretely into\n**promoting sustainable mobility through the reduction of polluting emissions\nthanks to its advanced braking systems and the Group\u2019s commitment to\nsubjecting all its products to a Life Cycle Assessment (LCA).**\n\nDiversity, equity and inclusion\n\n__\n\nBrembo firmly believes that people must have equal access to work, facilities,\nservices and programmes, solely on the basis of their knowledge,\nqualifications, expertise, performance and motivations, regardless of other\npersonal conditions. In recognition of this responsibility, Brembo adopts an\nactive, concrete policy in these areas, reflected in its **Policy on Non\nDiscrimination and Diversity, as well as in the Brembo Charter on Diversity,\nEquity and Inclusion** . In particular, the Group is committed to promoting\nthese aspects along the **three main axes (gender, generation and cultural\nbackground)** through concrete projects that contribute to the wellbeing of\nthe Group\u2019s people.\n\nProtection of human rights\n\n__\n\nThe **protection of human rights** requires policies and practices against\nexploitation and discrimination, both internally and throughout the value\nchain. Brembo, which is committed to respecting the rights of its workers,\nalso extends this commitment to its suppliers, requiring that they abide by\nits Sustainable Procurement Policy in all Countries in which it operates. The\nGroup pays **attention to the direct purchase of minerals from conflict\nzones** , asking its suppliers to declare the origin of Conflict Minerals in\nsupplies intended for the Group. Moreover, the Group conducts audits to ensure\nrespect for human rights among its suppliers.\n\nWorkers\u2019 health and safety\n\n__\n\nEmployment in the automotive industry exposes workers to potential risks and\npermanent harm due to the lack of adequate safety measures. This risk also\nextends to workers upstream and downstream the value chain, increasing the\nprobability of serious physical injuries associated with work activities. In\nresponse to this problem, the Group has implemented an **ISO 45001 management\nsystem at all its plants** , in addition to promoting a **culture of safety\nthrough its \u201cI Am Safety\u201d campaign in Italy and China** . Throughout its\nsupply chain, Brembo\u2019s sustainability policy, included in its Sustainable\nProcurement Policy, sets specific requirements to ensure protection of health\nand safety in suppliers\u2019 workplaces.\n\nWellbeing of personnel\n\n__\n\nIf the Group were not to ensure compliance with minimum wage and employee\nwelfare, this would result in deterioration of the working conditions and\nwell-being of its employees, entailing an increase in personnel turnover.\nFailure to monitor practices throughout the value chain could encourage\nincorrect behaviour, thus causing damages to third-party workers. In response\nto these challenges, the Group has intensified its **vigilance over the job\nmarket, focusing on pay for critical roles and reinforcing its methods of\nmonitoring outgoing personnel and voluntary resignations** . In addition, it\nactively **promotes employee health** , not only through initiatives relating\nto the workplace, but also through programmes providing information on healthy\nlifestyles and courses on proper nutrition, such as the Brembo Wellness\nprogramme.\n\nTraining and development of personnel\n\n__\n\nThe implementation of policies and investments in employee training not only\nensures the development of the Group\u2019s resources, but also contributes\nsignificantly to **increasing the innovative skills required to respond\npromptly to the demands of the business** . Within this framework, Brembo\nadopts a specific procedure for effectively managing **training and\ndevelopment** offerings, designed to be increasingly **global and inclusive**\n, from the annual survey and analysis of training needs to attentive\nmonitoring of quality indicators for the training provided.\n\nData protection and it security\n\n__\n\nThe implementation and application of digital security systems are absolutely\nessential to preventing the risk of data breaches and cyberattacks, which\ncould have severe consequences, including privacy breaches and the loss of\nsensitive customer data. In order for the Group to manage such threats\neffectively, it is fundamental to adopt policies and advanced technologies\nthat take a proactive approach to protecting digital data. The Brembo Group\nhas thus set up a **Privacy Supervisory Committee** , and has introduced the\nposition of **Data Protection Officer and of specific Privacy Officers for\neach area of the company.** These professionals operate in strict compliance\nwith personal data protection legislation, following specific procedures to\nhandle issues, obligations, new processing and reporting, while ensuring\nmaximum security and regulatory compliance.\n\nProduct safety\n\n__\n\nProduct safety is a fundamental priority for ensuring that the design,\nmanufacture and marketing of products adhere to strict safety standards. This\ncommitment entails the implementation of robust **quality control processes\nduring production, active risk management and compliance with applicable\nlegislation, in order to prevent accidents or damages** arising from the use\nof products by consumers. This approach is crucial to preserving the company\u2019s\nreputation, protecting consumers and complying with applicable safety\nlegislation. Following a preventive and proactive approach, Brembo is\ncommitted to applying the voluntary **technical standards that national and\ninternational standards bodies have developed** to ensure the **production of\nexcellent products, while guaranteeing safety, quality and certain\nperformance.** In addition, through the use of innovative technologies, Brembo\nseeks to improve the performance of its braking systems, while continuing to\noffer its end users the utmost reliability and safety.\n\nProtection and development of local communities\n\n__\n\nThe presence of manufacturing plants and extraction sites disfigures the\nlandscape, with adverse impacts, in visual and other terms, for local\ncommunities. The company\u2019s commitment to the well-being of local communities\ntranslates into active management to protect the interests and health of\npeople in the affected areas. At the same time, companies contribute to\neconomic and social development, **promoting job opportunities, developing\nlocal skills and taking an active part in community initiatives.** Responsible\nrelationship management is essential to consolidating trust and ensuring a\npositive impact. Brembo Group\u2019s global presence offers a significant\nopportunity to improve **external positive impacts through the transfer of\ninvestments, technology and skills** . The Group actively promotes the\n**growth of local ancillary industry** , supporting infrastructure, jobs and\ntraining programmes and recognising the importance of fostering intellectual\ncapital in its districts. It also makes its know how available, reinforcing\nits commitment to social responsibility and sustainable development in the\nsurrounding communities.\n\nSustainable supply chain\n\n__\n\nResponsible, sustainable management of the supply chain focuses on an ethical,\ntransparent approach respectful of human rights, social fairness and the\nenvironment. The **Brembo Group asks all suppliers** operating in Countries in\nwhich it is present with its plants **to comply with the Sustainable\nProcurement Policy** . This Policy concerns key issues, including r **espect\nfor human rights, environmental protection, workplace safety, and prevention\nof corruption** . In addition, verification programmes, audits, monitoring,\ntraining sessions and corrective measures are also implemented in cooperation\nwith suppliers to ensure a sustainable supply chain aligned with high ethical\nstandards and corporate responsibility.\n\nBusiness ethics and integrity\n\n__\n\nNon-compliance with business best practices, such as unfair competition and a\nlack of reliable tax risk governance, control and management systems can cause\ndamage to the economy and result in violation of laws and regulations.\nInsufficient supervision of company ethics and integrity could foster\nphenomena of corruption in tenders and supply contracts for both companies and\nindividuals. Brembo has implemented various tools, including the\n**Organisational, Management and Control Model (according to Legislative\nDecree No. 231/2001), the Anti-bribery Code of Conduct, the Supervisory\nBoard** and an entities\u2019 administrative and criminal liability compliance\nprogramme in accordance with applicable local legislation of Countries where\nit operates through subsidiaries.\n\nMaterial topics identified by Brembo  |  Areas of Legislative Decree (IT) 254/2016  |  Impacts  |  Reference GRI Standards  |  Boundary limitations  |  Boundary limitations   \n---|---|---|---|---|---  \nEnvironmentally sustainable product  |  Social  |  Primary raw material saving through the use of recycled and recyclable materials  |  *  |  |   \nEnergy efficiency  |  Environmental  |  Reduction of energy availability due to non-efficient production processes  |  302: Energy (2016)  |  |   \nProtection of water resources  |  Environmental  |  Water scarcity, in particular in water-stressed areas, due to water consumption in the production process  |  303: Water and Effluents (2018)  |  Suppliers  |  Reporting partially extended to suppliers   \nTraining and development of personnel  |  Social  |  Development of skills and know-how through ad hoc training activities  |  401: Employment (2016)   \n  \n404: Training and Education (2016)  |  |   \nWellbeing of personnel  |  Social  |  Failure to ensure workers\u2019 wellbeing due to the absence of dedicated company initiatives  |  *  |  |   \nProduct safety  |  Social  |  Product reliability and safety  |  416: Customer Health and Safety (2016)  |  Customers  |   \nWorkers\u2019 health and safety  |  Social  |  Workers\u2019 accidents and occupational diseases due to non-suitable working conditions  |  403: Occupational Health and Safety (2018)  |  Workers who are not employees   \nContractors  |  Reporting partially extended to contractors   \nGreenhouse gas emissions  |  Environmental  |  Climate change caused by greenhouse gas emissions  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  Suppliers  |  Reporting partially extended to suppliers   \nProtection of biodiversity  |  Environmental  |  Soil occupation and loss of biodiversity  |  304: Biodiversity (2016)  |  |   \nPolluting emissions  |  Environmental  |  Damage to the environment and human health due to polluting emissions in the air  |  305: Emissions (2016)  |  |   \n|  |  Reduction of greenhouse gas and polluting emissions generated by final users through the development of innovative technologies  |  305: Emissions (2016)  |  |   \nProtection and development of local communities  |  Social  |  Impacts on the social and economic growth of the local areas and communities  |  201: Economic Performance (2016)  |  |   \nSustainable supply chain  |  Social  |  Transparency and involvement of the supply chain in sustainable practices through monitoring and training programmes  |  204: Procurement Practices (2016)  |  |   \n|  |  |  308: Supplier Environmental Assessment (2016)  |  |   \n|  |  |  414: Supplier Social Assessment (2016)  |  |   \nProtection of human rights  |  Social  |  Human rights violations  |  202: Market Presence (2016)  |  |   \nProduct safety  |  Social  |  Damage to consumers due to the absence of product quality and safety checks  |  416: Customer Health and Safety (2016)  |  Customers  |   \n|  |  Increased safety of the end user through the implementation of innovative technologies in products  |  *  |  |   \nWaste management  |  Environmental  |  Soil occupation and pollution due to non-virtuous waste management  |  306: Waste (2020)  |  |   \nDiversity, equity and inclusion  |  Social  |  Non-compliance with equal opportunities legislation in the workplace  |  405: Diversity and Equal Opportunity (2016)  |  |   \n|  |  |  406: Non-discrimination (2016)  |  |   \nData protection and IT security  |  Social  |  Privacy violation and loss of sensitive data  |  418: Customer Privacy (2016)  |  Customers  |   \nBusiness ethics and integrity  |  Social  |  Damage to the economic system due to unfair business practices  |  201: Economic Performance (2016)  |  |   \n|  |  |  205: Anti-corruption (2016)  |  |   \n|  |  |  206: Anti-competitive behaviour (2016)  |  |   \n|  |  |  415: Public Policy (2016)  |  |   \n(*) As regards the topic in question (not directly linked to an aspect covered\nby GRI Standards), Brembo reports the management approach adopted and the\nrelative indicators in the document.  \n  \n[ ](https://www.brembo.com/en/contactus)\n\nBrembo N.V.\n\nVia Stezzano, 87\n\n24126 - 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                "url": "https://www.brembogroup.com/en/sustainability/materiality"
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            "summary": "This is the official Brembo Group website detailing their approach to materiality in sustainability. It's a direct, primary source of information about their practices.",
            "url": "https://www.brembogroup.com/en/sustainability/materiality"
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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 sustainability report of Schaeffler, providing direct information on their EU taxonomy reporting. It is a primary source and therefore highly reliable.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official sustainability report of Schaeffler, providing direct information on their EU taxonomy reporting. It is a primary source and therefore highly reliable.",
            "url": "https://www.schaeffler-sustainability-report.com/2023/data-and-other-information/eu-taxonomy-reporting"
        },
        {
            "content": {
                "metadata": {
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                    "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 a page on Abercrombie & Fitch's corporate website dedicated to their sustainability policies and resources, specifically related to the Sustainability Accounting Standards Board (SASB). It is a primary source and therefore highly reliable.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is a page on Abercrombie & Fitch's corporate website dedicated to their sustainability policies and resources, specifically related to the Sustainability Accounting Standards Board (SASB). It is a primary source and therefore highly reliable.",
            "url": "https://corporate.abercrombie.com/sustainability/policies-resources/sustainability-accounting-standards-board-sasb/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "bc39392d-951f-4c24-81b3-66584f0330f7",
                    "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"
            },
            "reason": "This is the official J.B. Hunt website providing data tables and resources related to their ESG (Environmental, Social, and Governance) initiatives. As a primary source, it is considered highly reliable for information about the company's ESG performance.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is the official J.B. Hunt website providing data tables and resources related to their ESG (Environmental, Social, and Governance) initiatives. As a primary source, it is considered highly reliable for information about the company's ESG performance.",
            "url": "https://www.jbhunt.com/our-company/esg/data-tables-and-resources"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "3c4ad35c-cb60-4a2c-b9a8-ba8b88e42077",
                    "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 a page on Roche's website providing a GRI (Global Reporting Initiative) index. This is a primary source of information regarding their reporting and is therefore highly reliable.",
            "reliability_score": 1.0,
            "search_query": "company 'N/A' materiality assessment",
            "summary": "This is a page on Roche's website providing a GRI (Global Reporting Initiative) index. This is a primary source of information regarding their reporting and is therefore highly reliable.",
            "url": "https://www.roche.com/investors/reports/gri-index"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "5050cab4-38ca-4cb4-bdef-c35da47fce17",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
                },
                "page_content": "Skip to main content\n\n",
                "url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
            },
            "reason": "This is a report from McKinsey, a reputable consulting firm, on diversity and inclusion. The information is well-researched and data-driven.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' governance diversity inclusion",
            "summary": "This page presents an interactive report by McKinsey on the benefits of diversity and inclusion in the workplace, backed by data and research.",
            "url": "https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-interactive"
        },
        {
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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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                "page_content": "[ Home  ](/global/en \"Home\")\n\n[ Investors  ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance  ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance  ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion  ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n#  Diversity, Equity and Inclusion\n\n  * [ ](/global/en/investors/contact)\n  * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth**  \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally.  \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n  1. [ BASF Report 2024  ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n  2. [ Our values  ](/global/en/who-we-are/about-us/our-values \"Our values\")\n  3. [ Our Code of Conduct  ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n  4. [ Grievance mechanism  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n  5. [ Human Rights  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n  1. [ Read more  ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n###  Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n  \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors  \n16.7%  \n(As of 31.12.2024)\n\nWomen in leadership positions  \n29.3%  \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n###  Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** |  **Supervisory Board** |  |  **Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status  \nDec 31, 2021 ** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Coatings GmbH** |  0%   \n(0 of 12)  |  8.3%   \n(1 of 12)  |  33.3%   \n(4 of 12)  |  8.3%   \n(1 of 12)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Digital Solutions GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  50%   \n(1 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  n/a  |  n/a  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Personal Care and Nutrition GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  \n**BASF Polyurethanes GmbH** |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  1  \n**BASF Schwarzheide GmbH** |  22.2%   \n(2 of 9)  |  0%   \n(0 of 9)  2  |  25%   \n(3 of 12)  |  11%   \n(1 of 9)  |  |  0%   \n(0 of 2)  |  50%   \n(1 of 2)  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Services Europe GmbH** |  33.3%   \n(1 of 3)  |  33,3%   \n(1 of 3)  |  50%   \n(6 of 12)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  50%   \n(1 of 2)  |  0%   \n(0 of 1)  1  \n**Chemetall GmbH** |  16.7%   \n(1 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  100%   \n(1 of 1)  |  0%   \n(0 of 1)  1  \n  \n1  Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2  The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** |  **1st Level of management below Management Board** |  |  **2nd Level of management below Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  5%  |  8.3%   \n(2 of 24)  |  10.2%   \n(5 of 49)  |  8.3%   \n(2 of 24)  |  |  14%  |  23.3%   \n(7 of 30)  |  34.7%   \n(25 of 72)  |  23.3%   \n(7 of 30)  \n**BASF Coatings GmbH** |  19%  |  33.3%   \n(5 of 15)  |  23.1%   \n(3 of 13)  |  33.3%   \n(5 of 15)  |  |  8%  |  17.3%   \n(9 of 52)  |  15.4%   \n(8 of 52)  |  17.3%   \n(9 of 52)  \n**BASF Digital Solutions GmbH** |  30%  |  32%   \n(8 of 25)  |  19.2%   \n(5 of 26)  |  32%   \n(8 of 25)  |  |  17%  |  24.6%   \n(30 of 122)  |  25.6%   \n(30 of 117)  |  24.6%   \n(30 of 122)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 7)  |  0%   \n(0 of 7)  1  |  |  n/a  |  n/a  |  20%   \n(5 of 25)  |  0%   \n(0 of 25)  1  \n**BASF Personal Care and Nutrition GmbH** |  20%  |  29.2%   \n(7 of 24)  |  31%   \n(9 of 29)  |  29.2%   \n(7 of 24)  |  |  17%  |  30.8%   \n(16 of 52)  |  32.7%   \n(32 of 98)  |  30.8%   \n(16 of 52)  \n**BASF Polyurethanes GmbH** |  11%  |  16.7%   \n(2 of 12)  |  18.8%   \n(3 of 16)  |  16.7%   \n(2 of 12)  |  |  13%  |  20.5%   \n(8 of 39)  |  17.2%   \n(5 of 29)  |  20.5%   \n(8 of 39)  \n**BASF Schwarzheide GmbH** |  0%  |  14.3%   \n(2 of 14)  |  13.3%   \n(2 of 15)  |  14.3%   \n(2 of 14)  |  |  0%  |  18.2%   \n(8 of 44)  |  20%   \n(8 of 40)  |  18.2%   \n(8 of 44)  \n**BASF Services Europe GmbH** |  30%  |  33.3%   \n(4 of 12)  |  45.8%   \n(11 of 24)  |  33.3%   \n(4 of 12)  |  |  30%  |  61.9%   \n(39 of 63)  |  59.8%   \n(119 of 199)  |  30.2%   \n(19 of 63)  \n**Chemetall GmbH** |  3%  |  0%  2  |  29.4%   \n(5 of 17)  |  33.3%   \n(1 of 3)  |  |  25%  |  8.3%   \n(1 of 12)  2  |  14.8%   \n(4 of 27)  |  8.3%   \n(1 of 12)  \n  \n1  The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2  The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n###  BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update  March 21, 2025\n\n##  Follow us\n\n  * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n  * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n  * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n  * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n  1. [ Career  ](/global/en/careers \"Career\")\n\n  2. [ Media  ](/global/en/media \"Media\")\n\n  3. [ Sustainability  ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n  4. [ Innovation  ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n  1. [ Product Finder  ](https://products.basf.com/global/en \"Product Finder\")\n\n  2. [ Industries  ](/global/en/products \"Industries\")\n\n  3. [ General Conditions of Sale BASF SE  ](https://products.basf.com/global/en/general_conditions_of_sales \"General Conditions of Sale BASF SE\")\n\nInformation\n\n  1. [ IR Releases  ](/global/en/investors/calendar-and-publications/investor-releases \"IR Releases\")\n\n  2. [ Newsletter  ](/global/en/investors/calendar-and-publications/service-for-shareholders/newsletter \"Newsletter\")\n\n  3. [ Publications  ](/global/en/investors/calendar-and-publications/publication-finder \"Publications\")\n\n  4. [ Reporting  ](/global/en/investors/calendar-and-publications/reporting \"Reporting\")\n\nService\n\n  1. [ Compliance Hotline  ](/global/en/who-we-are/organization/management/code-of-conduct \"Compliance Hotline\")\n\n  2. [ myBASFWorld  ](https://my.basf.com \"myBASFWorld\")\n\n  3. [ Procurement  ](/global/en/who-we-are/organization/suppliers-and-partners \"Procurement\")\n\nCopyright \u00a9 BASF 2025\n\n  * [ Disclaimer ](/global/en/legal/disclaimer \"Disclaimer\")\n\n  * Cookie Preference Center \n\n  * [ Credits ](/global/en/legal/credits \"Credits\")\n\n  * [ Privacy policy ](/global/en/legal/data-protection \"Privacy policy\")\n\n  * [ Data protection @BASF ](/global/en/legal/data-protection-at-basf \"Data protection @BASF\")\n\n  * [ Responsible Disclosure Statement ](/global/en/legal/responsible-disclosure-statement \"Responsible Disclosure Statement\")\n\n  * [ Contact ](/global/en/legal/contact \"Contact\")\n\n",
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                "page_content": "[ Home  ](/global/en \"Home\")\n\n[ Investors  ](/global/en/investors \"Investors\")\n\n[ BASF at a Glance  ](/global/en/investors/basf-at-a-glance \"BASF at a\nGlance\")\n\n[ Corporate Governance  ](/global/en/investors/basf-at-a-glance/corporate-\ngovernance \"Corporate Governance\")\n\n[ Diversity, Equity and Inclusion  ]( \"Diversity, Equity and Inclusion\")\n\nInvestors\n\n#  Diversity, Equity and Inclusion\n\n  * [ ](/global/en/investors/contact)\n  * \n\nThe commitment to diversity, equity, and inclusion is embedded in our\ncorporate values. Diversity, Equity and Inclusion (DE&I) fosters an inclusive\nworking environment where our teams interact with respect, trust, and\nappreciation.\n\n**Dr. Markus Kamieth**  \nChairman of the Board of Executive Directors\n\n> At BASF, we value the diversity of people, opinions, experiences and skills.\n> It is an important factor in our long-term success. That is why we promote\n> an inclusive working environment in which our teams treat each other with\n> respect, trust and appreciation \u2013 regardless of gender, age, ethnic\n> background or other characteristics.\n\nEmployees should be able to contribute their individual perspectives and\nskills in an inclusive working environment. As a global company, we serve many\ndifferent customer needs. We want to reflect, value and promote this diversity\namong our employees in order to increase their creativity, motivation and\nsense of belonging to BASF.\n\nWe are committed to equal opportunities whereby no one is at a disadvantage\ndue to race, gender, age, skin color, nationality, disability, religion or\nworldview, sexual orientation, ethnicity, social status, marital status,\ngender identity or expression, political opinion, pregnancy, maternity,\nparental status or any other characteristics protected by law. This includes\nequal pay for equal work.\n\nAt BASF, we expect human resources-related decisions to be made based on\nobjective criteria. We do not tolerate discrimination, harassment or any other\nform of abuse. If, however, incidents come to our attention, for example via\nour grievance channels, we aim to act immediately and take the appropriate\nremedial actions.\n\nWe embrace the diversity of our employees.\n\nThe equal treatment of women and men has been an integral part of BASF's\ncorporate philosophy worldwide for years. BASF is committed to group-wide\nuniform remuneration principles that are based on market, function, and\nperformance, and are independent of gender or other personal characteristics.\nFor 2024, BASF has globally collected the unadjusted gender pay gap between\nfemale and male employees. This gender pay gap* amounts to 1.7% globally.  \n\n* Defined as the difference between the average salary levels of our female and male employees, expressed as a percentage of the average salary level of male employees. Based on annual base salary plus variable target compensation. \n\nA global requirement stipulates the promotion of diversity and inclusion\nwithin the BASF Group with a focus on the corporate value of \u201copen\u201d. It\ndefines standards for a fair working environment and emphasizes the importance\nof equal opportunities and compliance with antidiscrimination laws. The\nobjective is to establish a diverse and inclusive working environment in which\nour employees enjoy working. The requirement is supported through national or\nlocal actions ensuring that we remain fully compliant with applicable laws.\n\nRelevant Links\n\n  1. [ BASF Report 2024  ](http://report.basf.com/2024/en/ \"BASF Report 2024\")\n  2. [ Our values  ](/global/en/who-we-are/about-us/our-values \"Our values\")\n  3. [ Our Code of Conduct  ](/global/en/who-we-are/organization/management/code-of-conduct \"Our Code of Conduct\")\n  4. [ Grievance mechanism  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights/grievance-mechanism \"Grievance mechanism\")\n  5. [ Human Rights  ](/global/en/who-we-are/sustainability/responsibility-for-society-and-nature/human-rights \"Human Rights\")\n\nPromoting diversity affects positively BASF, for example through having an\ninclusive working environment and a more diverse workforce.\n\nAs part of the 2024 Employee Voices global survey, we again used the\n**inclusion index** as a relevant point of reference for the inclusion of our\nemployees and provided our leaders with suggestions for follow-up measures.\n\nDiversity also relates to the company\u2019s **demographic profile** . Our aim is\nto create a suitable framework to help maintain the employability of our\npersonnel at all stages of life and ensure the availability of qualified\nemployees over the long term.\n\nAs part of our **initiative against sexual harassment and discrimination** ,\nwe launched a **communication campaign** in May 2024 at the Ludwigshafen site\nin Germany to raise awareness about the fact that discrimination and\nharassment have no place at BASF. This campaign will continue at additional\nBASF Group sites in 2025.\n\nDiversity, Equity and Inclusion: Our differences make us successful\n\nAt BASF all talents should feel welcomed, regardless of gender, cultural,\nreligious, professional or social background, sexual orientation or identity,\norigin, physical and mental ability, or any other characteristics.\n\n  1. [ Read more  ](/global/en/careers/why-join-basf/diversity \"Read more\")\n\n###  Global ambition for more diversity on the leadership team\n\n2030 ambition\n\n  \nProportion of women in leadership positions with disciplinary responsibility\n\n30%\n\nWe have set ourselves the global ambition of promoting female leaders and aim\nto increase the proportion of women in leadership positions with disciplinary\nresponsibility to 30% by 2030.* As of December 31, 2024, the proportion of\nwomen working in the BASF Group was 27.1%. The proportion of women in\nleadership positions with disciplinary responsibility worldwide was 29.3%\n(2023: 28.4%) as of December 31, 2024. BASF\u2019s management reviews the status of\nthis target achievement on a regular basis via a global dashboard.\n\n* In so doing, we act in accordance with applicable local laws. \n\nWomen in the Board of Executive Directors  \n16.7%  \n(As of 31.12.2024)\n\nWomen in leadership positions  \n29.3%  \n(As of 31.12.2024)\n\nFurthermore, we consistently take part in career events to **specifically**\nreach and attract female talent from various disciplines. We focus on our\n**female employees** as role models on our social media channels and with\nvarious initiatives such as career fairs and networking events.\n\n###  Commitments to promote the participation of women in leadership positions\nat BASF SE\n\n**In addition to our voluntary commitment to promote women in leadership\npositions, in Germany, the Act on Equal Participation of Women and Men in\nLeadership Positions in the Private and Public Sector (_Gesetz f\u00fcr die\ngleichberechtigte Teilhabe von Frauen und M\u00e4nnern an F\u00fchrungspositionen in der\nPrivatwirtschaft und im \u00f6ffentlichen Dienst, \u201cF\u00fcPoG I & II\u201d _ ) applies to\nlisted companies or companies subject to co-determination. **\n\nF\u00fcPoG I & II not only applies to BASF SE, but also to various German BASF\nGroup companies (see the overviews below). These companies set their own\ntargets for the proportion of women on the respective supervisory and\nmanagement boards and on the first and second levels below the management\nboard as well as a deadline for the attainment of these targets, which they\ndisclosed in accordance with statutory requirements.\n\nThe **supervisory board** of a publicly listed European stock corporation (SE)\nthat is composed of the same number of shareholder and employee\nrepresentatives must, according to section 17(2) of the SE Implementation Act,\nconsist of at least 30% women and 30% men. Since the 2018 Annual Shareholders\u2019\nMeeting, the Supervisory Board of BASF SE comprises four women, of whom two\nare shareholder representatives and two are employee representatives, and\neight men. The Supervisory Board\u2019s composition meets the statutory\nrequirements.\n\nFollowing the entry into force of the F\u00fcPoG II on August 12, 2021, if the\n**management board** of a listed company consists of more than three persons,\nat least one woman and one man must be members of the management board\n(section 76(3a) German Stock Corporation Act, _Aktiengesetz, \u201cAktG\u201d_ ). BASF\nmet this requirement in the reporting year 2024. With Dr. Katja Scharpwinkel,\nthere has been one female board member. With six members of the Board of\nExecutive Directors, this corresponds to a 16.7 percentage of women.\n\nThe Board of Executive Directors also decided on target figures for the\nproportion of women in the **two management levels below the Board of\nExecutive Directors of BASF SE** (section 76(4) AktG). For the target-\nattainment period from January 1, 2022, to December 31, 2026, the Board of\nExecutive Directors resolved as targets the quotas achieved as of December 31,\n2021: 20.0% for the proportion of women in the management level directly below\nthe Board and 23.2% for the level below that. As of December 31, 2024, the\nproportion of women in the management level directly below the Board amounted\nto 25.9% and to 26.4% on the level below that.\n\nFor those **German Group companies** that are subject to co-determination,\ntarget figures have also been set in accordance with the legal requirements in\nsections 36, 52(2) of the German Act on Limited Liability Companies ( _GmbHG_\n). The following tables show the target figures set for the target-attainment\nperiod ended on December 31, 2021, the proportion of women at the end of that\ntarget-attainment period, the proportion of women as of December 31, 2024, and\nthe target figures for the target-attainment period started on January 1,\n2022, and ending on December 31, 2026, at the German BASF Group companies\nsubject to co-determination (excluding BASF SE). The deadline for achieving\nthe targets has been set for December 31, 2026.\n\nBASF views the **further development and promotion of women as a global duty**\nindependent of individual Group companies. For this purpose, it has committed\nto ambitious targets on a worldwide scale. The new target is to increase the\nproportion of women in leadership positions worldwide to 30% by 2030.* In\ndoing so, we act in accordance with applicable local laws. As of December 31,\n2024, the proportion of women working in the BASF Group was 27.1%. The\nproportion of women in leadership positions with disciplinary responsibility\nworldwide was 29.3% (2023: 28.4%) as of December 31, 2024. BASF\u2019s management\nreviews the status of this target achievement on a regular basis via a global\ndashboard.\n\n* _In so doing, we act in accordance with applicable local laws._\n\n**Group Company** |  **Supervisory Board** |  |  **Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status  \nDec 31, 2021 ** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  0%   \n(0 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Coatings GmbH** |  0%   \n(0 of 12)  |  8.3%   \n(1 of 12)  |  33.3%   \n(4 of 12)  |  8.3%   \n(1 of 12)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Digital Solutions GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  50%   \n(1 of 2)  |  33.3%   \n(1 of 3)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  |  n/a  |  n/a  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Personal Care and Nutrition GmbH** |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 3)  |  0%   \n(0 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  \n**BASF Polyurethanes GmbH** |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  |  0%   \n(0 of 1)  1  \n**BASF Schwarzheide GmbH** |  22.2%   \n(2 of 9)  |  0%   \n(0 of 9)  2  |  25%   \n(3 of 12)  |  11%   \n(1 of 9)  |  |  0%   \n(0 of 2)  |  50%   \n(1 of 2)  |  50%   \n(1 of 2)  |  0%   \n(0 of 2)  1  \n**BASF Services Europe GmbH** |  33.3%   \n(1 of 3)  |  33,3%   \n(1 of 3)  |  50%   \n(6 of 12)  |  33.3%   \n(1 of 3)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  50%   \n(1 of 2)  |  0%   \n(0 of 1)  1  \n**Chemetall GmbH** |  16.7%   \n(1 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  33.3%   \n(2 of 6)  |  |  0%   \n(0 of 2)  |  0%   \n(0 of 1)  |  100%   \n(1 of 1)  |  0%   \n(0 of 1)  1  \n  \n1  Since there are only one or two managing director positions in the\ncompanies and an enlargement of the management is not objectively necessary\ndue to the size and structure of the respective company, only 0, 1 or 2 or 0%,\n50% or 100% can be set as a target from the outset. The determination to 100%\nwould not make sense, as the management would then necessarily only be filled\nby women and in some companies the previous managing director would\nconsequently have to be dismissed prematurely. The fixing of a quota of 50%\nfor companies with two managing director positions, one of which is currently\nfilled by a woman, would also not be appropriate, because in the event of a\npossible change of the current managing director during the target-attainment\nperiod, which cannot be ruled out in the BASF Group due to the regular job\nrotation of executives, a woman would necessarily have to be appointed as\nsuccessor. With targets set accordingly, a successful candidate is likely to\nbe subject to massive speculation that she has only been appointed on the\nbasis of the target. In order to prevent such a constellation, which would\nhave considerable negative consequences for the working atmosphere and the\nacceptance of the management, a target value of 0 (0%) is set in each case.\nRegardless of this target, in the event of a possible replacement during the\ntarget-attainment period, a decision will be made after a comprehensive\nassessment of the suitability of all candidates.\n\n2  The Supervisory Board of BASF Schwarzheide GmbH consists of 6\nrepresentatives appointed by the shareholders and 3 representatives elected by\nthe employees. The last election of employee representatives took place in\n2017, in which a woman stood for election and was also elected. Later, she\nresigned for personal reasons. She was automatically replaced by the (male)\nsubstitute member elected at the same time. Since the proportion of women in\nthe workforce of BASF Schwarzheide is only 22% (as of December 31, 2021), this\nhad a limiting influence on the appointment of women as candidates for the\nemployee elections to the Supervisory Board. On the part of the shareholders,\nthe assignment of Supervisory Board mandates is purely function-related or\njob-related, and the Supervisory Board mandates are taken over exclusively by\nexecutives from the technical and operational functions of the BASF Group, in\nwhich fewer women than men continue to work. During the target-attainment\nperiod, a female executive left the Supervisory Board due to the assumption of\nanother position within the BASF Group and her seat was taken over by her male\nsuccessor. For these reasons, the target was missed.\n\n**Group Company** |  **1st Level of management below Management Board** |  |  **2nd Level of management below Management Board**  \n---|---|---|---  \n|  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026** |  |  **Target set for Dec 31, 2021** |  **Status Dec 31, 2021** |  **Status Dec 31, 2024** |  **Target set for Dec 31, 2026**  \n**BASF Catalysts Germany GmbH** |  5%  |  8.3%   \n(2 of 24)  |  10.2%   \n(5 of 49)  |  8.3%   \n(2 of 24)  |  |  14%  |  23.3%   \n(7 of 30)  |  34.7%   \n(25 of 72)  |  23.3%   \n(7 of 30)  \n**BASF Coatings GmbH** |  19%  |  33.3%   \n(5 of 15)  |  23.1%   \n(3 of 13)  |  33.3%   \n(5 of 15)  |  |  8%  |  17.3%   \n(9 of 52)  |  15.4%   \n(8 of 52)  |  17.3%   \n(9 of 52)  \n**BASF Digital Solutions GmbH** |  30%  |  32%   \n(8 of 25)  |  19.2%   \n(5 of 26)  |  32%   \n(8 of 25)  |  |  17%  |  24.6%   \n(30 of 122)  |  25.6%   \n(30 of 117)  |  24.6%   \n(30 of 122)  \n**BASF Logistics GmbH** |  n/a  |  n/a  |  0%   \n(0 of 7)  |  0%   \n(0 of 7)  1  |  |  n/a  |  n/a  |  20%   \n(5 of 25)  |  0%   \n(0 of 25)  1  \n**BASF Personal Care and Nutrition GmbH** |  20%  |  29.2%   \n(7 of 24)  |  31%   \n(9 of 29)  |  29.2%   \n(7 of 24)  |  |  17%  |  30.8%   \n(16 of 52)  |  32.7%   \n(32 of 98)  |  30.8%   \n(16 of 52)  \n**BASF Polyurethanes GmbH** |  11%  |  16.7%   \n(2 of 12)  |  18.8%   \n(3 of 16)  |  16.7%   \n(2 of 12)  |  |  13%  |  20.5%   \n(8 of 39)  |  17.2%   \n(5 of 29)  |  20.5%   \n(8 of 39)  \n**BASF Schwarzheide GmbH** |  0%  |  14.3%   \n(2 of 14)  |  13.3%   \n(2 of 15)  |  14.3%   \n(2 of 14)  |  |  0%  |  18.2%   \n(8 of 44)  |  20%   \n(8 of 40)  |  18.2%   \n(8 of 44)  \n**BASF Services Europe GmbH** |  30%  |  33.3%   \n(4 of 12)  |  45.8%   \n(11 of 24)  |  33.3%   \n(4 of 12)  |  |  30%  |  61.9%   \n(39 of 63)  |  59.8%   \n(119 of 199)  |  30.2%   \n(19 of 63)  \n**Chemetall GmbH** |  3%  |  0%  2  |  29.4%   \n(5 of 17)  |  33.3%   \n(1 of 3)  |  |  25%  |  8.3%   \n(1 of 12)  2  |  14.8%   \n(4 of 27)  |  8.3%   \n(1 of 12)  \n  \n1  The company belongs to the logistics sector. Most of the activities take\nplace in a production- and chemistry-related environment. The proportion of\nwomen in this sector and in the corresponding occupational fields is very low.\nThis makes it difficult to identify and promote female managers. Experience\nsince the company was founded in 2015 has confirmed this so far. The\nproportion of female applicants is less than 2%.\n\n2  The company was acquired by BASF at the end of 2016 and the targets were\nstill set on the basis of Chemetall\u2019s definition of management levels.\nApplying the criteria used uniformly at BASF to define the management levels,\ntarget values of 0% for the 1st management level below the management board\nlevel and 9.52% for the 2nd management level would have been achieved and only\nthe target for the 2nd management level would have been narrowly missed (9.52%\nvs. 8.33%). The reason for the non-achievement of the two targets is that the\ncompany is active in the automotive, aerospace, aluminum finishing and metal\nforming industries and mainly employs personnel in the field of production and\nproduct development. The proportion of women in these industries and\noccupational fields is still significantly lower than the proportion of men,\nwhich makes it difficult to identify and promote female managers.\n\n###  BASF\u2019s engagement\n\nBASF is involved in various regional and international networks as well as\n(partner) organizations, initiatives, and associations to promote diversity,\nequity and inclusion. A central element of this engagement is the support of\nthe [ UN Global Compact ](https://www.unglobalcompact.org/what-is-gc) , which\nencourages companies to respect [ universal principles\n](https://www.unglobalcompact.org/what-is-gc/mission/principles) and support\nthe United Nations' goals, particularly the Sustainable Development Goals ( [\nSDGs ](https://www.unglobalcompact.org/sdgs) ).\n\nAnother focus is on promoting gender equality through the [ Women's\nEmpowerment Principles ](https://www.weps.org/) (WEPs). Furthermore, BASF\nsupports the global [ LGBTI Code of Conduct of the United Nations\n](https://www.unfe.org/what-we-do/our-campaigns/standards-of-conduct-for-\nbusiness) , and is a founding member of the [ PrOUT@work Foundation\n](https://www.proutatwork.de/en/) . BASF is also committed to promoting all\ndimensions of diversity in Germany through the [ Charta der Vielfalt\n](https://www.charta-der-vielfalt.de/) (Diversity Charter).\n\nLast Update  March 21, 2025\n\n##  Follow us\n\n  * [ __ ](https://www.linkedin.com/company/basf \"Visit us on LinkedIn\")\n  * [ __ ](https://www.facebook.com/basf \"Visit us on Facebook\")\n  * [ __ ](https://www.youtube.com/user/basf \"Visit us on Youtube\")\n  * [ __ ](https://www.instagram.com/basf_global/ \"Follow us on Instagram\")\n\nCompany\n\n  1. [ Career  ](/global/en/careers \"Career\")\n\n  2. [ Media  ](/global/en/media \"Media\")\n\n  3. [ Sustainability  ](/global/en/who-we-are/sustainability \"Sustainability\")\n\n  4. [ Innovation  ](/global/en/who-we-are/innovation \"Innovation\u00a0\")\n\nProducts\n\n  1. [ Product Finder  ](https://products.basf.com/global/en \"Product Finder\")\n\n  2. [ Industries  ](/global/en/products \"Industries\")\n\n  3. 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                "url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
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            "reason": "This is the official BASF website page dedicated to diversity within corporate governance. It provides information on their initiatives and policies.",
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            "search_query": "company 'N/A' governance diversity inclusion",
            "summary": "This BASF webpage details the company's diversity within corporate governance.",
            "url": "https://www.basf.com/global/en/investors/basf-at-a-glance/corporate-governance/diversity"
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                    "source": "https://annualreport.grifols.com/sustainability-and-human-rights"
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Our History  ](https://www.grifols.com/en/our-history)\n\n    * Grifols Museum  __ __\n      * [ Grifols Museum  ](https://www.grifols.com/en/grifols-museum)\n      * [ La Casa: Where It All Began  ](https://www.grifols.com/en/grifols-museum-la-casa-where-it-all-began)\n\n      * [ The Plant: People Helping People  ](https://www.grifols.com/en/grifols-museum-the-plant-people-helping-people)\n\n      * [ The World: From Family Business to Global Company  ](https://www.grifols.com/en/grifols-museum-the-world-from-family-business-to-global-company)\n\n    * Grifology  __ __\n      * [ Grifology  ](https://www.grifols.com/en/grifology_connecting_innovation)\n      * [ The Cabinet  ](https://www.grifols.com/en/the-cabinet-century-of-innovation)\n\n    * [ Grifols Engineering  ](https://www.grifols.com/en/grifols-engineering)\n\n  * Innovation  __ __\n    * [ Innovation  ](https://www.grifols.com/en/innovation)\n    * [ Plasma Powerhouse  ](https://www.grifols.com/en/plasma-powerhouse)\n\n   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](https://www.grifols.com/en/extending-our-innovative-reach)\n      * [ Team Up with Grifols Innovation and New Technologies  ](https://www.grifols.com/en/team-up-with-grifols-innovation-and-new-technologies)\n\n      * [ Scientific Awards and Programs  ](https://www.grifols.com/en/scientific-awards-and-programs)\n\n    * [ Connecting Knowledge - Our R&D Network  ](https://www.grifols.com/en/connecting-knowledge-our-r-d-network)\n\n  * Sustainability  __ __\n    * [ Sustainability  ](https://www.grifols.com/en/sustainability)\n    * Commitment to Donors and Patients  __ __\n      * [ Commitment to Donors and Patients  ](https://www.grifols.com/en/commitment-to-donors-and-patients)\n      * [ Supporting Donors  ](https://www.grifols.com/en/supporting-donors)\n\n      * [ Supporting Patients  ](https://www.grifols.com/en/supporting-patients)\n\n    * Impact on Society  __ __\n      * [ Impact on Society  ](https://www.grifols.com/en/impact-on-society)\n      * [ Our Foundations  ](https://www.grifols.com/en/our-foundations)\n\n    * [ Our People  ](https://www.grifols.com/en/our-people)\n\n    * [ The Environment  ](https://www.grifols.com/en/the-environment)\n\n    * [ Ethical Leadership  ](https://www.grifols.com/en/ethical-leadership)\n\n    * [ Sustainability Reports  ](https://www.grifols.com/en/sustainability-reports)\n\n  * [ Products __ ](https://products.grifols.com/)\n\n  * Investors  __ __\n    * [ Investors  ](https://www.grifols.com/en/investors)\n    * Stock Information  __ __\n      * [ Stock and share capital  ](https://www.grifols.com/en/stock-and-capital)\n\n      * [ Dividends  ](https://www.grifols.com/en/dividends)\n\n      * [ Major Holders and Treasury Stock  ](https://www.grifols.com/en/major-holders-and-treasury-stock)\n\n      * [ Agreements between Shareholders  ](https://www.grifols.com/en/agreements-between-shareholders)\n\n      * [ Analyst Coverage  ](https://www.grifols.com/en/analyst-coverage)\n\n    * Financials  __ __\n      * [ Financial Results  ](https://www.grifols.com/en/financial-results)\n\n      * [ Annual Accounts  ](https://www.grifols.com/en/annual-accounts)\n\n      * [ Fixed Income and Credit Ratings  ](https://www.grifols.com/en/fixed-income-and-credit-ratings)\n\n      * [ Average Period of Payment to Suppliers  ](https://www.grifols.com/en/average-period-of-payment-to-suppliers)\n\n      * [ Key Figures  ](https://www.grifols.com/en/key-figures)\n\n    * [ Press Releases  ](https://www.grifols.com/en/press-releases)\n\n    * [ Presentations and Events  ](https://www.grifols.com/en/presentations-and-events)\n\n    * [ Agenda  ](https://www.grifols.com/en/agenda)\n\n    * Communications with CNMV and SEC  __ __\n      * [ CNMV __ ](https://www.cnmv.es/portal/consultas/datosentidad.aspx?nif=A58389123&lang=en)\n\n      * [ SEC __ ](https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001438569&owner=exclude&count=40)\n\n      * [ Other Relevant Information  ](https://www.grifols.com/en/other-relevant-information)\n\n      * [ Inside Information  ](https://www.grifols.com/en/inside-information)\n\n      * [ Significant events until 8 February 2020  ](https://www.grifols.com/en/relevant-events)\n\n    * [ Corporate Stewardship Reports  ](https://www.grifols.com/en/corporate-stewardship-reports)\n\n    * Corporate Governance  __ __\n      * [ Board of Directors  ](https://www.grifols.com/en/board-of-directors)\n\n      * [ General Shareholders\u2019 Meeting  ](https://www.grifols.com/en/general-shareholders-meeting)\n\n      * [ Annual Corporate Governance Report  ](https://www.grifols.com/en/annual-corporate-governance-report)\n\n      * [ Directors' Remuneration Report  ](https://www.grifols.com/en/directors-remuneration-report)\n\n      * [ Articles of Association  ](https://www.grifols.com/en/articles-of-association)\n\n      * [ Corporate Policies  ](https://www.grifols.com/en/corporate-policies)\n\n    * [ Mergers  ](https://www.grifols.com/en/mergers)\n\n    * [ Biotest: Voluntary Takeover Offer | Freiwilliges \u00dcbernahmeangebot  ](https://www.grifols.com/en/biotest-voluntary-takeover-offer)\n\n    * [ Biotest: Acquisition offer (delisting) / freiwilliges Erwerbsangebot (Delisting) (2025)  ](https://www.grifols.com/en/biotest-acquisition-offer)\n\n  * Careers  __ __\n    * [ Careers  ](https://www.grifols.com/en/careers)\n    * Why Grifols  __ __\n      * [ Why Grifols  ](https://www.grifols.com/en/why-grifols)\n      * [ People & Culture  ](https://www.grifols.com/en/culture)\n\n      * [ Our teams  ](https://www.grifols.com/en/teams)\n\n    * [ Training and Development  ](https://www.grifols.com/en/training-and-development)\n\n    * [ Hiring Journey  ](https://www.grifols.com/en/hiring-journey)\n\n    * [ Early Careers  ](https://www.grifols.com/en/early-careers)\n\n  * Media  __ __\n    * [ Media  ](https://www.grifols.com/en/media)\n    * [ Newsroom  ](https://www.grifols.com/en/newsroom)\n\n    * Events  __ __\n      * [ Events  ](https://www.grifols.com/en/events)\n      * [ Full-Year 2024 Financial Results  ](https://www.grifols.com/en/media/events/full-year-2024-financial-results)\n\n    * [ Media Contacts  ](https://www.grifols.com/en/media-contacts)\n\n    * [ Media Center  ](https://www.grifols.com/en/media-center)\n\n  * Partners  __ __\n    * [ Partners  ](https://www.grifols.com/en/partners)\n    * [ Join our network of suppliers  ](https://www.grifols.com/en/grifols-supplier-network)\n\nConnect with us\n\n[ __ ](https://www.linkedin.com/company/grifols) [ __\n](https://www.youtube.com/channel/UCeivFoXvLhv4Jx2HlYc2TIg) [ __\n](https://www.instagram.com/grifols_official)\n\n#  Sustainability Reports\n\nGrifols Sustainability Reports detail all the company's initiatives aimed at\ncaring for people and the environment while creating value for multiple\nstakeholders: employees, patients, donors, healthcare professionals,\nscientists, partners and society at large.\n\nAnnual Report\n\n##  2024 Integrated and Sustainability Annual Report\n\nReview of Grifols' financial performance and initiatives related to\nenvironmental, social responsibility and corporate governance.\n\nRead more\n\n[ Read more\n](/documents/3625622/7320249/IAR_EN.pdf/51b647a9-78f6-961c-2681-9c3fcd21c0bc?t=1742200153753)\n\n##  Executive Summary of the Integrated and Sustainability Annual Report\n\nCovers our 2023 sustainability efforts.\n\n[ Read more __\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n##  Human Rights Due Diligence Report 2023\n\nOur latest report reflects our ongoing commitment to uphold and respect human\nrights across our global operations. It outlines our efforts to identify,\nprevent and mitigate human rights risks to workers, communities and\nstakeholders, ensuring that we operate not just in compliance with legal\nframeworks, but also in alignment with our core values.\n\n[ Read more __\n](/documents/6155530/6156443/280289+-+Grifols+IR%26S+-+HHRR+DD+Report+-+Feb24_v2.pdf/8dc60c7c-8c6e-fc37-add7-f5d23bea5582?t=1714031155255)\n\n##  Modern Slavery & Supply Chain Transparency Statement 2023\n\nThis statement outlines our strong commitment to preventing modern slavery and\nensuring transparency in our supply chain for the 2023 fiscal year.\n\n[ Read more\n](/documents/6155530/6156443/ModernSlaveryStatement2023_vfENG_firma.pdf/ee664bd2-bdfd-e4a4-45d8-86e5607ef5ff?t=1715334734557)\n\n##  2023 Risk and Opportunities Management Related to Climate Change\n\nThis document aims to outline the methodology and results obtained after\nanalyzing and evaluating the climate-related risks and opportunities\nassociated with Grifols' activities.\n\n[ Read more __\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\nSustainability\n\n##  Our commitment to sustainability\n\nGrifols' longstanding commitment to people and the planet entails helping\nsociety on all fronts by strengthening our positive social, economic and\nenvironmental impacts.\n\nRead more\n\n[ Read more ](/en/sustainability)\n\n##  Sustainability Reports Archive\n\n  * 2023 \n  * 2022 \n  * 2021 \n  * 2020 \n  * 2019 \n  * 2018 \n  * Previous \n\n###  2023\n\n__ [ 2023 Integrated and Sustainability Annual Report\n](/documents/3625622/6153866/integrado+EN_compressed.pdf/5a24bff9-eac3-ccd8-7b25-04f158074fce?t=1745483420621)\n\n__ [ 2023 Executive Summary \u2013 Integrated & Sustainability Annual Report\n](/documents/3625622/6153866/ExecutiveSummaryAnnualReport.pdf/89e11f19-99e6-65ec-3a2b-82814aab90f1?t=1710322891728)\n\n__ [ 2023 Human Rights Due Diligence Report\n](/documents/6155530/6156443/280289+-+Grifols+IR%26S+-+HHRR+DD+Report+-+Feb24_v2.pdf/8dc60c7c-8c6e-fc37-add7-f5d23bea5582?t=1714031155255)\n\n__ [ 2023 Risk and Opportunities Management Related to Climate Change\n](/documents/6155530/6156443/TCFD+update_2023_ENv2.pdf/8e889d64-812f-2412-51ff-e54001b8b247?t=1716389839961)\n\n###  2022\n\n__ [ 2022 Integrated and Sustainability Annual Report\n](/documents/3625622/5135027/Integrado_EN.pdf/a8086c19-c432-6155-4328-ad045de14b15?t=1679413861513)\n\n__ [ 2022 Sustainability Report\n](/documents/3625622/5135027/SOSTENIBILITAT+EN.pdf/8969dfb8-e9bb-\nbe9d-dc40-1d22fb75cd1f?t=1685355992082)\n\n__ [ 2022 Our SDG Contributions\n](/documents/3625622/5372276/ods_EN.pdf/f51cea88-fd65-20a6-f2c4-3d4734f27052?t=1685345194434)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/5135027/TCFD+update_2022_EN+final.pdf/e7395903-1b57-b8d4-51d5-df48c4d6de5d?t=1677523900656)\n\n###  2021\n\n__ [ 2021 Integrated and Sustainability Annual Report\n](/documents/3625622/3683813/integrated-\nreport-2021-en.pdf/b98a2f35-63b6-2e7f-91b3-94001bccfeec?t=1651487474022)\n\n__ [ Sustainability Report 2021  ](/documents/3625622/3683813/sustainability-\nreport-2021-en.pdf/9588cf72-d301-5beb-da48-ff3469851746?t=1647279808393)\n\n__ [ United Nations Global Compact: Communication on Progress 2021\n](/documents/3625622/4142391/CP-Grifols-\nUNO-2021-en.pdf/c930ae90-70ea-4181-3a57-95f250eb8a1a?t=1657527839047)\n\n__ [ Risk and Opportunities Management related to Climate Change\n](/documents/3625622/4679401/2022-risk-opportunities-management-climate-\nchange-en.pdf/c4b5730f-16a6-fcb3-6713-32de19eb50ad?t=1666686051191)\n\n###  2020\n\n__ [ 2020 Integrated Annual Report\n](/documents/3625622/3761463/2020_Grifols_Integrated-Annual-\nReport.pdf/5f6ae050-bfe9-9147-e201-367c1364f85c?t=1646653444011)\n\n__ [ Contribution to Sustainable Development Goals 2030\n](/documents/3625622/3761463/2020_Grifols_Joining-Efforts_Grifols-\nContribution-to-the-2020-Sustainable-Development-\nGoals.pdf/1ca6ea52-c194-0e2c-cfed-d40912ea3d7b?t=1646653450488)\n\n__ [ Commitment to our donors\n](/documents/3625622/3761463/2020_Grifols_Commitment-to-our-\nDonors.pdf/433fa438-bc95-2f69-8be7-43d483d7c811?t=1646653500712)\n\n__ [ The social value generated by Grifols\n](/documents/3625622/3684501/2020_Grifols_Social-\nValue.pdf/dbadf230-6c19-4d88-b222-c1977ee292f3?t=1616509135391)\n\n__ [ Socio-economic Impact\n](/documents/3625622/3761463/2020_Grifols_Socioeconomic-\nImpact.pdf/e70e3db2-a616-483e-587d-f8b8b11f943b?t=1646653470325)\n\n__ [ Climate change  ](/documents/3625622/3761463/2020_Grifols_Risks-and-\nOpportunities-Management-related-to-Climate-\nChange.pdf/4d853099-bb57-9e85-e173-febfb9a482ed?t=1646653458014)\n\n__ [ Executive report  ](/documents/3625622/3684547/2020_Grifols_Executive-\nReport.pdf/c1a50bae-3764-4ee3-aa32-a2dc2fe7e270?t=1623856740516)\n\n###  2019\n\n__ [ 2019 Integrated Annual Report  ](/documents/3625622/3683915/grifols-\nintegrated-annual-\nreport-2019.pdf/01207312-3cd8-430c-8240-39639d84396b?t=1584448728644)\n\n__ [ Executive Report  ](/documents/3625622/3683918/grifols-executive-\nreport-2019-en.pdf/b9510fb7-7d3b-43f4-8232-fb2ebd2d79fe?t=1584606071778)\n\n__ [ Grifols' Contribution to the Sustainable Development Goals\n](/documents/3625622/3683918/grifols-\nSDG-2019-en.pdf/cf13d9ab-3e9d-4788-89ff-5be9ae300f89?t=1584606129630)\n\n__ [ 2019 Grifols' Socio-Economic Impact\n](/documents/3625622/3684096/2019-grifols-socio-economic-impact-\nen.pdf/992cc525-23b4-4613-8340-7d5f0cdf415f?t=1593620012819)\n\n###  2018\n\n__ [ 2018 corporate responsibility report\n](/documents/3625622/3684519/2018-Corporate-Responsibility-\nReport.pdf/990967d2-daa7-4045-8aac-a37680650cf5?t=1615889786329)\n\nAnnual report 2017\n\n__ [ 2017 corporate responsibility report\n](/documents/3625622/3683556/RSC_EN_2017.pdf/9454572d-a15a-4d91-8499-92b749467933?t=1541502054072)\n\nAnnual report 2016\n\n__ [ 2016 corporate responsibility report\n](/documents/3625622/3682194/2017-corporate-responsability-report-\nen.pdf/95231ffa-8de1-41f7-8778-0855b2d11550?t=1534764254127)\n\nThe information contained on the Grifols worldwide website is not applicable\nto all countries. For specific information on the products and services\navailable in your country, please select your country from the list included\nin the corresponding section. The purpose of this website is to provide\ninformation about Grifols' products and services, and it is not intended for,\nnor may it be construed as, promoting any products in countries in which they\nare not approved.\n\n[ ](https://www.grifols.com/en/grifols-d3/home \"Go to Grifols.com\")\n\nAbout Us __ __\n\nAbout Us\n\n  * [ Company ](/en/company)\n  * [ Sustainability ](/en/sustainability)\n  * [ Innovation ](/en/innovation)\n  * [ Products __ ](https://products.grifols.com/en?forcelang=true)\n  * [ Investors ](/en/investors)\n  * [ Careers ](/en/careers)\n  * [ Media ](/en/media)\n\nTop websites __ __\n\nTop websites\n\n  * [ Grifols Plasma ](https://www.grifolsplasma.com/)\n  * [ Grifols Diagnostics Solutions ](https://www.diagnostic.grifols.com/en/home)\n  * [ Grifols Scientific Awards ](https://www.grifolsscientificawards.com)\n  * [ Grifols Engineering ](https://www.grifolsengineering.com)\n  * [ Grifols Egypt for Plasma Derivatives ](https://www.grifolsegyptplasma.com)\n  * [ Victor Grifols i Lucas Foundation ](https://www.fundaciogrifols.org)\n  * [ Probitas Foundation ](http://www.fundacionprobitas.org)\n  * [ J.A. Grifols Foundation ](https://www.joseantoniogrifolsfoundation.org)\n\nLegal & Help __ __\n\nLegal & Help\n\n  * [ Privacy Notices ](/en/privacy-notices)\n  * [ Cookies Policy ](/en/cookies-policy)\n  * [ Cookies Settings ](javascript:void\\(0\\))\n  * [ Terms of Use ](/en/terms-of-use)\n  * [ Contact ](/en/contact)\n  * [ Glossary ](/en/glossary)\n\nConnect with us\n\n[ __ ](https://www.linkedin.com/company/grifols) [ __\n](https://www.youtube.com/channel/UCeivFoXvLhv4Jx2HlYc2TIg) [ __\n](https://www.instagram.com/grifols_official)\n\n\u00a9 2025 Grifols, S.A. All rights reserved worldwide.\n\n",
                "url": "https://annualreport.grifols.com/sustainability-and-human-rights"
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                "page_content": "Skip to main content\n\n#  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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](https://www.linkedin.com/jobs/advisor-jobs?trk=organization_guest_linkster_link)\n    * [ Chief Executive Officer jobs ](https://www.linkedin.com/jobs/chief-executive-officer-jobs?trk=organization_guest_linkster_link)\n    * [ Attorney jobs ](https://www.linkedin.com/jobs/attorney-jobs?trk=organization_guest_linkster_link)\n    * [ Director of Partnerships jobs ](https://www.linkedin.com/jobs/director-of-partnerships-jobs?trk=organization_guest_linkster_link)\n    * [ Youth Director jobs ](https://www.linkedin.com/jobs/youth-director-jobs?trk=organization_guest_linkster_link)\n    * [ Finance Manager jobs ](https://www.linkedin.com/jobs/finance-manager-jobs?trk=organization_guest_linkster_link)\n    * [ Head jobs ](https://www.linkedin.com/jobs/head-jobs?trk=organization_guest_linkster_link)\n    * [ Corporate Intern jobs ](https://www.linkedin.com/jobs/corporate-intern-jobs?trk=organization_guest_linkster_link)\n    * [ Associate Product Manager jobs ](https://www.linkedin.com/jobs/associate-product-manager-jobs?trk=organization_guest_linkster_link)\n    * [ Partner jobs ](https://www.linkedin.com/jobs/partner-jobs?trk=organization_guest_linkster_link)\n    * [ Office Manager jobs ](https://www.linkedin.com/jobs/office-manager-jobs?trk=organization_guest_linkster_link)\n    * [ Public Policy Manager jobs ](https://www.linkedin.com/jobs/public-policy-manager-jobs?trk=organization_guest_linkster_link)\n    * [ Associate Director jobs ](https://www.linkedin.com/jobs/associate-director-jobs?trk=organization_guest_linkster_link)\n    * [ Digital Director jobs ](https://www.linkedin.com/jobs/digital-director-jobs?trk=organization_guest_linkster_link)\n\n  * LinkedIn  \u00a9 2025 \n  * [ About ](https://about.linkedin.com?trk=d_org_guest_company_overview_footer-about)\n  * [ Accessibility ](https://www.linkedin.com/accessibility?trk=d_org_guest_company_overview_footer-accessibility)\n  * [ User Agreement ](https://www.linkedin.com/legal/user-agreement?trk=d_org_guest_company_overview_footer-user-agreement)\n  * [ Privacy Policy ](https://www.linkedin.com/legal/privacy-policy?trk=d_org_guest_company_overview_footer-privacy-policy)\n  * [ Your California Privacy Choices ](https://www.linkedin.com/legal/california-privacy-disclosure?trk=d_org_guest_company_overview_footer-california-privacy-rights-act)\n  * [ Cookie Policy ](https://www.linkedin.com/legal/cookie-policy?trk=d_org_guest_company_overview_footer-cookie-policy)\n  * [ Copyright Policy ](https://www.linkedin.com/legal/copyright-policy?trk=d_org_guest_company_overview_footer-copyright-policy)\n  * [ Brand Policy ](https://brand.linkedin.com/policies?trk=d_org_guest_company_overview_footer-brand-policy)\n  * [ Guest Controls ](https://www.linkedin.com/psettings/guest-controls?trk=d_org_guest_company_overview_footer-guest-controls)\n  * [ Community Guidelines ](https://www.linkedin.com/legal/professional-community-policies?trk=d_org_guest_company_overview_footer-community-guide)\n  *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     *     * \n\n` ` ` ` ` ` ` ` ` ` ` `\n\n##  Sign in to see who you already know at Ford Foundation\n\n##  Welcome back\n\n` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` `\n\nBy clicking Continue to join or sign in, you agree to LinkedIn\u2019s [ User\nAgreement ](/legal/user-agreement?trk=organization_guest_contextual-sign-in-\nmodal_sign-in-modal_auth-button_user-agreement) , [ Privacy Policy\n](/legal/privacy-policy?trk=organization_guest_contextual-sign-in-modal_sign-\nin-modal_auth-button_privacy-policy) , and [ Cookie Policy ](/legal/cookie-\npolicy?trk=organization_guest_contextual-sign-in-modal_sign-in-modal_auth-\nbutton_cookie-policy) .\n\nNew to LinkedIn? [ Join now\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_contextual-\nsign-in-modal_sign-in-modal_join-link)\n\nor\n\nNew to LinkedIn? [ Join now\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&trk=organization_guest_contextual-\nsign-in-modal_join-link)\n\nBy clicking Continue to join or sign in, you agree to LinkedIn\u2019s [ User\nAgreement ](/legal/user-agreement?trk=linkedin-tc_auth-button_user-agreement)\n, [ Privacy Policy ](/legal/privacy-policy?trk=linkedin-tc_auth-\nbutton_privacy-policy) , and [ Cookie Policy ](/legal/cookie-\npolicy?trk=linkedin-tc_auth-button_cookie-policy) .\n\nLinkedIn\n\nLinkedIn is better on the app\n\nDon\u2019t have the app? Get it in the Microsoft Store.\n\n[ Open the app ](ms-windows-\nstore://pdp/?ProductId=9WZDNCRFJ4Q7&mode=mini&cid=guest_desktop_upsell)\n\n` ` ` `\n\n",
                "url": "https://www.linkedin.com/company/fordfoundation"
            },
            "reason": "This is the LinkedIn page for the Ford Foundation. LinkedIn company pages are generally reliable for basic company information, but may present an overly positive view.",
            "reliability_score": 0.7,
            "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": "ecba1ccb-be34-4c8c-8757-e7aa4217ece5",
                    "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 a GRI (Global Reporting Initiative) index from Roche, a major pharmaceutical company. It is likely reliable in representing the company's own views and initiatives, though it may present a biased perspective. The domain is the company's official website.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "This is a GRI (Global Reporting Initiative) index from Roche, a major pharmaceutical company.",
            "url": "https://www.roche.com/investors/reports/gri-index"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "c45acda0-0937-4e78-8673-082857ad47c5",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html"
                },
                "page_content": "#  Measuring progress: Accessibility Strategy for the Public Service of Canada  \n\n**From:[ Treasury Board of Canada Secretariat ](/en/government.html) **\n\n  * [ 1\\. Employment ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-employment.html)\n  * [ 2\\. Built environment ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-built-environment.html)\n  * [ 3\\. Technology ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-technology.html)\n  * [ 4\\. Services ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-services.html)\n  * [ 5\\. Culture ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-culture.html)\n  * [ 6\\. Measuring progress ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html)\n\n##  Measuring progress\n\n[ Read the progress report ](/en/government/publicservice/wellness-inclusion-\ndiversity-public-service/diversity-inclusion-public-service/accessibility-\npublic-service/accessibility-strategy-public-service-toc/progress-report-\nimplementation-nothing-without-us-2019-20.html)\n\n**Jump to:**\n\n  * How we measure results \n  * Who is responsible \n  * Lived experiences \n\n##  How we measure results\n\nResults framework  Goal  |  Performance indicator  |  Baseline  |  Target  |  Date to achieve target  |  Data source   \n---|---|---|---|---|---  \n1\\. Improve recruitment, retention and promotion of persons with disabilities  |  Percentage of public servants who identify as persons with disabilities  |  5.3%  |  7%  |  2025  |  Annual Employment Equity Report   \nAnnual promotion rate of persons with disabilities (%)  |  4.1%  |  6%  |  2025  |  Annual Employment Equity Report   \nPercentage of employees with disabilities who state that accessibility or accommodation issues cause stress at work to a large or very large extent  |  20%  |  10%  |  2025  |  Annual Public Service Employee Survey   \n2\\. Enhance the accessibility of the built environment  |  Difference between the percentage of employees with disabilities and the percentage of employees without disabilities who rate the physical work environment as a source of stress  |  10 percentage points  |  5 percentage points  |  2025  |  Annual Public Service Employee Survey   \nPercentage of buildings assessed against new accessibility obligations (CSA Group 2018 and beyond)  |  n/a  |  n/a  |  n/a  |  To be developed   \nPercentage of buildings that meet or exceed new accessibility obligations  |  n/a  |  n/a  |  n/a  |  To be developed   \n3\\. Make information and communications technology usable by all  |  Percentage of clients and employees with disabilities who are satisfied with the accessibility of workplace information and communications technology  |  n/a  |  n/a  |  n/a  |  To be developed   \nPercentage of internal solutions that meet accessibility standards  |  n/a  |  60%  |  2021  |  To be developed   \n4\\. Equip public servants to design and deliver accessible programs and services  |  Difference between the percentage of clients with disabilities and the percentage of clients without disabilities who report being satisfied with the quality of Government of Canada service  |  n/a  |  n/a  |  n/a  |  To be developed   \n5\\. Build an accessibility-confident public service  |  Difference between the percentage of employees with disabilities and the percentage of employees without disabilities reporting being harassed in the last year  |  18 percentage points  |  9 percentage points  |  2025  |  Annual Public Service Employee Survey   \nPercentage of employees with disabilities who agree that they can initiate a formal recourse process without fear of reprisal  |  35%  |  60%  |  2025  |  Annual Public Service Employee Survey   \nDifference between the percentage of clients with disabilities and the percentage of clients without disabilities who disagree with the statement, \u201cI feel I would be supported by my department or agency if I proposed a new idea\u201d  |  16 percentage points  |  8 percentage points  |  2025  |  Annual Public Service Employee Survey   \n  \n##  Who is responsible\n\n###  Roles and responsibilities for government-wide actions\n\nGoal 1: Improve recruitment, retention and promotion of persons with disabilities  Key actions  |  Lead  |  Supports   \n---|---|---  \nThrough the Centralized Enabling Workplace Fund, develop a government-wide\napproach to address workplace adjustments by supporting initiatives such as an\nemployee passport that:\n\n  * documents needs \n  * facilitates conversations with managers and corporate services \n  * tracks actions \n  * \u201ctravels\u201d with employees when they change positions \n\n|  TBS  (  OPSA  )  |  SSC  ,  HC  ,  CSPS  , other departments   \nLaunch the Federal Internship Program for Canadians with Disabilities  |  PSC  |  n/a   \nHire 5,000 persons with disabilities by 2025  |  PSC  |  TBS (  OCHRO  )   \nReview the representation of persons with disabilities within occupational groups to identify gaps  |  TBS (OCHRO)  |  PSC   \nHold targeted recruitment processes to fill identified gaps  |  PSC  |  TBS (OCHRO)   \nDevelop tools and training for supervisors to enable them to create inclusive teams  |  CSPS  |  TBS (OCHRO), PSC   \nReview existing development programs to ensure that persons with disabilities are properly represented and supported at each stage, from entry to exit  |  PSC and TBS (OCHRO)  |  CSPS   \nDevelop long-term employment targets for persons with disabilities that account for work potential as defined in the 2017 Canadian Survey on Disability  |  TBS (OCHRO)  |  ESDC  (Labour)   \nGoal 2: Enhance the accessibility of the built environment  Key actions  |  Lead  |  Supports   \n---|---|---  \nConduct an accessibility assessment of a portion of government buildings and establish a process to determine the feasibility of accessible built environment adaptations, the cost implications and a mechanism for prioritizing actions  |  PSPC  |  n/a   \nPilot initiatives in consultation with persons with disabilities to improve accessibility  |  PSPC  |  n/a   \nUpdate policies, directives and guidance relative to the built environment  |  TBS (OCG (Office of the Comptroller General))  |  NRC (National Research Council)/PSPC   \nBased on the findings of the accessibility assessment, develop an action plan to address accessibility in the existing federal portfolio  |  PSPC  |  n/a   \nEnsure that future service contracts for managing large facilities include high standards for accessibility  |  PSPC  |  n/a   \nImprove the accessibility of the leased portfolio by developing new lease clauses that ensure compliance with the latest standards, and continue to work with the landlord community  |  PSPC  |  n/a   \nEnsure that the Government of Canada\u2019s workplace fit-up meets or exceeds accessibility requirements, in consultation with persons with disabilities  |  PSPC  |  n/a   \nLaunch a procurement tool to seek services from third-party stakeholders to conduct technical assessments of buildings\u2019 accessibility  |  PSPC  |  n/a   \nGoal 3: Make information and communications technology usable by all  Key actions  |  Lead  |  Supports   \n---|---|---  \nPromote and improve existing services for accessibility, accommodations and adaptive computer technology  |  SSC  |  n/a   \nBuild accessibility into government-wide policy and standards  |  TBS (OCIO (Office of the Chief Information Officer))  |  n/a   \nEmbed accessibility into the procurement of information and communications technology  |  SSC  |  PSPC, TBS (OCG and OCIO), all departments   \nProvide public servants with a new suite of accessible digital communication and collaboration tools  |  SSC  |  TBS (OCIO)   \nAdopt a Government of Canada standard for accessibility to information and communications technology that incorporates all the elements of the European Union EN 301-549 2018 standard, and provide guidance to departments on its application (for example, beginning with new systems and content)  |  TBS (OCIO)  |  n/a   \nEnable accessibility features on all devices provided by SSC  |  SSC  |  All departments   \nLead the development of a more streamlined and efficient process to procure and deploy adaptive technology and ensure that users have access to ongoing technical support  |  SSC  |  TBS (OPSA) and PSPC   \nDevelop a government-wide plan and governance to address accessibility in enterprise systems, workplace devices, adaptive technologies and legacy systems  |  TBS (OCIO)  |  n/a   \nDevelop a scorecard for accessibility of all IT systems against an established Government of Canada accessibility standard for information and communications technology  |  TBS (OCIO)  |  SSC   \nProvide resources for employees to generate accessible content with common tools (for example, Microsoft Office)  |  SSC  |  TBS (OCIO and OPSA)   \nAugment the capacity to assess and test the accessibility of enterprise-wide systems  |  SSC  |  TBS (OCIO and OPSA) and CSPS   \nGoal 4: Equip public servants to design and deliver accessible programs and services  Key actions  |  Lead  |  Supports   \n---|---|---  \nContinue to improve accessibility of client services at Employment and Social Development Canada  |  ESDC (Service Canada)  |  n/a   \nProvide guidance on how to apply an accessibility lens to the design and delivery of programs and services  |  ESDC (ODI)  |  WAGE  , CSPS, TBS (OPSA)   \nPilot engagement and feedback processes from clients with disabilities  |  ESDC (Service Canada)  |  n/a   \nPublish accessibility-related data as part of the TBS service inventory  |  TBS (OCIO)  |  n/a   \nDevelop an accessible platform for consulting with Canadians  |  TBS (OCIO)  |  n/a   \nProvide guidance to departments on how to review their programs and services for accessibility  |  TBS (OPSA)  |  ESDC (Service Canada)   \nGoal 5: Build an accessibility-confident public service  Key actions  |  Lead  |  Supports   \n---|---|---  \nDevelop an accessibility hub  |  TBS (OPSA)  |  n/a   \nEmbed accessibility into training  |  CSPS  |  n/a   \nContinue to embed accessibility into the design and delivery of the curriculum of the Canada School of Public Service and in all training and tools for all functional communities  |  CSPS  |  TBS (OPSA)   \nReview existing Treasury Board policies with an accessibility lens and embed accessibility into guidance provided by TBS policy centres  |  TBS (policy centres)  |  TBS (OPSA)   \nDevelop tools and training to focus on developing inclusive and accessible environments from the start rather than seeking accommodations after the fact  |  TBS (OPSA)  |  n/a   \nDevelop training and awareness-raising events through the Canada School of Public Service and the Federal Speakers\u2019 Bureau on Healthy Workplaces, among other venues, to combat myths and remove stigma regarding disability  |  CSPS  |  TBS (OCHRO, OPSA)   \nPromote self-identification and self-declaration of employees with disabilities in order to reduce the stigma regarding disability and to improve reporting on the state of persons with disabilities in the public service  |  TBS (OCHRO)  |  PSC   \nHelp small departments and agencies establish a common advisory committee of persons with disabilities  |  TBS (OPSA)  |  n/a   \nStrengthen networks of employees with disabilities  |  TBS (OCHRO)  |  n/a   \n  \n##  Lived Experiences\n\n###  Case study: LiveWorkPlay\n\nLiveWorkPlay is an Ottawa-based organization that promotes programs to\novercome barriers to employment for persons with intellectual disabilities\nthat has partnered with a number of federal departments and agencies.\n\nAs of March 2019, there were 76 people hired in 25 departments and agencies.\nDepartments and agencies have found that persons with intellectual\ndisabilities are an asset to their organization. For persons with intellectual\ndisabilities, employment has provided them with income and a sense of social\ninclusion.\n\n####  Case study: From roadblocks to opportunities, the path to meaningful\nemployment in the public service\n\n> \u201cAs a person with a physical disability, I did not consider the Government\n> of Canada as an option to pursue full-time, permanent employment. In fact,\n> several employment counsellors framed the idea as impossible. I was advised\n> to make use of my graduate degree in the non-profit sector instead, where I\n> would be best suited to part-time employment.\n>\n> \u201cI had been warned that full-time employment would result in the loss of my\n> disability support pension. I had also been warned of the challenges of the\n> hiring process and of the barriers to meaningful employment. The advice did\n> not focus on opportunities, only roadblocks.\n>\n> \u201cI remained unemployed for several months. I struggled with anxiety,\n> depression, and feelings of vulnerability while living below the poverty\n> line. I was losing hope.\n>\n> \u201cI finally found the courage to write to all of my connections from graduate\n> school, and one of my contacts acted as a direct link to a hiring manager\n> within the public service. I viewed the meeting as an opportunity to\n> connect. I discussed my academic and professional credentials in an\n> articulate format, [but] I did not view the hiring manager as a gatekeeper\n> to potential opportunities. I received an offer on a casual basis and\n> eventually, this may lead to a full-time position with the public service. I\n> am glad that I did not limit myself to the possibilities as outlined by the\n> \u2018experts.\u2019\n>\n> \u201cEven with a supportive manager and team, the roadblocks in terms of\n> accessing adjustments in the public service were significant.\n>\n> \u201cI needed to order adaptive software to read and write. Once approved, early\n> installations of the software failed because information technology (IT)\n> security blocked both programs. It took a solid month before my reading\n> software was functional and three months to access my writing program, both\n> essential tools for the job.\n>\n> \u201cImagine not having the tools needed to read and write at a new job? That\n> summarizes my first month of professional experience with the public\n> service. Even with the support of my manager and my team, the ordeal was\n> extraordinarily stressful. Now that I have the tools required for my job, I\n> am thriving in my workplace and happy to contribute my knowledge and\n> expertise while making a difference.\n>\n> \u201cI am impressed with the flexible working environment. My manager\n> understands that my wheelchair is not able to drive through severe weather\n> conditions. Usually there is a significant amount of self-advocacy that\n> comes with being an employee with a disability. Presently, this is not the\n> case. Such an attitudinal shift allows me to focus on my job. I have found a\n> place of belonging, free from discrimination and harassment due to my\n> disability, and where I have a manager who never underestimates my\n> abilities. Words cannot express the gratitude that I experience within my\n> current position every single day.\u201d\n>\n> Testimony of a public service of Canada employee with a disability\n\n  * [ Previous ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-culture.html)\n\nTable of contents\n\n  * [ Foreword ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-forword.html)\n  * [ Introduction ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-introduction.html)\n  * [ Goal 1: Employment ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-employment.html)\n  * [ Goal 2: Built environment ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-built-environment.html)\n  * [ Goal 3: Technology ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-technology.html)\n  * [ Goal 4: Services ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-services.html)\n  * [ Goal 5: Culture ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-culture.html)\n  * [ Conclusion ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-conclusion.html)\n  * [ Appendix A ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-glossary.html)\n  * [ Appendix B ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html)\n  * [ Appendix C ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html)\n  * [ Appendix D ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-where-departments-should-start.html)\n  * [ Appendix E ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-promising-practices.html)\n  * [ Appendix F ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-scan-other-jurisdictions.html)\n  * [ Appendix G ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/what-we-heard-first-survey-draft-public-service-accessibility-strategy.html)\n  * [ Appendix H ](/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/what-we-heard-second-survey-draft-public-service-accessibility-strategy.html)\n\n##  Page details\n\nDate modified:\n\n     2023-10-23 \n\n##  About this site\n\n  *[\n          TBS\n         ]: Treasury Board of Canada Secretariat\n  *[\n          OPSA\n         ]: Office of Public Service Accessibility\n  *[\n          SSC\n         ]: Shared Services Canada\n  *[\n          HC\n         ]: Health Canada\n  *[\n          CSPS\n         ]: Canada School of Public Service\n  *[\n          OCHRO\n         ]: Office of the Chief Human Resources Officer\n  *[\n          ESDC\n         ]: Employment and Social Development Canada\n  *[\n          WAGE\n         ]: Department for Women and Gender  Equality\n\n",
                "url": "https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html"
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            "url": "https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/diversity-inclusion-public-service/accessibility-public-service/accessibility-strategy-public-service-toc/accessibility-strategy-public-service-measuring-progress.html"
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                    "source": "https://www.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-everything/oil-palm-plantations-and-rights-violations"
                },
                "page_content": "Would you like to read this page in another language?\n\n[ Yes ](/)\n\nWould you like to see a version of this page that loads faster by showing text\nonly?\n\n[ Yes ](//text.hrw.org/report/2019/09/23/when-we-lost-forest-we-lost-\neverything/oil-palm-plantations-and-rights-violations)\n\n#  Summary\n\n> Before our lives were simple, not rich, but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby. I must put\n> food on the table every day. How do I do that when both of us [my husband\n> and I] are not working. Every day I must figure out how to do this.\n>\n> \u2014Leni, Semunying Bongkang, May 2018\n\nA decade and a half ago, lush forests with evergreen fruit-bearing rambutan\ntrees surrounded the home of Leni, a 43-year-old Iban Dayak woman and mother\nof two, in Jagoi Babang district of West Kalimantan province\u2014an area her\nIndigenous community has inhabited for centuries. Today, they have little land\nto farm and no forest in which to forage after the land was cleared to make\nway for an oil palm plantation run by an Indonesian company.\n\nThousands of kilometers away to the west, in Sarolangun regency of Jambi\nprovince on the island of Sumatra, an elderly Orang Rimba mother of nine\nchildren, Maliau, struggles to survive off land that once sustained her\npeople, but which has since been decimated by an oil palm plantation that\nbegan operating in the area nearly three decades ago. \u201cLife was better\nbefore,\u201d Maliau said. \u201cWomen could find many types of food. Some wove mats\nfrom leaves and baskets. We made lamps from gum resin. Now we cannot find\nmaterials to make these.\u201d\n\nLeni and Maliau are among the thousands of Indigenous people and other rural\ncommunities whose lives have been devastated by oil palm plantations in\nIndonesia\u2014the world\u2019s largest palm oil exporter. Indonesia is home to about 50\nto 70 million Indigenous people and over 2,330 Indigenous communities, about a\nquarter of the country\u2019s population.\n\nThe struggles of those like Leni and Maliau are invisibly integrated into a\nrange of consumer products. Palm oil derivatives make their way into many\ngrocery store products including frozen pizzas, chocolate and hazelnut\nspreads, cookies, and margarine. They are also used in manufacturing numerous\nlotions and creams, soaps, makeup, candles, and detergent. Crude palm oil is\nalso processed into biodiesel blend used in vehicles and industrial machinery.\n\nA complex web of domestic and international companies is involved in growing\npalm fruit, converting palm fruit into oil, manufacturing ingredients, and\nfinally using these ingredients to produce consumer products sold around the\nglobe.\n\nBased on interviews with over 100 people, including several dozen members of\nIndigenous communities and representatives from nongovernmental organizations\n(NGO), this report documents how the establishment and expansion of oil palm\nplantations in Indonesia has adversely affected Indigenous people\u2019s rights to\ntheir forests, livelihood, food, water, and culture.\n\nMeriau, headman of a rombongon (group) of about six families living in the\nmiddle of an oil palm plantation, said: \u201cThis used to be my rice field. That\nis why I don\u2019t leave this place.\u201d He refuses to leave the area and says he was\nnot consulted before the plantation was established. Sarolangun regency,\nJambi, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Orang Rimba\nfamilies sit beneath pitched sudungs (a sheet of plastic tied to posts) in an\noil palm plantation. They hurriedly move when discovered and chased by company\nemployees. Sarolangun regency, Jambi, September 2018. \u00a9 2018 Pailin Wedel for\nHuman Rights Watch  A man weaves a pukat (fishing net). Residents said the\naverage catch progressively declined after the plantation\u2019s operations,\nalthough there could be various reasons for the drop off. Bengkayang regency,\nWest Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch\nMaliau, an elderly Orang Rimba mother of nine children, struggles to survive\noff land that once sustained her people, but which has since been decimated by\nan oil palm plantation that began operating in the area nearly three decades\nago. \u201cLife was better before,\u201d Maliau said. \u201cWomen could find many types of\nfood. Some wove mats from leaves and baskets. We made lamps from gum resin.\nNow we cannot find materials to make these.\u201d Sarolangun regency, Jambi,\nSeptember 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Leni, a displaced\nIban Dayak woman, said her family was resettled in the middle of the palm\nplantation with restricted access to land for gardening. She fishes in a\nstream in the oil palm plantation. Residents said the fish population in\nnearby Semunying and Kumba Rivers has dropped since the oil palm plantation\nwas established in 2004. Bengkayang regency, West Kalimantan, September 2018.\n\u00a9 2018 Pailin Wedel for Human Rights Watch  A displaced resident in Semunying\nholds an agreement with the company that promised to exchange a house and yard\nfor a new one a few kilometers from his village. Residents say company\nrepresentatives made oral promises, such as a community plantation and\namenities including health clinics and schools, which have not materialized.\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared. Bengkayang regency, West\nKalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights Watch  Oil\npalm fruit bunches harvested by plantation lie awaiting transportation to\nmill. Bengkayang regency, West Kalimantan, September 2018. 2018 Pailin Wedel\nfor Human Rights Watch  An unfinished Iban Dayak beaded necklace lies pinned\nto a traditional conical hat. The loss of the forest and displacement has\nnegatively affected inter-generational crafts that had cultural significance\nfor Iban women. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018\nPailin Wedel for Human Rights Watch  Francesca, a 28-year-old mother of two,\nstands on the site of her former home. She and her husband refused relocation.\nShe said that company representatives torched her home in 2010, rendering them\nhomeless. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch  Residents of Semunying were relocated a few\nkilometers into the oil palm plantation. Their community is now surrounded by\noil palm trees. Bengkayang regency, West Kalimantan, September 2018. 2018\nPailin Wedel for Human Rights Watch  Kinda, 48, a resident of Dusun Pareh,\nsaid, \u201cThe water [in the river] is contaminated.\u201d Some residents believe the\nKumba River they previously relied on for water to drink, cook, and perform\nhousehold chores has been contaminated, based on their observations of the\ncolor of the water and their perceived skin sensitivities to it. Bengkayang\nregency, West Kalimantan, September 2018. \u00a9 2018 Pailin Wedel for Human Rights\nWatch  Margareta (right), 40, a community leader in Dusun Pareh, sits with her\nmother. \u201cOur identity as Iban Dayak is almost lost now, we have no forest,\u201d\nshe said. Bengkayang regency, West Kalimantan, September 2018. \u00a9 2018 Pailin\nWedel for Human Rights Watch\n\nHuman Rights Watch focused on the plantation operations of two companies\u2014PT\nLedo Lestari in Bengkayang regency of West Kalimantan province, and PT Sari\nAditya Loka 1 in Sarolangun regency of Jambi province. Both of these oil palm\nplantations have had a devastating impact on the rights of two groups of\nIndigenous peoples: the Ibans\u2014a subgroup of the Dayak peoples indigenous to\nBorneo (Kalimantan), and the Orang Rimbas\u2014a semi-nomadic, forest-dependent\nIndigenous people in central Sumatra.\n\nA patchwork of weak laws, exacerbated by poor government oversight, and the\nfailure of oil palm plantation companies to fulfill their human rights due\ndiligence responsibilities, have resulted in loss of land and livelihood\nopportunities for Indigenous people in West Kalimantan and Jambi in the\nprojects we researched. These findings were consistent with previous Human\nRights Watch research in 2003 and 2009, which highlighted the adverse impact\nof the pulp and paper industry in Sumatra, and corruption, poor oversight, and\nlack of corporate accountability in the Indonesian forestry sector in West\nKalimantan, on Indigenous people and peasant communities.\n\nConflicts related to land have frequently been linked to oil palm plantations.\nIndonesia has about 14 million hectares of land planted with oil palm. There\nis no clear estimate of the number of land disputes that exist nor the number\nof households that have been displaced or lost access to their customary\nforests and lands, including farmland, due to oil palm plantation expansion\ninto their villages. Konsorsium Pembaruan Agraria (Consortium for Agrarian\nReform, KPA), an Indonesian NGO, documented more than 650 land-related\nconflicts affecting over 650,000 households in 2017\u2014the last year in which\npublicly available data is available. It estimated that, on average, there\nwere nearly two land-related conflicts every day that year.\n\nDeforestation on such massive scale has not only threatened the wellbeing and\nculture of the Indigenous population, but also has global significance,\ncontributing to carbon emissions and heightened concerns around climate\nchange.\n\nWithout needed government reforms\u2014both legislative and oversight\u2014Indigenous\ncommunities will continue to bear the brunt of the oil palm plantations\u2019\nimpact, and risk losing their distinct identity. Indigenous peoples have an\nintrinsic relationship with their environments. Their traditions, knowledge,\nand cultural identity are deeply connected to the natural environments in\nwhich they live. Any disruption to their natural environments, as in the case\nof the Ibans and the Orang Rimbas, affects their culture, languages,\nknowledge, and unique traditions.\n\n[ Click to expand Image  ](/modal/46628)\n\n[ Share this via Facebook\n](https://www.facebook.com/sharer.php?u=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Facebook\") [ Share this\nvia Bluesky  ](https://bsky.app/intent/compose?text=Map of Indonesia\n%0Ahttps://www.hrw.org/video-photos/map/2019/09/04/map-indonesia \"Share this\nvia Bluesky\") [ Share this via X  ](https://twitter.com/intent/tweet?text=Map\nof Indonesia &url=https://www.hrw.org/video-photos/map/2019/09/04/map-\nindonesia \"Share this via X\") [ Share this via WhatsApp\n](whatsapp://send?text=Map of Indonesia %20-%20https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via WhatsApp\") [ Share this\nvia Email  ](mailto:?subject=Map of Indonesia &body=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia \"Share this via Email\") [ More sharing\noptions  ]( \"More sharing options\") [ Share this via LinkedIn\n](http://www.linkedin.com/shareArticle?mini=true&url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia  \"Share this via\nLinkedIn\") [ Share this via Reddit\n](http://reddit.com/submit?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&title=Map of Indonesia  \"Share this via\nReddit\") [ Share this via Telegram\n](https://telegram.me/share/url?url=https://www.hrw.org/video-\nphotos/map/2019/09/04/map-indonesia&text=Map of Indonesia  \"Share this via\nTelegram\")\n\n2019 Human Rights Watch\n\nSuccessive governments in Indonesia have turned a blind eye to widespread\nforest clearance, facilitating the proliferation of oil palm plantations.\nBetween 2001 to 2017, Indonesia lost 24 million hectares of forest cover, an\narea almost the size of the United Kingdom.\n\nIn 2018, President Joko Widodo, popularly known as Jokowi, announced a\nmoratorium on new permits to oil palm plantations. This was a good start. But\nadditional reforms are long overdue. With a renewed mandate to continue his\npresidency following his reelection in April 2019, President Jokowi has a\nrenewed mandate to enact and implement reforms that protect right of\nIndigenous peoples to be recognized and to enjoy their community rights to\nland and forests.\n\n##  Failure to Consult\n\nA host of Indonesian laws, starting from 1999, made companies seeking to\ndevelop oil palm plantations responsible for consulting local communities at\nevery stage of the project involving a series of government permits.\n\nSemuning Bongkang and Pareh hamlets in West Kalimantan province, where PT Ledo\nLestari started its operations in 2004, were home to about 93 Iban Dayak\nhouseholds. Human Rights Watch found no evidence of any consultations with\naffected households until after forests were significantly destroyed.\nVillagers interviewed by Human Rights Watch said they were surprised by the\ncompany\u2019s operations, only realizing their lands and forests were going to be\nrazed when bulldozers and other equipment rolled into the area. The companies\nhad not organized systematic and meaningful consultations with Indigenous\npeople at different stages of the project to understand the nature and extent\nof the human rights risks. Mormonus, 49, now the village leader of Semunying\nJaya village (includes Pareh and Semunying Bongkang hamlets), said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [in Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari.\n\nSimilarly, in Sarolangun regency, where PT Sari Aditya Loka 1 started its\noperations in 1989, the company had ample opportunity to consult with the\nOrang Rimba to mitigate any ongoing harm after legal reforms introduced clear\nobligations to do so. International law provides for companies to have ongoing\nconsultation. To date, it has failed to organize any meaningful consultations\nand reach agreement to provide remedies to the Orang Rimba who were forcibly\nevicted from their forests. The company responded that they obtained a right\nto cultivate the land from the state.\n\n##  Lack of Just, Fair, and Equitable Compensation\n\nThe oil palm plantations not only destroyed Indigenous people\u2019s forests, lands\nand the resources in them that they were using for generations but also failed\nto create any mechanism to explore restitution or provide just and fair\ncompensation for losses suffered, in consultation with the Indigenous people\nimpacted.\n\nIn West Kalimantan, after the Iban Dayak carried out a series of protests\nbetween 2004 and 2010, PT Ledo Lestari appears to have engaged in\nconsultations to placate individuals to sell family land, but women from the\ncommunity said they were not included in those discussions. The company made\nsome monetary payouts ranging between 1 and 2 million Indonesian rupiah (IDR)\n(US$70 to 140) per hectare to some of the 93 households affected. But the\nmonetary compensation did not account for loss of the community\u2019s _adat_\nforest (literally, customary forests), wild rubber, and other forest products\nthat women in particular used for food or as a source of revenue.\n\nThe distinct losses women experienced of passing on intergenerational\nknowledge and skills, such as weaving products they sold to supplement their\nincomes, as well as the loss of their unique culture, were not taken into\naccount. Damage to the community\u2019s cultural identity is palpable in the\neveryday experience of Indigenous peoples who have lost access to their\nancestral forests. The damage is aggravated by the lack of plans to preserve\nwhat little remains, and to compensate for irreversible losses.\n\nPT Ledo Lestari gave some of the 93 families \u201cagreements\u201d to sign. One that\nHuman Rights Watch reviewed promised exchanging a house and yard for a new one\na few kilometers away from their village. But community members said company\nrepresentatives promised them a host of other measures, such as the ability to\ncontinue to harvest within their yards, land titles, shares from a plasma, or\ncommunity plantation, that the company would set up, and other amenities\nincluding health clinics and schools, to lure them to leave the area. None of\nthese have materialized. Their community is now enclaved within PT Ledo\nLestari\u2019s oil palm plantation. They said that in a few instances when\ncommunity members dared to harvest oil palm fresh fruit bunches from their\nbackyards to use as cooking fuel, the company security guards have branded\nthem as \u201cthieves.\u201d Human Rights Watch wrote to PT Ledo Lestari on two\noccasions requesting their response and feedback but did not receive a\nresponse. Bengkayang police on several occasions have expressed willingness to\nmediate between the affected communities and PT Ledo Lestari.\n\nResidents have noticed that, over time, the nearby Kumba and Semunying Rivers,\nwhich they rely on for drinking, fishing, and household chores, have become\nmore polluted. Human Rights Watch could not independently verify their claims,\nbut residents attribute pollution to increased soil erosion, the use of\nfertilizers, herb and pesticides, and effluents from the oil palm plantation\nthat seep into the ground and rivers. Households living here have\nintergenerational knowledge of the water resources and fisheries that have\nbeen passed down through methods of sharing traditional knowledge. Based on\nthis knowledge and lived experience, residents believe that the company\u2019s\noperations and the pollutants in the river are related to a reduction of fish\npopulation in the nearby rivers. To catch fish to feed their families, they\nsay they must ride out for an hour in boats. Women feel the impact of not\nbeing able to fish in nearby waters more deeply because they do not own boats.\nResidents said they can go a full day without catching fish in rivers close to\ntheir homes, forcing them to spend the little money they have, to buy fish.\nFrancesca, a 28-year-old Iban Dayak woman from Semunying Bongkang, said:\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying\u2026. It means\n> something killed them\u2014poison from the number of hectares of land covered by\n> oil palm. When it rains, a lot of fish end up dead. We can\u2019t eat that.\n\nToday, in Jambi province in central Sumatra, the Orang Rimba community lives\nin abject poverty. Many have been left homeless, live in plastic tents, and\nwithout livelihood support. Orang Rimba Human Rights Watch interviewed said\nthat they had once been self-sufficient but are now reduced to begging on the\nhighway or \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. The plantation employs only a handful of the several hundred Orang\nRimba adults estimated to live in the area. In September 2018, Human Rights\nWatch saw numerous Orang Rimba women and children begging for cash or food\nalong a highway in Sarolangun.\n\nPT Agro Astra Lestari, the parent company of Sari Aditya Loka 1, which\noperates the oil palm plantation in Jambi province, has a host of policies on\nsustainability, traceability, and grievance redress, that apply to all its\nsubsidiaries and oil palm plantations. The company responded to Human Rights\nWatch communications about its impacts on the Orang Rimba community with a\ndetailed summary of the education, health and economic services and programs\nit provided, including livelihood support for the Orang Rimba groups they were\nin contact with. Orang Rimba and local NGOs have approached the company to\nreturn some land to them but they say their efforts have proved futile.\n\nPT Ledo Lestari, which operates the plantation in Bengkayang, West Kalimantan,\ndoes not have any published policies on sustainability or the protection of\nIndigenous people\u2019s rights. It has also not engaged with Human Rights Watch or\nlocal NGOs.\n\n##  Needed Government Reforms\n\nPresident Jokowi should give priority to creating a high-level commission that\nincludes representatives from Indigenous peoples\u2019 groups to resolve land\ndisputes involving Indigenous communities. This commission should ensure full\nwomen\u2019s participation in its operations. Harmonizing complex legal frameworks\nregarding Indigenous land tenure should be a focus of the commission. Local\nIndigenous rights groups have long advocated for these reforms.\n\nCustomary rights of Indigenous people are lost in a maze of laws that were\ndesigned to protect them but do the opposite. As a result, Indonesia\u2019s\nIndigenous people struggle to have their rights to customary land recognized.\nA vast number of Indigenous territories have been mapped, but local NGOs say\nvery few Indigenous communities have been issued legal certificates.\n\nTo address this longstanding problem, President Jokowi should prioritize\nconsultations with representatives of Indigenous groups to finalize a bill\nthat would protect Indigenous peoples\u2019 rights and ensure that simple\nrecognition procedures are put in place. This would go a long way in\nimplementing a 2013 Constitutional Court decision that granted Indigenous\npeople rights to their customary forests.\n\nAdopting new laws and a high-level commission are critical to ensuring the\nsuccess of Jokowi\u2019s 2018 \u201cComplete Systematic Land Registration until 2025\u201d\nprogram. The World Bank-funded initiative aims to register all land in\nIndonesia by 2025.\n\nThe Indonesian government\u2019s 2011 certification mechanism, the Indonesian\nSustainable Palm Oil (ISPO) system, accredits oil palm plantations that comply\nwith Indonesian local laws and principles of social responsibility. The\ncertification mechanism, which supplements the plethora of laws that govern\nland acquisition and oil palm cultivation, needs a rehaul. NGOs have\ncriticized the ISPO for its narrow focus on national law, inadequate\nenvironmental protections, neglect of human rights, weak monitoring and\noversight, lack of a grievance mechanism, and poor enforcement.\n\nFinally, donors should support the Indonesian government in carrying out the\nhost of reforms needed to protect Indigenous peoples\u2019 rights. These should\ninclude creating a database to improve data collection and transparency on\nplantation concessions; related required permits; and numbers of land\nconflicts, their status, and their resolution. Currently, lack of data is\nexacerbated by putting some of the available information regarding plantation\nconcessions behind paywalls. For example, the Ministry of Agrarian and Spatial\nPlanning has refused access to plantation permit data, citing a paywall, even\nafter the Supreme Court upheld a freedom of information request in 2017.\n\n##  Corporate Responsibilities\n\nThe United Nations Guiding Principles on Business and Human Rights sets out\ncompany responsibilities independent of government obligations. The practical\nimplication is that even where government oversight is poor, companies should\nhave independent human rights due diligence mechanisms.\n\nHuman Rights Watch research in West Kalimantan and central Sumatra indicates\nthat the companies were falling short of their human rights responsibilities.\n\nOil palm plantations and leading corporations within palm oil supply chains\nneed to create and implement strong human rights due diligence procedures to\nensure that palm oil production does not cause or contribute to human rights\nabuses of affected communities.\n\nCompanies, investors, and governments importing palm oil from\nIndonesia\u2014including China, India, Pakistan, and the Netherlands\u2014should closely\nmonitor the reforms needed to ensure that oil palm plantations are not\ndeveloped with such devastating human and environmental cost.\n\nIntroducing these reforms will allow Indonesia to support investments to\nimprove its economy, while also protecting its forests and all those impacted\nby such investments, especially indigenous people.\n\n#  \nKey Recommendations\n\n##  To the Indonesian Government\n\n  * Urgently recognize and protect Indigenous peoples and their community rights to land and forests. \n  * Revise the Indonesian Sustainable Palm Oil (ISPO) certification system to align with international human rights standards. \n  * Establish a Land Dispute Resolution Mechanism.   \n\n##  To Oil Palm Plantation Companies in Indonesia\n\n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve longstanding grievances, and offer compensation or remediation to those affected. \n  * All companies operating plantations should carry out robust human rights due diligence and provide just, fair, and equitable compensation in accordance with international human rights standards.   \n\n##  To Oil Palm Importing Countries\n\n  * Require companies to be transparent about their palm oil supply chains. \n\n##  To Donors\n\n  * The World Bank and other donors should support the Indonesian government in carrying out the reforms needed to protect community and Indigenous people\u2019s rights to land. \n\n#  Methodology\n\nThis report is based on research conducted between February and September\n2018, with field missions to Indonesia spanning 11 weeks. The research focused\non oil palm plantation disputes involving Indigenous peoples\u2019 claims to\ncustomary land and forests in Pareh and Semunying Bongkang hamlets of\nSemunying Jaya village in the Jagoi Babang district of Bengkayang regency in\nWest Kalimantan province, and Orang Rimba groups in the Sarolangun regency of\nJambi province in central Sumatra.\n\nWe based our research in Kalimantan and Sumatra because these islands have the\nmost area in oil palm plantations with decade-long conflicts between companies\nand communities, including indigenous peoples.\n\nHuman Rights Watch researchers conducted interviews with over 100 people from\nindigenous communities, and lawyers and NGO representatives working on land\nconflicts and related reform. Of these interviews, 57 were with ethnic Iban\nDayak and Orang Rimba people, of which 42 were with women. Human Rights Watch\nconducted four interviews in groups of 3 to 10 people; all others were\nindividual interviews.\n\nThe vast majority of the interviews were conducted in Indonesian, using female\ninterpreters. The rest were in English.\n\nInterviewees were informed of the purpose of the interview, its voluntary\nnature, and the ways in which the data would be used. They were told they\ncould decline to answer questions or could end the interview at any time. They\ndid not receive any compensation for participating in the research. They\norally consented to the interview.\n\nIn August 2018, Human Rights Watch sent letters explaining our research and a\nlist of questions requesting information to both PT Ledo Lestari and PT Sari\nAditya Loka 1. The companies did not respond to our letters. In June 2019,\nHuman Rights Watch hand-delivered another set of letters to both companies\nexplaining our findings and including a list of questions. Letters were also\nemailed to PT Sari Aditya Loka 1 in August 2018 and June 2019. PT Ledo Lestari\nhas not responded. In August 2019, Human Rights Watch received a letter via\nemail from Bandung Sahari, vice-president of sustainability at PT Astra Agro\nLestari Tbk.\n\nIn June 2019, Human Rights Watch sent a letter to the Office of the President\nof Indonesia explaining our general findings related to land conflicts,\nincluding a list of questions. In July 2019, Human Rights Watch sent text\nmessages and called local government officials in West Kalimantan and Jambi\nprovinces to explain our findings and get their responses. We had a telephone\nconversation with a Ministry of Social Services official in Sarolangun\nregency, Jambi province, which has been incorporated into the report. We await\nresponses from other officials we contacted.\n\nResearchers reviewed primary data sources, including laws, ministerial\nregulations, three court decisions, and other legal documents related to the\nplantation operations we investigated in West Kalimantan and central Sumatra.\nWe also reviewed secondary data sources such as reports from NGOs and research\ninstitutes, and media publications to corroborate our findings.\n\nWe have used pseudonyms for individuals we interviewed to protect them. In\nsome cases, further identifying details have been withheld to prevent\nreprisals.\n\nThe exchange rate at the time of publication was approximately US$1 = 14,287\nIndonesian rupiah (IDR); this rate has been used for conversions in the text,\nwhich have generally been rounded to the nearest dollar.\n\n#  I. Indonesian Palm Oil and Land Conflicts\n\nConsumers may use palm every day without realizing it. Palm oil is the edible\nvegetable oil of oil palm fruit. It is found in a wide variety of products,\nincluding some cosmetics, pizza dough, instant noodles, ice cream,\nconfectionery, soaps, shampoos, detergent, and biodiesel.  [1]\n\nA complex web of local and international companies is involved in the\ndifferent stages of growing oil palm fruit and manufacturing these everyday\nproducts. These include companies cultivating and operating large oil palm\nplantations, extracting and refining palm oil, manufacturing ingredients, and\nusing the ingredients to make and sell products globally. Foreign and domestic\ncompanies\u2014both private and state-owned\u2014buy and develop large swathes of lands\nfor oil palm plantations.  [2]\n\n##  Top Palm Oil Producer\n\nIndonesia is the world\u2019s largest palm oil producer and exporter. In 2018, the\ncountry produced more than 40 billion tons of palm oil, more than half of the\nworld\u2019s total production and more than double the production of Malaysia, the\nsecond largest producer.  [3]  In 2017, Indonesia exported an estimated 75\npercent of its palm oil, primarily to Asia\u2014China, Vietnam, India, and Pakistan\nare its largest markets\u2014followed by Africa and the European Union.  [4]\n\nPalm oil production is projected to grow in the coming years, propelled by the\nglobal demand for biodiesel.  [5]  But the demand is expected to decline in\nthe EU, which has responded to environmental concerns around palm oil\nproduction by limiting its use in the transport sector. The EU has announced a\ncap on all palm oil imports for biofuel at 2019 levels until 2023, and a total\nphase-out by 2030.  [6]\n\n##  Rapidly Declining Forest Cover\n\nPalm oil production has resulted in massive forest loss. Between 2001 and\n2017, commercial ventures in Indonesia destroyed more than 24 million hectares\nof its tree cover, an area nearly as large as the United Kingdom.  [7]\nGovernment sources estimate that oil palm plantations account for over half of\nall forest depletion in Indonesia during this period, with more than 12.3\nmillion hectares of land under oil palm production.  [8]\n\nCompanies have cleared and burned forests for oil palm and paper pulp\nplantations,  [9]  undermining natural carbon sinks and contributing to\nserious air pollution, risks to respiratory health across the region,  [10]\nand a spike in carbon emissions.  [11]  Experts project that loss of forest\ncover at the continued rate will have serious climate change ramifications\nassociated with frequent droughts, heat waves, and sea level rise effects in\ncoastal areas.  [12]\n\n[ Click to expand Image  ](/modal/39169)\n\nBPS-Statistics Indonesia\n\n##  Pervasiveness of Land Conflicts\n\nOil palm plantations are contributing to the rapid disappearance of\nIndonesia\u2019s forests, and to numerous resulting conflicts over land ownership\nand use. Many of these disputes involve Indigenous people that live in and\naround the forests. Indonesia is home to about 50 to 70 million Indigenous\npeoples, accounting for about a quarter of the country\u2019s population.  [13]\n\nOver the years, these conflicts have continued, exacerbated by a combination\nof poor protection for Indigenous peoples\u2019 land rights and complex land\ngovernance systems that fail to prevent or resolve disputes.\n\n###  Number of Oil Palm-Related Land Disputes\n\nWhile comprehensive and up-to-date official data on land conflicts is hard to\nobtain, piecemeal data from different authorities gives an insight into the\nproblem.\n\nFor example, between 2012 and 2014 (the latest years for which public\ninformation is available), Indonesia\u2019s National Commission on Human Rights\n(Komnas HAM) received over 4,800 complaints\u201420 percent of all\ncomplaints\u2014related to land.  [14]  In 2016, the commission projected that land\ndisputes between communities and companies, including those over Indigenous\npeoples\u2019 customary forests, would increase.  [15]\n\nAccording to the Ombudsman Republik Indonesia (Ombudsman RI) _,_ an\nindependent government body that investigates complaints against\nmaladministration, oil palm plantations contributed to the highest number of\nconflicts across all sectors in 2016 and 2017.  [16]  In 2017, the Ombudsman\nreceived 450 reports of land-related conflicts, with 163 conflicts implicating\noil palm plantations.  [17]  In 2018, it recorded more than 1,000 land\ncomplaints by communities, including Indigenous people against companies.\n[18]\n\nIn 2017, Konsorsium Pembaruan Agraria (Consortium for Agrarian Reform, KPA), a\ncoalition of 153 peoples\u2019 (peasants, Indigenous, women, fisherfolk, and urban\npoor) organizations, documented about 659 \u201cagrarian conflicts\u201d (disputes\nrelated to land) across the country, affecting more than 650,000 households.\n[19]\n\n###  Indigenous Peoples\u2019 Struggle to be Legally Recognized\n\nAt the heart of land conflicts involving Indigenous peoples and corporations\nlies the struggle of various Indigenous groups for legal recognition of their\nidentity and collective rights. Local nongovernmental organizations (NGO) have\nrepeatedly called for effective, streamlined, and time-bound procedures to\nrecognize and protect Indigenous peoples\u2019 land rights.\n\nAccording to local experts on Indigenous peoples\u2019 rights, over 2,330 distinct\nIndigenous communities are spread across the archipelago.  [20]  But there is\nno official data about the number of these that are legally recognized. One\nNGO noted that authorities recognized 18 Indigenous communities between 2015\nand 2017.  [21]  In April 2019, the Ministry of Environment and Forestry\nissued a map of customary forests covering an area of 472,981 hectares, with a\nplan to identify, verify, and validate other customary areas.  [22]\n\nIndonesia\u2019s constitution and laws recognize that _adat_ (literally, custom or\ntradition) communities exist and affirm their communal rights to land.  [23]\nIn practice, realizing these rights entail cumbersome processes in which\nIndigenous groups have to prove their existence and register their land\nrights. Without legal recognition, groups that self-identify as Indigenous\ncannot register collective rights to land.\n\n####  Maze of Procedures for Legal Recognition of Indigenous Peoples\n\nThe customary rights of Indigenous people are lost in a maze of Indonesian\nlaws that were designed to protect them, but which in practice do the\nopposite. Several national laws and regulations outline procedures for\nIndigenous peoples\u2019 legal recognition of their identity and community land\nrights,  [24]  the earliest of which dates to 1999 and the most recent to\n2016.  [25]\n\nFirst, a group that self-identifies as Indigenous needs to apply to be legally\nrecognized. But most districts have not established recognition procedures.\n[26]  Where districts and provinces have set up procedures, the regulations\nestablish between four and seven criteria that need to be satisfied for\nrecognition.  [27]  Authorities take years to process applications: local NGOs\nsuch as Badan Registrasi Wilayah Adat (BRWA), said Indigenous peoples that\nfiled applications as far back as 2011 are still waiting to be officially\nrecognized.  [28]\n\nAfter it acquires legal recognition, an Indigenous community then needs to\napply to different authorities at different levels\u2014district, provincial, and\nnational\u2014seeking recognition of their rights to adat areas, forests,\ninstitutions, and knowledge. These processes are burdensome and difficult to\ntrack.  [29]\n\nDespite the vast number of Indigenous territories that have been mapped, local\nNGOs say very few have been legally recognized. As of December 2018, a leading\nlocal nongovernmental initiative has mapped out over 1,100 Indigenous\nterritories spread over more than 14 million hectares.  [30]  According to\nAliansi Masyarakat Adat Nusantara (Indigenous Peoples Alliance of the\nArchipelago Indonesia, AMAN-West Kalimantan), an Indigenous people\u2019s\norganization in West Kalimantan, only two Indigenous groups were able to\nregister their communal rights in West Kalimantan.  [31]\n\n####  Landmark Judgment Remains Unimplemented\n\nIn May 2013, the Indonesian Constitutional Court handed down a landmark\njudgment that granted Indigenous peoples rights to their customary forests.\nBefore this decision, all forests (including customary) were legally\nconsidered a part of state-owned forests; authorities granted Indigenous\ncommunities living in and around these forests limited use rights.  [32]\n\nThe court decision prevents government authorities from issuing permits for\nland-based investments on adat forests without taking into account the rights\nof Indigenous people who live in and around it.  [33]  However, six years\nafter the decision was rendered, United Nations and other experts have found\nlittle implementation of the verdict.  [34]\n\n####  More Policy Commitments and Legislative Demands Unmet\n\nThe next big legal and policy milestones that sought to recognize the\nIndigenous peoples\u2019 rights came in 2015. The Ministry of Environment and\nForestry required local governments to demarcate and protect customary\nforests.  [35]  The same year, the government\u2019s National Medium-Term\nDevelopment Plan 2015-2019 set a target to map out and establish community\nforests on more than five million hectares of customary forest.  [36]\n\nDespite this ambitious plan, government authorities have so far done little to\nidentify and protect Indigenous people\u2019s customary forests. In 2016 and 2017,\nPresident Jokowi handed over 29,500 hectares of customary forest to 18\nIndigenous communities, which was far short of what was pledged in the\ncountry\u2019s 2015 development plan.  [37]  According to official data, as of\nApril 1, 2019, Indonesia had established 49 customary forests with a total\narea of about 32,791 hectares within its agrarian reform plan.  [38]  In 2018,\nJokowi announced a moratorium on new oil palm plantation permits, an attempt\nto stop further deforestation and protect the environment.  [39]\n\n##  Key Legal Processes and Responsibilities of Plantation Companies\n\nSeveral Indonesian laws and regulations lay out the permits required to\nacquire land and establish a plantation. Companies should make these\napplications to relevant local authorities and conduct environment and social\nimpact assessments, which involve consultations with local communities\nexpected to be impacted.\n\n###  Acquiring Permits\n\nIn order to set up an oil palm plantation, Indonesian law requires that a\ncompany obtain a series of government permits from different departments.\nThese include a location permit ( _Izin Lokasi_ ),  [40]  which the governor,\nor _bupati,_ is supposed to issue after reviewing the ownership and any\ncompeting rights over the land.\n\nBefore starting its plantation operations, the company should also conduct an\nenvironmental and social impact assessment ( _Analisis Mengenai Dampak\nLingkungan_ or AMDAL) and receive an environment permit ( _Izin Lingkungan_ )\nfrom the district or provincial authorities  [41]  ; a plantation permit (\n_Izin Usaha Perkebunan_ or IUP) at the district or provincial level  [42]  ; a\nforest conversion permit from Ministry of Forestry where the land assigned to\nthe company overlaps with forests  [43]  ; and finally, a right to \u201cexploit\u201d (\n_Hak Guna Usaha_ or HGU) or cultivate permit, from the provincial land office.\n[44]\n\n###  Duties to Consult Communities Prior to Acquiring Permits\n\nVarious laws and regulations require companies to consult with affected\ncommunities as part of their application and prior to acquiring permits  [45]\n:\n\na) Before a location permit is issued  [46]  : The different stages of\nconsultations include disseminating information about the project, collecting\ninformation on social and environmental baseline, and participation of\naffected communities in finding solutions to issues such as displacement.\n[47]\n\nb) Before a company obtains an environment permit and plantation permit: The\nenvironment and social impact assessment incorporates a community\nconsultation.  [48]  If the community landowners and the company do not reach\nan agreement on solutions for social and environmental adverse impacts, the\ncommunity may raise an objection with the AMDAL appraisal commission\nestablished by the relevant government official (minister, governor or\nregent).  [49]  Similarly, the company should conduct consultations as part of\nits plantation permit process.  [50]\n\nc) Before a company obtains a \u201cright to cultivate\u201d permit: The company should\nconsult the rights holders of land within Indigenous lands or other lands with\nidentified owners, to reach an agreement on the transfer of the land and\ncompensation.  [51]\n\nIn theory these steps seem clear and linear; in practice there are gaps and\nminimal government oversight over how a company conducts consultations.  [52]\n\nLocal nongovernmental experts and lawyers who have assisted hundreds of\nthousands of Indigenous people affected by oil palm plantations in almost all\nprovinces of Indonesia told Human Rights Watch there was barely any oversight\nover the manner companies complied with the consultation requirements under\nvarious laws.  [53]\n\nCommunity members have argued that in the past some government officials had\nbypassed important processes such as consultation during a land suitability\nsurvey (before a location permit is issued) or an AMDAL process (before a\nplantation permit or right-to-cultivate permit are issued) in issuing\nauthorizations.  [54]  Currently, some of these authorization processes are\ndone concurrently on a new online single submission process. Local experts say\nthat social impact assessments, when undertaken at all, are largely a box-\nticking exercise with little community participation.  [55]  In the two oil\npalm plantations that Human Rights Watch investigated, the community members\nsaid they found out about the investment plans after the company had obtained\nits location permit and other authorizations from local authorities.  [56]\n\n###  Other Key Duties: Compensation and \u201cPlasma\u201d Plantations\n\nThe 1999 Forestry Law and 2014 Plantation Law require that permit-holders pay\ncompensation for a community\u2019s loss of access to land to new forestry and\nagricultural projects.  [57]\n\nThe law governing the process of acquiring a plantation permit also states\nthat the authorizing official should verify that the company has planned to\nestablish a \u201ccommunity plantation\u201d or \u201cplasma,\u201d or provides other productive\nbusiness opportunities for local communities.  [58]  The \u201ccommunity\nplantation\u201d is a partnership scheme in which the company establishes a\nplantation for the community of at least 20 percent of the total land size the\ncompany cultivates. This partnership aims to benefit residents, including\nthose displaced through credits, profit sharing, and other agreed forms of\nfunding.  [59]\n\n##  \u201cSustainable Palm Oil\u201d Certifications\n\nThere is a global palm oil certification standard\u2013the Roundtable on\nSustainable Palm Oil (RSPO). Many palm oil-producing countries, including\nIndonesia, also have a national standard.\n\nIndonesian\u2019s 2011 certification mechanism, the Indonesian Sustainable Palm Oil\n(ISPO), supplements the plethora of laws that govern land acquisition and palm\noil cultivation. The certification mechanism aims to improve the\ncompetitiveness of Indonesian palm oil in the global market, support\ncommitments to reduce greenhouse gas emissions, and improve sustainability. It\naccredits oil palm plantations that comply with Indonesian local laws and\nprinciples of social responsibility.  [60]\n\nThe ISPO system has no transparency goals as part of its certification\nmechanism. The ISPO certification is mandatory for all large oil palm\nplantation business actors in Indonesia with compliance dates and requirements\nvarying on size of operations.  [61]  Government authorities can downgrade and\nrevoke the business license of plantation companies that are not ISPO\ncertified.  [62]\n\nIn 2011, the year the ISPO was set up, the Indonesian Palm Oil Association,\nwhich represents more than 700 palm oil entrepreneurs, withdrew from the RSPO.\n[63]  The RSPO is a multi-stakeholder initiative comprising more than 4,000\nmembers, including oil palm growers, processors, traders, manufacturers, NGOs,\nand financial institutions, The RSPO implements a global standard for\nsustainable palm oil so that RSPO members comply with a set of environmental\nand social criteria to produce Certified Sustainable Palm Oil.  [64]\n\nIn 2015, ISPO and RSPO published a joint study delineating their similarities\nand differences, with one main distinction being ISPO\u2019s narrow focus on\nnational law.  [65]  NGOs have criticized the ISPO for its inadequate\nenvironmental protections, neglecting human rights, weak monitoring and\noversight (nonexistent grievance mechanisms), and poor enforcement.  [66]  The\nRSPO, while having its own problems and also widely criticized, is perceived\nby human rights advocates and civil society organizations as being better than\nthe ISPO because it has a grievance mechanism, its certification system\nincorporates international law, and it requires supply chain transparency.\n[67]\n\n#  \nII. The Human Cost of Oil Palm Plantations\n\nHuman Rights Watch researched the development and operation of two oil palm\nplantations in West Kalimantan and Jambi in central Sumatra that involved two\nlarge Indonesian companies. These oil palm plantations first started\noperations over a decade ago, subsequently expanded, and continue operating\ntoday.\n\nUnder the 2006 United Nations Guiding Principles on Business and Human Rights,\ncompanies have a responsibility to respect human rights. As part of their\nhuman rights due diligence, they need to identify, prevent, mitigate and\naccount for their impacts on human rights, and have processes to remediate any\nadverse human rights impacts they cause or to which their operations\ncontribute.\n\nHuman Rights Watch research found that the companies\u2019 operations have not\nfollowed domestic laws and international human rights standards that safeguard\nthe rights of Indigenous people and their customary rights, especially as they\nrelate to forests. The Indigenous communities are still grappling with serious\nimpacts on their human rights to a livelihood, access to food and water, and\nculture. To date, they have not been adequately compensated for their loss.\nThe loss especially to Indigenous women has been ignored.\n\n##  Case Study: PT Ledo Lestari, West Kalimantan Province\n\n> The forest used to supply all our needs. Now if the rains come, everything\n> floods. The forest is gone. There is no way to hold back water. We can\u2019t\n> plant anything. We lost everything to palm oil.\n>\n> \u2014Lindan, 58-year-old mother of three with five grandchildren, Semunying\n> Bongkang, May 2018\n\n> Forest means everything. Forest provides water. Water is blood \u2026 land is\n> body, wood is breath. When we lost the forest, we lost everything. We can\u2019t\n> pray to the god of oil palm.\n>\n> \u2014Mormonus, village leader, Semunying Jaya, May 2018\n\n###  Overview of Plantation Operations and Expansions\n\nPT Ledo Lestari, an Indonesian oil palm plantation company, is a subsidiary of\nDarmex Agro Holding.  [68]  Darmex Agro is an oil palm grower, and processor\nand exporter of palm oil. PT Ledo Lestari\u2019s operations in Semunying Bongkang\nand Pareh hamlets in Semunying Jaya village, located in Jagoi Babang district\nin Bengkayang regency of West Kalimantan province, first began in 2004.\n\nThe development of the oil palm plantation has destroyed the customary forests\nof the Iban Dayak, an Indigenous community living there, leaving them no\noption but to relocate. The local NGO AMAN- _Kalimantan Barat_ (AMAN West\nKalimantan), which has assisted the Indigenous people there for more than a\ndecade, estimates that at least 93 households of Iban Dayak inhabited the area\nat the time the oil palm plantation began its operations.  [69]  Currently,\nmost still live in the area but have family members working in Jagoi, or\nacross the border in Sarawak, Malaysia to support their families.\n\nAs of August 2019, PT Ledo Lestari\u2019s plantation does not appear on the ISPO\nwebpage of certified companies.  [70]  Human Rights Watch has attempted to\nverify this with the company but have not received a response. In 2013, RSPO\nterminated the membership of its parent company, PT Darmex Agro, and another\nsubsidiary, PT Dutapalma Nusantara, following complaints regarding their\nplantation operations.  [71]\n\n****\n\n[ Click to expand Image  ](/modal/39171)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n[ Click to expand Image  ](/modal/39172)\n\nGlobal Forest Watch 2016 Oil Palm data\n\n####  Iban Dayak: An Indigenous Community\n\nThe Ibans are a subgroup of the Dayak peoples indigenous to Borneo\n(Kalimantan). Most Ibans live in Malaysia\u2019s Sarawak state, Brunei, and in\nIndonesia\u2019s West Kalimantan region. An estimated 2.2 million Dayak peoples\nlived in these parts at the turn of the 21st century.  [72]  The Dayak,\nincluding the Ibans, have complex religious practices centered around numerous\nspirits.  [73]  Most of their village economies are based on shifting\ncultivation of rice, fishing, and hunting.  [74]  Iban life and religion are\nintricately intertwined. Their culture is inextricably linked to the forests,\nrivers, fields, and the land. They use the adat forest for foraging and\nrituals. Their religious rituals are integrated with planting and harvesting,\nand include those pertaining to healing, birthing, and funerals. Ibans have a\nrich folklore filled with mythology and epics. Even though most Iban have\nconverted to Christianity, they still practice some customs.  The _Temenggung_\n(literally, \u201cthe highest Indigenous leader\u201d in Indonesian) is the head of\ntheir traditional legal system, which has its own hierarchy.  [75]  They\nresolve disputes via a community forum, the _Begulu_ (or _Berkumpul_ ,\nliterally, gather together, in Indonesian).  [76]  \n---  \n  \n**Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village**\n\nHuman Rights Watch pieced together information about the company\u2019s operations\nin Semunying Bongkang and Pareh hamlets in Semunying Jaya village based on\ninterviews with over two dozen Ibans living in the area, local NGOs assisting\nthem, and government documents.  [77]\n\n####  Timeline of PT Ledo Lestari\u2019s Operations in Semunying Jaya Village\n\n**December 2004** : PT Ledo Lestari obtains a government location and\ncultivation permit for 20,000 hectares.  [78]  This included permission to\nacquire 1,420 hectares of adat forest that the Iban Dayak had used for\ngenerations.  [79]  **2005:** Company begins clearing forests in and around\nthe two hamlets, resulting in widespread protests by community members.\n**2006** : Police detain two village officials on criminal charges related to\nthe protest  ,  [80]  detaining them for nine days at  Bengkayang  Police\nstation.  **2006-2009:** Villagers approach local authorities in the\nBengkayang regency and West Kalimantan province to raise concerns about\ncompany\u2019s ongoing expansion and operations.  **Late 2009:** Bengkayang regency\nofficials \u201cinaugurate\u201d a piece of forest within the area assigned to the\ncompany where the forest was still intact, which led communities to believe\nthis recognized their claims over the forest and land.  **2010:** Company\nholds discussions with \u201cheads of households\u201d and resettles 32 households from\nSemunying Bongkang. The company negotiates with and compensates some families\nin Pareh and Semunying Bongkang.  **2014:** Villagers sue the company and the\nBengkayang regency in district court, objecting to the oil palm plantation and\nseeks cancellation of permits, return of their customary land, and\ncompensation for losses suffered.  2018: The lawsuit is unsuccessful because\nthe community does not have a government certificate showing they are a\nrecognized Indigenous group with customary rights to the land and forests. At\ntime of writing, the community planned to appeal the decision.  \n---  \n  \nIn 2018 and in 2019, Human Rights Watch wrote to PT Ledo Lestari seeking\ninformation about its operations, human rights risk assessments, and risk-\nprevention, mitigation, and remediation measures. The company has yet to\nrespond.  [81]\n\n###  Failure to Consult Communities and Barriers to Effective Remedy\n\nIban Dayak residents said that PT Ledo Lestari did not consult with them\nbefore it began its operations, which would have been in violation of several\nIndonesian laws.  [82]\n\nMore than two dozen community members told Human Rights Watch that neither the\ncompany nor the government gave them prior information about developing an oil\npalm plantation on their land and forests.  [83]  The residents of these\nhamlets only realized operations were about to begin in the area when they saw\nbulldozers in 2004.  [84]  Mormonus, 49, now the village leader, said:\n\n> I was surprised to see big equipment near the river. I asked what the\n> equipment was for and the operators told me it was to make the state road to\n> Samarahan, Sarawak [Malaysia]. I visited their base camp in 2005, a month\n> after I was made village leader. I was told the company was called PT Ledo\n> Lestari.  [85]\n\nVillagers suspected they were given false information when they saw the\ncompany\u2019s workers arrive with more equipment, expand their construction camp,\nand cut through large swathes of their forests, rice fields, and rubber tree\nfarms.  [86]\n\nJamaluddin, the 57-year-old village council vice-chair, recalled painfully\nwatching the company\u2019s workers destroy the forests, and in anger and\ndesperation even attempted to prevent their work: \u201cThe day they destroyed the\nadat forest we protested. We went there, intercepted, and threatened to burn\ntheir equipment.\u201d He explained that the government brought in \u201cthe military,\u201d\nand bulldozed their forest, ignoring their protests. \u201cPeople were crying; I\nwas also crying. I told everyone to not attack. We had just arrows and small\nknives. They had guns. We would not win,\u201d he said.  [87]\n\nIn January 2006, soon after the protests, police detained two village leaders,\nMormonus and Jamaluddin from Semunying Jaya village, for organizing the\nprotests. The two leaders told Human Rights Watch that while in the police\nlockup, someone who introduced himself by name as the director of the PT Duta\nPalm Nusantara group visited them, promised money, and offered to aid their\nrelease if they supported the oil palm plantation. Human Rights Watch wrote to\nPT Ledo Lestari on two occasions about this but received no response. Village\nleader Mormonus said, \u201cHe [the director] offered Jamal and me IDR 1 billion\n[US$71,000] each. He said, \u2018It\u2019s only adat forest, take money and buy any\n[other] forest.\u2019\u201d  [88]  They said they rejected the offer. They were released\n10 days later but much of the forest was already decimated. The detention\ncurbed further resistance to the plantation\u2019s expansion as residents feared\narrest.\n\nBetween 2006 and 2012, the Iban Dayak community approached various authorities\nat the district level and the provisional police, sometimes with the help of\nlocal NGOs such as Wahana Lingkungan Hidup Indonesia (Indonesia Forum for\nEnvironment, WALHI), AMAN, and Persatuan Dayak (Dayak Association), to file\ncomplaints against the company\u2019s operations.  [89]  They also brought\ncomplaints to the Bengkayang Regency Plantation Development and Development\nTeam, the National Human Rights Commission of West Kalimantan, and to Komnas\nHAM.  [90]  They said these complaints appear to have triggered government\ninvestigations but with no lasting solutions.  [91]  Bengkayang police on\nseveral occasions expressed a willingness to mediate between the affected\ncommunities and PT Ledo Lestari.  [92]\n\nResidents said that in late 2009 the Bengkayang regent (elected local\ngovernment official) organized some ceremonies that the Iban Dayak community\ntold Human Rights Watch that they interpreted was done to recognize their\ncustomary rights to parts of the forests that were still intact and within the\narea allocated to PT Ledo Lestari.  [93]  Community members said the\n\u201cinauguration\u201d was attended by local government officials, adat leaders and\nIban Dayak community members, but not any representatives of the company.\n[94]  Subsequently, the regent issued an order stipulating that the Semunying\nJaya forest area was protected for seed sources.  [95]  But authorities did\nnot issue a decree recognizing their customary forest and seemed to back away\nfrom any recognition of customary rights at all.  [96]\n\nIn 2009 and 2010, after most of the surrounding forests were destroyed,\ncompany representatives held meetings with some community members\u2014all men\u2014in\nPareh and Semunying Bongkang hamlets. The company sought to negotiate a\ncompensation and rehabilitation package. None of the Iban Dayak women with\nwhom Human Rights Watch spoke participated in the discussions. Even though\nthese women were deeply impacted by the loss of the forests, the specific\nimpacts on women (see below) went unaddressed.\n\nIn 2011, the head of the West Kalimantan Plantation Service, Hiarsolih\nBuchori, was quoted acknowledging that in the area map, part of the PT Ledo\nLestari's plantation area overlapped with the community\u2019s production forest\nbut the relevant inspection report results were at the Directorate General of\nForest Protection and Nature Conservation at the Ministry of Forestry and his\noffice had not been given a copy.  [97]\n\n###  Inadequate Compensation and Unfulfilled Rehabilitation Promises\n\nAccording to the Iban Dayak families whom Human Rights Watch interviewed in\nboth villages, in 2010 PT Ledo Lestari negotiated compensation with some heads\nof families but this was done hastily without meaningful consultations.  [98]\nCompany promises made to convince villagers to sell their land have yet to be\nmet.  [99]  These include oral promises of land titles, benefits from a\n\u201cplasma\u201d plantation, and other amenities, including health clinics and\nschools. The company did not account for the negative impacts on women, such\nas lost community networks they relied on, their livelihood from weaving,\nextreme hardships accessing land to grow food, and managing available\nresources to provide food for their families.  [100]\n\nIn Semunying Bongkang, villagers said that the company asked families to sign\nrelocation \u201cagreements,\u201d but these written documents fell far short of the\noral promises made before relocating the families.  [101]\n\n####  Monetary Compensation\n\nPT Ledo Lestari failed to compensate all affected families. It only\ncompensated some residents for their loss of land cultivated with rubber trees\nand other crops such as rice paddies. Those who received compensation reported\nreceiving between IDR 1 million and 2 million (US$70 to $140) per hectare per\nfamily.  [102]\n\nFamilies said that they did not know how this loss was quantified. They said\nthe company did not systematically document each affected family\u2019s losses,\nincluding the loss experienced by women, to arrive at a negotiated settlement.\nThe company also failed to compensate the community for the loss of their\nIndigenous culture, which was inextricably linked with the forest and farming.\n\n####  Relocation from Semunying Bongkang\n\nIn 2010, PT Ledo Lestari **** relocated all residents from Semunying Bongkang.\nThe company resettled 21 families into permanent housing (constructed concrete\nbuildings with metal sheet roofing) in another location in the plantation.\n[103]  It placed 11 other families in \u201ccompany camps\u201d scattered around the\nplantation and who still await permanent homes.\n\nSemunying Bongkang residents told Human Rights Watch that the resettlement\nfollowed written \u201cagreements\u201d families were expected to sign. Residents said\nthat some weeks later people they identified as company representatives burned\nhouses at the original site even before residents had removed all their\nbelongings. Francesca, a 28-year-old mother of two, said she and her husband\nrefused relocation and declined the \u201cagreement.\u201d She said that company\nrepresentatives torched her home, rendering them homeless:\n\n> An assistant manager came to my home. On that day my oldest son had fever.\n> He said to my husband, \u201cYour five hectares of land here is gone and two\n> hectares here is gone. Go to the company and get your money.\u201d My husband\n> told them he doesn\u2019t want to sell. Months later, while I was at my mother\u2019s\n> new house [in the plantation] and my husband was away in Malaysia, we heard\n> a loud noise and could see smoke. I went to see, and it was crazy. My house\n> was already burned. Everything was in there, my son\u2019s bicycle, clothes, and\n> all the wood we planned to build a house, all was gone.  [104]\n\nMany of those who signed the \u201cagreement\u201d said they felt compelled to do so\nbecause their forests were already cleared.  [105]  Susanti, a 37-year-old\nsingle mother of four, said:\n\n> The [company] cleared the land and said I must move to another place. I had\n> to sell my land or let them take it with no pay. I did this to survive. They\n> [company] did not provide transportation for me to move my things [to new\n> location]. They burned my wood and belongings I left behind.  [106]\n\nFamilies said the company did not consult them while choosing the relocation\nsite. Two of the twenty-one new houses were on lowland that gets flooded after\nheavy rains.  [107]  Susanti described their living situation after they were\nrelocated: \u201cBefore when the rains came it went into the river. Living here\nduring the rainy season, it floods. My house and another were built too low.\nWater gets into the house.\u201d  [108]\n\nHuman Rights Watch reviewed a copy of a written \u201cagreement.\u201d PT Ledo Lestari\nhad agreed to exchange one old village house and a backyard for new housing\nand a backyard.  [109]  But the document did not reflect the other oral\npromises that residents said company representatives made. Residents told\nHuman Rights Watch that company representatives orally promised a host of\nother amenities to secure their relocation, including roads, church, clinic,\nschool, pipe-borne water, ability to harvest palm within the yard of their\nhomes, title to the land and house in the new area, and a plasma, or community\nplantation.  [110]\n\nTo date, the company had yet to give the 21 families titles to the land on\nwhich they have been living.\n\nThe families were resettled in the middle of the palm plantation with\nrestricted access to land for gardening.  [111]  Even though they said the\ncompany made oral promises to families that they could continue to harvest in\nthe yard of their new house, they subsequently found themselves branded as\n\u201cthieves\u201d when they attempted to harvest anything within the small area. Leni,\na 43-year-old resident in Semunying Bongkang, said:\n\n> The [oral] agreement with the company was that we can harvest within 50\n> meters in my yard. I was accused of stealing from the company because I\n> harvested from a tree that was in my 50-meter yard. They said we could\n> harvest from here to help pay school fees but they lied.  [112]\n\nAnother resident said he was arrested in 2018 and that plantation security\nguards questioned him for harvesting palm nuts from a tree in his yard. His\nwife had dried out the palm chaff to use for lighting a cooking fire. The\nguards reported him to the plantation manager and detained him for \u201ctheft.\u201d\nSamsul said, \u201cI was detained for harvesting palm nuts in my own yard\u2026. They\nhad a picture of my wife drying palm chaff.\u201d  [113]  He was later released but\nother residents saw the action as a warning that the land on which they live\nis not their own.\n\n####  The \u201cPlasma\u201d Plantation Promise Unmet\n\nVillagers said that PT Ledo Lestari reneged on its oral promises to residents\nthat they would benefit from a plasma plantation,  [114]  which had influenced\ntheir decision to sell. Samsul, a 48-year-old man said, \u201cThe company promised\nelectricity, water, health clinic, houses built with concrete, school and\nplasma. For plasma, we gave our land in 2010, I have not received any payment\nfor plasma.\u201d  [115]  Even after more than eight years, none of the residents\nhad received any payments or other benefits from a plasma plantation; no one\nhad any information concerning its planting, growth, or harvest estimations.\n\n###  Key Adverse Human Rights Impacts\n\nThe oil palm plantations continue to have a devastating impact on the\nlivelihoods of communities, especially women, and on their access to food,\npotable water, and their culture.\n\n####  Livelihood\n\n> Before, our lives were simple, not rich but enough. Since oil palm came\n> there is more suffering. I can\u2019t feed my family. I have a baby; I must put\n> food on the table every day. How do I do that when both of us are not\n> working? Every day I must figure out how to do this.\n>\n> \u2014Leni, 43-year-old woman, Semunying Bongkang, May 2018\n\nPrior to the oil palm plantation, the Iban Dayak depended for their livelihood\non fishing in the nearby rivers of Kumba and Semunying, farming rice, and\ntapping rubber trees. Their daily diet consisted of rice and fish they farmed\nor caught themselves, and they generated household revenue for purchasing\nadditional needs by selling natural rubber latex, rice, wood, tree bark, fish,\nand woven mats and baskets in nearby markets.  [116]\n\nPT Ledo Lestari\u2019s failure to adequately compensate for the loss of\nlivelihood\u2014including households\u2019 access to ready food sources\u2014resulting from\nforest destruction continues to have an impact on these communities.\n\nA 2011 blog posted on the West Kalimantan provincial government page reported:\n\n> PT Ledo Lestari's representative, Saut Hutapea, said, his party was ready to\n> pay compensation in accordance with the agreed price and in accordance with\n> the price list set by the government. \u2018We also just found out that some of\n> our plantations entered the production forest area when we got an\n> explanation from the Forest Area Consolidation Center,\u2019 Saut said, and that\n> \u2018we have asked the Regent of Bengkayang, why did our location permit enter\n> the production forest area?\u2019  [117]\n\nThe oil palm plantation provided some paid employment for families from\nSemunying Bongkang and Pareh hamlets. But not all families are gainfully\nemployed. According to the local NGO AMAN, only about 10 people in the 93\nimpacted households are employed by the oil palm plantation out of a total of\nabout 2,920 employees.  [118]  AMAN West Kalimantan reported that villagers\nemployed by the company earn between IDR 60,000 and IDR 80,000 per day (about\nUS$4.25 to $5.65) for eight hours of work.  [119]  Prior to the introduction\nof the plantation to the area, the majority of household needs were met\nthrough resources within the forests. The available paid employment does not\nfully compensate for that loss. Many families said they were worse off than\nbefore the oil palm plantation.\n\nFarming, a source of livelihood and food, has been deeply impacted. With the\nloss of their forest and farmland, residents in Semunying Bongkang and Pareh\nare forced to rent others\u2019 lands in villages several kilometers away, outside\nthe plantation area, adding to expenses.\n\nMargareta, a resident in Pareh, described the difficulties women face in\nSemunying Bongkang and Pareh to access land for farming. Male migration and\nthe feminization of agriculture means women need to access land for food\nproduction. Margareta said that women in Pareh could look for small pieces of\nland farther away from their village to rent and farm. But this was harder for\nwomen in Semunying Bongkang who live surrounded by oil palm. She said, \u201cThey\ncan\u2019t find land to rent. They must work in the company to be able to feed\ntheir families and it is hard work.\u201d She described how her entire family in\nSemunying Jaya village had to sell their land after the forests were\ndestroyed, and were struggling to pay their children\u2019s school fees with the\nincome they earned carrying heavy loads of palm fruit, cutting down dead palm\nfronds, and spreading chemicals (fertilizers, pest and herbicides) in the\nplantation.  [120]\n\nRinni, a 38-year-old woman with three children, said:\n\n> When I had land, I could provide for me and my children. I could grow the\n> crops I need. Now I walk a long distance to go to work [in the plantation].\n> They promised us health, education, housing, and land\u2026. They [the company]\n> don\u2019t care about our health, they just want us as labor.  [121]\n\nA few parents said that their children were forced to drop out of school\nbecause they were no longer able to afford school expenses.  [122]  The\nchildren from both hamlets attend a primary school in Pareh, about a 30 minute\nwalk from what was Semunying Bongkang. Older children attend high school in\nJagoi, 20 kilometers away, which involves more school-related expenses.\n\nLeni, a 43-year-old mother of four young children in Semunying Bongkang, said:\n\n> My daughter attends high school in Jagoi and had to drop out \u2026 because I\n> have no money. Riding a motorbike to school requires two liters of gasoline\n> daily. Placing her in a boarding house costs IDR 140,000 [$10] monthly plus\n> uniforms. I don\u2019t have money for that. I had a kiosk [food and goods stand]\n> and my husband would go to the forest, cut wood and sell when there was a\n> big expense like school needs. Now there is no forest.  [123]\n\n####  Women\u2019s Incomes from Traditional Weaving Vanishes\n\nWeaving, a source of livelihood for Iban women in Semunying Jaya village, has\nalmost been wiped out. Traditionally, Iban women are renowned for their\nweaving skills and used a variety of forest products to make household items,\nincluding baskets, ropes, and mats, which they also sold in markets nearby to\nsupplement their incomes.  [124]  The loss of the forest has not just\neliminated another financial source, it has all but ruined an\nintergenerational craft form that had cultural significance for Iban women.\nFor example, women told us that they used leaves from different trees to weave\nand make _rutan_ or ropes; and pandan leaves for mats. But these are now\nscarce. Margareta, a woman who previously enjoyed weaving and selling her\nwares, said:\n\n> Before the company, women would weave five or six meters while drying rice.\n> Now it\u2019s difficult to find pandan leaves. It\u2019s become very scarce. _Aka\n> kuya_ [leaf of another tree] is the best because it\u2019s most durable. Now we\n> don\u2019t have the materials.  [125]\n\nWomen sold extra baskets and mats in markets in Jagoi or in Malaysia. Some of\ntheir baskets with motifs sold for IDR 250,000 (US$17) each.  [126]  With the\nloss of their forests and materials needed to weave, not only have the women\nlost a source of income, but they are compelled to buy plastic baskets and\nmats for their household use, spending money they previously did not have to.\n[127]  \n---  \n  \n####  Food and Water\n\n> Sometimes you see dead fish afloat on Sungai [River] Semunying. We can\u2019t eat\n> fish that is caught dead. It means something killed them\u2014poison from the\n> number of hectares of land covered by oil palm. When it rains a lot of fish\n> end up dead. We can\u2019t eat that.  [128]\n>\n> \u2014Francesca, 28-year-old Iban Dayak woman, Semunying Bongkang, May 2018\n\nPT Ledo Lestari\u2019s operations have severely impacted the Iban Dayak\u2019s ability\nto farm, including for subsistence, and the population struggles for food.\nPaulina, a 37-year-old woman from Semunying Bongkang, said:\n\n> I can\u2019t provide food every day like before. Before the company, I used to\n> plant rice, and vegetables on a small piece of land. I would use the harvest\n> to feed my family. Now, I plant a little behind my house, not much, and it\n> doesn\u2019t do well like in my farm before.  [129]\n\nMiun, a 70-year-old woman, said: \u201cLong ago, when we had forest, men went into\nthe forest to get meat. They would hunt and bring back wild pigs. Now with no\nforest our meals have no meat.\u201d  [130]\n\nFamilies said that because fewer of them can farm, those who do face a greater\nrisk of having crops destroyed by birds, who are drawn to the crops planted.\nBefore the oil palm plantation, all families in the community planted and\nharvested at the same time, reducing the likelihood that any one family\u2019s\nfields would be ravaged by birds.  [131]\n\nIn Pareh, two women who had farmed for decades told us that their families had\nplanted rice in 2017 in separate rented plots but harvested almost nothing\nbecause birds ate all their crop.  [132]  Kinda, a 48-year-old woman in Pareh,\nsaid: \u201cI lost all of my harvest last year, Ibu Margareta too. Even though I\nwatched with my husband, the birds came at night and ate the crop. I don\u2019t\neven have seed rice to plant this year.\u201d  [133]\n\nThey said previously when they had their customary land, everyone in the two\nhamlets grew rice. This allowed families to coordinate rotational watch to\nkeep birds from destroying the crop. Moreover, since there were at least 90\nmore rice farms back then in 2000, the women felt the loss from birds was not\nas great since it was shared by all.  [134]  \u201cFamilies used to sit together to\ndecide when and where to plant. We used to work together to plant and watch\n[for birds] the rice. Last year I rented land and planted in August. I lost\neverything,\u201d Margareta said.  [135]\n\nHuman Rights Watch is unaware of any public studies of the environmental\nimpact of PT Ledo Lestari\u2019s operations in Semunying Jaya village. Our repeated\nefforts to obtain such information from the company received no reply.\nResidents, based on their many years living in the area, expressed their\nconcerns about what appeared to them to be the effect of oil palm cultivation\nand processing on the environment and their livelihoods.\n\nResidents believed that the fish populations in the nearby Semunying and Kumba\nrivers had reduced since the company\u2019s operations began. They have not had\naccess to any environmental assessments by the company or government, if there\nare any. Instead, households living here have intergenerational knowledge of\nthe water resources and fisheries that have been passed down through methods\nof sharing traditional knowledge. Based on this knowledge and lived\nexperience, residents told Human Rights Watch that they have observed over the\nyears since the company started its operations that the rivers had become more\npolluted. Human Rights Watch could not independently verify their claims, but\nthey attribute this to increased soil erosion, use of fertilizers and\npesticides, and depositing effluents from the oil palm plantation into the\nrivers.  [136]\n\nFor example, one family was nostalgic about how easily they caught fish for\nmore than three decades, catching about eight kilograms of fish a day: \u201cI put\nthe _pukat_ [fishing net] in at night and used to get the fish in the\nmorning.\u201d  [137]  This allowed the family to eat and sell the extra fish. They\nsaid the average catch progressively declined after the plantation\u2019s\noperations\u2014though there could be various reasons for a decline in fish caught.\nThe same family said they now sit out the whole day waiting to catch any fish\neven in the best fishing conditions.\n\nJampang, the 67-year-old community leader, said:\n\n> Now it\u2019s hard to get fish because soil and mud gets into the pukat. Today, I\n> rode an hour by my boat where there are rice fields and the river is not\n> polluted by the palm plantation, to be able to catch three kilograms of\n> fish.  [138]\n\nWomen felt the impact of not being able to fish in nearby waters more deeply.\nWomen do not own boats, and said they could go a full day without catching any\nfish in the rivers close to their homes, forcing them to spend money to buy\nfish. Leni, a 43-year-old woman, who had been fishing in the Semunying River\nsince she was a teenager, said:\n\n> I lived next to Sungai [River] Semunying. When I had bait and threw in my\n> line I immediately got fish. Now [after being resettled in plantation], I go\n> out in the morning and till dark sometimes I have no fish. Most people here\n> [resettlement] eat just once a day because we don\u2019t have enough rice.\n> Sometimes, I make porridge, so we can survive.  [139]\n\nA number of residents raised concerns about polluted river water, leaving them\nto seek other water sources. Some residents in Pareh believe the Kumba River\nthey previously relied on for water to drink, cook, and perform household\nchores has been contaminated based on their observations of the visible water\nquality and their perceived skin sensitivities to it. For example, Kinda said,\n\u201cThe water [in the river] is contaminated.\u201d She explained the basis for her\nassertion:\n\n> The company uses pesticides and when you bathe in it your body itches. When\n> they put the pesticides [on the plantation] the river change to red and then\n> black. People who use the river have rashes and ask the clinic [mobile\n> health center] for medication. We can see it when the river is clean and\n> when it\u2019s not.  [140]\n\nKinda says that community members waited for the rains to collect water for\ntheir bathe.\n\nIn 2018, the village council used its funds to pipe water into Pareh, reducing\nthe community\u2019s reliance on the __ Kumba River for consumption and household\nuse _._\n\nThe community also lost access to water when the company razed the forest and\ncovered smaller water sources. Several villagers said water sources downstream\nhave dried up, and they believe it is because the company rerouted some\nstreams into irrigation canals for the plantation.  [141]  Most of the\nresidents interviewed by Human Rights Watch believed the plantation disrupted\ntheir watershed\u2014that is, all of the area that drains into their traditional\nwater sources\u2014but they had no official information about this. The village\ncouncil cannot pipe water to residents from Semunying Bongkang because their\nrelocated hamlet is in the plantation, forcing them to use what they believe\nis polluted water.  [142]\n\n####  **Culture**\n\nThe oil palm plantation has eroded the culture of the Iban Dayak. In\ninterviews with Human Rights Watch, Iban Dayak said that their culture is\ninextricably linked to the forests, rivers, fields, and the land. They use the\nadat forest for foraging and rituals. Margareta, a 40-year-old mother of two\nchildren and a community leader in Pareh, said, \u201cI know the forest because my\ngrandparents used the adat forest for spiritual rituals. It was a sacred\nplace.\u201d  [143]\n\nMargareta said: \u201cOur identity as Iban Dayak is almost lost now, we have no\nforest. Our grandfathers showed us where to cultivate in the forest, harvest\nfruits, and how to live together.\u201d  [144]\n\nJamaluddin, a 52-year-old man, said: \u201cThe loss of our forests has changed our\ncustoms, habit, and daily life. The forest used to supply all our needs. My\nlife wasn\u2019t so hard when I could sell tree bark or wooden planks in Malaysia.\nAnd it\u2019s not just me but with everyone. Now we slave every day.\u201d  [145]\n\nThe company razed plants and trees integral to their customary life. Women\nshowed baskets that had been made by their grandmothers, which they inherited\nat the time of marriage. Lindan, a 57-year-old woman said, \u201cWe can\u2019t teach the\nnext generation because there are no materials [leaves]. Learning the\ntechnique takes time. The motifs and flowers on the baskets tell a story, the\nstory of the Iban.\u201d  [146]\n\nFrancesca mourned their incalculable loss: \u201cWe lost our community. When we\nweave, we talk, laugh, and are together. This place [new location inside the\nplantation] is not a village. You can\u2019t call it home. These are shelters, not\na community. It is owned by the company.\u201d  [147]\n\nHuman Rights Watch wrote to PT Ledo Lestari on two occasions requesting their\nresponse and feedback and did not receive a response. In 2012 a media outlet\nreported that a \u201clegal staff of PT Ledo Lestari, Jufendiwan, explained that\nthe 1,420 hectare land that was questioned by a number of residents had only\nbeen confirmed as a forest in 2010, \u2018while we have obtained permission\nfirst.\u2019\u201d  [148]\n\n##  Case Study: PT Sari Aditya Loka 1, Jambi Province in Central Sumatra\n\n###  Overview of Plantations and Expansion\n\nPT Sari Aditya Loka 1, an Indonesia oil palm plantation, began operating three\ndecades ago in Jambi province in central Sumatra. Since then, its operations\nhave had harmful impacts on the Orang Rimba people, an Indigenous community\nliving there. Human Rights Watch interviewed 31 Orang Rimba men and women who\nlive in PT Sari Aditya Loka 1 plantation areas in Sarolangun regency.  \n\nPT Sari Aditya Loka 1 belongs to PT Astra Agro Lestari TBK, a publicly owned\nIndonesian company. Astra Agro Lestari\u2019s ownership can be traced to Jardine\nMatheson Holding Ltd., a British conglomerate listed on the London Stock\nExchange.  [149]  Agro Astra Lestari, one of Indonesia\u2019s largest palm oil\nproducers, takes pride in its sustainability and has a host of policies. These\ninclude sustainability, traceability, and grievance redress among others.\n[150]  ISPO certified PT Sari Aditya Loka 1\u2019s operations, both plantation and\noil mill, in 2013  [151]  and audited them in January 2017.  [152]  This ISPO\ncertification is valid until 2018.  [153]\n\nPT Sari Aditya Loka 1\u2019s oil palm plantation is adjacent to the Bukit Duabelas\nNational Park, whose park and surrounding forests are home to the Orang Rimba.\n\nThe company first started clearing forests to develop the plantation in 1989.\n[154]  It obtained a government environment permit in 1995, which was renewed\nin 2006.  [155]  It has expanded its plantation since July 2006, covering a\ntotal of about 19,700 hectares of which about 13,155 hectares are for a\n\u201cplasma\u201d or community plantation.  [156]\n\nLocal NGO Komunitas Konservasi Indonesia (WARSI), which has assisted the Orang\nRimba for over two decades, estimated in 2017 that more than 750 Orang Rimba\nlived in 11 groups ( _rombongon_ ) or camps in PT Sari Aditya Loka 1\u2019s\nplantation\u2019s area.  [157]\n\nAcademics and researchers say that thousands of other Orang Rimba were driven\nto live inside the national park over the years for numerous reasons,\nincluding the operations of the oil palm plantation.  [158]  Those living in\nthe national park have little contact with the outside world and Human Rights\nWatch was not able to interview them.\n\n[ Click to expand Image  ](/modal/39173)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n[ Click to expand Image  ](/modal/39174)\n\nGlobal Forest Watch, 2016 Oil Palm data\n\n###  Ongoing Adverse Human Rights Impacts\n\nAs discussed below, PT Sari Aditya Loka 1\u2019s operations have not adequately\ncorrected the harms its operations have caused to the Orang Rimba.\n\nMany Orang Rimba told Human Rights Watch that there were no discussions with\ngovernment officials or company representatives prior to their land and\nforests being cleared and planted.  [159]  While the law in effect in 1989\ncast no clear responsibilities on companies to consult with communities,\ncompanies carrying out operations since the adoption of the UN Guiding\nPrinciples on Business and Human Rights should undertake ongoing human rights\ndue diligence to identify risks and take steps to mitigate or remedy harm\nassociated with their operations.\n\nMeriau, the leader of a rombongon of about six families living in the middle\nof an oil palm plantation, said: \u201cThis used to be my rice field. That is why I\ndon\u2019t leave this place. I had asked the person who cleared my rice field, he\nsaid, \u2018Ask the government.\u2019 How do I ask the government?\u201d  [160]\n\nSince the oil palm plantation operations began, the Orang Rimba have lived in\nthe area without proper rehabilitation. Many Orang Rimba have been compelled\nto live in small groups of 5 to 10 families, pitching _sudungs_ (a sheet of\nplastic tied to posts) in oil palm plantations, hurriedly moving frequently\nwhen discovered and chased by company employees. Human Rights Watch\nresearchers witnessed several Orang Rimba women and children begging along the\nhighway.  [161]\n\n####  Orang Rimba: An Indigenous People\n\nThe Orang Rimba are a semi-nomadic Indigenous people with their own customs,\nforest-dependent livelihoods, religious beliefs, and community decision-making\nstructures.  According to anthropologists who have studied Orang Rimba custom,\nthe community lives in small encampments ( _rombongon_ ), each led by a\nheadman ( _Temanggung)_ . Each encampment comprises huts clustered together.\nOrang Rimba custom is to move every time someone in their encampment dies.\nThey follow a matrilineal system but the community heads are men.  [162]\nBefore the oil palm plantation changed their lives, encampments varied in\nnomadic and sedentary practices.  [163]  Some were nomadic and depended\nexclusively on hunting and gathering; others practiced _padi ladang_\n(literally, \u201cfield rice\u201d), a system of cultivating tubers or rice during one\nplanting cycle and moving to another area after harvest.  [164]  \n---  \n  \nOrang Rimba, with the assistance of local NGO WARSI, met with numerous\ngovernment officials and plantation representatives between 1999 and 2018 to\nsave their habitat and develop recommendations to improve their lives.  [165]\nThe government created a national park, Bukit Duabelas National Park, as a\nmeasure to mitigate forest and biodiversity loss; but Orang Rimba and WARSI\nsaid the company did not meet their human rights responsibilities by not\ncompensating or returning land to Orang Rimba.  [166]\n\nIn response to the question of inadequate consultation and compensation, the\ncompany said that it obtained the relevant permits from the government, which\nhas authority over the land:\n\n> The presence of PT SAL in the Sarolangun region is due to Government\u2019s\n> request to help the Trans-Nucleaus Estate Plantation program, which began in\n> 1987. \u2026\n\n> The land cultivated by PT SAL is in the form of HGU. Therefore, the\n> authority over the HGU land is in the hands of the State.  [167]\n\n####  Livelihood\n\nPT Sari Aditya Loka 1\u2019s operations disrupted the Orang Rimba\u2019s traditional\nlivelihood that depended on the forest and its produce. Previously, the Orang\nRimba used and bartered forest products such as rattan and plants that\nproduced \u201cdragon\u2019s blood\u201d (a bright red resin used in medicines, dyes, and\nincense) to neighboring villages through traditionally designated\nintermediaries. They traded these forest products for goods and services.\n[168]\n\nSalima, a mother of seven, whose hut was in the company\u2019s oil palm plantation\nsaid:\n\n> Before it was easy to get rattan and ingredients from the forest. I sold\n> these to brokers from the village. We would hunt and could also cut trees to\n> sell to people in the village. Now we can\u2019t do this because it [the forest]\n> has been changed to palm oil. If we take oil palm fruits, we will be\n> detained by the company.  [169]\n\nMaliau, a mother of nine children, said:\n\n> Life was better before [the company cleared the forest]. Women could find\n> many types of food. Some wove mats from leaves and baskets. We made lamps\n> from gum resin. Now, we cannot find materials to make these.  [170]\n\nDespite disrupting traditional livelihoods in the area, the company\u2019s oil palm\nplantation provides almost no jobs for the Orang Rimba to replace the loss.\nInstead, the local NGO WARSI alleged that the plantation has hired only a few\nOrang Rimba in its plantation and processing plant. Bandung Sahari, the\ncompany\u2019s vice president of sustainability, said; \u201cPT SAL employed 8 people\nfrom the OR Community as permanent employees. However, 1 person has left and\ncurrently PT SAL-1 employs 7 Orang Rimba, with a composition of 6 men and 1\nwoman.\u201d  [171]  Most of the company\u2019s plantation employees are from\nneighboring transmigrant, mostly non-Indigenous villages.  [172]  Sahari said:\n\u201cWe [the company] are always open with Orang Rimba who want to work at PT SAL\nby following the training that we provide so that they are ready to work as\nemployees.\u201d  [173]\n\nThe company also said that since 2008 it had developed important economic\nprogramming for Orang Rimba communities that intersect with the plantation\nsuch as mechanic training, mentoring for vegetable gardens, fish farming,\nraising chicken, fattening turtles, ginger cultivation and planting jernang (a\nresin-producing plant).  [174]\n\nA government official in Jambi told Human Rights Watch that PT Sari Aditya\nLoka has made some efforts to hire Orang Rimba but they have not been\nsuccessful. He put the blame for this on the Orang Rimba:\n\n> The fact is these Suku Anak Dalam [Orang Rimba] people are lazy, very lazy.\n> They cannot stand working under the heat. I've been working with this\n> Indigenous people for 27 years.\u2026 They cannot stand hot and heat. Meanwhile,\n> working in oil palm plantation is working under the scorching sun,\n> especially when fertilizing and harvesting. It is hard work.  [175]\n\nEven though the company developed a plasma plantation as required by law,\n[176]  none of the Orang Rimba whom Human Rights Watch interviewed were\ninvolved with plasma plantation management or other productive business\nopportunity.  [177]\n\nThe company, in its letter to Human Rights Watch, contends that the government\nwas responsible for developing the plasma plantation.\n\nWhen Orang Rimba have attempted to live and work outside the plantation they\nhave encountered prejudice. Fear of this mistreatment discourages many Orang\nRimba, particularly women, from venturing out of their camps. Some Orang Rimba\nwomen described the insults they endured whenever they ventured into the\ntransmigrant village to buy food. Mai, a young Orang Rimba woman, said:\n\n> When I go to the village, people call me \u201c _Orang kubu_ ,\u201d [a slur meaning\n> backward], which is insulting. They [villagers] cover their nose when I\n> pass. I bought soap, shampoo, and new clothes to look and smell like them,\n> but it didn\u2019t work. They still call me _kubu_ , I feel bad.  [178]\n\n####  Women Reduced to Begging and Scavenging\n\nThree decades of dispossession of their land and forest has left Orang Rimba\ndestitute. To survive, some Orang Rimba women and children beg for cash or\nfood handouts along a highway in Sarolangun.  Orang Rimba women who live\nwithin the precincts of the oil palm plantation eke out a living scavenging\nloose fruit from the ground. They sell what they gather to \u201cmiddlemen\u201d for\npaltry sums. Sometimes this buys a meal of instant noodles or rice\u2014not enough\nto meet the dietary needs of their families, particularly children and\npregnant women. When they do not gather enough fruit to afford a meal, they go\nhungry.  Plantation security guards frequently disband Orang Rimba camps. The\nunpredictability of such actions has severe consequences for the sick, old,\ninfants, and pregnant women who are most vulnerable during a chase. When Human\nRights Watch researchers visited a camp in September 2018, the Orang Rimba\nwere expecting a raid by plantation security guards. But they could not leave\nthe area because a pregnant woman was in labor.  \n---  \n  \n####  Food\n\nWithout their forest, employment, or a way to feed their families, many Orang\nRimba face extreme poverty and food insecurity. Families said that before the\nplantations and loss of forest, they could eat when and whatever they wanted.\nEven if an overly sanguine perspective, their diet relied on and benefitted\nfrom the resources available in the forest, drawing on traditional knowledge\nshared over generations.\n\nOlder women said before their forest was cleared, they cooked every day. They\nhad cassava, _sago_ (starch extract from tropical palm stems) and other forest\nplants, fruits, and hunted wild animals. Muju, an older woman who remembers\nhow they lived before the forest was cleared, said, \u201cWhen I had my first\nchild, the forest was my market. I have five grown children now and no forest.\nI have to buy food from the village market.\u201d  [179]  Prejudice and lack of\nviable livelihood opportunities means these women rarely visited markets.\nSeveral said they could barely afford a few packets of instant noodles or rice\ndaily.\n\nOrang Rimba groups living in oil palm plantations cannot access forest produce\nand other food resources. Before, they used a variety of forest produce for\nhousehold consumption and sold the rest to earn money. Several Orang Rimba\nsaid they are sometimes left with no other option but to stealthily collect\nand sell oil palm fruit to buy rice or instant noodles. Sometimes they take\ntwo or three days to collect enough oil palm fruit to buy provisions and cook\na meal. Sargawi, an older woman said, \u201cWe survive by harvesting palm fruits if\nthe company [employees] doesn\u2019t come to collect. If they do, then we have\nnothing to sell.\u201d She said that she sometimes could collect enough nuts to\nsell for IDR 50,000 (US$3.60) but that required dodging company staff.  [180]\n\nIn their desperation, they often feel they have no option but to risk\nencountering company security guards. The guards can seize the fallen oil palm\nfruit they have collected, and even have them arrested and prosecuted for\ntheft. Orang Rimba said that they had once been self-sufficient but are now\nreduced to \u201cstealing\u201d oil palm fruits from the plantation area to sell and\nmake money. Selisih, a mother of three, said:\n\n> Two days ago, my children collected some [oil palm] fruits from gutters and\n> the leftovers from when the truck picks up the bunches beside the road. When\n> the company security came, I asked if I can keep what I have but they didn\u2019t\n> accept. They took my bag of fruits away.  [181]\n\nWhen they are not able to gather enough oil palm fruit to sell and then make a\nmeal, they simply boil the palm fruit to eat. When they do not find oil palm\nfruits at all, they often go hungry. Meti, a mother with two children said,\n\u201cSometimes I get 20 kilograms [of palm fruit] and sell for IDR 14,000 (US$1).\nI can buy rice, which will only last a day. I haven\u2019t cooked in two days.\u201d\n[182]\n\nThe company said it had built and continues to support schools, health\nfacilities and vocational training programs in the area.  [183]  And that it\nalso provides some direct livelihood support to some Orang Rimba aimed at\nalleviating hunger: \u201cPT SAL has developed a hunger alleviation program for\npeople in contact. To date, at least 1,082 Orang Rimba have received staples\nwhich are routinely given every month in the form of 15 \u2013 20 Kg [kilograms] of\nrice and other food packages.\u201d  [184]\n\n####  Culture\n\nThe oil palm plantation has harmed the Orang Rimba\u2019s traditional way of life.\nSeveral Orang Rimba told Human Rights Watch that when they were in the forest,\nit was divided into four parts: for burial, births, praying, and planting\ncrops and harvesting honey. Because almost all the forest has been cleared,\nexcept for the national park, these divisions no longer exist and they cannot\nfollow traditional rituals. Muju, a mother of five living children, said,\n\u201cSome who live in the park [Bukit Duabelas National Park] still have some of\nour traditions. We who are outside have lost all of that.\u201d  [185]\n\nSeveral Orang Rimba said that changes in the forest have affected them. Daud,\nan older woman who attends births, said that their traditional birthing\nrituals were lost: \u201cBefore when a baby was born, we choose a tree for the\nbaby. The tree grows, and the baby grows. The tree represents that baby. With\nno forest, we don\u2019t do these rituals anymore.\u201d  [186]\n\nTraditionally, Orang Rimba took their dead to a common place far away from all\ncamps. There they built platforms ( _rumah pasar\u2019on_ ) high enough to prevent\nwild animals from scavenging the corpse. They would leave the dead there for\ntheir souls to find their path. They were no longer able to follow this\npractice, Selisih explained: \u201cBefore when someone died, we built a rumah\npasar\u2019on and put the body on top. Now we take the body to the forest [national\npark] and dump it there and come back.\u201d  [187]\n\nMeriau, an older woman, said that their lives and culture were decimated by\nthe oil palm plantation. \u201cBefore oil palm I was happy. I had a house, garden,\nand planted rice,\u201d she said. She explained that she used to live in a\ntraditional hut made of wood and _sedang_ leaves but was now forced to live in\na plastic tent. \u201cWhen we had the forest, we could use plants as medicines. Now\nwith no forests we can\u2019t get medicinal plants and we buy medicines.\u201d But\ngetting money to buy things is a challenge. \u201cAfter palm, I am constantly\nrunning away from people who want to catch me when I collect fruits,\u201d she\nsaid.  [188]\n\nThe company said it has \u201ca special policy\u201d that regulates its security guards\u2019\ninteractions with Orang Rimba. The rules include no intimidation, no violence,\nno demeaning or insulting language.  [189]  But the company did not mention\nhow it ensures that its policy is implemented.\n\n####  Company Sustainability Policy and Grievance Mechanism\n\nAstra Agro Lestari (AAL) owns PT Sari Aditya Loka 1, which operates the oil\npalm plantation. AAL\u2019s 2015 Sustainability Policy applies to \u201call current and\nfuture operations and subsidiaries, including any refinery, mill, or\nplantation\u201d that \u201cthey own, manage, or invest in as well as all third parties\u201d\nfrom whom AAL purchases.  [190]\n\nNotably, the policy has a section on human rights, in which the company\ncommits to \u201cupholding the rights of all workers, contractors and indigenous\npeople, and local communities in accordance with the UN Guiding Principles on\nBusiness and Human Rights\u201d  [191]  ; \u201c[r]espect the rights of indigenous and\nlocal communities to give or withhold their Free, Prior and Informed Consent\n(FPIC)\u201d; and \u201cresolve all complaints, grievances and conflicts through open,\ntransparent and consultative processes\u2026including fair representation and\nensure rightful compensation where rights have been violated.\u201d  [192]\n\nHuman Rights Watch wrote to PT Sari Aditya Loka in September 2018 to ask about\nthe implementation of their sustainability policy. In correspondence with\nHuman Rights Watch, PT Astra Agro Lestari provided details about its\neducational, health, and economic initiatives in the area. It said that in\nover 10 years it had always strived to help the Orang Rimba.  [193]  WARSI has\nhad more than five meetings since 2000 with PT Sari Aditya Loka and Astra Agro\nLestari Tbk to discuss the struggles the Orang Rimba face with the loss of\ntheir forest and to develop corrective measures. According to WARSI, they have\nhad little success through these meetings. \u201cThey [PT Sari Aditya Loka] say\nthey can\u2019t give Orang Rimba land. The [plantation] manager says it\u2019s not in\nhis power to give land to Orang Rimba, power lies with the owner,\u201d said Robert\nAritonang, program manager at WARSI.  [194]  WARSI contends that PT Astra\nInternational Tbk, its majority shareholder Jardine Cycle & Carriage Ltd\n(which owns 50.11 percent), and its subsidiary Astra Agro Lestari could\nprovide alternative land to these communities. Other NGOs have publicly said\nthat PT Sari Aditya Loka has been slow to implement its own sustainability\npolicy.  [195]\n\n#  III. Key Land Governance Issues\n\nHuman Rights Watch\u2019s research in West Kalimantan and central Sumatra, as well\nas our review of Indonesian laws and secondary sources, uncovered a range of\nissues over commercial activity and land that imperil the human rights of\nIndigenous peoples in Indonesia.\n\n##  Failure to Hold Corporations Accountable\n\nIndonesia has many laws concerning commercial activity, land rights and\nIndigenous people. Human Rights Watch\u2019s research in 2018 and 2019 in West\nKalimantan and central Sumatra gave no indication that Indonesian authorities\nwere holding companies accountable when they did not adhere to existing rules\nand regulations. Prompt and meaningful government measures would both prevent\nand remedy corporate abuses that affect Indigenous people.\n\n##  Urgent Bills Languish\n\nIndonesia has a dizzying number of laws and regulations that have complicated\nland rights procedures and caused confusion with overlapping or contradictory\nregulations.  [196]  Two proposed laws\u2014one on Indigenous peoples\u2019 rights and\nanother on land rights\u2014are intended to simplify matters. The Land Rights bill\ncould clarify the role and authority of various government institutions\nrelated to land. The draft law on the Recognition and Protection of Indigenous\nPeoples\u2019 Rights aims to simplify the process for recognizing specific\nIndigenous peoples and their territories. The draft law would also set a path\ntoward the resolution of many of Indonesia\u2019s land disputes.\n\nBoth bills should go through consultations with stakeholders to ensure that\nimportant concerns are addressed.\n\n##  Unresolved Land Conflicts\n\nCommunities struggling to resolve land conflicts have found a lack of\ncoordination among ministries crucial to resolving them.\n\nUnder the Basic Agrarian Law, land is under the mandate of the National Land\nAgency of the Ministry of Agrarian and Spatial Planning.  [197]  At the same\ntime, under the forestry law, forests and forest lands are managed by the\nMinistry of Environment and Forestry.  [198]  Disputes related to village\nboundaries would also involve the Home Affairs Ministry.\n\nAs a result, the Ministry of Environment and Forestry and the National Land\nAgency are in a constant tussle regarding authority over land, which often\nintensifies land disputes.  [199]  And because these basic laws and many other\nland-related laws devolve power to the provincial and district levels, there\nare more than 1,000 offices with overlapping jurisdiction overseeing the\nimplementation of these laws.  [200]\n\nThe institutions tasked with mediating land conflicts have not been successful\nin curbing or resolving them.  [201]  Many of the land conflicts undergoing\nmediation are the result of poor enforcement of laws or corrupt government\nofficials within these institutions.  [202]  These same officials are unlikely\nto be able to impartially resolve the problems they created.\n\nRegistering land to clarify ownership rights without resolving the underlying\nconflicts also will not resolve the issues. The government has introduced\nnewer systems aimed at providing clarity over land use and supposedly\ndecreasing land conflicts. In February 2018, President Jokowi launched the\n\u201cComplete Systematic Land Registration until 2025\u201d program to register all\nland in Indonesia by 2025.  [203]  This supplements other existing mechanisms\nto register land.  [204]  The president also directed the minister of\nenvironment and forestry to submit spatial data on forest delineation in all\nregions.  [205]  The World Bank has pledged its support for the president\u2019s\ninitiative to register all land by 2025 through the \u201cOne Map Project.\u201d  [206]\n\nThese programs are unlikely to significantly resolve Indonesia\u2019s land conflict\nproblem. Local NGOs assisting affected communities have criticized these\nproposals, saying that registering land parcels that are contested without\nsetting out a path to resolve the disputes will only exacerbate conflicts\nbetween communities and businesses.  [207]  Rather than accelerated agrarian\nreform, experts have recommended instituting a commission on land conflict\nresolution, which has thus far not been prioritized.  [208]  The commission\nwould consolidate the multiple dispute resolution forums to settle land\ndisputes expeditiously.  [209]\n\n##  Poor Data Collection and Lack of Transparency\n\nData collection and transparency is poor. As discussed, there is no clear\ntracking of the numbers of land conflicts, their status, and whether they are\nresolved, outside of the mediated cases that have been analyzed. This gap in\ndata is exacerbated by putting some available information behind paywalls. For\nexample, the Ministry of Agrarian and Spatial Planning has refused access to\nplantation permit data, citing a paywall, even after the Supreme Court upheld\na freedom of information request.  [210]\n\nThe existing permit system is not equipped to prevent land conflict. Companies\nthat do not carry out the necessary consultation with communities are\noperating without accountability. Communities should not find out that their\nland and forests have been granted to companies when it is too late to take\naction to prevent it.\n\n#  IV. International Human Rights Law\n\nIndonesia is obligated under international human rights law to protect the\nrights of Indigenous people through its regulatory frameworks and ensure that\nvictims of abuses have access to redress. This includes the rights of\nIndigenous people to maintain their cultural institutions and traditional\nlivelihoods. Companies have responsibilities under human rights law to respect\nIndigenous peoples\u2019 rights in their business operations.\n\n##  Right to Culture and to Participation for Indigenous Peoples\n\nThe United Nations Declaration on the Rights of Indigenous Peoples was adopted\nby the UN General Assembly in 2007.  [211]  Although not a treaty, the UN\nconsiders this declaration to be \u201can important standard for the treatment of\nindigenous peoples that will undoubtedly be a significant tool towards\neliminating human rights violations against the planet\u2019s 370 million\nindigenous people and assisting them in combating discrimination and\nmarginalization.\u201d It says that states should prohibit \u201cany action which has\nthe aim or effect of dispossessing [indigenous peoples] of their lands,\nterritories or resources.\u201d  [212]  __\n\nThe Declaration recognizes the rights of Indigenous peoples, as a collective\nand as individuals, to the full enjoyment of all rights under international\nhuman rights law.  [213]  Indigenous peoples have the right to maintain their\ndistinct political, legal, economic, social, and cultural institutions.  [214]\nStates have the duty to provide effective mechanisms to prevent and provide\nredress for any actions that deprive Indigenous peoples of \u201ctheir integrity as\ndistinct peoples, or of their cultural values\u201d or dispossess them of their\n\u201clands, territories or resources.\u201d  [215]  Indigenous peoples have a right to\npractice and revitalize their cultural traditions and customs.  [216]\n\nInternational human rights law provides for the right to a specific way of\nlife as part of the right to culture.  [217]  The International Covenant on\nCivil and Political Rights (ICCPR) recognizes the right to self-determination\nand rights of minorities to their own culture.  [218]  The right to culture\nhas been interpreted to require legal protection for particular ways of life\nnegatively impacted by changes to the natural environment, including such\ntraditional activities as fishing or hunting.  [219]\n\nStates have a responsibility to respect, protect, and promote the rights of\nIndigenous peoples. In particular, the right to participate in decision making\nin matters that would affect their rights,  [220]  and the right to be\nconsulted in good faith in order to obtain their free, prior, and informed\nconsent.  [221]\n\n##  Indigenous Peoples\u2019 Rights to Traditional Land, Prohibition of\nDispossession\n\nIndigenous peoples\u2019 rights are both \u201ccollective and individual.\u201d This extends\nto the \u201clands, territories, or resources\u201d they \u201cown or otherwise occupy or\nuse.\u201d States have a responsibility to prevent actions that dispossess\nIndigenous peoples of their lands, territories, or resources and provide\naccess to redress when they are dispossessed.  [222]\n\nInternational law recognizes Indigenous peoples\u2019 claims to land and resources\nthat they possess based on \u201ctraditional ownership, traditional occupation or\nuse, or which they have otherwise acquired.\u201d  [223]  The UN Committee on\nEconomic, Social and Cultural Rights, a treaty monitoring body, stated in a\ngeneral comment that governments should \u201ctake measures to recognize and\nprotect the rights of indigenous people to own, develop, control and use their\ncommunal lands, territories and resources.\u201d  [224]  The Declaration on the\nRights of Indigenous Peoples acknowledges Indigenous peoples\u2019 right to own,\nuse, develop and control these traditional \u201clands, territories and resources.\u201d\n[225]  The Declaration ensures that states give legal recognition and\nprotection to these \u201clands, territories and resources\u201d to prevent and redress\n\u201cany action which has the aim or effect of dispossessing [Indigenous peoples\nand individuals] of their lands, territories or resources.\u201d  [226]\n\nInternational human rights law also protects every person\u2019s rights to an\nadequate standard of living, including to food and to housing.  [227]  The\nICCPR states that, \u201cin no case may a people be deprived of its own means of\nsubsistence.\u201d  [228]  The Universal Declaration of Human Rights refers to the\nright to property, stating, \u201c[e]veryone has the right to own property, alone\nas well as in association with others and no one shall be arbitrarily deprived\nof his or her property.\u201d  [229]  Several human rights conventions also protect\nagainst discrimination with respect to property (including on the basis of\nsex).  [230]\n\nImportantly, international human rights protections on housing or property do\nnot hinge on individuals holding formal title to land or property. The UN\nCommittee on Economic, Social and Cultural Rights stated that rights\nprotections apply whether or not individuals hold formal title: legal security\nof tenure \u201ctakes a variety of forms, including \u2026 occupation of land or\nproperty,\u201d and \u201c[n]otwithstanding the type of tenure, all persons should\npossess a degree of security of tenure which guarantees legal protection\nagainst forced eviction, harassment and other threats.\u201d  [231]\n\n##  Rights to Food, Water, Health and an Adequate Standard of Living\n\nThe International Covenant on Economic, Social and Cultural Rights guarantees\nthe right to secure one\u2019s livelihood and an adequate standard of living.\n[232]  The Covenant and other international human rights treaties and\nstandards ensure the right to available, accessible, and adequate food  [233]\nand the right to water  [234]  as an aspect of the right to an adequate\nstandard of living.  [235]  The right to water entitles everyone to have\naccess to sufficient, safe, acceptable, physically accessible, and affordable\nwater for personal and domestic use.  [236]\n\nThe right to health obligates states to recognize and take steps to fulfill\n\u201cthe right of everyone to the enjoyment of the highest attainable standard of\nphysical and mental health.\u201d  [237]  It imposes on states the responsibility\nto ensure \u201can adequate supply of safe and potable water and basic sanitation;\nthe prevention and reduction of the population's exposure to harmful\nsubstances \u2026 or other detrimental environmental conditions that directly or\nindirectly impact human health.\u201d  [238]\n\n##  Right to Redress, including Restitution or Just, Fair, and Equitable\nCompensation\n\nWhere \u201cany actions\u201d\u2014state or private actors\u2014deprive Indigenous people of their\ncultural rights, states have a responsibility to take measures to prevent, and\nprovide \u201credress through effective mechanisms.\u201d Such redress \u201cmay include\nrestitution, developed in conjunction with indigenous peoples, with respect to\ntheir cultural, intellectual, religious and spiritual property taken without\ntheir free, prior and informed consent or in violation of their laws,\ntraditions and customs.\u201d  [239]\n\nWhere the lands of Indigenous people have been \u201cconfiscated, taken [or]\noccupied,\u201d they have the right to redress, \u201cthat can include restitution or,\nwhen that is not possible, just, fair, and equitable compensation.\u201d  [240]\nCompensation can take the form of \u201clands, territories and resources equal in\nquality, size and legal status or of monetary compensation or other\nappropriate redress.\u201d  [241]\n\n##  Human Rights Responsibilities of Companies\n\nInternational law recognizes that businesses have human rights\nresponsibilities. The UN Guiding Principles on Business and Human Rights\nplaces a responsibility on businesses to conduct human rights due diligence to\nidentify actual and potential adverse human rights impacts, avoid or mitigate\ncausing or contributing to human rights abuses through their operations, and\nremediate harm when it does occur.  [242]\n\nThe UN Guiding Principles on Business and Human Rights provide that human\nrights due diligence \u201cshould be ongoing,\u201d since \u201chuman rights risks may change\nover time as the business enterprise\u2019s operations and operating context\nevolve.\u201d When it would be unreasonable for business enterprises to conduct due\ndiligence for human rights impacts across their activities, they should still\nidentify general areas in which the risk of adverse impacts is most\nsignificant.  [243]\n\nSeveral other voluntary guidelines such as the UN Food and Agriculture\nOrganization\u2019s Voluntary Guidelines on the Responsible Governance of Tenure of\nLand and the UN Basic Principles and Guidelines on Development-Based Evictions\nand Displacement also articulate business responsibility to respect human\nrights, mitigate adverse impacts caused by investments, and to remedy rights\nviolations related to land and agricultural investments.  [244]\n\nThe human rights responsibilities of businesses would not just apply to the\nplantation companies that grow oil palm fruit, but all companies in the supply\nchain downstream, such as mills that extract palm oil from the palm fruit and\ncompanies that use palm oil-based ingredients to manufacture their products.\n\n#  Recommendations\n\n##  To Indonesian Authorities, including the Office of the President,\nParliament, Ministry of Environment and Forestry, Ministry of Agrarian and\nSpatial Planning/National Land Agency, and Ministry of Home Affairs\n\n###  Urgently Recognize and Protect Indigenous Peoples and their Community\nRights to Land and Forests\n\n  * \u00b7 Promptly enact the _Rancangan Undang-Undang Pertanahan_ (Land Rights Bill) and the _Rancangan Undang-Undang Masyarakat Hukum Adat (_ Indigenous Peoples\u2019 Rights Bill) after consultation with relevant stakeholders, including Indigenous peoples\u2019 and peasants\u2019 organizations. The laws should consolidate and clarify contradictory provisions from other laws, and: \n    * Streamline the process of seeking recognition for specific Indigenous communities and their rights; \n    * Simplify the process of seeking recognition of _hak ulayat_ , or communal rights, according to Indonesian Basic Agrarian Law; \n    * Create a common standard for \u201cconsultations\u201d with communities that own or otherwise occupy or use the land proposed to be acquired for plantations, including oil palm plantations. These standards should be uniformly applied to all processes involved in acquiring government permits, including environment and social impact assessments. \n    * Define company responsibility to provide restitution or fair, just and equitable compensation, with detailed guidelines on how such compensation packages should be developed, including accounting for the specific and distinct impacts on women. \n  * Issue a Presidential Instruction to implement the May 2013 Constitutional Court decision No. 35/PUU-X/2012 on excluding traditional territories from state forest and industrial concessions. It should include clear instructions for reforming customary land registration procedures to ensure transparency and participation of communities and civil society observers and create a functional grievance mechanism accessible to the rural poor for resolution of individual land claims. \n  * Identify, review and amend all laws that do not comply with the May 2013 Constitutional Court decision No. 35/PUU-X/2012, which recognized Indigenous peoples\u2019 right to customary land. \n  * Ensure that Indigenous women are involved in formulating policies related to management of Indigenous peoples\u2019 territories. \n  * Enforce licensing regulations requiring all permits for all large-scale plantations and relevant permits for smallholder farms to enhance traceability within the supply chain and penalize plantations that do not comply. \n  * Develop a consolidated online database of all existing and planned oil palm plantations (Plantation Estate Survey and Smallholders data from Directorate General of Estate Crops), including detailed maps and related permits such as AMDAL, Location Permit and Right-to-Cultivate (HGU). The database should be freely accessible with no paywalls. \n  * Extend the mandate and provide clear support for the \u201cOne Map Initiative\u201d to resolve the overlapping claims between natural resource companies and Indigenous communities, as well as the Anti-Corruption Commission\u2019s forest sector reform efforts. \n  * Enforce the moratorium on government issuing new oil palm plantation permits to avoid any new forest clearance. \n\n###  Revise the Indonesian Sustainable Palm Oil (ISPO) certification system\nand align with international human rights standards.\n\n  * Institute a monitoring apparatus for oil palm operations and publish all monitoring reports online and disseminate in a culturally appropriate manner. \n  * Establish a transparent, accessible, and effective grievance mechanism based on international standards, which is accessible to all affected communities, including in remote villages. \n  * Sanction oil palm plantations that fail to comply with the ISPO and other human rights standards. \n  * Review certification criteria and set up mechanisms to ensure traceability within palm oil\u2019s complex supply chains. \n    * Enforce regulation requiring smallholder oil palm plantations obtain ISPO certification. \n    * Implement programs that would clarify and facilitate the certification process for all plantations. \n\n###  Establish a Land Dispute Resolution Mechanism\n\n  * Create, in consultation with Indigenous peoples\u2019 organizations and other relevant stakeholders, a high-level independent commission that includes members from Indigenous peoples\u2019 and peasants\u2019 organizations. The independent commission should have the following mandate: \n    * To investigate, mediate, and resolve land disputes in a time-bound manner, and ensure that rights-holders receive title to their land. \n    * To integrate the specific and distinct adverse impacts that women experience in resolving land disputes. \n    * Regularly collect relevant data related to land-conflicts from different authorities and periodically (such as annually) publish and update the information. \n  * Undertake a time-bound assessment of overlaps in oil palm plantation cultivation licenses with community and Indigenous territories and publish a report. \n  * Review proposed, ongoing, and completed resettlements to ensure those affected were involved in planning and implementing just, fair, and equitable compensation in accordance with international human rights standards. \n\n##  National Police\n\n###  Ensure law enforcement related to land disputes is impartial and\ntransparent\n\n  * Develop internal guidelines for handling land-related disputes between Indigenous peoples or peasant communities, and state or private companies, including oil palm plantations. \n\n##  To Oil Palm Plantation Companies Operating in Indonesia, Purchasing\nCompanies, and Other Companies in Palm Oil Supply Chains\n\n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should initiate mediation with affected communities and Indigenous peoples to resolve their longstanding grievances. Before, during, and after this process the companies should make public all permits and authorizations relevant to their oil palm operations, such as the HGU to illustrate the boundaries of their respective operations. \n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should review their past practices and offer compensation or remediation to the Indigenous peoples that were impacted. \n    * PT Ledo Lestari should transfer to residents title to land they have been relocated on, fulfill written and oral promises made to residents in Semunying Jaya village concerning adequate compensation, and establish a community plantation (plasma) or provide an alternative \u201cproductive business\u201d for residents who have lost livelihoods. \n    * PT Sari Aditya Loka 1 should provide alternative land, community (plasma) plantation or an alternative \u201cproductive business\u201d to Orang Rimba who have been impacted by their operations. \n  * PT Ledo Lestari and PT Sari Aditya Loka 1 should engage in ongoing consultations with all communities, including Indigenous people who are impacted by their operations, to discuss and adopt solutions to mitigate any ongoing harm. \n  * Ensure that companies consult with all communities who own or otherwise occupy and use land proposed for projects, including Indigenous people and women from their communities, in a manner that is aligned with the UN Declaration on the Rights of Indigenous Peoples, and make reports public. \n  * For companies operating plantations, carry out robust human rights due diligence on the impacts of proposed, and ongoing expansion and operations of oil palm plantations to provide just, fair, and equitable compensation in accordance with international human rights standards. \n  * For companies that use palm oil in their supply chains, carry out robust human rights due diligence of palm oil supply chains to ensure that palm oil produced under abusive conditions is not entering global supply chains. \n  * Create and publish sustainability and grievance redress policies aligned with the UN Guiding Principles on Business and Human Rights and the UN Declaration on the Rights of Indigenous Peoples. \n\n##  Palm Oil Importing Countries\n\n  * Enact laws or regulations requiring companies to be transparent about their palm oil supply chains. \n  * Restrict imports from companies that have not conducted robust human rights due diligence on their palm oil supply chains. \n  * Restrict Crude Palm Oil (CPO) and palm kernel oil imports from exporters with supply chains that cannot be traceable to plantation (including smallholders). \n  * Urge palm oil exporting countries to strengthen environment and land acquisition safeguards to protect local communities impacted by oil palm cultivation. \n\n##  Donor Institutions and Governments\n\n  * The World Bank should ensure that the \u201cOne Map Project\u201d resolves ongoing disputes before any registration of such disputed land is completed. \n  * The World Bank and other donors should support Indonesian government efforts to carry out reforms needed to protect community and Indigenous peoples\u2019 rights to land. \n\n#  Acknowledgments\n\nThis report was researched and written by Juliana Nnoko-Mewanu, researcher on\nwomen and land in the Women\u2019s Rights Division of Human Rights Watch.\n\nAruna Kashyap, senior counsel, and Amanda Klasing, co-director in the Women\u2019s\nRights Division, edited the report. Andreas Harsono, senior researcher on\nIndonesia, and Elaine Pearson, Australia director in the Asia Division; Komala\nRamachandra, senior researcher in the Business and Human Rights Division;\nMarcos Orellana, former director, and Luciana T\u00e9llez Ch\u00e1vez, researcher, in\nthe Environment and Human Rights Division, reviewed the report. James Ross,\nlegal and policy director; Danielle Haas, senior editor, and Joseph Saunders,\ndeputy program director, provided legal and program reviews.\n\nErasmus Cahyadi, deputy II for political and legal affairs, Aliansi Masyarakat\nAdat Nusantara (AMAN); and Asep Komarudin, head of research, Legal Aid Center\nfor the Press (LBH Pers), also reviewed the report.\n\nHuman Rights Watch would also like to thank Rukka Sombolinggi, secretary\ngeneral, Aliansi Masyarakat Adat Nusantara (AMAN); Devi Anggraini, chair, AMAN\nPerempuan; Stephanus Masiun, director, AMAN West Kalimantan; and Robert\nAritonang, program manager, Komunitas Konservasi Indonesia (WARSI), for their\nguidance and support.\n\nJosh Lyons, director of geospatial analysis, and Carolina Jorda Alvarez,\ngeospatial analyst, at Human Rights Watch, produced satellite images and maps\nfor the report. Report production was done by Remy Arthur, publications\nassociate. Erika Nguyen, coordinator in the Women\u2019s Rights Division, provided\nproduction assistance and support. The report was prepared for publication by\nFitzroy Hepkins, senior administration manager. Multimedia production was\ncoordinated by Sakae Ishikawa, senior video editor/producer, and Jessie\nGraham, deputy multimedia director; and Pailin Wedel, multimedia producer, who\nshot photos and video in Indonesia to accompany the report.\n\nMeidella Syahni, Kristi Ardiana, Anggun Nova Sastika, and Esti Wahyuni\nprovided interpretation and research assistance. Vitri Angreni, Syarafina\nVidyadhana, and Fransiskus Pascaries, consultants, translated and vetted the\nIndonesian version of the report.\n\nMost importantly, we are deeply grateful to members of the Iban Dayak and\nOrang Rimba communities who shared their stories with us.  \n\n#  Gl  ossary\n\nAdat  |  Literally means \u201ccustom\u201d in Indonesian. It is used to describe customary rules, land, or rights.   \n---|---  \nAdat community  |  Refers to Indigenous peoples in Indonesia. Adat communities are also known as _Masyarakat Hukum Adat_ , literally, \u201cCustomary Law Community,\u201d in Indonesian.   \nAMAN  |  Aliansi Masyarakat Adat Nusantara, literally, Indigenous Peoples Alliance of the Archipelago Indonesia. It is an Indigenous peoples\u2019 human rights and advocacy organization in Indonesia. AMAN has established regional chapters in many provinces, for example, AMAN West Kalimantan.   \nBRWA  |  Badan Registrasi Wilayah Adat, literally, Indigenous Territory Registration Agency. It is a nongovernmental organization that records, verifies, and submits applications to government to register Indigenous territories in Indonesia.   \n_Hak Ulayat_ |  Literally, \u201ccustomary rights,\u201d in Indonesian, used to describe the community rights of Indigenous people to control, make use of, and preserve customary land and natural resources according to their customs.   \nKKI WARSI  |  Komunitas Konservasi Indonesia WARSI, literally, Indonesian Conservation Community WARSI. It is an Indonesian NGO that focuses on advocacy related to conservation and community empowerment in Jambi province.   \nPlasma  |  Community plantation established by an outside investor.   \nTransmigration  |  An Indonesian government policy initiated in 1976, designed to alleviate overpopulation in some parts of the country and improve socio-economic conditions by moving large communities to other areas of the archipelago. Most transmigrants originated in Java and Bali and were moved to places including Papua, East Timor, Kalimantan, Sulawesi, and Seram, which led to political and ethnic tensions in the new settlements, among other problems.   \n  \n[1]  World Wildlife Fund, \u201cWhich Everyday Products Contain Palm Oil?\u201d undated,\nhttps://www.worldwildlife.org/pages/which-everyday-products-contain-palm-oil\n(accessed February 11, 2019).\n\n[2]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ) (Jakarta: BPS-\nStatistics Indonesia, 2018), p. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) (accessed November 13, 2018)  .\n\n[3]  Index Mundi, Palm Oil Production by Country in 1000 MT (Metric Tons), [\nhttps://www.indexmundi.com/agriculture/?commodity=palm-oil\n](https://www.indexmundi.com/agriculture/?commodity=palm-oil) (accessed\nNovember 5, 2018).\n\n[4]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 52-57, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[5]  United States Department of Agriculture, Foreign Agricultural Service,\n\u201cIndonesia: Oilseeds and Product Update, GAIN report No. ID1821,\u201d July 27,\n2018, [ https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10 ](https://www.fas.usda.gov/data/indonesia-oilseeds-and-products-\nupdate-10) (accessed November 13, 2018), p. 2.\n\n[6]  Philip Blenkinsop, \u201cEU Singles Out Palm Oil for Removal from Transport\nFuel,\u201d _Reuters_ , March 13, 2019, [ https://www.reuters.com/article/us-eu-\nbiofuels/eu-singles-out-palm-oil-for-removal-from-transport-fuel-idUSKBN1QU1G9\n](https://www.reuters.com/article/us-eu-biofuels/eu-singles-out-palm-oil-for-\nremoval-from-transport-fuel-idUSKBN1QU1G9) (accessed April 18, 2019); \u201cPalm\nOil is not a Green Fuel, Says EU,\u201d _Transport and Environment_ , April 16,\n2019, [ https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu ](https://www.transportenvironment.org/news/palm-oil-not-green-fuel-\nsays-eu) (accessed April 18, 2019).\n\n[7]  Global Forest Watch, \u201cTree Cover Loss in Indonesia 2018,\u201d [\nhttps://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D\n](https://www.globalforestwatch.org/dashboards/country/IDN?category=summary&economicImpact=eyJ5ZWFyIjoyMDA1fQ%3D%3D)\n(accessed February 11, 2019).\n\n[8]  BPS-Statistics Indonesia (Badan Pusat Statistik), _Indonesian Palm Oil\nStatistics 2017_ ( _Statistik Kelapa Sawit Indonesia 2017_ ), pp. 9, [\nhttps://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html\n](https://www.bps.go.id/publication/2018/11/13/b73ff9a5dc9f8d694d74635f/statistik-\nkelapa-sawit-indonesia-2017.html) .\n\n[9]  Oliver Balch, \u201cIndonesia\u2019s Forest Fires: Everything You Need to Know,\u201d\n_Guardian_ , November 11, 2015. [ https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning ](https://www.theguardian.com/sustainable-\nbusiness/2015/nov/11/indonesia-forest-fires-explained-haze-palm-oil-timber-\nburning) (accessed April 22, 2019);  Dominique Mosbergen, \u201cStaggering Human\nToll of Southeast Asia\u2019s Annual Haze,\u201d _Huffington Post_ , September 21, 2016,\n[ https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88\n](https://www.huffingtonpost.com/entry/haze-\nindonesia-100000-deaths_us_57e21df5e4b0e28b2b511d88) (accessed February 11,\n2019); Armida S. Alisjahbana and Jonah M. Busch, \u201cForestry, Forest Fires, and\nClimate Change in Indonesia,\u201d _Bulletin of Indonesian Economic Studies_ 53,\nno. 2 (2017): pp. 111-136, doi: 10.1080/00074918.2017.1365404.\n\n[10]  Shannon N. Koplitz et al., \u201cPublic health impacts of the severe haze in\nEquatorial Asia in September\u2013October 2015: demonstration of a new framework\nfor informing fire management strategies to reduce downwind smoke exposure,\u201d\n_Environmental Research Letters,_ 11, no. 9 (2016), doi:\n10.1088/1748-9326/11/9/094023. [\nhttp://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023\n](http://iopscience.iop.org/article/10.1088/1748-9326/11/9/094023) ; P. Crippa\net al., \u201cPopulation exposure to hazardous air quality due to the 2015 fires in\nEquatorial Asia,\u201d _Scientific Reports_ 6 (2016), doi: 10.1038/srep37074.\n\n[11]  Susan Callery, \u201cPalm Oil: A climate Change Culprit. Global Climate\nChange: Vital Signs of the Planet,\u201d post to \u201cAsk NASA Climate\u201d (blog),\nNational Aeronautics and Space Administration, January 7, 2015, [\nhttps://climate.nasa.gov/blog/1144/ ](https://climate.nasa.gov/blog/1144/)\n(accessed February 11, 2019); Abraham Lustgarten, \u201cPalm Oil Was Supposed to\nHelp Save the Planet. Instead It Unleashed a Catastrophe,\u201d _New York Times_ ,\nNovember 20, 2018, [ https://www.nytimes.com/2018/11/20/magazine/palm-oil-\nborneo-climate-catastrophe.html\n](https://www.nytimes.com/2018/11/20/magazine/palm-oil-borneo-climate-\ncatastrophe.html) (accessed February 11, 2019).\n\n[12]  \u201cIndonesia,\u201d Climate Action Tracker, undated, [\nhttps://climateactiontracker.org/countries/indonesia/sources/\n](https://climateactiontracker.org/countries/indonesia/sources/) (accessed\nFebruary 11, 2019); and The Ministry of Foreign Affairs of the Netherlands,\n\u201cClimate Change Profile: Indonesia,\u201d [\nhttps://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf\n](https://reliefweb.int/sites/reliefweb.int/files/resources/Indonesia_2.pdf)\n(accessed June 7, 2019).\n\n[13]  \u201cIndigenous Peoples in Indonesia,\u201d International Work Group for\nIndigenous Affairs, undated, [ https://www.iwgia.org/en/indonesia\n](https://www.iwgia.org/en/indonesia) (accessed June 7, 2019).\n\n[14]  Indonesia\u2019s National Commission on Human Rights (Komnas HAM), National\nInquiry on the Right of Indigenous Peoples on their Territories in the Forests\nZones: Summary of Findings and Recommendations for Improvement of the Law and\nPolicy Concerning Respect, Protection, Compliance and Remedy Relating to the\nHuman Rights of Indigenous Peoples over their territories within the Forest\nZones, (Jakarta: Komnas HAM, 2016), p. 7, [\nhttps://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf\n](https://www.forestpeoples.org/sites/default/files/publication/2016/04/komnas-\nham-nationalinquiry-summary-apr2016.pdf) (accessed December 10, 2018).\n\n[15]  Ibid.\n\n[16]  Ombudsman Republik Indonesia, Completion of Community Report Data 2016\n(Period 1 January \u201331 December 2016) (Data Penyelesaian Laporan Masyarakat\nTahun 2016 (Periode 1 Jan \u201331 Desember 2016)), (Jakarta: Ombusdsman RI, 2016);\nOmbudsman Republik Indonesia, Completion of Community Report Data for Quarter\nIV of 2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan\nMasyarakat Triwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017), (Jakarta:\nOmbudsman RI, 2017). Documents on file with Human Rights Watch.\n\n[17]  Ombudsman RI, Data Completion of Community Reports for Quarter IV of\n2017 (Period 1 October \u2013 December 2017) (Data Penyelesaian Laporan Masyarakat\nTriwulan IV Tahun 2017 (Periode1 Oktober\u2013Desember 2017)). Documents on file\nwith Human Rights Watch.\n\n[18]  Ombudsman RI, _2018 Ombudsman Annual Report of the Republic of\nIndonesia_ ( _Laporan Tahunan 2018 Ombudsman Republik Indonesia_ ), (Jakarta:\nOmbudsman RI, February 2019), [ http://ombudsman.go.id/produk?c=19\n](http://ombudsman.go.id/produk?c=19) (accessed April 18, 2019).\n\n[19]  Konsorsium Pembaruan Agraria, _Agrarian Reform under the Shadow of\nInvestment: Great Echoes on the Roadsides, 2017 End of Year Report_ ,\n(Jakarta: KPA, 2017), p. 6. This is  data of the indigenous communities that\nare member of AMAN in 2018.  AMAN estimates that the population of indigenous\npeoples in the country is about 70 million individuals. However, there is no\nofficial census data stating the number of indigenous people in Indonesia.\n\n[20]  Indigenous Peoples Alliance of the Archipelago (Aliansi Masyarakat Adat\nNusantara) (AMAN), \u201cHomepage,\u201d undated, [ http://www.aman.or.id/\n](http://www.aman.or.id/) (accessed April 18, 2019).\n\n[21]  Badan Registrasi Wilayah Adat (BRWA), undated, [ http://brwa.or.id/\n](http://brwa.or.id/) . Badan Registrasi Wilayah Adat (BRWA, Customary\nTerritory Registration Agency), is an institution that registers, verifies,\nand submits maps of Indigenous territories to government for certification.\n\n[22]  Lusia Arumingtyas, \u201cMinistry of Environment Releases Indicative Map of\nCustomary Forests and Amends Rules\u201d (\u201cKementerian Lingkungan Rilis Peta\nIndikatif Hutan Adat dan Ubah Aturan\u201d), _Mongabay_ , May 29, 2019, [\nhttps://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/\n](https://www.mongabay.co.id/2019/05/29/kementerian-lingkungan-rilis-peta-\nindikatif-hutan-adat-dan-ubah-aturan/) (accessed July 3, 2019).\n\n[23]  Constitution of Republic of Indonesia, Section VI, art. 18B, para 2.\nAMAN interchanges Indigenous with adat, and legal recognition means being\nrecognized as an Indigenous community.\n\n[24]  Law No. 41 of 1999 on Forestry (Law of Forestry), art. 67(1); Law No. 39\nof 2014 on Plantations (Law of Plantations), arts. 5, 6, 12, 13, 17, 55(b) and\n103; Law No. 7 of 2004 on Water Resources (Law of Water Resources), 6 (2),\n(3); Presidential Regulation on the Implementation of Land Procurement for\nPublic Interests, No. 71 of 2012, art. 22(1); The Regulation of Ministry of\nInternal Affairs on the Guidance of Recognition and Protection of Customary\nLaw Community, No. 52 of 2014, art. 5(2); Agrarian and Spatial Planning\nMinisterial Regulation on Mechanisms to Stipulate Communal Right over Land for\nIndigenous Peoples and Communities Located in Certain Areas, No. 10 of 2016,\nart. 4(1).\n\n[25]  Law of Forestry, art. 67(1); Law of Plantations, arts. 5, 6, 12, 13, 17,\n55(b) and 103; Law of Water Resources, art. 6 (2) and (3); Agrarian and\nSpatial Planning Ministerial Regulation on Communal Land Rights, art. 4(1).\n\n[26]  D.A.A. Sari et al., \u201cIndigenous people\u2019s forest management to support\nREDD [Reducing Emissions from Deforestation and Forest Degradation] program\nand Indonesia one map policy,\u201d _IOP Conference Series: Earth and Environment\nScience_ 200(1) no. 2048 (2018): p. 6-7, doi: 10.1088/1755-1315/200/1/012048 ;\nLusia Arumingtyas, \u201cAccelerating Recognition of Customary Forests: Regional\nGovernments Must Be Proactive\u201d (\u201cPercepat Pengakuan Hutan Adat, Pemerintah\nDaerah Harus Proaktif\u201d), _Mongabay_ , February 11, 2018, [\nhttps://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/\n](https://www.mongabay.co.id/2018/02/11/percepat-pengakuan-hutan-adat-\npemerintah-daerah-harus-proaktif/) (accessed February 11, 2019).\n\n[27]  Kasmita Widodo, \u201cCollect Promise for the Protection of Customary\nForests\u201d (\u201cOpini: Menagih Janji Perlindungan Hutan Adat\u201d), _Mongabay_ , June\n25, 2018, [ https://www.mongabay.co.id/2018/06/25/opini-menagih-janji-\nperlindungan-hutan-adat/ ](https://www.mongabay.co.id/2018/06/25/opini-\nmenagih-janji-perlindungan-hutan-adat/) (accessed February 11, 2019), There\nare about 15 draft regional regulations still under discussion.\n\n[28]  \u201cCustomary Territory (\u201cWilayah Adat\u201d),\u201d BRWA, [\nhttp://brwa.or.id/wa?q=&p=&s[]=1 ](http://brwa.or.id/wa?q=&p=&s%5b%5d=1)\n(accessed April 22, 2019).\n\n[29]  An adat community\u2019s recognition follows procedures laid out in Ministry\nof Internal Affairs Regulation No. 52 of 2014. Recognition of adat areas falls\nwithin the Agrarian and Spatial Planning Ministerial Regulation on Mechanisms\nto Stipulate Communal Right over Land for Indigenous Peoples and Communities\nLocated in Certain Areas (MoASP Regulation on Communal Rights), No. 10 of\n2016. Recognition of adat forests or territories in forest areas refers to\nMinister of Environment and Forestry Regulation on Forest Subject to Rights\n(MoEF Regulation on Forest Subject to Rights), No. 32 of 2015.\n\n[30]  See \u201cStatistik,\u201d BRWA, undated, [ www.brwa.or.id\n](http://www.brwa.or.id) (accessed April 18, 2019).\n\n[31]  Human Rights Watch interview with Stephanus Masiun, executive director\nof AMAN West Kalimantan, Pontianak, West Kalimantan, September 23, 2018.\n\n[32]  Judicial Review of 1999 Law of Forestry, Constitutional Court, Case No.\n35/PUU-X/2012, decision, May 16, 2013. [\nhttp://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe\n](http://www.forestpeoples.org/index.php/en/topics/rights-land-natural-\nresources/news/2013/05/constitutional-court-ruling-restores-indigenous-pe)\n(accessed May 14, 2019).\n\n[33]  Library of Congress, \u201cIndonesia: Forests Rights of Indigenous Peoples\nAffirmed. Global Legal Monitor,\u201d June 3, 2013, [\nhttp://www.loc.gov/law/foreign-news/article/indonesia-forest-rights-of-\nindigenous-peoples-affirmed/ ](http://www.loc.gov/law/foreign-\nnews/article/indonesia-forest-rights-of-indigenous-peoples-affirmed/)\n(accessed December 05, 2018).\n\n[34]  Adisti Sukma Sawitri, \u201cIndonesia Still Behind in Indigenous Peoples Land\nRecognition,\u201d _Jakarta Post_ , September 12, 2018. [\nhttps://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html\n](https://www.thejakartapost.com/news/2018/09/11/indonesia-still-behind-in-\nindigenous-peoples-land-recognition.html) (accessed July 9, 2019); Anne-Sophie\nGindroz, \u201cProgress \u2018too slow, too small\u2019\u201d: Why Indonesia\u2019s largest indigenous\ngroup will not endorse Jokowi for re-election,\u201d post to untitled blog, Rights\nand Resources Initiative, January 31, 2019, [\nhttps://rightsandresources.org/en/blog/progress-too-slow-too-\nsmall/#.XUxsUIhKjIU ](https://rightsandresources.org/en/blog/progress-too-\nslow-too-small/#.XUxsUIhKjIU) (accessed August 8, 2019); Sandrayati Moniaga,\n\u201cRecognition of customary forests yet to help indigenous peoples,\u201d _Jakarta\nPost_ , July 17 2019, [\nhttps://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html\n](https://www.thejakartapost.com/news/2019/07/17/customary-forests-yet-help-\nindigenous-people.html) (accessed August 8, 2019).\n\n[35]  MoEF Regulation on Forest Subject to Rights.\n\n[36]  National Medium-Term Development Plan 2015\u20132019 (Rencana Pembangunan\nJangka Menengah Nasional 2015-2019), Government of Indonesia.\n\n[37]  \u201cJokowi grants first-ever Indigenous land rights to 9 communities,\u201d\n_Mongabay_ , January 4, 2017, [ https://news.mongabay.com/2017/01/jokowi-\ngrants-first-ever-indigenous-land-rights-to-9-communities/\n](https://news.mongabay.com/2017/01/jokowi-grants-first-ever-indigenous-land-\nrights-to-9-communities/) (accessed February 11, 2019); Dean Yulindra Affandi,\n\u201cNo Better Time for Indonesia's Indigenous Communities to Reclaim Land\nRights,\u201d post to World Resource Institute (WRI) (blog), February 9, 2018, [\nhttps://wri-indonesia.org/en/blog/no-better-time-indonesias-indigenous-\ncommunities-reclaim-land-rights ](https://wri-indonesia.org/en/blog/no-better-\ntime-indonesias-indigenous-communities-reclaim-land-rights) (accessed February\n11, 2019).\n\n[38]  \u201cImpact of Social Forests for Communities\u201d (\u201cDampak Hutan Sosial Bagi\nMasyarakat\u201d), Ministry of Environment and Forestry of the Republic of\nIndonesia (KLHK). Press Conference, No. SP.140/HUMAS/PP/HMS.3/4/2019, April\n15, 2019, [ http://ppid.menlhk.go.id/siaran_pers/browse/1871\n](http://ppid.menlhk.go.id/siaran_pers/browse/1871) (accessed April 22, 2019);\nMinistry of Environment and Forestry, _2017 Environmental and Forestry\nStatistics Indonesia_ , (Jakarta: KLHK, 2018).\n\n[39]  \u201cIndonesian President Signs 3-year Freeze on New Oil Palm Licenses,\u201d\n_Mongabay_ , September 20, 2018. [\nhttps://news.mongabay.com/2018/09/indonesian-president-signs-3-year-freeze-on-\nnew-oil-palm-licenses/ ](https://news.mongabay.com/2018/09/indonesian-\npresident-signs-3-year-freeze-on-new-oil-palm-licenses/) (accessed April 22,\n2019).\n\n[40]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, Replaced with Minister of Agrarian Affairs\nand Spatial Planning/Head of National Land Agency Regulation on Location\nPermits, No. 5 of 2015, replaced by Regulation on Location Permits, No. 14 of\n2018, which sets out the procedures and requirements for obtaining Location\nPermits via an online submission system (OSS). The OSS simplifies the\nlicensing procedure and could expedite the application process; and government\nregulation concerning implementation of spatial planning requests, No. 15 of\n2010.\n\n[41]  Law of Environmental Protection and Management, No. 32 of 2009, art. 22.\nEvery business and/or activity having substantial impact on the environment\nshall be obliged to have an Amdal; art. 26(1) initiators should involve\ncommunities; and (2) involvement of communities shall be based on principle of\nprovision of information transparently and completely as well as shall be\nnotified prior to the execution of the activity; and Government Regulation\nconcerning Environmental Permits, No. 27 of 2012.\n\n[42]  Law of Plantations, arts. 42-45; Ministry of Agriculture Regulation No.\n26 of 2007.\n\n[43]  For relevant forest release related regulations, see, Forest Legality\nInitiative, Indonesia, [ https://forestlegality.org/risk-\ntool/country/indonesia ](https://forestlegality.org/risk-\ntool/country/indonesia) .\n\n[44]  Law of Basic Agrarian Principles, No. 5 of 1960, arts. 28-34; Government\nRegulation on the Right of Exploitation, the Right of Building and the Right\nof Use of Land, No. 40 of 1996.\n\n[45]  Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nIndonesian Sustainable Palm Oil (ISPO) and Roundtable on Sustainable Palm Oil\n(RSPO), _Joint Study on the Similarities and Differences of the ISPO and the\nRSPO Certification Systems_ (Jakarta: Ministry of Agriculture of the Republic\nof Indonesia, Secretariat of Indonesian Sustainable Palm Oil (ISPO) and\nRoundtable on Sustainable Palm Oil (RSPO), 2015), pp. 48, 51-52, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) (accessed January 16,\n2019). The paper outlines the legal framework and community consultation\nrequirements in detail.\n\n[46]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 14 of 2018.\n\n[47]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permit, art. 21. The repealed regulation on Location Permit No. 2 of\n1999, referred to consultation in art. 4, and in art. 6(5).\n\n[48]  Government Regulation concerning Environmental Permits, no. 27 of 2012;\nLaw of Environmental Protection and Management, No. 32 of 2009; and\nEnvironment Ministry Regulation No. 8 of 2006.\n\n[49]  Law on Environmental Protection and Management, art. 26(4).\n\n[50]  Law of Plantations, art. 12, 1: (1) In the matter of land rights\nrequired for a plantation business in which there is existing communal\ncustomary land, the business owners must undertake a negotiation process with\nthe customary community, which has communal rights to obtain an agreement on\nreleasing of the land and the associated relevant points.\n\n[51]  Law of Plantations, art. 12(1-2), (formerly Law of Plantations, no. 18\nof 2004, art. 9 (2)).\n\n[52]  McCarthy, J. and Zen, Z., \u201cRegulating the oil palm boom: assessing the\neffectiveness of environmental governance approaches to agro\u2010industrial\npollution in Indonesia,\u201d _Law & Policy _ , 32 _,_ no. 1 (2010), pp.153-179;\nand Jelsma, I., Schoneveld, G.C., Zoomers, A. and Van Westen, A.C.M.,\n\u201cUnpacking Indonesia\u2019s independent oil palm smallholders: An actor-\ndisaggregated approach to identifying environmental and social performance\nchallenges\u201d _Land Use Policy_ 69 (2017), pp. 281-297.\n\n[53]  Human Rights Watch interviews with Rukka Sombolinggi, secretary general,\nand Sinung Karto, human rights officer, of AMAN, local NGO, May 2, 2018.\n\n[54]  The former Agrarian Minister/Head of the National Land Agency Regulation\non Location Permits, No. 2 of 1999, art. 8 requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings. The current Regulation\non Location Permit, 2018, uses a single online process for multiple licensing\nprocedures overseen by different relevant institutions. See, \u201cPP OSS [Online\nSingle Submission] is Considered to Weaken the Obligatory Position of AMDAL\u201d\n(\u201cPP OSS Dinilai Lemahkan Posisi Wajib AMDAL\u201d), _HUKU_ , May 15, 2019, [\nhttps://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal\n](https://www.hukumonline.com/berita/baca/lt5cdc18e537f3c/pp-oss-dinilai-\nlemahan-posisi-wajib-amdal) (accessed May 16, 2019). Human Rights Watch\ninterview with Agatha Anida, attorney at Agatha, Roslaini and Dunasta of the\nIndigenous Law Society, Pontianak, April 30, 2018. Human Rights Watch\ninterviews with Rukka Sombolinggi and Sinung Karto, May 2, 2018.\n\n[55]  Basten Gokkon, \u201cIndonesia to Strengthen Environmental Impact Assessments\nThrough Process Review,\u201d _Mongabay_ , January 24, 2018, [\nhttps://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/\n](https://news.mongabay.com/2018/01/indonesia-to-strengthen-environmental-\nimpact-assessments-through-process-review/) (accessed April 29, 2019). The\narticle cites Minister Siti Nurbaya Bakar, who acknowledged that the current\nAMDAL process has loopholes that companies exploit; Nikson Sinaga, \u201cAlleged\nForgery of Information and Reported AMDAL Signatures,\u201d _Kompas_ , January 17,\n2019, [ https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-\nketerangan-dan-tanda-tangan-amdal-dilaporkan/\n](https://kompas.id/baca/nusantara/2019/01/17/dugaan-pemalsuan-keterangan-dan-\ntanda-tangan-amdal-dilaporkan/) (accessed May 16, 2019)  ; \u201cAmdal Corruption\nis a Source of Environmental Damage: Review of Regulations Regarding\nEnvironmental Impact Analysis\u201d(\u201cKorupsi Amdal Sumber Kerusakan Lingkungan Kaji\nUlang Regulasi Terkait Analisis Mengenai Dampak Lingkungan\u201d), _Kompas_ ,\nSeptember 26, 2017, [ https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/\n](https://kompas.id/baca/humaniora/ilmu-pengetahuan-\nteknologi/2017/09/26/korupsi-amdal-sumber-kerusakan-lingkungan/) (accessed May\n16, 2019).\n\n[56]  See case studies below for more details.\n\n[57]  Law of Forestry, art. 68(3); Law of Plantations, art. 12(1).\n\n[58]  Law of Plantations, art. 58 (formerly Law on Plantations, No. 18 of\n2004, art. 22) read with Regulation of Minister of Agriculture concerning\nPlantation Business License Guidelines, No. 98/Permentan/OT.140/9/2013,\n(\"Permentan No. 98/2013\"). Under the law, when a plantation procures a right\nto exploit permit before 2007, authorities should verify whether they\ncooperated with any previous community plantation schemes or provide\nalternative productive business opportunities to local communities.\n\n[59]  Law of Plantations, art. 58(2).\n\n[60]  Indonesian Sustainable Palm Oil, \u201cISPO\u201d, [ http://www.ispo-\norg.or.id/index.php?lang=en ](http://www.ispo-org.or.id/index.php?lang=en)\n(accessed January 16, 2019).\n\n[61]  Ministry of Agriculture Regulation No. 19 / Permentan / OT. 140 /3/2011\nconcerning the Guidelines for ISPO. The government has made ISPO certification\nmandatory for large producers since 2014; for smallholders from 2022.\n\n[62]  Regulation of the Minister of Agriculture concerning the Indonesian\nSustainable Palm Oil (ISPO) Certification System, No. 11 / Permentan / OT.140\n// 3/2015, art. 4 (1), art. 6 (2), art. 7 (3), and art. 8 (3). In practice\nthere is no evidence that the government sanctions plantations that have not\nobtained the required certification.\n\n[63]  \u201cGabungen Oil Palm Entrepreneurs\u201d (\u201cGabungen Pengusaha Kelapa Sawit \u201d),\nIndonesia (GAPKI), [ https://gapki.id/ ](https://gapki.id/)\n\n[64]  \u201cAbout Us,\u201d RSPO, undated, [ https://rspo.org/about\n](https://rspo.org/about) [ https://rspo.org/ ](https://rspo.org/) (accessed\nDecember 10, 2018).\n\n[65]  Ministry of Agriculture of the Republic of Indonesia, Secretariat of\nISPO and RSPO, _Joint Study on the Similarities and Differences of the ISPO\nand the RSPO Certification Systems,_ [ https://www.undp.org/content/dam/gp-\ncommodities/docs/ISPO-RSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf/)\n\n[66]  Forest Peoples Programme \u201cA comparison of Leading Palm Oil Certification\nStandards,\u201d November 22, 2017, [ http://www.forestpeoples.org/en/responsible-\nfinance-palm-oil-rspo/report/2017/comparison-leading-palm-oil-certification-\nstandards ](http://www.forestpeoples.org/en/responsible-finance-palm-oil-\nrspo/report/2017/comparison-leading-palm-oil-certification-standards)\n(accessed February 11, 2019); Profundo, \u201cExternal Concern on the ISPO and RSPO\nCertification Schemes,\u201d January 21, 2018, , [\nhttps://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf\n](https://www.foeeurope.org/sites/default/files/eu-\nus_trade_deal/2018/report_profundo_rspo_ispo_external_concerns_feb2018.pdf)\n(accessed January 16, 2019); \u201cBacktracking on reform: how Indonesia\u2019s\nGovernment is weakening its palm oil standards,\u201d Environmental Investigation\nAgency news release, February 8, 2018, [ https://eia-\ninternational.org/backtracking-reform-indonesias-government-weakening-palm-\noil-standards/ ](https://eia-international.org/backtracking-reform-indonesias-\ngovernment-weakening-palm-oil-standards/) (accessed January 16, 2019).\n\n[67]  Efeca, \u201cComparison of the ISPO, MSPO and RSPO Standards, Economics,\nClimate, Environment,\u201d 2015, [ https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf\n](https://www.sustainablepalmoil.org/wp-\ncontent/uploads/sites/2/2015/09/Efeca_PO-Standards-Comparison.pdf) (accessed\nFebruary 11, 2019); Ministry of Agriculture of the Republic of Indonesia,\nSecretariat of ISPO and RSPO, Joint Study on the Similarities and Differences\nof the ISPO and the RSPO Certification Systems, [\nhttps://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf\n](https://www.undp.org/content/dam/gp-commodities/docs/ISPO-\nRSPO%20Joint%20Study_English_N%208%20for%20screen.pdf) . Forest Peoples\nProgramme \u201cA comparison of Leading Palm Oil Certification Standards.\u201d Forest\nPeoples Programme categorized ISPO as the weakest standard out of seven in\nupholding basic land rights and customary rights.\n\n[68]  Letter from Roundtable on Sustainable Palm Oil (RSPO) to PT Darmex Agro\nHoldings, a holding company of PT Ledo Lestari, March 25, 2013, on file with\nHuman Rights Watch. According to PT Darmex Agro\u2019s website the company is one\nof the largest palm oil cultivation, production, and exporting groups in\nIndonesia. The information appears outdated and the company did not respond to\nany Human Rights Watch communications. According to what appears to be 2009\ninformation, the company states that it has eight plantations and palm oil\nmills in Riau, Sumatra, and Kalimantan. It does not produce any information\nabout the plantation Human Rights Watch researched. They claim to produce\nabout 36,000 metric tons of Crude Palm Oil (CPO) each month. \u201cCompany\nProfile,\u201d PT. Darmex Agro,\nhttp://www.darmexagro.com/index.php?option=com_content&task=view&id=1&Itemid=2\n(accessed March 18, 2019).\n\n[69]  AMAN\u2013Indonesia,  Sheets of Cases of Human Rights Violations  (\u201c  Lembar\nKasus Pelanggaran Ham  \u201d  ),  undated, on file with Human Rights Watch.\n\n[70]  \u201cSertifikasi ISPO,\u201d ISPO, undated, [ http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina\n](http://www.ispo-\norg.or.id/index.php?option=com_content&view=article&id=79&Itemid=225&lang=ina)\n(accessed August 8, 2019).\n\n[71]  Letter from RSPO to Dutapalma Nusantara, Re: Final Response on the\nComplaint Pertaining to PT Dutapalma Nusantara, May 9, 2013, [\nhttps://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail\n](https://askrspo.force.com/Complaint/s/case/50090000028Es09AAC/detail)\n(accessed March 18, 2019).\n\n[72]  Encyclopedia Britannica, \u201cIban,\u201d undated, [\nhttps://www.britannica.com/topic/Iban ](https://www.britannica.com/topic/Iban)\n(accessed January 21, 2019)\n\n[73]  See Erik Jensen, _The Iban and Their Religion_ (Oxford: Clarendon Press,\n1974); Derek Freeman, _Iban Agriculture: a report on the shifting cultivation\nof hill rice by the Iban of Sarawak_ (London: H.M.S.O, Colonial Office,\nColonial Research Studies, No. 18. xii, 1955), paras. 61, 237-239, 256, 275.\n\n[74]  Derek Freeman, _Iban Agriculture._\n\n[75]  Stephanus Masiun, \u201cDayak NGO Responses to National Legal and Policy\nFrameworks Affecting Adat Governance in Indonesia,\u201d (paper presented at IASCP\nconference, Bloomington, Indiana, May 31-June 4, 2000), p.3 [\nhttps://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y\n](https://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/1916/masiuns041300.pdf?sequence=1&isAllowed=y)\n(accessed January 21, 2019).\n\n[76]  Human Rights Watch interview with Jamaluddin, vice-chair of the village\ncouncil, Pareh, May 2, 2018.\n\n[77]  Supreme Court of Indonesia (Mahkamah Agung Republik Indonesia), Civil\nClaim Decision 16/Pdt.G/2014/PN.Bky (Putusan Perdata Gugatan Nomor\n16/Pdt.G/2014/PN.Bky), December 15, 2014; Minutes of House Handover (Darmex\nFoundation) ( _Berita Acara Serah Terima Rumah_ ), 2010; Bupati Bengkayang,\nDetermination of the Semunying Jaya Forest Area as a Protected Forest Area for\nSeed Sources (Penetapan Kawasan Hutan Semunying Jaya Sebagai Kawasan Hutan\nYang Dilindungi Untuk Sumber), February 2, 2010; Proposal of Plasma Pareh\nCommunity (Usulan Plasma Masyarakat Pareh), December 22, 2010; copies of\ndocuments on file with Human Rights Watch.\n\n[78]  Supreme Court of Indonesia, Civil Claim Decision 16/Pdt.G/2014/PN.Bky.\n\n[79]  Ibid. The Regent issued location permit No. 13 / ILBPN / BKY / 2004\ndated December 20, 2004; and Plantation Business Permit No. 525 / 1.270 / HB /\nXII / 2004 dated December 17, 2004, copies of documents on file with Human\nRights Watch.\n\n[80]  Penal Code of Indonesia, No. 27 of 1999,  arts. 368 and 369.\n\n[81]  Letters from Human Rights Watch to PT Ledo Lestari, August 29, 2018, and\nJune 20, 2019.\n\n[82]  Agrarian Minister/Head of the National Land Agency Regulation on\nLocation Permits, No. 2 of 1999, art. 8, requires that consultation with the\ncommunity is done during a land suitability survey conducted by the company\nand relevant agencies to enable input from the community in relation to the\nplanned investment in their land and the surroundings, Replaced with Minister\nof Agrarian Affairs and Spatial Planning/Head of National Land Agency\nRegulation on Location Permits, No. 5 of 2015, replaced by Regulation on\nLocation Permits, No. 14 of 2018; Law of Forestry, art. 68(3) and (4). (3) The\ncommunities in and around the forest are entitled to compensation for the loss\nof access to the surrounding forest as a source of livelihood due to the\nestablishment of a forest area, in accordance with the applicable laws and\nregulations; (4) Every person has the right to receive compensation because of\nthe loss of rights to land as a result of the establishment of forest areas in\naccordance with the provisions of the applicable legislation; Law of\nPlantations, art. 12(1) (\u201cIn the event that the land needed for a Plantation\nBusiness is [owned by] Customary Law Communities, the Plantation\nBusinessperson must conduct deliberations with the Customary Law Community\nholders of _Ulayat_ rights to obtain approval regarding the surrender of Land\nand compensation.\u201d)\n\n[83]  Human Rights Watch interviews with 26 Indigenous community members in\nPareh and Semunying Bongkang, May and September 2018.\n\n[84]  Human Rights Watch interviews with Samsul, Semunying Bongkang, May 2,\n2018; Mormonus, village head, Semunying Jaya village, May 1, and May 3, 2018;\nJampang, traditional head, Pareh, September 21, 2018.\n\n[85]  Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[86]  AMAN Indonesia, Case Sheet of Violation of Human Rights (  Lembar Kasus\nPelanggaran Ham  ) (LDK Semunying), undated, on file with Human Rights Watch.\n\n[87]  Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[88]  Human Rights Watch interview with Mormonus, May 3, 2018.\n\n[89]  Letter from Iban Dayak community on Protection of Nature's Content in\nIndonesia: Dayak Indigenous Peoples of West Kalimantan (Badan Perisai\n(Perlindungan Isi Alam Indonesia: Masyarakat Adat Dayak Kalimantan Barat) to\nlocal authorities, July 30, 2003; Statement on the Attitude of the Border\nIndigenous Peoples of Semunying Jaya KEC Village (Pernyataan Sikap Masyarakat\nAdat Perbatasan Desa Semunying Jaya KEC), Jagoi Babang, December 22, 2005;\nLetter from Iban Dyak community to Republic of Indonesia House of\nRepresentatives, Submission of Public Complaints Regarding Requests for\nTermination of Oil Palm Expansion in Kalimantan (Dewan Perwakilan Rakyat\nRepublic Indonesia, Penyampaian Pengaduan Masyarakat Mengenai Permohonan\nPenghentian Ekspansi Sawit di Kalimantan), Jakarta, February 17, 2006; copies\nof all letters on file with Human Rights Watch.\n\n[90]  Agustinus Handoko, \u201cBengkel TP3K Looks for Semunying Case Meeting Point\u201d\n(\u201cTP3K Bengkayang Cari Titik Temu Kasus Semunying\u201d), _Kompas_ , April 17,\n2012, [\nhttps://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying\n](https://regional.kompas.com/read/2012/04/17/15153122/tp3k.bengkayang.cari.titik.temu.kasus.semunying)\n(accessed July 12, 2019); Aseanty Pahlevi, \u201cWest Kalimantan National Inquiry:\nProlonged Conflict in Semunying Jay\u201d (\u201cInkuiri Nasional Kalbar: Konflik\nBerkepanjangan di Semunying Jaya\u201d), _Mongabay_ , October 8, 2014, [\nhttps://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/\n](https://www.mongabay.co.id/2014/10/08/inkuiri-nasional-kalbar-konflik-\nberkepanjangan-di-semunying-jaya/) (accessed July 12, 2019).\n\n[91]  Letter from Regent of Bengkayang to PT Ledo Lestari's President, No.\n400/0528/BPN/VI/2009, June 12, 2009, stating the company's location permit\nexpired in December 2007 and needed renewal. Komnas HAM organized field visits\nto the affected communities in between August 14 and 17, 2009. On August 31,\n2009, Komnas HAM wrote to the local government of Bengkalang (letter no.\n2.696/K/PMT/VIII/2009) requesting that the office initiate mediation between\nthe community and the company.\n\n[92]  Agus Mulyadi, \u201cBengkayang Residents still Hold Hostage Heavy Plantation\nEquipment\u201d (\u201cWarga Bengkayang Masih Sandera Alat Berat Perkebunan\u201d), _Kompas_\n, October 4, 2012, [\nhttps://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan\n](https://regional.kompas.com/read/2012/04/10/1709441/warga.bengkayang.masih.sandera.alat.berat.perkebunan)\n(accessed July 12, 2019)  .\n\n[93]  Herkulanus Pongkot, Collective Articulation of the Dayak Community\nagainst the Company PT Ledo Lestari: Case study of Agrarian Conflict in\nSemunying Jaya village (Artikulasi Kolektif Masyarakat Dayak Melawan\nPerusahaan PT Ledo Lestari: Studi Kasus Tentang Konflik Agraria di desa\nSemunying Jaya)[] (Yogyakarta: Universitas Sanata Dharma, 2015), pp. 57-58, [\nhttps://repository.usd.ac.id/2586/2/106322001_full.pdf\n](https://repository.usd.ac.id/2586/2/106322001_full.pdf) (accessed August 8,\n2019). A signpost titled \u201cTanah Adat Gunung Semunying Kolam\u201d (\u201cCustomary Land\nof Mount Semunying Basin\u201d) and an accompanying inscription signed by then\nBengkayang Regent, Dr. Jacobus Luna were erected on the land., see photos on\npage 57.\n\n[94]  Human Rights Watch interview with Abulipah, Pareh, May 1, 2018.\n\n[95]  Regent of Bengkayang, Decision No. 30A of 2010, Stipulation of the\nSemunying Jaya Forest Area as a Forest Area Protected for Seed Sources,\nFebruary 2, 2010. \u201cIt stipulates that based on the agreement of Masyarakat\nAdat/Indigenous peoples residing around forest areas/tanah adat (Adat land),\nthe Regency has agreed that those forest areas in Semunying Jaya, Jagoi Babang\ndistrict, shall be returned to its functions to become protected forests.\nDefinitive size of the Forest Areas is 1,420 hectares.\u201d\n\n[96]  Human Rights Watch interview with Stephanus Masiun, Pontianak, West\nKalimantan, April 30, 2018.\n\n[97]  \u201c1,420 Hectares of Customary Forests Seized\u201d (\u201c1.420 Hektar Hutan Adat\nDiserobot\u201d), Pemerintah Provinsi Kalimantan Barat news release, November 22,\n2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[98]  Human Rights Watch interviews with 26 individuals in Semunying Bongkang\nand Pareh, May 1-5, 2018.\n\n[99]  Human Rights Watch interviews with five families that had sold their\nland on the basis of these oral assurances.\n\n[100]  See below, section titled \u201cKey Adverse Human Rights Impacts,\u201d for more\ninformation about how women were impacted.\n\n[101]  \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[102]  Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[103]  \u201cMinutes of Handover of House,\u201d August 12, 2010. On file with Human\nRights Watch.\n\n[104]  Human Rights Watch interview with Francesca, Semunying Bongkang, May 3,\n2018\n\n[105]  Human Rights Watch interviews with Susanti, Semunying Bongkang, May 3,\n2018; and Jampang, Pareh, September 21, 2018.\n\n[106]  Human Rights Watch interview with Susanti, May 3, 2018.\n\n[107]  Human Rights Watch interviews with Susanti and Paulina, Semuying\nBongkang, May 3, 2018.\n\n[108]  Human Rights Watch interview with Susanti, May 3, 2018.\n\n[109]  Minutes of Handover of House,\u201d 2010; and \u201cMinutes of Handover of House:\nNew Housing Semunying,\u201d (\u201cBerita Acara Serah Terima Rumah: Perumahan Baru\nSemunying\u201d), August 12, 2010. Copies of written \u201cagreements\u201d on file with\nHuman Rights Watch.\n\n[110]  Human Rights Watch interviews with Samsul, Mormonous, Jamaluddin,\nSusanti, Leni, Paulina, May 1-5, 2018.\n\n[111]  Human Rights Watch interviews with Samsul, May 2 and 3, 2018\n\n[112]  Human Rights Watch interview with Leni, Semunying Bongkang, May 3, 2018\n\n[113]  Human Rights Watch interview with Samsul, May 2, 2018.\n\n[114]  Human Rights Watch interviews with Samsul, Leni, and Ruswanto,\nSemunying Bongkang, May 2, 3, and September 21, 2018.\n\n[115]  Human Rights Watch interview with Samsul, May 2, 2018.\n\n[116]  Human Rights Watch interview with Susanti, May 3, 2019.\n\n[117]  News and Activities, \u201c1,420 Hectares of Customary Forests Seized\u201d\n(\u201c1.420 Hektar Hutan Adat Diserobot\u201d), Pemerintah Provinsi Kalimantan Barat,\nNovember 22, 2011, [ http://www.kalbarprov.go.id/berita.php?idb=1326\n](http://www.kalbarprov.go.id/berita.php?idb=1326) (accessed July 12, 2019).\n\n[118]  Human Rights Watch whatsapp communication with Tono Aslan, AMAN West\nKalimantan/Semunying Jaya liason, March 7, 2019.\n\n[119]  Ibid.\n\n[120]  Human Rights Watch interview with Margareta, Pareh, May 2, 2018.\n\n[121]  Human Rights Watch interview with Rinni, Semunying Bongkang, May 3,\n2018.\n\n[122]  See for example interviews with Leni below.\n\n[123]  Human Rights Watch interview with Leni, May 3, 2018.\n\n[124]  Human Rights Watch interview with Abulipah, community leader, Dusan\nPareh, May 1, 2018. See also: Jeffrey Hays, \u201cIndonesia-Borneo and Ethnic\nGroups in Borneo,\u201d posted to \u201cFacts and Details website,\u201d 2013, [\nhttp://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html\n](http://factsanddetails.com/indonesia/Minorities_and_Regions/sub6_3f/entry-4019.html)\n(accessed January 21, 2019).\n\n[125]  Human Rights Watch interview with Margareta, May 2, 2018.\n\n[126]  Human Rights Watch group interview with Miun, Lukinda, Sunami, Lindan,\nand Julianna, Pareh, September 22, 2018.\n\n[127]  Ibid.\n\n[128]  Human Rights Watch interview with Francesca, May 3, 2018.\n\n[129]  Human Rights Watch interview with Paulina, May 3, 2018.\n\n[130]  Human Rights Watch interview with Miun, Pareh, September 22, 2018.\n\n[131]  Human Rights Watch interviews with Margareta and Augustina, Pareh, May\n1, 2018.\n\n[132]  Human Rights Watch group interview with Kinda and Margareta, women\nfarmers, Pareh, May 2, 2018.\n\n[133]  Ibid.\n\n[134]  Ibid.\n\n[135]  Human Rights Watch interview with Margareta, May 4, 2018.\n\n[136]  Human Rights Watch was not able to independently verify contamination,\nbut other experts have researched the harmful effects of herbicides,\npesticides, and effluent from oil palm plantations and processing on fresh\nground and surface water sources. See, for example, Kanokwan Saswattecha,\nCarolien Kroeze, Warit Jawjit, and Lars Hein, Assessing the environmental\nimpact of palm oil produced in Thailand _, Journal of Cleaner Production,_ 100\n(2015), 150-169, showing that five activities contribute most to environmental\nimpacts of crude palm oil production: 1) burning fibers in boilers; 2) use of\nfertilizers; 3) wastewater treatment and empty-fruit-bunch disposal; 4)\ngasoline use in weed cutters; and 5) glyphosate use for weed control. Together\nthese activities cause environmental impacts associated with global warming,\nozone formation, acidification, and human toxicity problems; Emily B.\nFitzherbert, Matthew J. Struebig, Alexandra Morel, Finn Danielsen, Carsten A.\nBr\u00fchl, Paul F. Donald, and Ben Phalan, How will oil palm expansion affect\nbiodiversity? _Trends in Ecology and Evolution,_ vol. 23 no. 10, (2008),\n538-545. Water pollution from palm oil mill effluent (POME), insecticides,\nrodenticides, and herbicides negatively impacts aquatic biodiversity such as\nfishes, amphibians, and reptiles; Hesam Kamyab, Shreeshivadasan Chelliapan,\nMohd Fadhil Md Din, Shahabaldin Rezania, Tayebeh Khademi and Ashok Kumar, Palm\nOil Mill Effluent as an Environmental Pollutant, In Palm Oil, Viduranga\nWaisundara (ED), IntechOpen, 2018, [ https://www.intechopen.com/books/palm-\noil/palm-oil-mill-effluent-as-an-environmental-pollutant\n](https://www.intechopen.com/books/palm-oil/palm-oil-mill-effluent-as-an-\nenvironmental-pollutant) (accessed August 9, 2019); and M. Rutherford, J.\nFlood and S. S. Sastroutomo, Research project on Integrated Weed Management\nStrategies for Oil Palm, Roundtable for Sustainable Palm Oil (RSPO), 2011, [\nhttps://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf\n](https://www.rspo.org/file/RSPO%20IWM_FINAL%20REPORT%20to%20RSPO%209%205%2011.pdf)\n.\n\n[137]  Human Rights Watch interview with Jampang, Pareh, September 21, 2018.\n\n[138]  Ibid.\n\n[139]  Human Rights Watch interview with Leni, May 3, 2018.\n\n[140]  Human Rights Watch interview with Kinda, Pareh, May 2, 2018.\n\n[141]  Ibid.\n\n[142]  Human Rights Watch Whatsapp communication with Tono, AMAN West\nKalimantan/Semunying Jaya liaison, March 7, 2019.\n\n[143]  Human Rights Watch interview with Margareta, May 2, 2018.\n\n[144]  Ibid.\n\n[145]  Human Rights Watch interview with Jamaluddin, May 2, 2018.\n\n[146]  Human Rights Watch interviews with Lindan, Surnami, and Kinda, Pareh,\nMay 3, 2018.\n\n[147]  Human Rights Watch interview with Francesca, May 3, 2018.\n\n[148]  Agustinus Handoko, \u201cPT Ledo Lestari Operates Based on Permits\u201d (\u201cPT\nLedo Lestari Beroperasi Berdasarkan Izin\u201d), _Kompas_ , April 18, 2012. [\nhttps://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin\n](https://regional.kompas.com/read/2012/04/18/18053097/PT.Ledo.Lestari.Beroperasi.Berdasarkan.Izin)\n(accessed on July 12, 2019).\n\n[149]  \u201cCompany Profile Details: PT Astra Agro Lestari Tbk,\u201d Indonesia Stock\nExchange, [ https://www.idx.co.id/en-us/listed-companies/company-\nprofiles/company-profile-detail/?kodeEmiten=AALI ](https://www.idx.co.id/en-\nus/listed-companies/company-profiles/company-profile-detail/?kodeEmiten=AALI)\n(accessed August 1, 2019);\u201cAstra Group Structure,\u201d Astra International, [\nhttps://www.astra.co.id/About-Astra/Astra-Group-Structure\n](https://www.astra.co.id/About-Astra/Astra-Group-Structure) (accessed August\n1, 2019); \u201cOur Companies,\u201d Jardines, [\nhttps://www.jardines.com/en/companies/companies.html\n](https://www.jardines.com/en/companies/companies.html) (accessed August 1,\n2019).\n\n[150]  \u201cAgro Astra Lestari,\u201d Agro Astra Lestari, [ http://www.astra-\nagro.co.id/en/home-en/ ](http://www.astra-agro.co.id/en/home-en/) (accessed\nApril 15, 2019).\n\n[151]  \u201cSustainable Products,\u201d PT Astra Agro Lestari, 2015, [\nhttps://landmatrix.org/media/uploads/astra-agrocoidindexphpsustainable-\nproducts.pdf ](https://landmatrix.org/media/uploads/astra-\nagrocoidindexphpsustainable-products.pdf) (accessed April 15, 2019)\n\n[152]  Audit by PT Bureau Veritas Indonesia, No. SCS/L/00731/11/2017, document\non file with Human Rights Watch.\n\n[153]  \u201cISPO certification No. 570,\u201d ISPO, November 3, 2017 http://www.ispo-\norg.or.id/images/notifikasi/570.%20Public%20Announcemet%20PT.%20SAL.compressed.pdf\n(accessed March 18, 2019)\n\n[154]  WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession,\u201d undated, document on file with Human Rights Watch.\n\n[155]  AMDAL No. 071/RKL-RPL/BA/VI/95 and No. 36/2006, document on file with\nHuman Rights Watch.\n\n[156]  WARSI, \u201cDescription of the Orang Rimba Living in PT Sari Aditya Loka\n(SAL) Concession.\u201d\n\n[157]  Ibid.\n\n[158]  Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d in _Heritage and Rights of\nIndigenous Peoples_ , eds. Manuel May Castilo and Amy Strecker (Leiden: Leiden\nUniversity Press, 2017), pp. 61-75. Since the 1970s, the Orang Rimba have been\nsystematically dispossessed of their ancestral forest and land by logging\noperations, preceded by transmigration villages initiated by the government.\n\n[159]  Human Rights Watch interviews with two headmen (names withheld) from\ntwo different groups of Orang Rimba, Sarolangun, September 13, 2018;\ninterviews with five older men and women, Sarolangun, September 14, 2018.\n\n[160]  Human Right Watch interview with Meriau, Sarolangun, September 17,\n2018.\n\n[161]  Human Rights Watch visit to the area in September 2018. For further\nreading about transformation in livelihoods, see Adi Prasetijo, \u201cLivelihood\nTransformations of the Orang Rimba as Tacit Resistance in the Context of\nDeforestation,\u201d _Endogami: Jurnal IImiah Kajian Antropologi_ 1, no. 1 (2017),\npp. 1-13.\n\n[162]  Stephanie Steinebach and Yvonne Kunz, \u201cSeparating Sisters from\nBrothers: Ethnic relations and identity politics in the context of Indigenous\nland titling in Indonesia,\u201d _Austrian Journal of South-East Asian Studies_ 10,\nno. 1 (2017), p. 54.\n\n[163]  Steven Sager, _The Sky is our Roof, the Earth our Floor: Orang Rimba\nCustoms and Religion in the Bukit Duabelas region of Jambi, Sumatra_\n(Canberra: Australian National University, 2008), [ https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf\n](https://openresearch-\nrepository.anu.edu.au/bitstream/1885/49351/2/02whole.pdf) (accessed February\n4, 2019).\n\n[164]  Gerard A. Persoon and Ekoningtyas Margus Wardani, \u201cProjected Futures\nfor the Orang Rimba of Sumatra (Indonesia),\u201d pp. 61-75.\n\n[165]  \u201cOrang Rimba Complained about PT SAL [Sari Aditya Loka] to Rajo Godong\u201d\n(\u201cOrang Rimba mengadukan PT SAL ke Rajo Godong\u201d), WARSI news release, August\n28, 2018, [ http://warsi.or.id/content/release/341\n](http://warsi.or.id/content/release/341) (accessed May 15, 2019).\n\n[166]  \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, March 3, 2017, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[167]  Letter from Bandung Sahari, vice president of sustainability, PT Astra\nAgro Lestari Tbk, to Human Rights Watch, August 26, 2019.\n\n[168]  Adi Prasetijo, \u201cLiving Without the Forest: Adaptive Strategy of Orang\nRimba,\u201d _Senri Ethnological Studies_ 95 (2017), pp. 255-78.\n\n[169]  Human Rights Watch interview with Salima, Sarolangun, September 12,\n2018.\n\n[170]  Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[171]  Letter from Bandung Sahari, August 26, 2019.\n\n[172]  Human Rights Watch interview with Robert Aritonang, WARSI, Jambi,\nSeptember 12, 2018.\n\n[173]  Letter from Bandung Sahari, August 26, 2019.\n\n[174]  Ibid.\n\n[175]  Human Rights Watch telephone interview with Ministry of Social Services\nofficial, Sarolangun regency, July 27, 2019.\n\n[176]  WARSI, Description of the Orang Rimba living in PT Sari Aditya Loka\n(SAL) Concession; and EMIS company report \u2013 Company Overview of Sari Aditya\nLoka, PT. On file with Human Rights Watch.\n\n[177]  Human Rights Watch interview with Robert Aritonang and Anggun Nova,\nWARSI, Jambi, September 12, 2018.\n\n[178]  Human Rights Watch interview with Mai, Sarolangun, September 13, 2018.\n\n[179]  Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[180]  Human Rights Watch interview with Sargawi, Sarolangun, September 14,\n2018.\n\n[181]  Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[182]  Human Rights Watch interview with Meti, Sarolangun, September 12, 2018.\n\n[183]  Letter from Bandung Sahari, August 26, 2019.\n\n[184]  Ibid.\n\n[185]  Human Rights Watch interview with Muju, Sarolangun, September 13, 2018.\n\n[186]  Human Rights Watch interview with Daud, Sarolangun, September 12, 2018\n\n[187]  Human Rights Watch interview with Selisih, Sarolangun, September 14,\n2018.\n\n[188]  Human Rights Watch interview with Maliau, Sarolangun, September 14,\n2018.\n\n[189]  Letter from Bandung Sahari, August 26, 2019.\n\n[190]  Astra Agro Lestari, \u201cSustainability Policy,\u201d [ http://www.astra-\nagro.co.id/wp-content/uploads/2017/12/Sustainability-Policy-1.pdf\n](http://www.astra-agro.co.id/wp-content/uploads/2017/12/Sustainability-\nPolicy-1.pdf) (accessed April 4, 2019), p. 3.\n\n[191]  Ibid., p.9.\n\n[192]  Ibid.\n\n[193]  Letter from Bandung Sahari, August 26, 2019.\n\n[194]  Human Rights Watch interview with Robert Aritonang, Manager at Program\nKonservasi and Suku Adat Marginal at WARSI, Jambi, September 12, 2018.\n\n[195]  \u201cThe Second Largest Oil Palm Producer in Indonesia has Failed to\nImplement its Sustainability Policy\u201d (\u201cProdusen Kelapa Sawit terbesar kedua di\nIndonesia gagal menerapkan kebijakan keberlanjutannya\u201d), Mighty Earth, and\nRainforest Foundation Norway news release, [\nhttp://warsi.or.id/content/release/320\n](http://warsi.or.id/content/release/320) (accessed May 15, 2019).\n\n[196]  For an analysis of contradictory laws and regulations, see John F.\nMacCarthy and Kathryn Robinson, eds., _Land and Development in Indonesia:\nSearching for the People's Sovereignty,_ (Singapore: ISEAS-Yusof Ishak\nInstitute, 2016); \u201cOverlapping Regulations Hamper Economy, Jokowi Says,\u201d\n_Tempo.Co_ , December 14, 2018, [ https://en.tempo.co/read/911078/overlapping-\nregulations-hamper-economy-jokowi-says\n](https://en.tempo.co/read/911078/overlapping-regulations-hamper-economy-\njokowi-says) (access February 14, 2019); \u201cNew govt institution to synchronize\ncontradictory regulations\u201d _Jakarta Post_ , February 7, 2019, [\nhttps://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html\n](https://www.thejakartapost.com/news/2019/02/07/new-govt-institution-to-\nsynchronize-contradictory-regulations.html) (accessed February 14, 2019).\n\n[197]  Law on the Basic Regulations on the Agrarian Principles (BAL), chapter\nIX.\n\n[198]  Law of Forestry Affairs, art.1(15).\n\n[199]  Laurens Bakker and Sandra Moniaga, \u201cThe Space between: Land Claims and\nthe Law in Indonesia,\u201d _Asian Journal of Social Science,_ 38 (2010), pp.\n187-203.\n\n[200]  Legislative power is devolved to hundreds of local legislators and\nexecutive officials. Local laws are enacted at both provincial and regency\nlevel, that is more than 600 legal jurisdictions. Organization for Economic\nCo-operation and Development (OECD), _OECD Economic Surveys: Indonesia 2016_\n(Paris: OECD Publishing, 2016), p. 85, [ https://doi.org/10.1787/eco_surveys-\nidn-2016-en ](https://doi.org/10.1787/eco_surveys-idn-2016-en) (accessed\nNovember 15, 2018); see also Simon Butt, \u201cRegional Autonomy and Legal\nDisorder: The Proliferation of Local Laws in Indonesia,\u201d _Sydney Law Review_\n32, no. 177 (2010).\n\n[201]  Ahmad Dhiaulhaq, John F. McCarthy, and Yurdi Yasmi, \"Resolving\nIndustrial Plantation Conflicts in Indonesia: Can mediation deliver?,\" Forest\nPolicy and Economics, Elsevier, 91C (2018), pp. 64-72; and Meri Persch-Orth\nand Esther Mwangi, \u201cCompany-community conflict in Indonesia\u2019s industrial\nplantation sector,\u201d Center for International Forestry Research Infobrief no.\n143 [ https://www.cifor.org/library/6141/\n](https://www.cifor.org/library/6141/) (accessed May 14, 2019).\n\n[202]  \u201cIndonesia for Sale: in-depth series on corruption, palm oil and\nrainforests launches,\u201d _Mongabay_ , October 10, 2017, [\nhttps://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/\n](https://news.mongabay.com/2017/10/indonesia-for-sale-in-depth-series-on-\ncorruption-palm-oil-and-rainforests-starts-tomorrow/) ; \u201cThe Making of a Palm\nOil Fiefdom,\u201d _Gecko Project_ , October 11, 2018, [\nhttps://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342\n](https://thegeckoproject.org/the-making-of-a-palm-oil-fiefdom-7e1014e8c342)\n(accessed April 24, 2019); \u201cPalm oil executives arrested in bribery scandal in\nIndonesia,\u201d _Mongabay_ , October 30, 2018, [\nhttps://news.mongabay.com/2018/10/palm-oil-executives-arrested-in-bribery-\nscandal-in-indonesia/ ](https://news.mongabay.com/2018/10/palm-oil-executives-\narrested-in-bribery-scandal-in-indonesia/) (accessed May 14, 2019).\n\n[203]  \u201cPresident Jokowi Signs Presidential Instruction on Accelerated\nComplete Systematic Land Registration, No. 2 of 2018,\u201d Sekretariat Kabinet\nRepublik Indonesia press release, February 28, 2018, [\nhttp://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/\n](http://setkab.go.id/en/president-jokowi-signs-presidential-instruction-on-\naccelerated-complete-systematic-land-registration/) , (accessed November 15,\n2018).  It directs the Ministry of Agrarian and Spatial Planning/Head of\nNational Land Agency to register land in three categories; parcels of land\nthat fulfill the conditions required for a certificate, and parcels that do\nnot satisfy the requirements because ownership is contested in court, or the\nsubject or entity is not eligible to obtain a certificate. Land parcels that\ndo not meet the requirements for a certificate will be registered on the land\nregister only  .\n\n[204]  Ibid.\n\n[205]  Ibid.\n\n[206]  The Program to Accelerate Agrarian Reform (One Map Project) for\nIndonesia aims to establish clarity on actual land rights and land use at the\nvillage level. The project will establish a single database for all government\nmaps to eliminate disparities between the various maps currently in use by\ndifferent government agencies. Press Release, \u201cNearly 4.3 Million to Benefit\nfrom Indonesia\u2019s Sustainable Land Management,\u201d World Bank press release, July\n20, 2018, [ https://www.worldbank.org/en/news/press-\nrelease/2018/07/20/indonesia-sustainable-land-management\n](https://www.worldbank.org/en/news/press-release/2018/07/20/indonesia-\nsustainable-land-management) (accessed November 15, 2018).\n\n[207]  Dewi Kartika, Secretary General, Konsorsium Pembaruan Agraria (KPA),\nuntitled opening speech at Global Land Forum, Bandung, September 23, 2018,\nattended by Human Rights Watch researcher; Human Rights Watch interview with\nRukka Sombolinggi, May 2, 2018.\n\n[208]  Ibid.\n\n[209]  Civil society organizations, including Komnas HAM advocate for a\nPresidential Work Unit for Agrarian Conflict Resolution (To be housed in\nOffice of President and can direct the National Land Agency). An October 2018\nregulation on agrarian reform mandates the establishment of a National\nAgrarian Reform Team and outlines the creation of a special taskforce (arts.\n18-23) to deal with agrarian issues.\n\n[210]  Hans Nicholas Jong, Public access to Indonesian plantation data still\nmired in bureaucracy, _Mongabay_ , March 8, 2018. [\nhttps://news.mongabay.com/2018/03/public-access-to-indonesian-plantation-data-\nstill-mired-in-bureaucracy/ ](https://news.mongabay.com/2018/03/public-access-\nto-indonesian-plantation-data-still-mired-in-bureaucracy/) (accessed February\n11, 2019).\n\n[211]  United Nations Declaration on the Rights of Indigenous Peoples\n(UNDRIP), adopted September 13, 2007, G.A. Res. 61/295, U.N. Doc. A/RES/47/1.\n\n[212]  \u201cFrequently Asked Questions: Declaration on the Rights of Indigenous\nPeoples,\u201d United Nations Permanent Forum on Indigenous Issues,\nhttp://www.un.org/esa/socdev/unpfii/documents/FAQsindigenousdeclaration.pdf\n(accessed July 13, 2019).\n\n[213]  UNDRIP, art. 1.\n\n[214]  Ibid., art. 5.\n\n[215]  Ibid., art. 8(2).\n\n[216]  Ibid., art. 11(1).\n\n[217]  Universal Declaration of Human Rights (UDHR), adopted December 10,\n1948, G.A. Res. 217A(III), U.N. Doc. A/810 at 71 (1948)), art. 27;\nInternational Covenant on Economic, Social and Cultural Rights (ICESCR),\nadopted December 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16)\nat 49, U.N. Doc. A/6316 (1966), 993 U.N.T.S. 3, entered into force January 3,\n1976, ratified by Indonesia on February 23, 2006, art. 15(1). For analysis,\nsee Elissavet Stamatopoulou-Robbins, _Cultural Rights in International Law:\nArticle 27 of the Universal Declaration of Human Rights and beyond,_ Series:\nThe Universal Declaration of Human Rights, Volume: 2 (Boston: Martinus\nNijhoff, 2007); Ana Vrdoljak, ed., _The Cultural Dimension of Human Rights_\n(New York: Oxford University Press, 2013).\n\n[218]  International Covenant on Civil and Political Rights (ICCPR), adopted\nDecember 16, 1966, G.A. Res. 2200A (XXI), 21 U.N. GAOR Supp. (No. 16) at 52,\nU.N. Doc. A/6316 (1966), 999 U.N.T.S. 171, entered into force March 23, 1976,\nratified by Indonesia on February 23, 2006, arts. 1, and 27.\n\n[219]  Human Rights Committee, General Comment No. 23, Rights of Minorities,\nU.N. Doc. CCPR/C/21/Rev.1/Add.5 (1994), para. 7, [\nhttps://www.refworld.org/docid/453883fc0.html\n](https://www.refworld.org/docid/453883fc0.html) . International Indigenous\nrights case law has advanced the protection of Indigenous rights and\nlivelihoods. For example, the Inter-American Court of Human Rights and the\nAfrican Commission on Human and Peoples\u2019 Rights consider that Indigenous\npeoples\u2019 traditional possession of their lands means they should be treated as\nhaving property rights over them. See Inter-American Commission on Human\nRights, \u201cIndigenous and Tribal Peoples\u2019 Rights over their Ancestral Lands and\nNatural Resources,\u201d 2009, http://www.cidh.org/countryrep/Indigenous-\nLands09/Chap.VI.htm (accessed August 30, 2018), and \u201cKenya: Landmark Ruling on\nIndigenous Land Rights,\u201d Human Rights Watch news release, February 4, 2010,\nhttp://www.hrw.org/en/news/2010/02/04/kenya-landmark-ruling-indigenous-land-\nrights.\n\n[220]  UNDRIP, art 18.\n\n[221]  UNDRIP, arts. 19 and 32; International Labour Organization (ILO),\nConvention concerning Indigenous and Tribal Peoples in Independent Countries\n(ILO Convention No. 169), 72 ILO Official Bull. 59, entered into force Sept.\n5, 1991, arts. 6, 7, 15.\n\n[222]  UNDRIP, art. 8.\n\n[223]  UNDRIP, art. 26(2). The UN committee that monitors compliance with the\nInternational Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), stated that \u201cgovernments which fail to recognize and\nrespect indigenous customary land tenure are guilty of racial discrimination.\u201d\nIt thus called on all states \u201cto recognize and protect the rights of\nindigenous peoples to own, develop, control and use communal lands,\nterritories and resources and where they have been deprived of their lands and\nterritories traditionally owned or otherwise inhabited or used without their\nfree and informed consent, to take steps to return these lands and\nterritories.\u201d UN Office of the High Commissioner for Human Rights, General\nRecommendation No. 23: Indigenous Peoples (Fifty-first session, 1997).\n\n[224]  UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment 21, Right of everyone to take part in cultural life, U.N. Doc.\nE/C.12/GC/21, para. 36.\n\n[225]  UNDRIP, art. 26(1).\n\n[226]  UNDRIP, art. 8.\n\n[227]  ICESCR, art. 11(1). The ICESCR contains provisions related to forced\neviction and the right to housing. In particular, article 2(1) obliges states\nto use \u201call appropriate means\u201d to promote the right to adequate housing.\n\n[228]  ICCPR, art. 1(2).\n\n[229]  UDHR, art. 17.\n\n[230]  International Convention on the Elimination of All Forms of Racial\nDiscrimination (ICERD), adopted December 21, 1965, G.A. Res. 2106 (XX), annex,\n20 U.N. GAOR Supp. (No. 14) at 47, U.N. Doc. A/6014 (1966), 660 U.N.T.S. 195,\nentered into force January 4, 1969, ratified by Indonesia on June 25, 1999,\nart. 5(d)(v); Convention on the Elimination of All Forms of Discrimination\nagainst Women (CEDAW), adopted December 18, 1979, G.A. res. 34/180, 34 U.N.\nGAOR Supp. (No. 46) at 193, U.N. Doc. A/34/46, entered into force September 3,\n1981, ratified by Indonesia on September 13, 1984, arts. 15 and 16.\n\n[231]  UN Committee on Economic, Social and Cultural Rights (CESCR), General\nComment No. 4, The right to adequate housing, U.N. Doc. E/1992/23, annex III,\nart. 114 (1991), para. 8(a).\n\n[232]  ICESCR, art. 11(1).\n\n[233]  The right to food is recognized under article 25 of the UDHR, and under\narticle 11 of the ICESCR as interpreted by the UN CESCR, General Comment No.\n12, Right to adequate food, (Twentieth session, 1999), U.N. Doc. E/C.12/1999/5\n(1999).\n\n[234]  ICESCR art. 11(1); CESCR, General Comment No. 15, The Right to Water,\nU.N. Doc. E/C.12/2002/11, adopted January 20, 2003; UN General Assembly, \u201cThe\nhuman right to water and sanitation,\u201d Resolution 64/292 (2010),\nA/64/L.63/Rev.1 and Add.1, [\nhttp://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E\n](http://www.un.org/es/comun/docs/?symbol=A/RES/64/292&lang=E) ; UN General\nAssembly, \u201cThe human rights to safe drinking water and sanitation,\u201d Resolution\n70/169 (2015), U.N. Doc. A/RES/70/169. Domestic use is understood to include\ndrinking, sanitation, bathing, washing clothes, and cooking. See Human Rights\nCouncil, \u201cThe human right to safe drinking water and sanitation,\u201d Resolution\n18/1, (2007), [\nhttp://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1\n](http://ap.ohchr.org/documents/dpage_e.aspx?si=A%2FHRC%2FRES%2F18%2F1)\n(accessed July 13, 2019  ).\n\n[235]  ICESCR, art. 11.\n\n[236]  CESCR, \u201cSubstantive Issues Arising in the Implementation of the\nInternational Covenant on Economic, Social and Cultural Rights,\u201d General\nComment No. 14, The Right to the Highest Attainable Standard of Health,\nE/C.12/2000/4 (2000), para. 2, [\nhttp://www.unhchr.ch/tbs/doc.nsf/(Symbol)/40d009901358b0e2c1256915\n](http://www.unhchr.ch/tbs/doc.nsf/\\(Symbol\\)/40d009901358b0e2c1256915) .\n(accessed July 13, 2019)\n\n[237]  ICESCR, art. 12.\n\n[238]  CESCR, General Comment No. 14, The Right to the Highest Attainable\nStandard of Health (Art. 12), para. 15.\n\n[239]  UNDRIP, art. 11.\n\n[240]  UNDRIP, art. 28(1).\n\n[241]  Ibid., art. 28(2).\n\n[242]  UN Special Representative of the Secretary-General on the issue of\nhuman rights and transnational corporations and other business enterprises,\nGuiding Principles on Business and Human Rights: Implementing the United\nNations \u201cProtect, Respect and Remedy\u201d Framework, U.N. Doc. A/HRC/17/31 (Mar.\n21, 2011), principle 25; UN Commission on Human Rights, \u201cReport of the Special\nRepresentative of the Secretary-General, Annex, I.A.1,\u201d March 2011, [\nhttp://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf\n](http://www.ohchr.org/Documents/Publications/GuidingPrinciplesBusinessHR_EN.pdf)\n; OECD/FAO, \u201cOECD-FAO Guidance for Responsible Agricultural Supply Chains,\u201d\n(Paris: OECD Publishing, 2016), [ http://dx.doi.org/10.1787/9789264251052-en\n](http://dx.doi.org/10.1787/9789264251052-en)\n\n[243]  UN Guiding Principles on Business and Human Rights, principle 17.\n\n[244]  UN Food and Agriculture Organization (FAO), Voluntary Guidelines on the\nResponsible Governance of Tenure of Land, Fisheries and Forests in the Context\nof National Food Security (VGGT), Rome, 2012; Committee on World Food\nSecurity, Principles for Responsible Investment in Agriculture and Food\nSystems, 2014, [\nhttp://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf\n](http://www.fao.org/fileadmin/templates/cfs/Docs1314/rai/CFS_Principles_Oct_2014_EN.pdf)\n; UN, Large-scale land acquisitions and leases: A set of minimum principles\nand measures to address the human rights challenge, December 28, 2009\n(A/HRC/13/33/Add.2); Guiding Principles on Business and Human Rights:\nImplementing the \u201cProtect, Respect and Remedy\u201d Framework (A/HRC/17/31).\n\nRegion / Country\n\n  * [ Asia ](/asia)\n  * [ Indonesia ](/asia/indonesia)\n\nTopic\n\n  * [ Women's Rights ](/topic/womens-rights)\n\n### [ Protecting Rights, Saving Lives  Human Rights Watch defends the rights\nof people in close to 100 countries worldwide, spotlighting abuses and\nbringing perpetrators to justice  Donate Now\n](https://donate.hrw.org/page/107245/donate/1?ea.tracking.id=EP2022EVpgfooter&promo_id=1005)\n\n##  Connect With Us\n\n  * [ BlueSky  ](https://bsky.app/profile/hrw.org \"BlueSky\")\n  * [ X  ](https://twitter.com/hrw \"X\")\n  * [ Facebook  ](https://www.facebook.com/HumanRightsWatch \"Facebook\")\n  * [ YouTube  ](https://www.youtube.com/user/HumanRightsWatch \"YouTube\")\n  * [ Instagram  ](https://www.instagram.com/humanrightswatch/ \"Instagram\")\n  * [ LinkedIn  ](https://www.linkedin.com/company/human-rights-watch/ \"LinkedIn\")\n  * [ TikTok  ](https://www.tiktok.com/@humanrightswatch \"TikTok\")\n\n\u00a9 2025 Human Rights Watch\n\n**Human Rights Watch** | 350 Fifth Avenue, 34th Floor | New York,  NY  10118-3299  USA  | **t** 1.212.290.4700 \n\n**Human Rights Watch** is a 501(C)(3) nonprofit registered in the US under\nEIN: 13-2875808\n\n[ ](https://www.hrw.org/)\n\n",
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                    "source": "https://co.linkedin.com/company/fordfoundation"
                },
                "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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[ \u00danete ahora\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_contextual-\nsign-in-modal_sign-in-modal_join-link)\n\no\n\n\u00bfEst\u00e1s empezando a usar LinkedIn? [ \u00danete ahora\n](https://www.linkedin.com/signup?session_redirect=https%3A%2F%2Fwww%2Elinkedin%2Ecom%2Fcompany%2Ffordfoundation&_l=es&trk=organization_guest_contextual-\nsign-in-modal_join-link)\n\nAl hacer clic en \u00abContinuar\u00bb para unirte o iniciar sesi\u00f3n, aceptas las [\nCondiciones de uso ](/legal/user-agreement?trk=linkedin-tc_auth-button_user-\nagreement) , la [ Pol\u00edtica de privacidad ](/legal/privacy-policy?trk=linkedin-\ntc_auth-button_privacy-policy) y la [ Pol\u00edtica de cookies ](/legal/cookie-\npolicy?trk=linkedin-tc_auth-button_cookie-policy) de LinkedIn.\n\n` ` ` `\n\n",
                "url": "https://co.linkedin.com/company/fordfoundation"
            },
            "reason": "This is the LinkedIn page for the Ford Foundation. LinkedIn company pages are generally reliable for basic company information, but may present an overly positive view.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' social impact human rights",
            "summary": "This is the LinkedIn page for the Ford Foundation.",
            "url": "https://co.linkedin.com/company/fordfoundation"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "092ede0d-270c-462e-bd45-88fa20e8d60a",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
                },
                "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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Requests to access the\ndatasets should be directed to Ginger Hanson,  ghanson4@jhu.edu  .\n\n* * *\n\nArticles from Frontiers in Public Health are provided here courtesy of\n**Frontiers Media SA**\n\n##  ACTIONS\n\n  * [ View on publisher site  ](https://doi.org/10.3389/fpubh.2021.614725)\n  * [ PDF (272.9 KB)  ](pdf/fpubh-09-614725.pdf)\n  *   *   * ##  PERMALINK \n\n##  RESOURCES\n\n###\n\n###\n\n###\n\n##  Cite\n\n  *   * Download .nbib  .nbib \n  * \n\n##  Add to Collections\n\nFollow NCBI\n\n[ NCBI on X (formerly known as Twitter)  ](https://twitter.com/ncbi) [ NCBI on\nFacebook  ](https://www.facebook.com/ncbi.nlm) [ NCBI on LinkedIn\n](https://www.linkedin.com/company/ncbinlm) [ NCBI on GitHub\n](https://github.com/ncbi) [ NCBI RSS feed\n](https://ncbiinsights.ncbi.nlm.nih.gov/)\n\nConnect with NLM\n\n[ NLM on X (formerly known as Twitter)  ](https://twitter.com/nlm_nih) [ NLM\non Facebook  ](https://www.facebook.com/nationallibraryofmedicine) [ NLM on\nYouTube  ](https://www.youtube.com/user/NLMNIH)\n\n[ National Library of Medicine  \n8600 Rockville Pike  \nBethesda, MD 20894\n](https://www.google.com/maps/place/8600+Rockville+Pike,+Bethesda,+MD+20894/%4038.9959508,\n\n            -77.101021,17z/data%3D!3m1!4b1!4m5!3m4!1s0x89b7c95e25765ddb%3A0x19156f88b27635b8!8m2!3d38.9959508!\n            4d-77.0988323)\n\n  * [ Web Policies ](https://www.nlm.nih.gov/web_policies.html)\n  * [ FOIA ](https://www.nih.gov/institutes-nih/nih-office-director/office-communications-public-liaison/freedom-information-act-office)\n  * [ HHS Vulnerability Disclosure ](https://www.hhs.gov/vulnerability-disclosure-policy/index.html)\n\n  * [ Help ](https://support.nlm.nih.gov/)\n  * [ Accessibility ](https://www.nlm.nih.gov/accessibility.html)\n  * [ Careers ](https://www.nlm.nih.gov/careers/careers.html)\n\n  * [ NLM ](https://www.nlm.nih.gov/)\n  * [ NIH ](https://www.nih.gov/)\n  * [ HHS ](https://www.hhs.gov/)\n  * [ USA.gov ](https://www.usa.gov/)\n\n",
                "url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
            },
            "reason": "This is a study published on the National Center for Biotechnology Information (NCBI), a reputable source for biomedical information. The content is peer-reviewed and based on scientific research.",
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            "summary": "This is a study published on the National Center for Biotechnology Information (NCBI), a reputable source for biomedical information. The content is peer-reviewed and based on scientific research.",
            "url": "https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7892612/"
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                    "source": "https://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-diligence"
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                "page_content": "Skip to main content\n\n  *   *   * [ Subscribe  ](https://news.whitecase.com/5/38/forms/subscribe.asp \"Subscribe\")\n\nTime%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20  \nhttps://www.whitecase.com/insight-alert/time-get-know-your-supply-chain-eu-\nadopts-corporate-sustainability-due-diligence  \n  \nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\nmailto:?subject=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&body=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence\n\nhttps://www.linkedin.com/shareArticle?mini=true&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&title=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&source=www.whitecase.com\n\nhttps://twitter.com/intent/tweet?text=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20&url=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&via=WhiteCase\n\nhttps://www.facebook.com/share.php?u=https://www.whitecase.com/insight-\nalert/time-get-know-your-supply-chain-eu-adopts-corporate-sustainability-due-\ndiligence&t=Time%20to%20get%20to%20know%20your%20supply%20chain%3A%20EU%20adopts%20Corporate%20Sustainability%20Due%20Diligence%20Directive%20\n\nhttps://news.whitecase.com/5/38/forms/subscribe.asp\n\n#  Time to get to know your supply chain: EU adopts Corporate Sustainability\nDue Diligence Directive\n\nAlert\n\n05 July 2024\n\n|\n\n* * *\n\n12 min read\n\n[ Clare Connellan ](/people/clare-connellan \"Clare Connellan\") | \n\n[ Genevra Forwood ](/people/genevra-forwood \"Genevra Forwood\") | \n\n[ Sara Nordin ](/people/sara-nordin \"Sara Nordin\") | \n\n[ William De Catelle ](/people/william-de-catelle \"William De Catelle\") | \n\n[ Janina Moutia-Bloom ](/people/janina-moutia-bloom \"Janina Moutia-Bloom\")\n\n* * *\n\n**After a two-and-half-year legislative journey, the EU's Corporate\nSustainability Due Diligence Directive (\"CSDDD\"), has been formally adopted,\nand was published in the EU Official Journal on 5 July 2024. 1  It will come\ninto operation in a staggered way in the coming years, and will introduce\nmandatory human rights and environmental due diligence requirements for large\nEU and non-EU companies operating in the EU. **\n\n##  What is the objective of the CSDDD?\n\nThe aim of the CSDDD is to ensure that EU and non-EU companies active in the\nEU:\n\n\"contribute to sustainable development and the sustainability transition of\neconomies and societies through the **identification, and where necessary,\nprioritisation, prevention and mitigation, bringing to an end, minimisation\nand remediation** of actual or **potential adverse human rights and\nenvironmental impacts** connected with companies' own operations, operations\nof their subsidiaries and of their business partners in the chains of\nactivities of the companies, and ensuring that **those affected** by a failure\nto respect this duty **have access to justice and legal remedies** \".  2\n\n##  How does the CSDDD interact with other laws?\n\nObligations under the CSDDD will apply in addition to other more specific, or\npotentially stricter due diligence obligations under other EU laws such as the\nConflict Minerals Regulation, the Batteries Regulation,  3  the Deforestation\nRegulation,  4  and the forthcoming Forced Labour Regulation.  5\n\nThe CSDDD introduces minimum harmonization, meaning Member States cannot lower\nthe level of protection when transposing the CSDDD into national law. Equally,\nthe CSDDD may not serve as grounds for Member States to reduce the level of\nprotection already afforded under national laws to human, employment and\nsocial rights, or protection of the environment or climate.  6  It is expected\nthat existing laws such as Germany's Supply Chain Act (LkSG) and France's loi\nde vigilance will be affected by the national implementation of the CSDDD.\n\nExcept for the due diligence provisions relating to the identification,\nprevention and termination of adverse impacts, Member States are free to go\nbeyond the CSDDD and introduce stricter obligations or a wider scope.  7\n\n##  Which companies are within scope?\n\nThe thresholds for in-scope 'companies'  8  have been substantially revised\nsince the initial proposal. After a phased implementation, the CSDDD will\napply to:  9\n\n  * EU companies (i.e., companies established under the laws of a Member State) that had above 1,000 employees and above EUR 450 million 'net worldwide turnover' in the last financial year; and \n  * Non-EU companies (i.e., companies established outside of the EU) that generated a 'net turnover in the Union' of more than EUR 450 million in the financial year preceding the last financial year.  10 \n\nThe CSDDD will only apply to those EU and non-EU companies which satisfy the\nrelevant criteria above for two consecutive financial years.  11\n\nThe CSDDD also extends to EU and non-EU \"ultimate parent companies\" of groups\nof EU and/or non-EU companies \u2013 which, taken together as a group, meet the\nabove thresholds. However, an ultimate parent company may be exempt12 if \"[it]\nhas as its main activity the holding of shares in operational subsidiaries and\ndoes not engage in taking management, operational or financial decisions\naffecting the group or one or more of its subsidiaries\" and on condition that\none of its EU subsidiaries is designated to fulfil the parent's obligations\nunder the CSDDD, and the parent has obtained an exemption from the competent\nsupervisory authority.  13\n\n##  When will companies have to comply?\n\nThe CSDDD must be transposed by Member States into national law by 26 July\n2026. These new rules will become applicable to companies according to a\nstaggered timeline set out below, to enable them to prepare. This means that\nit will be several years before the new rules take full effect.\n\nThese new rules will become applicable to companies according to a staggered\ntimeline set out below, to enable them to prepare. This means that it will be\nseveral years before the new rules take full effect.\n\n**Category** |  **Net turnover threshold** |  **Number of employees** |  **Date of application for companies 14  **  \n---|---|---|---  \nEU companies  |  **EUR 1,500 m (global)** |  **5,000** |  **26 July 2027**  \n**EUR 900 m (global)** |  **3,000** |  **26 July 2028**  \n**EUR 450 m (global)** |  **1,000** |  **26 July 2029**  \nNon-EU companies  |  **EUR 1,500 m (in EU)** |  **N/A** |  **26 July 2027**  \n**EUR 900 m (in EU)** |  **N/A** |  **26 July 2028**  \n**EUR 450 m (in EU)** |  **N/A** |  **26 July 2029**  \nEU Franchisors/ Licensors  |  **Turnover: EUR 80 m (global)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (global)**  \nNon-EU Franchisors/ Licensors  |  **Turnover: EUR 80 m (in EU)** |  **N/A** |  **26 July 2029**  \n**Royalties: EUR 22.5 m (in EU)**  \n  \n##  What are the specific obligations for companies?\n\n**In-scope companies must take various steps to manage actual and potential\nadverse impacts of their activities on human rights and environmental matters,\narising from (i) their own operations, (ii) the operations of their\nsubsidiaries, and (iii) the operations of their business partners in its chain\nof activities. 15  **\n\nThe \"chain of activities\" does not cover disposal of products, or activities\nof a company's downstream business partners related to the services of the\ncompany. However, it does cover:\n\n  * The activities of a **company's upstream business** partners related to the production of goods or the provision of services by the company (including the design, extraction, sourcing, manufacture, transport, storage and supply of raw materials, products or part of the products and development of the product or the service). \n  * The activities of a **company's downstream business** partners related to the distribution, transport and storage of the product \u2013 where the business partners carry out those activities for the company or on behalf of the company. \n\n###  Core obligations\n\nThe CSDDD's core obligations require in-scope companies to:\n\n  * Adopt a 'risk-based' approach to human rights and environmental due diligence (Article 5); \n  * Integrate due diligence into all relevant policies and risk management systems (Article 7); \n  * Identify and assess actual or potential adverse impacts, and, where necessary, prioritise potential and actual adverse impacts (Articles 8 and 9); \n  * Prevent and (where not possible or immediately possible) mitigate potential adverse impacts; and bring actual adverse impacts to an end and minimise their extent (Articles 10 and 11); \n  * Provide remediation for actual adverse impacts (Article 12); \n  * Carry out meaningful stakeholder engagement (Article 13); \n  * Establish and maintain a notification mechanism and complaints procedure (Article 14); \n  * Monitor the effectiveness of due diligence policy and measures (Article 15); \n  * Publicly communicate on due diligence (Article 16); \n  * Adopting and putting into effect a climate transition plan (Article 22); and \n  * Designate an authorised representative (Article 23). \n\nThe main due diligence obligations under the CSDDD are \"obligations of means\",\nnot \"obligations of result\". Companies are not expected to guarantee that\nadverse impacts will not occur, nor that they will always be prevented. But\nthey are expected to take \"appropriate measures\": measures that are capable of\nachieving the objectives of due diligence.  16  Such measures include\ndeveloping and implementing a prevention action plan; seeking contractual\nassurances from business partners accompanied by measures to verify\ncompliance; making necessary financial or non-financial investments,\nadjustments or upgrades into operational processes and infrastructures;\nmodifying the company's own business plan, strategies and operations including\npurchasing, design and distribution practices; providing targeted and\nproportionate support from SME business partners; or providing remediation.\n\nWhere impacts cannot be prevented or adequately mitigated, minimised or bought\nto an end, as a last resort, the company must: (i) refrain from entering into\nnew or extending existing relations with the relevant business partner; (ii)\nadopt and implement an enhanced prevention action plan without undue delay by\nusing the company's leverage through the temporary suspension of the relevant\nbusiness relationship(s); or (iii) terminate the business relationship (if\nthere is no reasonable expectation that (ii) will succeed).\n\n###  Transition Plans for Climate Change Mitigation\n\nIn-scope companies must adopt and implement a transition plan for climate\nchange mitigation which aims to ensure \"through best efforts\" that the\nbusiness model and strategy of the company align with the Paris Agreement.\nSpecifically, the transition plan shall contain: (i) time-bound targets\n(including for 2030 and for 2050) and key actions planned for reaching them;\n(ii) a description of decarbonisation levers; (iii) an explanation and\nquantification of investments and funding supporting the implementation of the\ntransition plan; and (iv) a description of the role of company management in\nconnection with the plan.  17\n\nCompanies that comply with the EU Corporate Sustainability Reporting Directive\n(CSRD)  18  will be deemed to have complied with this obligation under the\nCSDDD.\n\n##  What are the consequences for non-compliance?\n\n###  Enforcement and Penalties\n\nThe CSDDD will be enforced by the supervisory authorities of Member States,\nwhich will be empowered to carry out investigations where they consider there\nto be \"substantiated concerns\" and may require companies to provide\ninformation in connection with suspected non-compliance with the obligations\nset out in Articles 7 to 16. National supervisory authorities will also be\nrequired to \"at least supervise\" the adoption and design (and updating) of\ncompanies' transition plans. However, they are not required to supervise their\nimplementation. Furthermore, there is no indication that such supervision will\nencompass the formal approval of such transition plans, however, an\nauthority's assessment and determination of non-compliance could give rise to\none of the consequences set out below.\n\nIf a supervisory authority identifies an act of (or an omission amounting to)\nnon-compliance, it may:\n\n  * Order a company to cease the relevant conduct or perform an action to bring it into compliance; abstain from repeating the prohibited conduct; and where appropriate, take remedial action within an appropriate period of time. \n  * Impose a penalty. Penalties will be set by Member States, but shall be effective, proportionate and dissuasive, and take into account a range of factors,  19  with the maximum penalty to be at least 5% of the relevant company's net worldwide turnover in the previous financial year.  20  A pecuniary penalty on an ultimate parent company of a group, shall be calculated based on the consolidated turnover reported by the ultimate parent company.  21 \n\nAdopt interim measures in case of imminent risk of severe and irreparable\nharm.  22\n\nThe CSDDD also notes that Member States have the power to \"withdraw and to\nprohibit the placing, making available on the market and export of products\nunder other Union legislative acts\".  23\n\n###  Civil liability and other consequences\n\nThe CSDDD requires Member States to ensure that companies can be held liable\nfor damages caused to natural or legal persons where the company\n\"intentionally or negligently\" fails to comply with Article 10 and 11\nobligations (to prevent and mitigate impact, or to end or minimise such\nimpacts), although this is limited to situations where the relevant rights,\nprohibitions or obligations are aimed at protecting the specific claimant, and\nthe failure caused damage.  24\n\nWhile the \"causality\" would be a question for domestic courts to determine in\naccordance with national law, the CSDDD specifically excludes liability if the\ndamage is caused only by the business partners in the company's chain of\nactivities.  25  However, where damage is found to have been caused jointly by\nthe company and its subsidiary, or by the company and a business partner, the\ncompany will be jointly and severally liable.  26\n\nFull compensation under the CSDDD shall not lead to overcompensation, whether\nby means of punitive, multiple or other types of damages.  27\n\nMember States may determine the conditions under which trade unions, civil\nsociety organisations and national human rights institutions can bring\ncollective redress mechanisms on behalf of victims.  28\n\nCompliance with the CSDDD could also be qualified as a criterion for the award\nof public contracts and concessions. As a result, any non-compliance could\nconstitute a breach of any such contract or terms of concession.  29\n\n##  What next?\n\nThe CSDDD's entry into force on 25 July 2024 triggers the transposition period\nfor Member States to adopt national laws transposing the CSDDD obligations.\nCompanies will need to comply according to the staggered timeline set out\nabove.\n\nA \"review\" provision at Article 36(2) of the CSDDD will require the Commission\n(by 26 July 2030 and every three years thereafter) to submit to the Parliament\nand Council a report and any accompanying legislative proposals considered\nnecessary, on whether to amend key elements of the legislation including: the\nemployee and net turnover thresholds for falling in-scope; the definition of\nthe term \"chain of activities\"; the rules on combatting climate change,\npenalties and civil liability; or (introduction of) sector-specific approach\nfor high-risk sectors.  30\n\nRuth Benbow (Knowledge Manager, London) contributed to the development of this\npublication.\n\n1 Directive (EU) 2024/1760 of the European Parliament and of the Council of 13\nJune 2024 on corporate sustainability due diligence and amending Directive\n(EU) 2019/1937 and Regulation (EU) 2023/2859, available  [ here\n](https://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=OJ:L_202401760) .  \n2 Recital 16.  \n3 See White & Case alert, \u201cNew EU Batteries Regulation: introducing enhanced\nsustainability, recycling and safety requirements\u201d, 2 August 2023, available\n[ here  ](https://www.whitecase.com/insight-alert/new-eu-batteries-regulation-\nintroducing-enhanced-sustainability-recycling-and-safety) .  \n4 See White & Case alert, \u201c10 key things to know about the new EU\nDeforestation Regulation\u201d, 21 July 2023, available  [ here\n](https://www.whitecase.com/insight-alert/10-key-things-know-about-new-eu-\ndeforestation-regulation) .  \n5 The CSDDD provides that if a provision conflicts with another EU legislative\nact pursuing the same objectives and providing for more extensive or more\nspecific obligations, that other EU legislative act shall prevail. Article\n1(3).  \n6 Article 1(2).  \n7 Article 4.  \n8 Article 3(1)(a) contains a detailed definition of 'company'.  \n9 Article 2.  \n10 The European Network of Supervisory Authorities will publish an indicative\nlist of third-country companies subject to the CSDDD.  \n11 As explored in the table above, lower financial thresholds will also apply\nto EU and non-EU companies that rely on franchise or license models where the\ncompany's or group's agreements with third parties ensure a common identity, a\ncommon business concept and the application of uniform business methods. See\nArticle 2(1)(c) and 2(2)(c).  \n12 Other types of entities are also exempt from complying with obligations\nunder the CSDDD, including Alternative Investment Funds (AIFs) and\nundertakings for collective investment in transferable securities (UCITS).\nArticle 2(8).  \n13 Article 2(3).  \n14 Note that the obligation to communicate on due diligence (article 16)\nfollows a different timeline (Article 37).  \n15 Article 1(a).  \n16 Recital 19.  \n17 Article 22.  \n18 See W&C's contribution to ICC UK's Trade for Prosperity magazine \u201cThe\nCorporate Sustainability Reporting Directive: EU rules with global impact on\nbusiness\u201d, Spring 2024, available  [ here\n](https://cloud.3dissue.com/176015/176404/205852/ICCTradeForProsperityWS24DE/index.html)\n, page 90.  \n19 These are: (a) the nature, gravity and duration of the infringement, and\nthe severity of the impacts resulting from that infringement; (b) any\ninvestments made and any targeted support provided pursuant to Articles 10 and\n11; (c) any collaboration with other entities to address the impacts\nconcerned; (d) where relevant, the extent to which prioritisation decisions\nwere made in accordance with Article 9; (e) any relevant previous decisions\nfinding infringements by the company; (f) the extent to which the company\ncarried out any remedial action with regard to the concerned subject-matter;\n(g) the financial benefits gained from or losses avoided by the company due to\nthe infringement; and (h) any other aggravating or mitigating factors\napplicable to the circumstances of the case. See Article 27(2).  \n20 Article 27(4).  \n21 Article 27(4).  \n22 Article 25(5)(c).  \n23 Recital 76.  \n24 Article 29(1).  \n25 Article 29(1).  \n26 Article 29(5).  \n27 Article 29(2).  \n28 Article 29(3)(d).  \n29 Article 31.  \n30 Article 36.\n\nWhite & Case means the international legal practice comprising White & Case\nLLP, a New York State registered limited liability partnership, White & Case\nLLP, a limited liability partnership incorporated under English law and all\nother affiliated partnerships, companies and entities.\n\nThis article is prepared for the general information of interested persons. It\nis not, and does not attempt to be, comprehensive in nature. 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                "metadata": {
                    "ext_id": "a0e5bffe-050e-425f-af88-dbb8442aeb83",
                    "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. Group ](/en/sustainable/policy.html)\n\n  * [ Materiality ](/en/sustainable/materiality.html)\n\n  * [ Communication with Stakeholders ](/en/sustainable/communication.html)\n\n  * [ United Nations Global Compact ](/en/sustainable/globalcompact.html)\n\n  * Sustainability Subcommittee \n\n    * [ Environment and Energy ](/en/sustainable/environment.html)\n    * [ Human Capital ](/en/sustainable/humanrights.html)\n    * [ Supply Chain Management ](/en/sustainable/procurement.html)\n    * [ Philanthropy ](/en/sustainable/philanthropy.html)\n    * [ BCP ](/en/sustainable/bcp.html)\n\n  * [ Reports Archive ](/en/sustainable/report.html)\n\n  * [ GRI Standards Content Index ](/en/sustainable/gri.html)\n\n  * [ ESG Performance Data ](/en/sustainable/esg.html)\n\n  * [ External Ratings ](/en/sustainable/external_ratings.html)\n\n  * [ Site Map ](/en/sitemap/)\n  * [ Personal Information Protection Policy ](/en/privacy/)\n  * [ Terms of Use ](/en/terms/)\n  * [ Contact Us ](/en/form/contact/index.html)\n\n  * [ JP  JAPANESE  ]()\n  * [ EN  ENGLISH  ]()\n\nCopyright \u00a9 2022 H.U. Group Holdings, Inc. All rights reserved.\n\n",
                "url": "https://www.hugp.com/en/sustainable/gri.html"
            },
            "reason": "This is a sustainability report from HUGP, providing insight into their sustainability efforts and standards, with moderate reliability.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "HUGP's sustainability report.",
            "url": "https://www.hugp.com/en/sustainable/gri.html"
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        {
            "content": {
                "metadata": {
                    "ext_id": "81075112-0f9f-4b5c-a2d5-7487035ddd1f",
                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "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. Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization's overall risk management.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \n  \n###  Metrics & Targets\n\nRecommended Disclosures  |  Reference Page   \n---|---  \na. Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.  | \n\n  * [ Responses to the TCFD Recommendations ](/english/corporate/sustainability/efforts-environment/tcfd/)\n\n  \nb. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions and the related risks.  | \n\n  * [ Environmental Data ](/english/corporate/sustainability/report/esg-data/environment/)\n\n  \nc. 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",
                "url": "https://www.kddi.com/english/corporate/sustainability/report/guideline/"
            },
            "reason": "This is a corporate sustainability report guideline from KDDI, offering a reliable insight into their sustainability efforts and standards.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "KDDI's corporate sustainability report guideline.",
            "url": "https://www.kddi.com/english/corporate/sustainability/report/guideline/"
        },
        {
            "content": {
                "metadata": {
                    "ext_id": "daee4afa-51d3-435e-af37-7cd09a6eb7c1",
                    "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 discussing EU's corporate sustainability due diligence directive, providing a reliable and informed perspective.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Legal analysis on EU's 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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                "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 a GRI (Global Reporting Initiative) index from Milbon, providing insight into their management and sustainability efforts, with moderate reliability.",
            "reliability_score": 0.7,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Milbon's GRI index.",
            "url": "http://www.milbon.com/en/ir/management/gri.html"
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            "content": {
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                    "source": "https://annual-report.puma.com/2024/en/combined-management-report/sustainability-statement/governance-information/esrs-g1-business-conduct/index.html"
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                "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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                    "source": "https://www.bsr.org/en/primers/10-human-rights-priorities-for-the-transport-and-logistics-sector"
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                "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. With offices in\nAsia, Europe, and North America, BSR\u00ae provides its 300+ member companies with\ninsight, advice, and collaborative initiatives to help them see a changing\nworld more clearly, create long-term value, and scale impact.\n\n#####  Our Global Offices\n\n  * Copenhagen \n  * Guangzhou \n  * Hong Kong \n  * London \n  * New York \n  * Paris \n  * San Francisco \n  * Shanghai \n  * Singapore \n  * Tokyo \n  * Washington, D.C. \n\n#####  Stay Informed\n\n[ Subscribe ](/en/hello/subscribe)\n\n#####  Elsewhere\n\n  * [ ](http://www.linkedin.com/company/162839)\n  * [ ](https://bsky.app/profile/bsrnews.bsky.social)\n  * [ ](http://www.youtube.com/user/BusinessSocialResp)\n  * [ ](https://www.flickr.com/photos/107327276@N08/sets/)\n\n* * *\n\n#####  [ Sustainability Insights ](https://www.bsr.org/en/sustainability-\ninsights)\n\n  * [ Podcast Series ](https://www.bsr.org/en/audio)\n  * [ Blog ](https://www.bsr.org/en/blog)\n  * [ Case Studies ](https://www.bsr.org/en/case-studies)\n  * [ In the News ](https://www.bsr.org/en/news)\n  * [ Policies, Regulations, and Standards ](https://www.bsr.org/en/prs)\n  * [ Primers ](https://www.bsr.org/en/primers)\n  * [ Reports ](https://www.bsr.org/en/reports)\n  * [ Sustainability FAQs ](https://www.bsr.org/en/sustainability-faqs)\n  * [ Topics ](https://www.bsr.org/en/topics)\n\n#####  [ Advisory Services ](https://www.bsr.org/en/advisory-services)\n\n  * [ Industries ](https://www.bsr.org/en/industries)\n  *   * [ Consumer Products ](https://www.bsr.org/en/industries/consumer-products)\n  * [ Energy and Extractives ](https://www.bsr.org/en/industries/energy-and-extractives)\n  * [ Financial Services ](https://www.bsr.org/en/industries/financial-services)\n  * [ Food, Beverage, and Agriculture ](https://www.bsr.org/en/industries/food-beverage-and-agriculture)\n  * [ Healthcare ](https://www.bsr.org/en/industries/healthcare)\n  * [ Industrials ](https://www.bsr.org/en/industries/industrials)\n  * [ Media and Entertainment ](https://www.bsr.org/en/industries/media-and-entertainment)\n  * [ Technology ](https://www.bsr.org/en/industries/technology)\n  * [ Transport and Logistics ](https://www.bsr.org/en/industries/transport-and-logistics)\n  * [ Travel and Tourism ](https://www.bsr.org/en/industries/travel-and-tourism)\n\n  * [ Services ](https://www.bsr.org/en/industries)\n  *   * BSR\u2019s sustainability advisory services help companies to achieve impact and create long-term business value. \n\n  * [ Sustainable Futures Lab ](https://www.bsr.org/en/advisory-services/sustainable-futures-lab)\n  * BSR\u2019s Sustainable Futures Lab helps businesses to spot emerging issues early, explore different possible futures, and develop more resilient and sustainable strategies. \n\n#####  [ Collaboration ](https://www.bsr.org/en/collaboration)\n\n  * [ Collaborative Initiatives ](https://www.bsr.org/en/collaboration/groups)\n  * [ Roundtables and Multi-Company Opportunities ](https://www.bsr.org/en/collaboration/roundtables)\n\n#####  [ Membership ](https://www.bsr.org/en/membership)\n\n  * [ Member Portal ](https://www.bsr.org/en/membership/portal)\n  * [ Member Companies ](https://www.bsr.org/en/membership/member-list)\n  * [ FAQ ](https://www.bsr.org/en/membership/faq)\n\n#####  [ Events ](https://www.bsr.org/en/events)\n\n  * [ All Events ](https://www.bsr.org/en/events)\n  * [ Human Rights Across the Generative AI Value Chain: Risks, Responsibilities, and Practical Guidance ](https://www.bsr.org/en/events/hub/human-rights-across-the-generative-ai-value-chain-risks-responsibilities-and-practical-guidance)\n\n#####  [ Focus Areas ](https://www.bsr.org/en/focus)\n\n  * [ Climate Change ](https://www.bsr.org/en/focus/climate-change)\n  * [ Human Rights ](https://www.bsr.org/en/focus/human-rights)\n  * [ Inclusive Business ](https://www.bsr.org/en/focus/inclusive-business)\n  * [ Nature ](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 Engineering and Construction Industry \n  * [ **Diversity, Equity, and Inclusion (DEI) in Supply Chain Resource Hub** ](https://gsa.bsr.org) / Resource Hub \n  * [ **Global Business Coalition Against Human Trafficking** ](https://www.gbcat.org) / Business Coaltion Committed to Combating Human Trafficking in Operations and Supply Chains \n  * [ **Partnership for Global LGBTI Equality** ](https://www.global-lgbti.org) / Accelerating LGBTI Equality and Inclusion Globally \n\n  * [ **RISE** ](https://riseequal.org) / Reimagining Industry to Support Equality \n  * [ **Sustainability Principles and Objectives Framework** ](https://spo.bsr.org) / ESG Framework for Pre-IPO Companies \n  * [ **Sustainable Coconut Partnership** ](https://www.coconutpartnership.org) / Towards a Responsible and Resilient Coconut Sector \n  * [ **Sustainable Entertainment Alliance** ](https://www.sustainableentertainmentalliance.org) / Transforming the Screen Industry\u2019s Environmental Impact \n  * [ **Tech 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": "This is a primer from BSR (Business for Social Responsibility) on human rights priorities in the transport and logistics sector, providing a reliable and informed perspective.",
            "reliability_score": 0.8,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "BSR's 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"
        },
        {
            "content": {
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                    "origin": "public",
                    "resource_location": "web",
                    "resource_type": "webpage",
                    "source": "https://www.roche.com/investors/reports/gri-index"
                },
                "page_content": "  * [ About Roche ](/about/)\n    * [ About Roche  ](/about/)\n    * [ Strategy ](/about/strategy/)\n    * [ Business ](/about/business/)\n    * [ Sustainability ](/about/sustainability/)\n    * [ Leadership ](/about/leadership/)\n    * [ Governance ](/about/governance/)\n    * [ History ](/about/history)\n  * [ Solutions ](/solutions/)\n    * [ Solutions  ](/solutions/)\n    * [ Focus areas ](/solutions/focus-areas/)\n    * [ Pharma solutions ](/solutions/pharma/)\n    * [ Diagnostic solutions ](/solutions/diagnostics/)\n    * [ Pipeline ](/solutions/pipeline/)\n  * [ Innovation ](/innovation/)\n    * [ Innovation  ](/innovation/)\n    * [ Team & structure ](/innovation/structure/)\n    * [ Innovation process ](/innovation/process/)\n    * [ Ethical standards ](/innovation/ethical-standards/)\n    * [ Partnering ](/innovation/partnering/)\n  *   * [ Investors ](/investors/)\n    * [ Investors  ](/investors/)\n    * [ Investor updates ](/investors/updates/)\n    * [ Investor events ](/investors/events/)\n    * [ Reporting ](/investors/reports/)\n    * [ Finance Information Tool ](/investors/rofis)\n    * [ Share and Bond information ](/investors/bonds)\n    * [ Download center ](/investors/downloads)\n  * [ Media ](/media/)\n    * [ Media  ](/media/)\n    * [ Media releases ](/media/releases/)\n    * [ Media events ](/media/events/)\n    * [ Media statements ](/media/statements)\n    * [ Media library ](/media/library-images)\n\n  * [ Stories ](/stories/)\n  * [ Careers ](https://careers.roche.com)\n  *   * [ ](/worldwide)\n  * [ ](/search)\n\n#  Roche GRI Content Index\n\nAs part of Roche's efforts to advance sustainability reporting, we support the\nactivities of the Global Reporting Initiative (GRI) as a Community member and\nadvocate its mission to empower decision makers worldwide, through the GRI\nsustainability reporting standards and its multi-stakeholder network to take\naction towards a more sustainable world.\n\nRoche has been using the Global Reporting Initiative as a guide and reference\npoint since 2005. In 2018/2019, we conducted a  of key topics that are highly\nrelevant to us and to our key stakeholders in accordance with the GRI\nSustainability Reporting Standards. In 2023, we have declared in accordance\nwith the latest GRI standards published in 2021.\n\n###  GRI Content Index 2024\n\nFor the Content Index - Advanced Service, GRI Services reviewed that the\ncontent index is clearly presented, in a manner consistent with the Standards,\nand that the references for all disclosures are included correctly and aligned\nwith the appropriate sections in the body of the report.\n\n[ Annual Report 2024\n](https://assets.roche.com/f/176343/x/09457b2a19/ar24e.pdf)\n\n##  Discover more\n\n\u00c2\u00a9  \u00c2 F. Hoffmann-La Roche Ltd \u00c2\n\nThis website contains information on products which is targeted to a wide\nrange of audiences and could contain product details or information otherwise\nnot accessible or valid in your country. Please be aware that we do not take\nany responsibility for accessing such information which may not comply with\nany legal process, regulation, registration or usage in the country of your\norigin.\n\n",
                "url": "https://www.roche.com/investors/reports/gri-index"
            },
            "reason": "This is a GRI (Global Reporting Initiative) index from Roche, providing a reliable insight into their sustainability efforts and standards.",
            "reliability_score": 0.9,
            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Roche's GRI index.",
            "url": "https://www.roche.com/investors/reports/gri-index"
        },
        {
            "content": {
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                    "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 a CSR (Corporate Social Responsibility) report from Subaru, providing a reliable insight into their social responsibility efforts and standards.",
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            "search_query": "company 'N/A' supply chain human rights",
            "summary": "Subaru's CSR report.",
            "url": "https://www.subaru.co.jp/en/csr/iso26000.html"
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            "content": {
                "metadata": {
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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#7d420e081f17181e094035312e5d3b120f0810475d3508101c135d2f141a15090e502f18111c0918195d2e151c0f1815121119180f5d2d0f120d120e1c110e5d14135d0915185d4f4d4f4f5d28532e535d2d0f1205045d2e181c0e12135b1f121904401509090d0e4752521e120f0d1a120b53111c0a53151c0f0b1c0f1953181908524f4d4f4f524c4f524d45521508101c13500f141a15090e500f18111c091819500e151c0f1815121119180f500d0f120d120e1c110e50141350091518504f4d4f4f5008500e500d0f120504500e181c0e121352)\n[ Tweet ](https://twitter.com/share)\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n,  [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) ,  [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) ,  [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) ,  [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) ,  [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/)  \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\nSubodh Mishra is Global Head of Communications at Institutional Shareholder\nServices. This post is based on an ISS Governance memorandum by Joseph Hong,\nSpecialty Research Associate. Related research from the Program on Corporate\nGovernance includes [ The Illusory Promise of Stakeholder Governance\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3544978) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2020/03/02/the-illusory-\npromise-of-stakeholder-governance/) ) and [ Will Corporations Deliver Value to\nAll Stakeholders?\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3899421) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/05/23/will-\ncorporations-deliver-value-to-all-stakeholders/) ) both by Lucian A. Bebchuk\nand Roberto Tallarita; [ Restoration: The Role Stakeholder Governance Must\nPlay in Recreating a Fair and Sustainable American Economy\u2014A Reply to\nProfessor Rock ](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3749654)\n(discussed on the Forum [ here\n](https://corpgov.law.harvard.edu/2021/01/07/restoration-the-role-stakeholder-\ngovernance-must-play-in-recreating-a-fair-and-sustainable-american-economy-a-\nreply-to-professor-rock/) ) by Leo E. Strine, Jr.; [ Stakeholder Capitalism in\nthe Time of COVID\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4026803) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2022/02/22/stakeholder-\ncapitalism-in-the-time-of-covid/) ) by Lucian Bebchuk, Kobi Kastiel, and\nRoberto Tallarita; and [ Corporate Purpose and Corporate Competition\n](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3817788) (discussed on\nthe Forum [ here ](https://corpgov.law.harvard.edu/2021/05/24/corporate-\npurpose-and-corporate-competition/) ) by Mark J. Roe.\n\nThe topic of human rights is of major concern among many stakeholder groups,\nspanning the public, private, and social sectors (e.g., companies, investors,\nconsumers, NGOs, governments, intergovernmental organizations, etc.). Human\nrights issues present material risks to not only companies, but also to\ninstitutional investors, as reputational as well as regulatory and litigation\nrisks, can impact both companies and their investors. Reputational costs\nstemming from, say, damaging viral news stories could negatively impact\nconsumer loyalty, brand perception, and ultimately share price. As many\ninstitutional investors engage with companies to increase alignment on ESG\nperformance and reporting, the \u2018S\u2019 in ESG (Environmental, Social, and\nGovernance) has come under increasing [ scrutiny\n](https://corpgov.law.harvard.edu/2020/06/28/time-to-rethink-the-s-in-esg/) in\nrecent years.\n\nAdditionally, there have been significant legal and regulatory developments\nregarding human rights-related issues, such as the recent [ enforcement\n](https://news.bloomberglaw.com/esg/china-forced-labor-law-prompts-sweeping-\nsupply-chain-reviews) of the Uyghur Forced Labor Prevention Act (UFLPA) which\ncame into effect in June 2022 and the [ EU\u2019s September 2022 proposed ban\n](https://www.whitecase.com/insight-alert/european-commission-proposes-ban-\ngoods-made-forced-labour) on goods made with forced labor \u2013 and accompanying\nsocial compliance-related reassessments of supply chain human rights due\ndiligence (mostly limited to tier 1 finished goods facilities), upstream\nmaterials traceability protocols (e.g., cotton and polysilicon), and\nassociated reporting and disclosure requirements. As such, due also in part to\nNGO engagement and consumer segment expectations, best practices have emerged\namong corporate leaders with regards to transparent and comprehensive end-to-\nend supply chain disclosures.\n\nHuman rights-related risks, however, have not correlated with significant\nmajority support for human rights-related shareholder proposals. In 2022, the\nonly human rights-related shareholder proposal to receive majority support was\nfor the firearms manufacturer Sturm, Ruger & Company, Inc. (RGR) \u2013 this might\nhave corresponded closely with the societal response to the recent torrent of\nmass shootings in America. The Ruger proposal received 69 percent support,\nwhich was an outlier in the data set.\n\nDuring the 2022 U.S. proxy season, there were 26 human rights-related\nshareholder proposals on ballot (around 9 percent of total shareholder\nproposals on ballot), which garnered an average of 25 percent of shareholder\nsupport.\n\nSource: ISS Governance Research & Voting\n\nWhile the number of human rights-related shareholder proposals on ballot have\nvaried over the years, the mean level of support for these proposals has\nremained more-or-less constant.\n\nSource: ISS Governance Research & Voting\n\nThe median level of support for human rights-related shareholder proposals on\nballot has also not varied significantly year-over-year.\n\nSource: ISS Governance Research & Voting\n\nThe numbers of human rights-related shareholder proposals by sector since 2019\nare shown above. The consumer discretionary and I/T sectors in particular have\nfaced increased scrutiny with regards to responsible sourcing standards in\nsupply chains, due in part to significant controversies driven by media\nreporting and NGO attention.\n\nMany of the human rights-related shareholder proposals over the period have\nfocused on increased disclosure regarding supply chain human rights due\ndiligence, or on whether company leadership is effectively managing forced\nlabor and child labor sourcing risks, and business operations and end-use due\ndiligence in high-risk regions. Other proposal topics have included customer\nand end-use due diligence (e.g., privacy and law enforcement), domestic labor\nrights, and other issues. See table below for a list of targeted companies,\nsector, proposal type, main filer and vote support level.\n\nThe wider picture is that the average vote of support for human rights-related\nproposals has held approximately at 26 percent per season over recent years.\nWith 26 human rights-related proposals, the 2022 proxy season had the most\nhuman rights-related proposals in recent years, up from 15 in 2021, 17 in\n2020, and 24 in 2019.\n\n**2022 U.S. Proxy Season Human Rights-Related Proposals (by AGM DATE)**\n\n**Company** |  **Sector** |  **Proposal Topic** |  **Main Filer** |  **Support Level (%)**  \n---|---|---|---|---  \nApple Inc. (AAPL)  |  I/T  |  Forced Labor ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/320193/000119312522003583/d222670ddef14a.htm#tx222670_36b) )  |  Jane M. Saks et al  |  33.70%   \nThe Walt Disney Company (DIS)  |  Communications Services  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1744489/000119312522012592/d249883ddef14a.htm#toc249883_38) )  |  National Legal and Policy Center  |  36.80%   \nLockheed Martin Corporation (LMT)  |  Industrials  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/936468/000093646822000033/lockheedmartin2022proxy.htm#i76545e592cf74d61b4b080da9d52b1f1_193) )  |  Sisters of Charity of St. Elizabeth et al  |  20.20%   \nCitigroup Inc. (C)  |  Financial Services  |  Human Rights Due Diligence \u2013 Indigenous People ( [ Item 7 ](https://www.sec.gov/Archives/edgar/data/0000831001/000120677422000697/citi3969751-def14a.htm#stockholderproposals) )  |  Sisters of St. Joseph, Brentwood  |  34.00%   \nWells Fargo & Company (WFC)  |  Financial Services  |  Human Rights Due Diligence \u2013 Indigenous People ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) )  |  American Baptist Home Mission Societies  |  25.91%   \nGeneral Dynamics Corporation (GD)  |  Industrials  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/72971/000119312522074612/d304150ddef14a.htm#toc360404_53) )  |  Franciscan Sisters of Allegany, NY  |  25.24%   \n3M Company (MMM)  |  Industrials  |  Business in \u201cCommunist China\u201d ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/0000066740/000120677422000811/mmm3983801-def14a.htm#d398380a077) )  |  Steven Milloy  |  3.30%   \nFirstEnergy Corp. (FE)  |  Utilities  |  Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/1031296/000119312522082777/d156096ddef14a.htm#toc156096_5) )  |  Steven Milloy  |  2.90%   \nThe Hershey Company (HSY)  |  Consumer Discretionary  |  Child Labor ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/47111/000004711122000023/a2022proxystatement.htm#icdce78989cde48a3bb746cf783685e14_1443) )  |  American Baptist Home Mission Society  |  7.81%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Customer Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  Sisters of St. Joseph, Brentwood  |  40.25%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Freedom of Association ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  SHARE  |  38.91%   \nAmazon.com, Inc. (AMZN)  |  Consumer Discretionary  |  Human Rights Impact Assessment \u2013 End Use ( [ Item 19 ](https://www.sec.gov/Archives/edgar/data/1018724/000110465922045572/tm223357-5_def14a.htm#tSHPR) )  |  Harrington Investments  |  40.69%   \nChevron Corporation (CVX)  |  Energy  |  Human Rights Due Diligence ( [ Item 8 ](https://www.sec.gov/Archives/edgar/data/93410/000119312522098301/d292137ddef14a.htm#toc292137_65a) )  |  International Brotherhood of Teamsters  |  12.39%   \nMeta Platforms, Inc. (META)  |  Communications services  |  Human Rights Impact Assessment ( [ Item 10 ](https://www.sec.gov/Archives/edgar/data/0001326801/000132680122000043/meta2022definitiveproxysta.htm#i046933ef7c26477e9c8a108d937e294d_2748779070185) )  |  Mercy Investment Services  |  23.76%   \nLowes Companies, Inc. (LOW)  |  Consumer Discretionary  |  Independent Contractor Misclassification ( [ Item 9 ](https://www.sec.gov/Archives/edgar/data/60667/000119312522105006/d301898ddef14a.htm#toc301898_128) )  |  International Brotherhood of Teamsters  |  35.71%   \nAlphabet Inc. (GOOGL)  |  I/T  |  Human Rights Due Diligence ( [ Item 13 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062a) )  |  SumOfUs  |  16.99%   \nAlphabet Inc. (GOOGL)  |  I/T  |  Human Rights Impact Assessment ( [ Item 16 ](https://www.sec.gov/Archives/edgar/data/1652044/000130817922000262/lgoog2022_def14a.htm#lgooga062d) )  |  The Sustainability Group of Loring, Wolcott & Coolidge  |  23.00%   \nSturm, Ruger & Company, Inc. (RGR)  |  Consumer Discretionary  |  Human Rights Impact Assessment ( [ Item 4 ](https://www.sec.gov/Archives/edgar/data/95029/000117494722000537/rgrdef14aproxy.htm#d1e4077_anchor) )  |  CommonSpirit Health  |  68.52%   \nThe TJX Companies, Inc. (TJX)  |  Consumer Discretionary  |  Human Rights Due Diligence ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_148) )  |  NorthStar Asset Management  |  24.60%   \nThe TJX Companies, Inc. (TJX)  |  Consumer Discretionary  |  Independent Contractor Misclassification ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/109198/000010919822000024/a2022proxystatement.htm#ibd1d957d8d0d47d598341251f8d5d525_1099511628903) )  |  International Brotherhood of Teamsters  |  31.80%   \nCaterpillar Inc. (CAT)  |  Industrials  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/18230/000130817922000290/lcat2022_def14a.htm#new_id-125) )  |  Wespath Benefits and Investments  |  10.60%   \nGeneral Motors Company (GM)  |  Industrials  |  Child Labor ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/1467858/000119312522131642/d215687ddef14a.htm#rom215687_42) )  |  National Legal and Policy Center  |  22.36%   \nThe Kroger Co. (KR)  |  Consumer Staples  |  Human Rights Due Diligence ( [ Item 6 ](https://www.sec.gov/Archives/edgar/data/56873/000110465922054782/tm2212949-2_defc14a.htm) )  |  Domini Impact Investments  |  20.85%   \nTesla, Inc. (TSLA)  |  Consumer Discretionary  |  Freedom of Association ( [ Item 11 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_ELEVEN) )  |  N/A  |  33.35%   \nTesla, Inc. (TSLA)  |  Consumer Discretionary  |  Child Labor ( [ Item 12 ](https://www.sec.gov/Archives/edgar/data/1318605/000156459022024064/tsla-def14a_20220804.htm#PROPOSAL_TWELVE) )  |  N/A  |  10.54%   \nNIKE, Inc. (NKE)  |  Consumer Discretionary  |  Forced Labor ( [ Item 5 ](https://www.sec.gov/Archives/edgar/data/320187/000032018722000041/nike2022proxy.htm#iff9e152abc7d431e964fb92719c62bdf_97) )  |  Domini Impact Equity Fund  |  6.35%   \n  \nSource: ISS Governance Research & Voting\n\n[ Corporate purpose ](https://corpgov.law.harvard.edu/tag/corporate-purpose/)\n,  [ Corporate Social Responsibility\n](https://corpgov.law.harvard.edu/tag/corporate-social-responsibility/) ,  [\nESG ](https://corpgov.law.harvard.edu/tag/esg/) ,  [ Esg governance\n](https://corpgov.law.harvard.edu/tag/esg-governance/) ,  [ EU\n](https://corpgov.law.harvard.edu/tag/eu/) ,  [ Human rights\n](https://corpgov.law.harvard.edu/tag/human-rights/)  \n**More from:** [ Subodh Mishra\n](https://corpgov.law.harvard.edu/contributor/subodh-mishra/) , [\nInstitutional Shareholder Services Inc.\n](https://corpgov.law.harvard.edu/lawfirm/institutional-shareholder-services-\ninc/)\n\n  * Supported By: \n\n  *   * ###  Subscribe or Follow \n\n[ ](http://app.feedblitz.com/f/?Sub=186216&cids=1)\n\n[ ](http://www.twitter.com/HarvardCorpGov)\n\n[ ](https://corpgov.law.harvard.edu/feed/)\n\n[ ](https://www.linkedin.com/company/harvard-law-school-forum-on-corporate-\ngovernance)\n\n[ ](https://www.facebook.com/HarvardCorpGov/)\n\n  * ###  Program on Corporate Governance Advisory Board \n\n    * William Ackman \n    * [ Peter Atkins ](https://www.skadden.com/professionals/a/atkins-peter-a)\n    * [ David Bell ](https://www.fenwick.com/professionals/pages/davidbell.aspx)\n    * [ Kerry E. Berchem ](https://www.akingump.com/en/lawyers-advisors/kerry-e-berchem.html)\n    * [ Richard Brand ](https://www.whitecase.com/people/richard-brand)\n    * Daniel Burch \n    * [ Paul Choi ](https://www.sidley.com/en/people/c/choi-paul-l)\n    * [ Jesse Cohn ](https://www.elliottmgmt.com/who-we-are/jesse-cohn/#:~:text=Jesse%20Cohn%20is%20an%20Equity,the%20global%20situational%20investing%20teams)\n    * [ Arthur B. Crozier ](http://www.innisfreema.com/expert/arthur-crozier/)\n[ Christine Davine ](https://www2.deloitte.com/us/en/profiles/cdavine.html)\n\n    * [ Renata J. Ferrari ](https://www.ropesgray.com/en/biographies/f/renata-j-ferrari)\n    *     * [ John Finley ](https://www.blackstone.com/people/john-finley/)\n    *     * [ Andrew Freedman ](https://www.olshanlaw.com/people/Andrew-Freedman)\n    * [ Ray Garcia ](https://www.pwc.com/us/en/services/governance-insights-center/meet-the-team.html)\n    * [ Byron Georgiou ](https://www.georgiouenterprises.com/biography)\n    * [ Joseph Hall ](https://www.davispolk.com/professionals/joseph-hall/)\n    * [ Jason M. Halper ](https://www.velaw.com/people/jason-halper/)\n    * [ Paul Hilal ](https://www.mantleridge.com/about/#about-paul-hilal)\n    * [ Carl Icahn ](http://www.shareholderssquaretable.com/)\n[ William P. Mills ](https://www.cadwalader.com/professionals/william-mills)\n\n    * [ David Millstone ](https://www.standardindustries.com/our-team/)\n    * [ Theodore Mirvis ](https://www.wlrk.com/attorney/tnmirvis/)\n    *     * [ Philip Richter ](https://www.friedfrank.com/index.cfm?pageID=42&itemID=527)\n    * [ Elina Tetelbaum ](https://www.wlrk.com/attorney/etetelbaum/)\n    * [ Sebastian Tiller ](https://www.velaw.com/people/sebastian-tiller/)\n    * [ Marc Trevino ](https://www.sullcrom.com/Lawyers/Marc-Trevino)\n[ Jonathan Watkins ](https://www.cadwalader.com/professionals/jonathan-\nwatkins)\n\n    * [ Steven J. Williams ](https://www.paulweiss.com/professionals/partners-and-counsel/steven-j-williams)\n    * [ Daniel Wolf ](http://www.kirkland.com/sitecontent.cfm?contentID=220&itemID=9713)\n\n  * ###  HLS Faculty & Senior Fellows \n\n    * [ Lucian Bebchuk ](http://www.law.harvard.edu/faculty/bebchuk/)\n    * [ Robert Clark ](https://hls.harvard.edu/faculty/directory/10165/Clark)\n    * [ John Coates ](https://hls.harvard.edu/faculty/directory/10170/Coates)\n    * [ Alma Cohen ](http://www.law.harvard.edu/programs/corp_gov/cohen.shtml)\n    * [ Stephen M. Davis ](https://pcg.law.harvard.edu/stephen-m-davis/)\n    * [ Allen Ferrell ](http://www.law.harvard.edu/faculty/fferrell/)\n    * [ Jesse Fried ](https://hls.harvard.edu/faculty/directory/10289/Fried)\n    * [ Oliver Hart ](http://scholar.harvard.edu/hart/home)\n    * [ Howell Jackson ](https://hls.harvard.edu/faculty/howell-e-jackson/)\n    * [ Kobi Kastiel ](https://en-law.tau.ac.il/profile/kastiel)\n    * [ Reinier Kraakman ](https://hls.harvard.edu/faculty/directory/10490/Kraakman)\n    * [ Mark Ramseyer ](https://hls.harvard.edu/faculty/directory/10697/Ramseyer)\n    * [ Mark Roe ](https://hls.harvard.edu/faculty/directory/10725/Roe)\n    * [ Robert Sitkoff ](https://hls.harvard.edu/faculty/directory/10813/Sitkoff)\n    * [ Holger Spamann ](https://hls.harvard.edu/faculty/directory/10831/Spamann)\n    * [ Leo E. Strine, Jr. ](https://pcg.law.harvard.edu/leo-e-strine-jr/)\n    * [ Guhan Subramanian ](https://hls.harvard.edu/faculty/directory/10868/Subramanian)\n    * [ Roberto Tallarita ](https://hls.harvard.edu/faculty/roberto-tallarita/)\n\nHarvard Law School Forum on Corporate Governance  \nAll copyright and trademarks in content on this site are owned by their\nrespective owners. Other content \u00a9 2025 The President and Fellows of Harvard\nCollege.  \n\n[ Privacy Policy ](http://corpgov.law.harvard.edu/privacy-policy/)\n\n  *[\n         Thursday, December 8, 2022\n        ]: Thursday, December 8, 2022\n\n",
                "url": "https://corpgov.law.harvard.edu/2022/12/08/human-rights-related-shareholder-proposals-in-the-2022-u-s-proxy-season/"
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